Revolut LTD YE 2021 Annual Report-2

Annual Report &
Financial Statements
For the year ended
31 December 2021
One app,
all things
money
Contents 03 Strategic report
34 Board of Directors
36 Directors’ Report
44 Independent auditor’s report to the members

of Revolut Ltd
48 Financial statements
57 Notes to the consolidated financial statements
127 Company Information
Annual Report & Financial Statements 2021 2

Strategic report
2021 Highlights
$800m
Reached
raised in Series £7.4bn

E funding round in customer liabilities
Our customers donated
£6.5m
through Revolut’s donations platform
5m
new retail customers
added
50% £636m
increase in weekly
active users in Revenue
75% £26m
increase in number
of users paying in Net Profit
subscriptions

Strategic Report
Chairman’s statement
In 2021 we made considerable progress in meeting our ambitious goals, notably, hitting our first full year of
profitability. This is an important milestone for Revolut and proves the strength and success of the business model
that we’ve been building over the last seven years.
We continued to focus relentlessly on improving our offering to customers through innovative new products,
excellent service and highly competitive pricing, with particularly strong growth in the UK, Ireland, the European
Economic Area (EEA) and the US.
Financial performance
When profitability often plays second fiddle to growth for FinTechs,
we showed that a company as young as Revolut can continue to
accelerate its growth while also being profitable. Our Revenue
increased nearly threefold, resulting in £59.1 million profit from
operations for 2021. Such strong financial performance and
profitability demonstrates Revolut efficiently moving from the
‘start-up’ that is only focused on growth, to the ‘scale-up’ looking to
grow profitably.
In July 2021, we raised $800 million in Series E funding, valuing

the business at $33 billion. We were also pleased to gain the
confidence of a number of new major investors. The Series E
funding demonstrates investors’ confidence that we can deliver a
best-in-class digital banking experience for customers around the
world. The investment strengthens our ability to continue to build
products that exceed customers’ everyday financial needs and
expectations, continuing to drive fast growth, particularly in the US
and international markets.
Board and governance

We further strengthened the Board in August 2021 with the
CHAIRMAN
appointment of John Sievwright as a Non-Executive Director and
Chair of the Board Risk & Compliance Committee.
Martin Gilbert
John brings a wealth of experience in both Executive and Non-
Executive roles within the financial services sector. He joined “When profitability often
us following a 20 year career with Merrill Lynch holding global
leadership positions, latterly Chief Operating Officer - International.
plays second fiddle to growth
John has been a Director of Burford Capital (a leading global
for FinTechs, we showed
finance and asset management firm) since May 2020 and serves that a company as young
on its Audit and Compensation Committees, having previously
been a senior independent director and Chairman of the Audit and
as Revolut can continue to
Risk Committee at ICAP plc (later NEX Group), an inter-broker accelerate its growth while
dealer focused on electronic financial markets and post-trade
business for financial institutions.
also being profitable.”
We welcome John’s deep knowledge, passion and experience of the
financial services industry. We continue to develop our approach
to governance across the organisation. Our Board and committee
structures continue to mature, supported by our Global Corporate
Governance Framework. The Board is committed to ensuring that
Revolut continues to develop and embed governance best practice
across all of its legal entities.

Strategic report Chairman’s statement
Outlook
As we emerged from the global pandemic, and life returned It’s difficult to think of a company as well-positioned for success
to normal - or at least to the new normal - we were all closely as we are. Revolut’s adaptability, ambition, innovation, and pace of
watching to see how society had changed for good. product roll-out means that we are prepared to do amazing things.
There has been a huge evolution in consumer behaviours including

in the new world of hybrid or remote work and the accelerated
trend away from cash to contactless and online payments, and
more recently with the rising cost of living and customers’ efforts
to make their money work harder. Many people are keenly watching
Martin Gilbert
the FinTech sector to see which companies have adapted.
Chair
27 February 2023

Strategic report
Chief Executive
Officer’s review
2021 was a pivotal point in Revolut’s journey - a year marked by three key themes: our business model proving its
profitability through revenue growth, expanding our product range and continued global expansion.
Landmark achievements in profitability, product and expansion in 2021 saw our transition from a high-growth
FinTech to an established leader in the new era of banking.
But before anything else, I need to acknowledge and thank our

people - our dream team - that enable Revolut to achieve its goals.
We would not be where we are today without the talent, experience
and intellect of our hard-working team. Our rapid growth,
expansion and rate of innovation means that every Revoluter rises
to new challenges every day. I and the executive team thank them
for their incredible contribution.
Profitability
On the first theme, I am delighted to report that we were profitable
for the full year of 2021 (net profit 2021: £26.3 million). This is a
key metric for fast-growth start-ups in the FinTech and banking
sectors, and shows that our business model works and is resilient.
Our revenue nearly tripled, from £220 million in 2020 to over £636
million in 2021 and our Gross Margin improved from 33% in 2020 to
nearly 70% in 2021. This strong revenue growth came from across
all business lines including Payments, Revolut Business and Wealth
& Trading, proving our diversified model, and was a significant
factor in us becoming profitable.
Our profitability in 2021 was despite the economy suffering a

significant prolonged shock from global lockdowns, continued
CHIEF EXECUTIVE OFFICER
travel bans and COVID-19 effects. But at the same time, the
accelerated shift to digital services and remote working boosted
our number of customers and the amount that they used our app. Nik Storonsky
“The accelerated shift to
digital services and remote
working boosted our number
of customers and the amount
that they used our app.”

Strategic report Chief Executive Officer’s review
Expanding our product range Global expansion

Secondly, we have continued to grow our product portfolio with And thirdly, in our quest to become a global financial super app,
another strong year of innovative product launches. we have continued to grow our international footprint - with more
presence and customers in the countries we’re already in, and new
We entered the travel vertical with Stays, enabling customers to
countries too.
benefit from up to 10% cashback on bookings at over 750,000
hotels and locations. We provided greater choice in how and when We also increased both deposit and electronic money (e-money)
people are paid with On-Demand Pay, which allows customers to balances and transaction sizes. We have seen rapid growth in
withdraw up to half of their earned salary up to a month before customer engagement and satisfaction, with higher monthly
their scheduled payday. and daily active users. As our customers’ trust and confidence in
Revolut continues to grow, they are weaving us even more into the
Revolut’s Wealth & Trading platform, where customers can securely
fabric of their financial lives.
trade equities and crypto assets, has continued to grow too. In
response to customer demand, we strengthened considerably our Despite the FinTech sector taking a knock in recent months with
crypto offering. Customers saw a significant rise in the number of funding down rounds and some job cuts, Revolut continues to grow
tokens available to buy or sell. At the start of 2021, 10 tokens were and to hire. Our Series E funding in July 2021 is a significant capital
available. This increased to 60 cryptocurrencies by the end of the investment that positions us well to withstand financial headwinds.
year. Customers can view real-time price charts and market data
We rolled out banking services to 18 European countries in 2021
to show current rates and historical performance, and can set price
and closed the year with almost two million customers signed
alerts at their chosen thresholds. As we expand our crypto offering,
up to Revolut Bank UAB, more than ten times the number the
this is increasingly within a robust regulatory framework, which
previous year.
we welcome.
We expanded our footprint in the US where our app meets the
The number of Revolut Business customers continued to grow with
needs of the modern US consumer with a low cost US/Mexico
businesses from family-owned SMEs to technology decacorns. In
remittance corridor and fee-free pricing on ATM withdrawals,
2021 we launched multiple new services for businesses, including
international transfers, Revolut <18 (formerly Junior) subscriptions
enabling online card payments acceptance for businesses through
and crypto trading.
our acquiring product. We also enabled WooCommerce and
Prestashop plugins to accept payments from these eCommerce
sites and acquired Nobly, an ePOS business, to expand services to
the hospitality sector.

Strategic report Chief Executive Officer’s review
In September 2021, our US broker-dealer licence application was Fintech as a force for good
approved and in January 2022 we launched our commission-free We’ve been busy in other areas too - using the power of finance
stock trading platform in the US with more than 1,100 NASDAQ- to be a force for good in the world. The more successful we are,
and NYSE-listed securities, including more than 200 exchange- the more we can make a positive difference to our customers and
traded funds (ETFs). Revolut retail investors can see real-time within our communities.
market data and charts showing current rates and historical
In March 2022 we launched a free payments services offer for
performance, and can set price alerts at their chosen thresholds.
refugees fleeing Ukraine following the Russian invasion. This
We continue to receive an enthusiastic reception in other global service can be used to send and receive money, as well as
expansion markets. exchange currency. We ensured individuals displaced by the
invasion had quick and easy access to their money, as well as
In India we acquired Arvog Forex, a local foreign exchange
waiving a number of foreign exchange and top-up fees. We have
business, as part of our multi-million dollar investment into
helped more than 250,000 refugees gain access to money and
India. We also hired seasoned individuals to lead our expansion
payments services, in multiple currencies, when they needed
in India, as well as in two of our other strategic growth markets,
it most. Thanks to the generosity of our customers, and in
Mexico and Brazil. In Australia, we received authorisation to offer
partnership with the British Red Cross, we were also able to raise
securities trading and formally submitted an application to the
over €10 million for the British Red Cross’s Ukraine Crisis Appeal.
local prudential regulator to become an authorised deposit-taking
institution in Australia. I look forward to continuing to grow and develop Revolut into the
world’s first financial super app.
And if you’re reading this and haven’t already downloaded Revolut,

what are you waiting for…?
Nikolay Storonsky
Chief Executive Officer & Co-founder
27 February 2023

Strategic report
Chief Financial
Officer’s review
We had a strong year in 2021, growing across the board and achieving our first year of profitability.
These financial results were driven by a more than 50% expansion in our weekly active retail customer base, as well
as growth across all of our major product lines and margin expansion driven by product mix and cost control.
As the post-COVID-19 environment provided us with greater

certainty and with the added capital of our Series E $800 million
fundraising in the summer of 2021, we decided to refocus our
efforts on the growth of our customer base, expanding our
marketing spend beyond our historical referrals channel and
entering performance marketing where we saw a good return
on investment.
We expect our improved financial resilience to continue to allow

for greater and faster growth in the future. Additionally, looking
forward, we expect to be able to generate a steady income based
on the low-cost funding provided by our customer liabilities.
Keen management of our balance sheet, alongside improvements

to financial systems, processes and controls, stand as the two
priorities of the finance and treasury teams. Within the treasury
we have built teams in order to meet a bank-grade standard at
the group level and across our relevant entities. Our focus has
been to develop the infrastructure and monitoring capabilities to
ensure compliance with capital and liquidity requirements while
also developing a treasury management strategy and execution
capability to optimise our balance sheet.
We have made improvements to our financial controlling function

CHIEF FINANCIAL OFFICER
in order to continue to match and support the fast growth of the
business. The team is working hard to continue to develop world-
class and real-time accounting and control technology in order to
Mikko Salovaara
provide this support, which we expect to bear fruit for the FY22
“We expect our improved
audit cycle.
financial resilience to
Finally, the Group has for the first time produced its financial
information under International Financial Reporting Standards continue to allow for
(IFRS). This is in line with the ambitions of the Group allowing for
greater and faster growth
more transparency and the ability to compare the Group’s results
against its peers. in the future.”
Mikko Salovaara
Chief Financial Officer
27 February 2023

Strategic report
Our business
model and strategy
Who we are
Revolut is building the world’s first global financial super app. We give people and
businesses more control over their finances, and offer data-driven insights and
personalisation that empower our customers to make smarter decisions about how
they spend, save or grow their money.
Revolut was established in 2015 in the UK, offering transfers and foreign exchange that are faster and
cheaper than legacy banks. Seven years later, over 25 million retail customers in over 35 countries
(as at November 2022) around the world now use Revolut to manage their finances across an ever-
growing suite of powerful and easy-to-use products.

Strategic report Our business model and strategy
Our values
Revolut’s unique culture is built on five core values. By working to these
values every day, we create a fertile environment for success. Our
values define ‘the Revolut way’, and we put them into practice every
day across our organisation. They keep us on the right path, motivate
us and ensure we hire the best people. Our values are:
Dream team
We are like a professional sports team. We hire, develop, and retain talent like elite
sports teams train top athletes - we place them in the right spots to win.
Never settle
Revolut is for those who always strive for excellence, for those who want to become
the best in the world at what they do, for those who would never settle for less.
Revolut is making financial services 10x easier for customers.
Think deeper
Logic, reason, and common sense prevail over everything else in decision-making at
Revolut. We are open-minded, we listen, and we are always in search of the truth.
Get it done
Revoluters always push through. We don’t care for excuses - we care about results.
We believe that grit, determination, skill, smartness and courage can break through
almost any wall.
Deliver WOW
We love building great products, we love delighting our customers, we love turning
the complexity of a chaotic world into the simplicity of a beautiful solution that truly
solves customer needs.
Our Code of Conduct

We introduced Revolut’s Group Code of Conduct which emphasises
the expectation that our employees act with integrity and in the best
interests of our customers, colleagues and wider stakeholders.
We believe that brilliant people, working together in an honest, high-achieving

culture, are the key to delivering amazing products that delight our customers. We
know that our behaviour towards one another is critical to that success. Our Code
of Conduct sets out the principles that guide the ways we behave and the decisions
we make and ensure we act with integrity and in the best interests of our customers,
people, communities and stakeholders, at all times.

Strategic report
Our history and progress
2021
• $800 million Series E funding
• Licensed as a bank in Europe
• Launched banking across 18 EEA countries (as of November 2022 live in 30 EEA countries)
• Laid foundations for expansion into India, Mexico, New Zealand and Brazil
• Launched Stays, a travel and accommodation booking feature
• Launched On-Demand Pay early salary withdrawals
• Launched first out-of-app services with Web App and Google Chrome ‘Shopper’ extension
2020
• Launched Revolut Insurance
• Launched in US and Japan
• Launched Open Banking in UK and EEA
• Launched Revolut banking services in Lithuania and Poland
• Launched Merchant Acquiring for Revolut Business customers
• $580 million Series D fundraising
2019
• First expansion to Australia and Singapore
• Launched Trading - offering access to fractional shares to millions of customers
• Launched Donations - partnering with international charities to support global causes
2018
• First Banking licence granted by Bank of Lithuania
• Launched Revolut Metal
• $250 million Series C fundraising
2017
• Launched Revolut Business
• Launched Crypto Trading across EEA
• Launched Revolut Premium
• $66 million Series B fundraising
2016
• 100,000 personal customers
• $15 million Series A fundraising
2015
• Revolut founded in the UK

Strategic report
Business model and strategy

Our ambition is to become a global financial super app.
By offering retail and business customers an ever-expanding range of financial services that are superior to legacy
banks in both speed and quality, we give our customers greater control over their finances. With a service that is
both data-driven and personalised, we empower customers to achieve financial independence and security through
smarter, more informed decisions about how they spend, save or grow their money.
Our products and services Our customers

Revolut was founded in 2015 in the UK, offering transfers and At the beginning of 2021 we had 11 million customers. Despite
foreign exchange services that were faster and cheaper than extended COVID-19 restrictions on travel and socialising, we
legacy banks. Seven years later, millions of customers around the continued to drive growth of daily users. Over the course of 2021,
world use Revolut to manage their finances across an ever-growing we added more than five million retail customers (more than
suite of simple-to-use yet sophisticated products. 15,000 per day on average) and thousands of business customers.
In 2022, we reached the milestone of 25 million retail customers.
Revolut is a virtual, app-based financial service. We offer retail
customers e-money or bank accounts, which they use for their As Revolut was built to solve a customer need (high bank fees),
daily spending and financial management. With four tiers, starting customer-centricity is in our DNA. The customer is at the centre
from our free Standard plan, customers can choose the plan of everything we do. Their requests are the genesis of many of our
which best suits their financial lifestyle. We offer a broad range major products, their feedback has shaped how products evolve,
of financial products including - but not limited to - instant and their satisfaction is our ultimate objective.
peer-to-peer payments, low-cost foreign exchange and multi-
During the course of 2021, our customers developed a deeper
currency cards, junior accounts, investment services for equities,
engagement with Revolut. They put more money into their Revolut
commodities and crypto assets, savings, budgeting and analytics,
accounts, they spent more using Revolut, and used Revolut to grow
donations, insurance for travel, purchase protection, and missed
their money, via investing, budgeting and savings vaults.
event and ticket cover.
Revolut also provides business users with everything they need to

run the day-to-day finances of their organisation - with the speed
and ease they have come to know and love from our retail product.
As the retail and business ecosystems grow, we continue to add
value at the touchpoints and relationships between the two, such
as the business-employer relationship (with Early Salary and On-
Demand Pay) and the business-customer relationship where we
offer rewards and discounts to Revolut customers.

Strategic report
Business performance
Despite the ongoing impact of the COVID-19 pandemic, 2021 was another year of continued innovation and growth
in which we made progress towards our goal of delivering the first truly global financial services super app.
Customers 2021 2020 Change
Total retail customers 16.42 million 11.27 million +46%
Customer growth in the year was strong. We grew from 11 million Product innovation
customers globally to more than 16 million customers by year- In 2021, we continued to rapidly deploy customer-centric products
end. The number of users engaging more deeply with Revolut and expanded our services in line with our customers’ growing
through commitment to our paid plans - Plus, Premium and Metal needs. In addition to the multiple feature and design enhancements
- increased significantly during the year. The total number of rolled out throughout the year, the following landmark products
users on paid plans increased by 75% throughout 2021 - signalling were launched:
customers’ eagerness to access more of our features and benefits.
Stays: Stays builds on the travel-centric origins of Revolut, by
The number of weekly active users grew by 50%. This increase, enabling users to book hotels and accommodation in the Revolut
combined with the increase in average spend per user, which grew app and earn up to 10% cashback on their booking. In February
by 10%, indicates a deeper integration into our customers’ daily 2022, Stays was updated to enable ‘book now, pay at property’
spending habits and financial lives. bookings, positioning Stays as a true alternative to other booking
From a customer experience perspective, we continued to enhance services in the travel-tech sector.
our in-app navigation and our out-of-app features, launching a On-Demand Pay: On-Demand Pay is Revolut’s new earned-wage
browser extension that helps users find discounts when shopping access product that gives Revolut users the power to instantly
online and quickly verifies Revolut card purchases. access a portion of their salary as they earn it. It is easy to
Customer protection use and gives employees more control and flexibility over their
Revolut has dedicated more resources to detecting and preventing finances. On-Demand Pay is an exciting example of the potential
fraud, as well as educating our customers on how they can protect and opportunity that Revolut has by offering a business product
themselves from scammers of all types, in accordance with alongside a retail product. In this instance, we can add value to
regulatory requirements and industry recognised best practice. both employer and consumer, as well as at other touchpoints
Where our customers are at risk of being vulnerable to exploitation where businesses and customers interact.
by fraudsters, Revolut has introduced additional controls to alert
Vaults with interest: In the context of a high-inflationary economy,
us to such activity, via the deployment of sophisticated machine
users are increasingly diligent about where they store their savings.
learning models, and to interact with the customer to break the
As it is our mission to help people achieve financial independence
spell of such scams occuring.
and get the most out of their money, we continue to improve our
interest rate offering on savings vaults by teaming up with selected
partner banks. Having first launched vaults with interest in the US
in 2020, in 2021 we rolled out interest offers to customers in the
UK and Poland.

Strategic report Business performance
Expenses: In March we launched Expenses, an expense Crypto

management tool for Revolut Business users. By using Expenses, 2021 was the year in which crypto asset investing transitioned from
business owners can have full visibility over their business finances early adopters to mainstream investors. We saw increased interest
and outgoings. They can receive spending notifications in real- and crypto activity in financial media, financial markets and
time, set up spending limits, block and freeze company cards, and institutions, and of course from our own users. During the course
expenses can be reviewed in-app. of the 2021, we increased the number of tradeable tokens we offer
from 10 to 60, offering users the opportunity to invest in a diverse
Alongside more control and visibility, Expenses also reduces the
set of crypto tokens.
administrative load of expense management: employees receive
automatic reminders to submit receipts after each transaction, Global expansion
and Revolut can read the receipt and automatically attach it to As part of our vision to become a truly global financial super app,
the matching expense. Expenses can also categorise expenses for global expansion is key. We took our first steps in 2019, expanding
ease of review. Business owners can also use Revolut’s automated our services to Australia and Singapore. We followed suit, in
bookkeeping tools and can set custom categories and tax rates. 2020, opening up our US and Japan operations. This has not only
This tool can reduce the hours accountants and finance managers widened the addressable market for our offering but also enhanced
spend on a company’s books, and files can be quickly exported our offering in our core markets by opening up corridors and
as a CSV file to use on any external accounting platform or network effects with countries that are highly complementary to
software. Xero users can easily connect their profile to a Revolut our core geographies. We’re currently focusing on expanding our
Business account allowing them to better manage their accounting services to India, Brazil and Mexico, while strengthening our core
and finances. offering in the jurisdictions in which we’re already live.
Revolut Shopper: To build on our out-of-app offering, we launched United States

a free Revolut Shopper Google Chrome extension. Once installed, The US market remains one of our key strategic focuses and is a
Shopper will automatically find and apply discount codes at online priority market for growth opportunities. It is perhaps the most
stores’ checkouts. When shopping with reward partners, customers competitive market globally, with many major mature and local
can also receive cashback to their Revolut account, on top of any FinTechs operating in the region with large customer bases.
discount codes applied by the extension, when shopping with
In spite of these challenges, we made great headway growing our
our partners.
customer base in the US during 2021. We also managed to grow
The Shopper extension can securely store card details using the product offering; as noted above, we secured a broker-dealer
Revolut’s single-use virtual cards, which delete card details after a licence from FINRA (Q2 2021), enabling us to launch equity trading
single purchase, and will auto-populate at checkout for an easier in the US (which we subsequently launched in Q1 2022).
shopping experience.
Latin America
Wealth & Trading In 2021 we started to lay the foundations for the rollout of Revolut
Our ambition is to be the safest and simplest place to trade, use in Latin America. The increasing penetration of digital payments,
and learn about shares and cryptocurrencies. 2021 saw a number the intricacies of the regional foreign exchange markets, the rising
of key accomplishments and developments in the Wealth & Trading attractiveness of crypto and lack of banking penetration make Latin
function of our business. In December, our application for our America a very attractive market opportunity for Revolut, and Brazil
MiFID licence was approved by the financial market supervision and Mexico both stood out as clear markets for the region due to the
committee of the Bank of Lithuania, which enables us to offer high synergies with our current geographic footprint.
trading services to all EEA customers. Over the course of the year, we incorporated Revolut Tecnologia
Brasil LTDA and Revolut de Mexico S.A. de C.V., and built teams in
We also received trading authorisations in Australia and Singapore,
both countries to be led by Glauber Mota (CEO Brazil) and Juan
with trading services launching in Australia in February 2022 and
Miguel Guerra (CEO Mexico) respectively.
later in 2022 in Singapore.
In the US, our broker-dealer licence application was approved by

the Financial Industry Regulatory Authority (FINRA) in September
2021, and we subsequently launched trading services for our US
customers in January 2022.
In the UK, we launched our new Social Trading feature, which

enables users to see what other top traders are investing in.
Trading customers can use the Social Trading feature to learn from
other top stock traders and inform their own investment strategies.

Strategic report Business performance
Asia-Pacific Singapore
Australia Throughout 2021, our Singapore customer base nearly tripled
Australia continues to be a high-growth, high-potential market for while our daily active users more than doubled. In January 2021
Revolut. In 2021, we continued to strengthen our product offering we applied for a Capital Markets Services licence to enable our
by securing the authorisation to offer a trading feature (we have Trading product in Singapore, and were awarded this licence in
since launched trading in 2022). We also laid the foundations November 2021. In October 2021, we joined the Singapore FinTech
for our ambition to become a bank in Australia, appointing an Association (SFA) and were elected Chair of its Payments Group
Advisory Board, building out key members of the local team (PG) subcommittee. Through this key industry body, continue to
including Head of Technology and Head of Lending, before formally strengthen industry engagement with the Monetary Authority of
submitting an application with the Australian Prudential Regulatory Singapore regarding the Payment Services Act.
Authority (APRA) in September 2021. We were also granted an
Europe
Australian Credit Licence from the Australian Securities Investment
After launching Revolut Bank in Lithuania and Poland in 2020, we
Commission (ASIC) in 2022.
rolled out to a total of 18 EEA countries by the end 2021. In 2022
India we added additional new EEA countries taking the total to 30. In
During 2021, we started our rollout in India by establishing Revolut December 2021, the European Central Bank granted Revolut a
Payments India Private Limited and hiring the initial team, led by full banking licence, upgrading it from the previous specialised
Paroma Chatterjee as CEO. In line with our ambitions, in February banking licence. This allowed us to complete the merger during
2022, Revolut announced the acquisition of Arvog Forex, a money 2022 between our Payments (e-money) and Bank entities to offer
transfer firm regulated by the Reserve Bank of India (RBI), as a banking services to all our EEA customers. Revolut Bank UAB
first step to service the Indian market. Over the course of the also grew its credit business in Lithuania and Poland, followed by
year, in parallel to working on localising the product and securing launches in Ireland and Romania in 2022.
the relevant regulatory authorisations, we have started to build a
Technology and Operations hub in India. Our Indian tech entity will
also serve as a technology and operations hub for Revolut’s global
and Indian businesses.
Japan
2021 was about expanding our product offering in Japan, and
continuing to build the foundation of the business by improving
product localisation, operational efficiency, and regulatory
relationships. Our customer base doubled by the end of the
year thanks to our continued growth effort. During 2022, we
have continued to enrich product lineups to enhance customer
satisfaction in Japan and bring the product line closer to parity
with the UK.

Strategic report
Financial performance
Our financial performance during 2021 reflects a continuation of the sequential improvements made in 2020,
culminating in our first year of profitability. We maintained customer growth and strength in core products, while
reaping the benefits of diversifying into new capabilities. We chose to reinvest profits in our marketing function,
supported by improved unit economics.
Financial highlights Balance sheet strength

Revenue grew by 190% year on year, to £636 million (2020: £220 Customer deposit balances continue to grow significantly year-on-
million). Revenue was driven by continued customer growth across year, totalling £7.4 billion as of December 2021 (2020: £4.6 billion),
both our Retail and Business ecosystems, with 46% increase in as we onboarded 5 million customers. Loans and advances to
retail customers year-on-year. Acquisition through marketing customers grew to £17.8 million (2020: £1.4 million), following the
and sales, for the Retail and Business ecosystems respectively, launch of our credit card and consumer loan products in Lithuania
complemented continued organic growth. Revenue growth was and Poland in 2021.
achieved across all revenue streams, with particular acceleration in
In July 2021, we closed our $800 million Series E equity funding.
Foreign Exchange and Wealth, and Other Income.
This round of funding supports our growth, geographic expansion
Gross Margin increased to almost 70%, compared to 33% in and new product development, as well as continued investment in
2020, as a result of increased share of revenue from higher our systems, people and infrastructure. Our ratio of Equity to Total
margin products, such as Foreign Exchange and Wealth, as well Assets has increased from 7.9% at 31 December 2020 to 12.5% as
as improved margins across our payments operations due to at 31 December 2021. The Group is well capitalised as of December
cost optimisation initiatives. Our business continued to observe 2021 with £1 billion of total equity.
operating leverage due to execution on cost discipline, with
operating expenses increasing by 37% from 2020, while Gross
Profit increased by 512% year-on-year. We chose to reinvest
profit in customer growth by scaling our marketing function
through the launch of digital marketing and referral campaigns.
Due to improvement in Gross Margin and operating leverage, we
achieved profitability for the first time in 2021, reporting £59.1
million of profit from operations in 2021, and £19.7 million of total
comprehensive income for the year.

Strategic report
Engaging with stakeholders

As a fast-growing company, as of the date of publication operating in over 35 countries, with over 25 million users
and over 5,000 staff, Revolut has numerous critical stakeholders around the world. These include our customers,
regulators, investors, partners, suppliers, our own staff and beyond.
Revolut’s success depends on building and maintaining successful Fraud prevention and customer safety
relationships with our stakeholders. When making business Fraud is an endemic issue on a global scale. It is corrosive and has
decisions, the Board is mindful of its responsibilities under s172(1) a harmful effect on all parts of the economy and society. At Revolut
of the Companies Act 2006 to promote the long-term success we are strongly committed to working collaboratively with industry,
of the company having regard to its range of stakeholders, as law enforcement, regulators, governments and consumer groups
discussed in this section and in our Directors’ Report below. to combat fraud. Revolut has invested significantly in 2021 to
protect customers from fraud through a combination of advanced
Customers
machine learning technologies, in-app warnings and customer
Revolut distinguishes itself from competitors by taking a customer-
education campaigns.
centric approach and providing customers with a best-in-class
experience. Revolut has developed new technology to solve Revolut has taken an active role in advocacy efforts to reduce
old problems. the threat of fraud, for example by campaigning for fraud to be
included in the Online Safety Bill and for powers which allow
In 2021 we initiated the Deliver WOW project to provide positive
financial services companies to share intelligence. Revolut’s
memorable interactions for customers when they need support.
senior management has met with Government Ministers and
We are also building a new team of Customer Experience Managers
officials to share insights on our efforts to address fraud through
who will listen to customer feedback through all support and social
our investment in personnel and machine learning technologies.
media channels. They work closely with Product and Services
Revolut’s Chief Risk Officer Pierre Decote attended the Economic
teams to prioritise improvements and future developments and
Crime Strategic Board - the most senior forum for tackling
optimise the customer journey.
economic crime chaired by the United Kingdom’s Chancellor of
Partners and suppliers the Exchequer and Home Secretary - to share Revolut’s expertise.
With the increasing complexity of the FinTech sector, there Revolut also joined the Joint Money Laundering Intelligence
is a growing importance on cross-industry partnerships and Taskforce, a partnership between law enforcement and the
collaborations. As our network of global third-party providers financial sector to exchange and analyse information relating to
continues to grow, we take a very deliberate approach to money laundering and wider economic threats.
vendor/partner relationships - conducting thorough due
Our employees
diligence to mitigate risks, while fostering a mutually beneficial
At Revolut, we want every member of our dream team to feel as if
relationship that always has the potential to grow into further
they belong, and to be able to reach their ultimate potential.
commercial opportunities.
In 2021 we instituted two paid wellbeing days to employees to
Our investors
acknowledge their hard work over a challenging year, supported by
Our investors are key stakeholders in Revolut’s success to date.
our move to permanent flexible working.
Their capital has enabled us to grow quickly. With the benefit of a
solid and stable capital base Revolut is well positioned to withstand We are also building our diversity and inclusion (D&I) programme
the challenging global economic headwinds. because we know it’s critical in our mission to become the world’s
first truly global financial super app. More information on Revolut’s
We value their trust, confidence and insights and provide
approach and progress on diversity and inclusion is available on
regular updates on financial performance, strategy, culture and
pages 32 of the report.
business developments.
In July 2021, we raised $800 million in Series E funding, valuing

the business at $33 billion. The investment was an endorsement of
our mission to create a global financial super app, and has enabled
the company to further growth plans, in particular ongoing product
innovation aimed at meeting customers’ everyday financial needs
and aspirations.

Strategic report Engaging with stakeholders
Donations Community engagement

While 2021 was yet another challenging year for charities around We have also engaged with a range of community organisations
the world (being largely restricted to virtual fundraising only), we and advocates to gather insight on the financial services needs
made it easier than ever for customers looking to donate to their of our communities around the US, and complement our efforts
favourite charities to do so using Revolut’s Donations feature. towards our US bank charter.
During 2021, we continued to enhance our charity partnerships,
In 2021, Revolut’s first work experience programme, in partnership
offering customers the opportunity to donate seamlessly to 17 new
with ‘Work in FinTech’, provided students from diverse backgrounds
charities from the app, with 100% of each donation going directly
with a day of immersive learning at our London HQ. Students
to the relevant organisation.
met employees from across the business and saw first hand how
We continued our partnership with the Royal British Legion to Revolut’s products and services are built and deployed.
support the Poppy Appeal. In 2021 we released a limited edition
Impact of operations on the community
poppy card with the support of Visa. The card prominently featured
and the environment
the Royal British Legion’s red poppy and was made from recycled
Revolut investigated the impact of our operations on the
materials - it was available to all UK customers who donated
environment in 2021.
at least £5 to the Royal British Legion. The campaign was well
received by customers and the limited edition order of 8,000 This is why we have partnered with Watershed to help measure
cards were fulfilled in record time and raised £80,000 in October our global carbon footprint, establish clear strategies to reduce the
and November. impact of our activities, and report on those emissions.
In Ireland, Revolut partnered with the RTÉ Toy Show appeal, Revolut also set up more sustainability-oriented office policies at
enabling customers across Ireland, the UK and Europe to donate a global level. This includes clear waste management procedures
instantly through the Revolut app to support children’s charities allowing for sorting and recycling of general waste across locations,
across Ireland. This partnership with Ireland’s biggest televised and strict E-waste management (meaning discarded electrical
charity event saw customers donate more than €2 million via and electronic technologies). As such, whenever possible, Revolut
Revolut, with Revolut Co-Founder Vlad Yatsenko personally giving donates or refurbishes any redundant electronic equipment when
an additional €1 million in matched donations. it reaches its end-of-life and when the equipment is not yet at the
end of its useful life, Revolut relies on the services of a trusted
Revolut’s support for the Disaster Emergency Committee in their
global partner to recycle E-waste and ensure none of it goes
efforts to support the people of India at the peak of COVID-19
to landfill.
enabled our customers to donate £200,000 in a single week.
Revolut also introduced a sustainable business travel policy
And as part of our ongoing support for humanitarian efforts in
to reduce and compensate emissions linked to travel. All UK
Ukraine, Revolut enabled millions of its customers worldwide to
employees also have access to the Cycle to Work scheme to
instantly donate to the British Red Cross Ukraine Crisis Appeal,
encourage the use of environmentally friendly transport. Also,
targeted at supporting victims of the war in Ukraine. We also
we closed one floor of our London head office to reduce energy
matched our customers’ donations and contributed £1.5 million to
consumption while the energy used at our London and Vilnius
the appeal.
offices is from 100% renewable sources.
In 2021, Revolut also joined the Tech Zero initiative, an initiative

gathering British and global tech companies ready to fight the
climate crisis through technology, data and science.
We continued to run sustainability-oriented charity partnerships on

our Donations platform. During 2021, Revolut customers donated
£400,000 to the NGO WWF, and £160,000 in partnership with the
Rainforest Alliance to protect rainforests.

Strategic report Engaging with stakeholders
Maintain a reputation for high standards of

business conduct
Revolut takes a world-class global approach to standards and We also educate employees on what to do if they observe or
business conduct. suspect any wrongdoing in the organisation. We provide training on
whistleblower reporting and protections, and have a whistleblower
In our view, customer trust is the most valuable asset a financial
champion to assist any employees who do not feel comfortable
institution can have. Banks consistently score the lowest in
reporting to line managers.
consumer trust ratings, so trust is a differentiator and can provide
a competitive edge in the banking and financial sector. From a third-party perspective, Revolut is committed to complying
with all applicable anti-bribery and corruption laws and regulations
With this in mind, we maintain the highest possible standards
and does not tolerate bribery or corruption in any form. We require
for every aspect of our business, in all regions. It is no longer
transparency and integrity in all our business dealings to avoid any
acceptable for companies to simply meet the regulatory minimums
improper advantage or the appearance of questionable conduct by
in each operating country. We take a global approach to business
our employees or associated third parties. All material third parties
conduct, taking the best practices from each region and using
with whom Revolut proposes to contract are subject, prior to
them to inform best-in-class policies that earn the trust of all of
contracting, to stringent due diligence assessments by our third-
our stakeholders.
party risk team and these assessments are refreshed at regular
From a regulatory perspective, we engage collaboratively with intervals. Third parties associated with Revolut are prohibited from
regulators and governments around the world. With trusting offering, promising, giving or authorising any form of solicitation,
relationships and open dialogue, we exchange information and agreement to receive, or accepting anything that constitutes or
ideas on how customers and citizens can best be protected. could be perceived as constituting bribery or corruption and, as
By sharing knowledge and data-driven insights, we can assist noted above, all employees are provided with training on how to
regulators in shaping policies in a rapidly changing environment. identify this behaviour.
From the beginning of the pandemic we provided governments
And lastly, from a customer perspective, we aim to provide
with real-time spending data on their local economies, which
the best service, robust protections, and the most relevant,
served as a valuable data point for fiscal interventions and critical
actionable insights that can assist customers in achieving
business support throughout the pandemic.
financial independence. It is by consistently serving, protecting
From an internal and employee perspective, we continue to invest and educating our customers that we can build a long-term
in compliance training and initiatives for all of our staff - no matter trusting relationship.
what department they sit in. We have built bespoke educational
programmes for our internal ‘RevoLearn’ platform, and both the
completion and regular renewal of training certificates is tied to
employee Key Performance Indicators (KPIs) and rewards. This
includes educating employees on Anti-Bribery and Corruption,
Treating Customers Fairly, Internal Fraud Awareness, Conflicts of
Interest and Anti-Harassment and Bullying.

Strategic report
Risk & Compliance

Management
Risk & Compliance is at the core of Revolut, working across functions, products and regions to monitor performance
and ensure that our business can perform and grow on a safe footing. Last year we reported a significant expansion
and upskilling of our Risk & Compliance function in terms of people, processes, tools and infrastructure, which was
commensurate with Revolut’s customer and commercial development. Over the course of 2021, we continued this
journey, increasing the function’s headcount from 147 to 206, further enhancing our risk technology platform and
adding to our set of risk identification, assessment and monitoring tools.
Our annual Risk & Compliance Strategic Programme focuses on Risk & Compliance culture
improving and enhancing our capabilities in respect of identifying, We define our Risk & Compliance culture as the shared beliefs
assessing and monitoring our key strategic risks, improving risk and values concerning risk that affect and are affected by our
culture and engagement, maintaining and ensuring a robust control risk taking and control decisions and the outcome of these
environment is in place and continuing to evolve a world-class and decisions. Revolut believes that a strong Risk & Compliance
innovative set of risk tools, systems and processes. culture is supported by an understanding of individuals’ roles and
responsibilities within the three lines of defence, and an alignment
Elements of our approach to risk management
with the company goals and values.
Revolut operates a comprehensive Enterprise Risk Management
Framework (ERMF), which establishes our approach to identifying, Activities undertaken by the Risk & Compliance function to
measuring, monitoring, mitigating and reporting risks of all types. positively influence Revolut’s Risk & Compliance culture include:
It documents the methods, tools and governance structures within
• Training and awareness building; considering specific and data-
our ‘three lines of defence’ operating model. The ERMF clearly
driven training needs (e.g. informed by reporting and resolution
articulates roles and responsibilities across the Group, while setting
of risk incidents, engagement with governance processes, etc.)
the ground rules applied to measuring, reporting and escalating
risk matters. • Investment in improving risk processes and tooling to ensure
they are accessible, engaging and easy to use
We evolved the ERMF during 2021 to reflect the risk management
• Incentivisation through positive reinforcement and consequence
implications of growth and complexity in our corporate structure,
management through specific KPIs aligned to our ‘Trust and
geographical reach and product breadth. We designed and
Reputation’ company goal, as well as our ‘Karma’ awards
incorporated additional tools and approaches to strengthen our
mechanism, a points-based system driven by an evaluation of
grip on our risk profile. Examples of this include:
individuals’ engagement with Second Line processes, which
• Risk & Compliance management augmented by connected-data converts into a portion of departmental bonus remuneration
that links risk and control events (such as Key Risk Indicators • Embedding risk management discipline through our growing
(KRIs) and incidents) to core risk assets (such as risk and control network of Business Risk Officers situated in our key product
registers) in real time, enabling quick remediations of control and service teams
failures and gaps to keep risk profile healthy and within appetite
• A ‘Watchlist’ framework used to identify areas of the business Operating the Karma mechanism for over a year has given us a
that warrant a heightened level of oversight from the Risk & vast and granular data set which informs our view on risk culture
Compliance function and where attention is needed to strengthen it.
• Strengthening and broadening of our emerging risk identification, In 2021, we also introduced Revolut’s Group Code of Conduct
management and reporting process to capture a broader set of which emphasises the expectations that employees act with
emerging risks and derive more insight from the business on integrity and in the best interests of our customers, colleagues and
how our risk profile may change in the future wider stakeholders.
• A new approach to regulatory obligation and policy management
(Aurora) enabled by technology allowing mapping of externally
sourced, up-to-date and granular obligations to internal policies
and underlying process and control data

Strategic report Risk & Compliance Management
Risk strategy and appetite Risk and control assessment and monitoring
Our risk strategy is the bridge between the Group’s strategy Risk assessment provides management with a view of events that
and our Group risk appetite. It is based on the following could impact the achievement of its objectives. It is integrated into
guiding principles: management processes and conducted using a top-down approach
(see principal risks and uncertainties, below) that is complemented
• Responsible, controlled and sustainable growth
by a bottom-up assessment process. Our three-level risk taxonomy
• Prioritising our prudential risk obligations by maintaining ensures adequate coverage and enables risk data aggregation at
adequate capital and liquidity resources to support growth in a multiple levels. This assessment process combines probability
safe and appropriate manner (from almost certain to unlikely/rare) with impact, using a
• Complying with regulatory requirements across all of framework that incorporates metrics that assess financial impact,
our jurisdictions impact on customers, regulators and employees as well as the
• Building and maintaining confidence of all our business media and other external stakeholders.
stakeholders (internal and external) Business Risk Officers conduct First Line risk and control
• Developing and retaining people with a growth and mature risk assessment within our Product and Service Lines. These
mindset who are committed to balancing speed and quality of assessments are dynamic so that our view of risks and controls
delivery with sound governance processes keeps pace with changes to our organisation, product offering
and the risks we face. While assessment of risks and controls is
This strategy is supported by the Group Risk Appetite Statement, first and foremost the responsibility of our First Line teams, the
where Revolut’s Board determines the significant risks and outputs of those are subject to oversight by Second Line Risk
aggregate risk levels that it is willing to accept in order to achieve & Compliance. We gain additional assurance over our control
its objectives. In some cases, we are not willing to accept exposure environment through conducting dedicated Compliance Assurance
to certain risks and a strategy of full risk reduction is adopted. reviews and through our Third Line Internal Audit reviews.
In other cases, we are willing to accept a moderate level of risk
Scenario analysis and stress testing
inherent in our chosen business model as long as the risk is taken
Scenario analysis refers to the quantification and explanation of the
rationally and is subject to appropriate levels of internal control.
impact of the risks contained within a scenario which allows the
Revolut expresses risk appetite using qualitative statements and Group and its entities to assess the risks and propose appropriate
quantitative limits for KRIs. Qualitative statements are articulated mitigating actions. Revolut conducts this analysis as part of its
for each risk type in our risk taxonomy. These are set and approved various stress testing activities whereby analysis is performed
at least annually by the Board, taking into account the risk and based on quantitative techniques, supplemented with qualitative
reward trade-off of business activities. KRIs act as automated overlays, to provide quantitative assessments of a defined
preventive and detective controls. Board level KRIs are supported scenario. In addition to the standard stress testing exercises, we
by executive level monitoring KRIs across the risk spectrum. deployed ad-hoc scenario analyses on a series of high impact / low
probability (‘black swan’) events that could derail our strategy.
Risk governance and policies
Revolut’s risk governance approach defines governance as the
combination of processes and structures implemented by the
Board and management to inform, direct, manage and monitor
Revolut’s activities to achieve its objectives for the benefit of
its stakeholders. Oversight of risk and strategic operations is
conducted through the committee structure illustrated in the
Directors’ report on page 36.
Our policy framework ensures that each risk across the risk
taxonomy is addressed through appropriate policies and
procedures that act as directive controls for the operation of the
business. These are established in a hierarchy including: i) tier
1, Board approved policies; ii) tier 2, executive-level committee
approved policies; and iii) tier 3, departmental management
approved policies. In 2021, we invested heavily in the technology
deployed to manage our policy library and enable linkage between
regulations, policies and underlying processes and controls to
monitor and ensure compliance.

Principal risks and uncertainties
The table below enumerates our main risks, aligned to the risk taxonomy, with commentary on how these risks are managed and a
forward-looking view on how they may evolve.
Principal Risk Mitigants and Controls Outlook
Strategic Risk
Strategic Risks are those risks that Revolut’s strategy is defined by the Board Revolut closely monitors changes to the
threaten to disrupt the assumptions and overseen by the Executive Committee. macroeconomic, political and regulatory
underpinning Revolut’s business model and The strategy is articulated through landscapes to ensure the impact on our
strategy, thereby materially affecting the company goals and measured by (KPIs). operations are understood and contained.
achievement of our strategic objectives. Threats to our strategy are monitored Multiple work streams are underway
Revolut approaches Strategic Risk through KRIs and other automated to ensure our framework for talent
management from two perspectives: monitoring tools with formal processes management and internal culture is robust
to investigate and remediate potential or and facilitates the achievement of our
1. Strategic planning
actual breaches to appetite. strategic objectives.
2. Strategic execution
Revolut’s top Strategic Risks are defined Our approach to monitoring and
The top Strategic Risks Revolut is most with the Group CEO and executive team acting upon reputation risks has been
focussed on include: and regularly analysed and reviewed. significantly enhanced in the past year
• External factors, such as the inability A report which details the top Strategic where internal and external data is acted
to identify, assess and manage Risks, their impact on company goals, upon to improve products and processes
macroeconomic, regulatory, political their mitigants and future developments and mitigate reputation risk.
and societal factors that may hinder the is presented on a quarterly basis to the
Regarding sustainable growth, we are
execution of our strategy Group Executive Risk Committee and
conscious of the significant pace at which
Board Risk & Compliance Committee.
• This additionally entails our ability to the business is growing and we continue
plan for or prevent high impact and low to invest in building our processes and
probability events governance that serve as a guard against
• Skills and competency, due to rapid uncontrolled growth.
growth of headcount and talent
management, to ensure we hire, develop
and retain a high-performing team to
execute our ambitious strategy
• Reputation risk from the perspective
of our various stakeholder groups,
which arises often as a second-order
impact of risks emanating from our
chosen strategy
• Sustainability of growth initiatives
entailing the risk of short-term
gains coming at the expense of
long-term detriment
• Bottlenecks slowing down the
operationalisation of our product
offerings and entity structure; and
• Inability to adapt and iterate our product
offering to fit several target markets

Capital Risk
Capital Risk is the risk that Revolut does Capital Risk is mitigated using KRIs that Revolut has, and expects to have in the
not hold adequate capital to support its trigger immediate intervention if the future, sufficient capital to support its
business activities based on its regulatory Group’s capital position deteriorates. The risk profile.
requirements and risk profile. Group holds capital buffers, ensuring
Revolut identifies the following risks as the that it has sufficient capital based on its
top risks related to capital: risk profile to mitigate the impact of a
stress. Capital requirements for the Group
• Capital adequacy in an idiosyncratic
are set on an annual basis through the
or market stress scenario or to
Internal Capital Adequacy Assessment
support growth
Process (ICAAP). Recovery planning is also
• Ability to raise funds on commercially performed on an annual basis.
acceptable terms based on dynamic
With respect to the top Capital Risks, the
market conditions, such as periods of
Group is mitigating them by:
high interest rates or recession
• Having a well established process to
monitor the capital position at a group
level, including quarterly forecasting
taking into account planned growth and
launch of new entities, with a range of
capital KRIs and a detailed Recovery
Plan to manage scenarios where there is
a risk of any capital shortfall
• Establishing macroeconomic
monitoring and incorporating this
into the Recovery Plan framework,
to allow appropriate actions to be
taken in response to changes in the
macroeconomic environment

Liquidity Risk
Liquidity Risk is the risk that Revolut Revolut’s key liquidity policy is to maintain Revolut has, and expects to have in the
cannot meet its financial obligations when a portfolio of unencumbered, high-quality future, sufficient excess unencumbered
they fall due. cash instruments and securities that are liquidity to support its business-as-usual
Funding Risk is the risk that Revolut does readily convertible to cash to ensure that and contingent financial obligations.
not have sufficient stable sources of it can meet all its financial obligations in
funding to meet its financial obligations business-as-usual circumstances and in
when they fall due or can do so only at stress conditions. Liquidity requirements
excessive cost. Risk arises when assets for the Group are set on an annual basis
maturing during a particular period through the Internal Liquidity Adequacy
are lower than corresponding liabilities Assessment Process (ILAAP).
maturing during the same period. An
unexpected increase in assets or a
decrease in liabilities can also create
Liquidity Risk.
Market Risk
Market Risk is the risk that Revolut’s Revolut’s Market Risk is managed by Foreign exchange, commodity and
earnings, capital or ability to meet monitoring its exposures using KRIs for cryptocurrency exposure is maintained at
business objectives could be adversely the key risk drivers, setting appropriate relatively low levels through a standard
affected by changes in the level or risk limits and using hedging transactions hedging policy. Revolut maintains some
volatility of market variables, which where appropriate. structural foreign exchange positions
might include changes in interest rates, which are managed and monitored using
credit spreads, commodity prices, equity the existing Market Risk metrics. Revolut
prices, cryptocurrency prices and foreign expects an increase in fair value risk
exchange rates. arising from specific assets in the Treasury
portfolio which are used to back e-money
deposits, but monitors and manages this
Revolut provides foreign exchange,
risk through the use of dedicated risk
commodity and cryptocurrency services
metrics and limits.
to its customers via multi-currency wallets
that allow spending in different currencies,
creating exposure to various market
risk drivers. Revolut is also exposed to
foreign exchange risk arising from various
corporate activities and stemming from
revaluation of contractual cash flows
or assets and liabilities denominated in
foreign currencies. Interest rates and
foreign exchange rate movements can
affect the market value of some assets
which exposes Revolut to fair value risks.
Interest Rate Risk in the Banking Book
Interest Rate Risk in the Banking Revolut’s approach for timely identification, Revolut began formally monitoring IRRBB
Book (IRRBB) refers to the current or measurement, monitoring and control during 2021. Revolut’s balance sheet is
prospective risk to Revolut’s capital and of IRRBB is set out in specific policies expected to evolve as clients migrate from
earnings arising from adverse movements and procedures. payments entities to banks, the credit
in interest rates that affect our banking Revolut monitors its IRRBB exposure on offering is increased and the investment
book positions. an ongoing basis by reviewing metrics portfolio is developed. These changes will
Revolut is exposed to IRRBB to the for sensitivity of net interest income and influence the interest rate risk to which
extent that there is a structural repricing economic value of equity. Revolut is exposed.
mismatch between assets and liabilities. Revolut will continue to monitor its IRRBB
Revolut uses client deposits and equity to and manage it through the design of its
fund lending activity with excess funding products and the asset selection within its
being held in the form of cash and liquid investment portfolio.
securities, generating interest income with
various repricing profiles.

Credit Risk
Revolut is exposed to wholesale, retail Revolut’s Credit Risk is governed by a suite Revolut’s exposure to financial institutions
and business Credit Risk. The majority of of policies and procedures covering the is expected to evolve over time with the
its wholesale Credit Risk arises through different sources of Credit Risk. Group’s intention to obtain bank licences in
the placement of corporate funds and All wholesale counterparties giving rise the UK, US and Australia, alongside plans
safeguarded client funds with financial to Credit Risk are assessed at least to grow a high-quality liquid asset portfolio
institutions, plus exposure to high-quality annually and assigned a Credit Risk limit to support compliance with regulatory
sovereign and corporate counterparties commensurate with their risk profile, large exposure requirements.
through the Treasury asset portfolio. subject to approved materiality thresholds. Revolut intends to continue scaling up its
Revolut’s retail and business credit Exposure to individual financial institutions product offering for retail and business
portfolios comprise lending to individuals, is gradually being diversified through the customers in a controlled manner, which
primarily unsecured personal loans and growth of the Treasury asset portfolio. will result in growth in retail and business
credit cards, and credit exposure to Retail and business credit products are credit exposure during the coming year.
individual businesses due to Revolut’s subject to appropriate underwriting
merchant acquiring services, both in a procedures and monitoring, and governed
range of countries. by relevant Group-level and entity-level
risk committees.
Model Risk
Revolut uses models for a variety of The Group has a detailed and robust Model Model Risk management is integral
reasons, including for example prediction Risk Framework, which is periodically to our risk management strategy as
of expected customer support headcount refined to reflect industry developments we will intensify our use of machine
capacity, meeting accounting and and align with regulatory pronouncements. learning models and data analytics to
regulatory requirements (e.g. Expected The Model Risk team is independent responsibly grow our businesses, improve
Credit Loss) provisions, detection of revenue-producing units, model our customers’ experience and comply
of fraud among customers, stress- developers, model owners and model with regulations.
testing exposures to simulate severe users, and reports directly to the Chief
market stress conditions, identification Risk Officer. It has primary responsibility
of control indicators for measuring for assessing, monitoring and managing
Conduct Risk, and detection of money Model Risk through oversight across
laundering/terrorism financing. Revolut’s businesses.
The extensive use of models exposes The Model Risk Committee (a sub-
Revolut to the potential for adverse committee of the Group Executive Risk
consequences from decisions we Committee) is the primary governance
make based on incorrect or misused body overseeing this risk. It provides
model outputs. oversight and challenge to the
identification, analysis and validation of
material models.
Revolut continues to increase the use of
models for business decision-making,
customer onboarding, monitoring of
customer accounts using automated alerts
and preventing and detecting fraud and
money laundering.

Conduct Risk
Revolut is a customer-focused company Revolut mitigates Conduct Risk through Revolut is seeing an increase in the
that operates in a highly regulated its Enterprise Risk Management inherent risks associated with Conduct
industry. Revolut is exposed to many risks Framework. Key controls, processes and Risk, which are directly aligned to the
related to compliance with a wide range governance oversight exist throughout expansion of products, jurisdictions and
of laws and regulations in different global the product life-cycle and customer volume of customers.
jurisdictions. These include the Conduct journeys to mitigate potential risks, with We continue to mitigate this through our
Risks associated with customer outcomes, clear roles, responsibilities and oversight Enterprise Risk Management Framework.
business practices and incentives, market arrangements defined at operational and
stability and effective competition. organisation levels as well as mechanisms
to incentivise good conduct.
Governance is exercised through the
Compliance, Operational & Conduct Risk
Committee, with clear escalation lines to
the Group Executive Risk Committee &
Board Risk & Compliance Committee.
Regulatory Risk
Revolut is committed to comply with Revolut mitigates Regulatory Risk We seek to operate within all relevant
the relevant regulatory requirements through its Enterprise Risk Management laws and regulations and establish strong
in the jurisdictions in which it operates Framework. Regulatory Risk management working relationships with regulators.
and to provide accurate, reliable and is enhanced by comprehensive policies Regulatory requirements may be complex
timely reports to external stakeholders, and procedures underpinned by an and require careful interpretation, including
authorities and regulators. extensive mandatory training programme. consideration of their underlying spirit
Governance is exercised through the and intent. We are committed to comply
Compliance, Operational & Conduct Risk with applicable laws, rules and regulations
Committee, with clear escalation lines to and monitor for changes to the regulatory
the Group Executive Risk Committee & landscapes and will maintain robust
Board Risk & Compliance Committee. systems and controls.
Revolut has a well established Horizon

Scanning process to detect early signs of
important regulatory, legislative and policy
developments and / or changes. Revolut
actively contributes and provides inputs to
consultation papers issued by regulators.

Financial Crime Risk
Financial Crime Risk is the risk of failing Revolut takes its responsibility to prevent Financial institutions remain under
to effectively mitigate criminal or illegal and detect financial crime seriously. significant regulatory scrutiny regarding
activity through Revolut’s products and Revolut mitigates these risks by ensuring their ability to prevent and detect financial
services, third parties and employees. it has robust governance, effective risk crime. As Revolut continues to expand into
This includes money laundering, violations management procedures and a strong new jurisdictions, products and services,
of sanctions, bribery and corruption, control framework to manage Financial this increases and introduces new risks
fraud, tax evasion, and terrorist and Crime Risk. that require continued focus to manage
proliferation financing. We continue to improve the effectiveness Financial Crime Risks effectively.
Revolut may be adversely impacted of our financial crime systems and Changes concerning virtual assets,
if it fails to appropriately identify and controls, including real-time monitoring particularly with regards to the scope of
mitigate the risk that employees or of transactions, daily screening of all regulation and an increasing focus on
third parties facilitate, or that Revout’s customers for sanctions and adverse customer harm linked to these assets,
products and services are used to facilitate media, and enhanced staff mandatory continues to be an area of significant focus
financial crime. training on Financial Crime Risk. and speed of change.
Non-compliance may lead to enforcement Revolut continues to invest significant Revolut continues to evaluate, monitor
action including fines, public censure, attention and resources to strengthen the and strengthen the effectiveness of
suspensions, restrictions, conditions, overall financial crime framework, systems its Financial Crime framework and is
limitations and disciplinary prohibitions, and controls. committed to maintaining a risk and
which could result in a material financial control environment that enables it to
and reputational impact to the business. respond promptly and effectively to
emerging financial crime threats.
External Fraud Risk
Revolut defines External Fraud risk as Revolut aims to minimise External Revolut aims to minimise External
losses due to acts of a type intended Fraud Risk by maintaining robust, risk- Fraud Risk by maintaining robust, risk-
to defraud, misappropriate property or based, systems and controls which are based, systems and controls which are
circumvent the law, by a third-party. designed to meet prevailing legislative designed to meet prevailing legislative
Significant External Fraud Risks for Revolut and regulatory requirements and to deter, and regulatory requirements and to deter,
include Acquiring Fraud, Issuing Fraud prevent, identify, manage and report prevent, identify, manage and report
(Card / Payment / Lending). Account occurrences of External Fraud. occurrences of External Fraud.
Takeover Fraud and Application Fraud Where fraud does occur, Revolut has a Revolut continues to evaluate, monitor and
(Identity Fraud). Revolut has a low appetite policy of investigating all events in order strengthen the effectiveness of its External
for External Fraud Risk. to learn and take the necessary steps Fraud Framework and is committed to
In particular, Revolut focuses on managing to further strengthen its systems and maintaining a risk and control environment
the risk that customers are victims of controls, therefore protecting Revolut and that enables it to respond promptly and
Account Takeover Fraud, Authorised Push its customers from future fraud risk(s) and effectively to any emerging fraud threats
Payments Fraud, lost or stolen Card Fraud. to protect Revolut’s reputation. and advanced technology.
Revolut is committed to comply with the In addition, the group is mitigating the
relevant regulatory requirements and specific top risks through mandatory
recommendations, furthermore failing to training for all employees and specific KRIs
be compliant may lead to enforcement to identify trends in fraud events.
action including fines, public censure,
suspensions, restrictions, conditions,
limitations and disciplinary prohibitions.

Third Party Risk
Revolut relies on third parties and The Group mitigates this risk through As our network of third parties grows as a
outsourcing service providers across a its third-party and outsourcing risk result of our business growth, we continue
number of channels, including payment management framework. This includes to closely monitor this risk. As a regulated
processing, regulatory compliance, foreign ongoing monitoring of outsourced services, institution, we review our procedures and
& crypto exchange, trading services, KYC/ Service Level Agreements and contingency processes regularly. In 2021, our third-
AML and other business services. planning efforts. We work closely with party due diligence process has evolved
A significant portion of the services third parties to ensure we are resilient and and will continue to do so going forward.
provided to Revolut customers can continue to deliver our services with
depend on third-party arrangements. minimal disruption.
Consequently, this presents operational We continue to reduce our dependencies
and, sometimes, concentration risk, for on third parties via diversification and
which we have a defined risk appetite and building products and processes in-house
monitoring procedures. where practical.
Furthermore, a number of our third parties
rely on a large number of staff with
dedicated training required to support
our services.
Cyber and Data Security Risk
As a global financial super app provider, Alongside the advanced security features As a cloud-based fully digital company,
cyber security threats which might it provides to customers, Revolut has Revolut operated with minimal disruption
attempt to access Revolut systems implemented technical and organisational throughout COVID-19 and its aftermath,
or customer and payment data are a controls to reduce these risks. These with employees able to work fully remotely.
significant risk. include dedicated internal team-led The cyber risks that follow a remote-
Revolut handles significant amounts of application security testing, vulnerability working model, an innovative digital and
personal data provided by its customers, management, a company-wide training growing company, and the continuing
as well as employee data and confidential and phishing threat simulation programme, opportunism and motivation of criminals
corporate information, and must comply logical access controls, advanced endpoint have been closely monitored with
with strict data protection and privacy laws threat protection, a dedicated cyber threat additional controls implemented both for
and regulations in global jurisdictions in intelligence team, monitoring and alerting customer, staff and data protection.
which it operates, while protecting its own across our key infrastructure and systems, Revolut operates a continuous
reputation and corporate position. security due-diligence and monitoring of improvement approach to security
third parties as well as regular external controls, adapting to the threat landscape
The top Cyber and Data Security Risks that
penetration testing and audits. as it evolves, and as a result of on-going
Revolut is focussed on are unauthorised
access to Revolut’s data and systems and Revolut also implements industry-leading testing and audit activities.
the risk of inadequate processes around security features into its customer Revolut will continue to mature its
data privacy. offerings, including location-based card governance in this area and look to
security features and 3D Secure push align to external Information Security
notifications and contextual multi-factor standards, e.g. SOC2, to provide assurance
authentication, to ensure that customers on Revolut’s control environment for
can trust the service provided. customers, partners and vendors utilising
Revolut continues to invest in its digital Revolut’s services.
platforms and security posture, and builds
resilient and secure technologies and
processes to minimise the risk of breaches
of data security.

Change Management Risk
Inherent in our strategy is rapid and While all business areas and staff manage The pace and volume of change at
complex business change, through continued change and development as Revolut will continue as we roll out new
product innovation, geographic and part of the normal course of business, products and features, establish new
market expansion and to support projects of significant materiality and entities in expansion territories, and
technological enhancement. This risk requiring cross-functional and/or cross- continue organisational changes such
arises from organisational change, divisional coordination are managed as corporate restructuring to better
product introduction/enhancement and through dedicated governance processes, enable internal group service delivery. Our
changes to our technology platform and including a robust New Initiatives Approval change management policies, processes
supporting infrastructure. Process (‘NIAP’) to ensure that changes and governance will ensure that these
are effectively managed and delivered with changes are effected in a controlled and
executive and, where appropriate, Board consistent manner.
oversight, and that the risks associated
with changes are reviewed & approved
by control owners (e.g. InfoSec, Finance,
Credit, and Risk).
Revolut’s approach to managing change
has matured significantly over the past
year. The roll-out and embedding of the
change policy, change risk assessment to
mitigate change risks, increased awareness
of departmental interdependencies and
continued development of programme
management and helped to reduce change
risk. Improving maturity of these processes
and formal training has helped in driving
accountability within Revolut to manage
change more effectively.
Revolut has developed a robust
mechanism for governance around logging
and resolving bugs as part of the resilient
change management process. More
broadly, Revolut has established strong
governance around managing remediation
activity to ensure any control gap is
properly addressed, through a dedicated
committee (‘PHIX’) and company-wide
Control Enhancement Programmes (CEPs).

Availability and Continuity Risk
Operational Resilience is an outcome The Group has established an Operational Our Operational Resilience Framework
which Revolut strives to achieve by Resilience Framework which sets out has identified our most Important
effectively managing its Availability the policy, procedures and governance Business Services for customers, and
and Continuity Risk and responding to structures to enable us to monitor set tolerance limits for their disruption
operational disruptions in a timely manner. and manage the resiliency of our in a major incident. We will continually
Operational disruptions can have many most Important Business Services work to enhance the resiliency of
causes including, for example, technology for customers. these important services, by investing
failures or when making changes to The Operational Resilience Framework in additional technology, people and
systems. Some disruptions may also be is formed of nine capability pillars which third-party resources.
caused by matters outside of a firm’s cover a variety of potential sources of The aim of this is to limit the likelihood of
control, such as a cyber-attack or wider operational disruption and support us a major disruption occurring, and also to
telecommunications or power failure. in defining ‘resilience practices’ under limit the harm to customers and Revolut
Operational disruptions always remain each pillar. should a disruption impact the Group. We
a risk, however as Revolut continues to Revolut maintains a suite of Business are establishing a robust testing regime to
grow, launching new products and entering Continuity Plans and Disaster Recovery monitor the effectiveness of our resiliency
new markets, the risk of an operational Plans which contain recovery measures measures across the Group.
disruption occurring is likely to increase. for business processes and technology
As our customer base grows, the potential to enable services to be resumed within
impacts may also increase. a timely manner. These plans are tested
Maintaining Operational Resilience is regularly to ensure they remain fit
important for Revolut to protect its for purpose.
customers, and achieve its growth goals. A dedicated Operational Resilience
Manager is in-place to maintain oversight
of the framework across the Group and
local entities.

Strategic report
Our people
We place a high value on attracting, retaining and developing talented people throughout our business and promoting
a diverse and inclusive culture. Our team is key to our success and we work hard to develop our colleagues’ skills and
talents and to improve their experience in the workplace.
Like many in 2021, we enhanced our focus on employee well-being, Diversity and inclusion
recognition, strategic centric communications and promotions. At Revolut, we want every member of our dream team to feel as
We introduced two additional paid days’ leave to our employees if they belong, and to be able to reach their ultimate potential. We
for well-being purposes, with nearly 4,000 booked globally. To prioritise D&I because we know it’s a critical component of our
celebrate our employees’ commitment to our goals we launched a mission to become the world’s first truly global financial super app.
custom recognition programme that highlights and acknowledges
In 2021, Revolut also introduced the following initiatives in support
their dedication.
of D&I:
In 2021, we also accelerated our commitment to a more agile global
• We began to collect diversity data from our colleagues to make
workforce. To build on our hybrid and work-from-home options,
better informed decisions on our D&I strategy
we launched a 60-day work-from-anywhere policy, enabling our
employees to temporarily work from a different location to their • We set recruitment targets for diverse hires across all of
employment country. our functions
• We released our first UK Gender Pay Gap report and will continue
We launched a new real estate policy in 2021 in light of COVID-19.
to hold ourselves accountable for progress on gender equality
We moved towards a hybrid model, repurposing all our offices as
flexible collaborative spaces. In response to employees’ clearly • We launched five inclusive guilds: Women, Pride, Parents and
expressed preferences, we now enable the vast majority of our Carers, BAME and Wellbeing, to provide opportunities for
employees to choose when and how often they would like to work- colleagues to connect with like-minded peers, and to drive
from-home or visit the workplace. positive change initiatives. Each inclusive guild has executive
sponsorship to provide leadership and support
Our internal surveys showed that our employees responded
positively to remote working - with over 56% confirming they Despite the advancements made in support of D&I, we recognise
would prefer to work-from-home between two and four times a that we still have plenty of work to do. In late 2021, we launched
week, while 36% would like a 100% remote policy. Only 2% of all our inaugural D&I Framework, aimed at accelerating our progress
respondents would prefer to work from the office everyday. 95% of on this important topic. The framework is made up of eight
Revolut employees responding to the surveys consider that working strategic pillars, which include ‘Tone from the Top’ and ‘Inclusive
from home didn’t impact personal productivity or the change was Workplace’. Our progress is reported to our Group Board and Group
positive, same for team performance, with 97% mentioning no Executive Committee as well as on our website. Successes since
change or positive change. Team collaboration was also unchanged we launched our D&I Framework include the following:
or the change was positive according to 89% of respondents.
• Implemented a company-wide female representation target of
30% of women in leadership roles by the end of 2025
• Attended our first ever in-person Pride event in New York City
and held parties in offices across the world during Pride Month
• Held D&I training for Executive Committee
• Supported the career development of diverse Revoluters through
successful Reverse Mentoring, Speed Mentoring and Yes You
Can initiatives

Strategic report
Engagement with employees Employing people with disabilities

Our in-house engagement product ‘Revolut Voices’ captures
We’re committed to employing and supporting colleagues in line
employee feedback on a weekly basis to assess employee
with the Equality Act 2010 and our Equal Opportunities policy. We
engagement and satisfaction. The data is closely monitored within
make reasonable adjustments to support all disabled job applicants
the talent department to ensure necessary action is taken to
and colleagues.
continue to drive positive employee engagement within Revolut.
The data is discussed with the Board at every scheduled Board Reward and employee share ownership
meeting and also regularly with Heads of Departments and their Revolut encourages employee share ownership and a proportion of
teams by our dedicated HR people partners. employees’ total reward package (including performance bonuses)
is paid in Revolut share-based awards. Historically, these awards
Revolut has a variety of communication mechanisms to ensure
have been made in the form of share options.
staff stay abreast of key company information. The CEO runs
quarterly town halls and regularly shares newsletters updating The Revolut Partner programme
progress against our company goals and KPIs, as well as focus for In 2021 we were pleased to launch the Revolut’s global Partner
the next quarter. Key company announcements are shared through programme, a dedicated bonus scheme designed to reward
dedicated slack channels and our weekly newsletter provides a exceptionally high-performing employees, who have demonstrated
roundup of key company and product news for all our Revoluters. an exceptional personal character and integrity, a track record
of contribution to the business, and a consistent commitment to
Equal opportunities
Revolut’s mission and values as a culture champion.
All employees and job applicants must be treated equally without
any discrimination and be given the same set of opportunities. This partnership lays the foundation for senior leaders to propel
By ‘Equal’ we mean fair treatment of each other and by our business forward in the years to come. Our partners are a
‘Discrimination’ we mean unfair treatment based on age, gender, small group of highly-talented colleagues, elected based on their
race, disability, pregnancy, marital status, sexual orientation, gender contribution to the entire organisation and ongoing commitment to
reassignment, culture, or religious background, and any other our core values.
personal characteristic that might be discriminated against as
In this first year, we elected just 17 people to the partnership
well as any other protected characteristics under applicable laws
across the group. Election to the partnership is extremely difficult
in your location of work. We also believe that we should treat each
and we would like to acknowledge the hard work of many who
other with mutual respect at all times.
were not selected this year. We look forward to others joining our
Revolut strives to achieve a harmonious work environment free of partners in future years and intend this to be a partnership to
harassment, bullying and victimisation so that everyone is treated which every colleague can aspire.
with dignity and respect. It is an important aspect of ensuring
equal opportunities in our employment. To support this, we have
separate policies on anti-harassment and bullying.

Board of Directors
Board of Directors
CHAIRMAN
Martin Gilbert
Martin Gilbert co-founded Aberdeen Asset Management in 1983, leading the company for
34 years and overseeing its 2017 merger with Standard Life. Until November 2019 he was
chairman of the UK’s Prudential Regulation Authority’s Practitioner Panel and was Deputy
Chairman of the Board of Sky PLC until 2018. Before this he was the Chairman of FirstGroup.
In 2015 he was ranked no. 22 of the Harvard Business Review’s 900 top performing CEOs in
the world. Martin holds an LLB from the University of Aberdeen and an MA in accountancy. He
qualified as a chartered accountant with Deloitte.
CEO & CO-FOUNDER
Nik Storonsky
Nik Storonsky launched Revolut in 2015 to transform the way we spend and transfer money
abroad. Since then, he has put Revolut on the path to becoming a global financial super
app. Before founding Revolut he was an emerging markets equity derivatives trader at
Credit Suisse and Lehman Brothers, where he traded more than $2 billion across various
options, swaps and foreign exchange instruments. Nik holds an MS in Applied Physics and
Mathematics from the Moscow Institute of Physics and Technology and an MA in Economics
from the New Economic School, Moscow.
CTO & CO-FOUNDER
Vlad Yatsenko
Vlad Yatsenko co-founded Revolut with Nik Storonsky in 2015 and is its Chief Technology
Officer. His software engineering experience spans industries including travel and finance and
includes creating real-time billing systems at Comarch and booking engines for Sabre Airline
Solutions. Having built financial software systems at tier one investment banks including
UBS, Deutsche Bank and Credit Suisse, he realised that to deliver a next-generation digital
banking service he would need to build it himself. He holds a MS in Computer Science from
the National University of Kyiv, Mohyla Academy.
NON-EXECUTIVE DIRECTOR
CHAIR, GROUP REMUNERATION COMMITTEE
Michael Sherwood
Michael Sherwood retired as Vice Chairman of Goldman Sachs and Co-Chief Executive Officer
of Goldman Sachs International in 2016, after 31 years with the company and 22 years as
a partner. He is a Board Member of Moscot Inc and of Credit Benchmark Ltd, a Trustee of
Greenhouse Sports, Chair of Grenada Schools, and a former Trustee of the Mayor’s Fund for
London and the Serpentine Galleries. He was a founding sponsor of Harefield Academy and a
member of the Westminster Abbey Development Board.

Board of Directors
CHAIR, GROUP AUDIT COMMITTEE
Caroline Britton
Caroline Britton was at Deloitte LLP for 30 years until 2018 and was an audit partner
for 18 years. She is a Non-Executive Director and Chair of the Audit Committee at both
MoneySupermarket Group and Sirius Real Estate Limited. She is also a member of the Audit,
Finance Risk and Investment Committee for Make-A-Wish International and a Trustee and
Chair of the Audit and Risk committee at the Royal Opera House. Caroline holds an MA in
Economics from the University of Cambridge. She is a fellow of the Institute of Chartered
Accountants of England and Wales.
(CHAIR, GROUP RISK & COMPLIANCE COMMITTEE FROM 21/02/21 TO 1/07/21)
Ian Wilson
Ian Wilson spent much of his career with Royal Bank of Scotland, latterly as Director of
Credit, retail banking. Later executive roles included Managing Director business banking
at Santander UK, Chief Risk Officer for GE Money UK, Tesco Bank, Charter Court Financial
Services and Monzo Bank, Strategic Risk Director for Virgin Money and Executive Director
for Charter Court Financial Services. He is a chartered banker, a fellow and former Vice
President of the Chartered Banker Institute in Scotland and a fellow of the Institute of
Financial Services.
CHAIR, GROUP RISK & COMPLIANCE COMMITTEE FROM 1/07/21
John Sievwright
John Sievwright joined the Revolut Board in August 2021. He had a 20 year career with Merrill
Lynch holding global leadership positions, latterly Chief Operating Officer - International.
He earlier worked in finance and accounting roles at Bankers Trust and Bank of Tokyo
International, having begun his career as an auditor at Ernst & Young where he qualified as
a Chartered Accountant. While at Merrill Lynch he was President of the Futures Industry
Association. He has been a Director of Burford Capital since May 2020 and serves on its
Audit and Compensation Committees. He is a former Senior Independent Director (SID) and
Chairman of the Audit and Risk Committee at ICAP plc (later NEX Group) and former SID
and Chairman of the Audit Committee of FirstGroup plc. He has an MA in Accountancy and
Economics from the University of Aberdeen.
COMPANY SECRETARY
Tom Hambrett
Tom is Revolut’s Group General Counsel and Company Secretary. He joined Revolut in 2017
and is responsible for defining and executing the group’s legal, regulatory, corporate affairs &
investor strategy. This includes the structuring of investments, navigating complex regulatory
and government environments in multiple markets and working with policymakers to facilitate
innovation in financial services. Before joining Revolut, Tom was a solicitor at Herbert Smith
Freehills, where he advised clients on a wide range of corporate and securities law matters.

Board of Directors
Directors’ Report
The Directors present their report and the audited financial statements of the Group and Company for the year
ended 31 December 2021.
Matters covered in the Directors’ Report Group Corporate Governance Framework

The Directors have addressed the following matters in the relevant The Board is ultimately responsible for the Group’s corporate
sections of the Strategic Report: governance arrangements, policies and practices. In August 2021,
the Board established a Revolut Corporate Governance Framework
• Review of the business performance: Business Performance and
(RCGF) which sets out the Group’s corporate governance
Financial Performance
arrangements, systems and controls operated throughout
• Strategy and future developments: Our Business Model Revolut. The RCGF details the Group’s internal control framework,
and Strategy including, but not limited to, the Group’s: (i) legal entity structure;
• Engagement with suppliers, customers and others in a business (ii) decision-making processes; (iii) Three Lines of Defence model;
relationship with the Group: Engaging with stakeholders and (iv) subsidiary governance framework. The RCGF underpins
• Employee engagement effective decision-making and embeds a culture of accountability
throughout the Group.
• Employing people with disabilities
• Principal risks and uncertainties: Risk management Legal Entity Structure
As Revolut expands into new markets and incorporates additional
Results and dividends legal entities, a more efficient legal entity structure has been
The Total Comprehensive Income for the year amounted to designed, with a number of those legal entity changes having
£19.7 million (2020 - loss £185.2 million). No dividend was taken place during 2021. The legal entity structure has continued to
paid in 2021 (2020: nil). evolve during 2022 and will be kept under review by the Board as
Revolut continues to expand, to ensure that it remains effective.
Political donations
The Group has not made any political donations to, nor incurred Revolut Group Board of Directors
any political expenses in relation to, any registered political parties, The Board is appointed by the Company’s shareholders and is
organisations or candidates. collectively responsible for promoting the long-term success
of the Group and delivering sustainable value to shareholders
Corporate governance and customers. The Board establishes and oversees the Group’s
strategic direction, following due consideration of strategies
Corporate Governance Standards proposed by executive management. The Board is responsible
Whilst Revolut is not subject to the provisions of the UK Corporate for embedding an organisational culture which promotes
Governance Code 2018 (CG Code’), it is acknowledged as industry accountability, integrity, transparency and diversity by leading the
best practice and the spirit of the principles are applied throughout tone from the top through organisational values and behaviours.
the Group’s corporate governance arrangements. Information
The Board is chaired by Mr Martin Gilbert, who promotes and
contained within this Governance section demonstrates how
facilitates open and constructive challenge and debate at Board
Revolut embeds the principles within the CG Code in its corporate
meetings. There is a clear division of responsibilities between
governance arrangements, processes and practices.
the leadership of the Board and the executive leadership of the
Revolut operates in accordance with all corporate governance Company’s business, which is led by Mr Nik Storonsky as the
legislative and regulatory requirements applicable to the Group, in Group CEO.
addition to the expectations set by its regulators.
We further strengthened the Board of Revolut Ltd in August 2021
with the appointment of John Sievwright as a Non-Executive
Director and Chair of the Board Risk & Compliance Committee.
John brings a wealth of experience in both Executive and Non-
Executive roles within the financial services sector.
Bruce Wallace stepped down from the Revolut Board in February

2021 on his appointment as prospective CEO of Brex Bank.
Profiles for each of the current Board members are set out in the
Board of Directors section.

Board of Directors Directors’ Report
The Board performs an annual self-assessment of the individual Group Board Meeting Arrangements & Reporting
and collective skills held by the Board, which is used to inform The Chair leads the agenda setting process for each Board meeting
the Board’s Succession Plan and Board Training Programme. The and is supported by the Group CEO and Company Secretary. In
Board continues to operate with an appropriate balance of skills, addition, the Chair is guided by a work programme which details
knowledge and experience to collectively lead the Group now and the calendar of reporting to the Board. The Board receives regular
into the future. In addition, there is an appropriate balance of updates on strategic and operational matters from Executive
independence which is demonstrated at Board and sub-committee Management and the Heads of Internal Control functions,
meetings through objective thought and constructive challenge. enabling the Board to monitor and challenge the Group’s strategic
performance and the management of the Group’s operations.
Time Commitment
Throughout meeting deliberations, the Board considers the
Non-Executive Directors are required to devote the appropriate
views and interests of Revolut’s stakeholders such as customers,
time as is necessary for them to discharge their duties
employees, shareholders and regulators.
in an effective manner. The minimum time commitment
for Non-Executive Directors is 36 days per annum, which Meetings of the Group Board are held at intervals of six weeks, or
includes preparation for and attendance at meetings of the convened ad hoc as required. In 2021, there were 11 meetings of
Board and its Sub-Committees and each director’s ongoing the Group Board convened, of which three were ad-hoc.
professional development.
Board Sub-Committees
Effectiveness The Board maintains effective oversight of the Group through
An evaluation is conducted on an annual basis to review and sub-committees which were established to assist the Board
consider the performance and effectiveness of the Board and its in discharging its duties. The Board has established four sub-
sub-committees and to identify their strengths and development committees: (i) Board Risk & Compliance Committee; (ii)
areas. An internal effectiveness evaluation was undertaken in the Board Audit Committee; (iii) Nominations Committee; and (iv)
fourth quarter of 2021. The overall sentiment of the evaluation Remuneration Committee. The sub-committees operate under
was positive and demonstrated the strength of the Board and its delegated authority from the Group Board, in each case as defined
sub-committees. However, a number of actions were agreed to in the respective Committee’s Terms of Reference. The sub-
further enhance the performance and effectiveness of the Board committee Chairs provide a high-level overview of Committee
and its sub-committees which are being implemented. The Board deliberations at each scheduled meeting of the Board.
intends for an external Board evaluation to be conducted once
every three years.
Key
Board Committee
Group Board Executive Committee
Executive Sub-Committee
Group Risk & Group Renumeration Group Nominations

Group Audit Committee
Compliance Committee Committee Committee
Group Executive Risk Group Asset & Group Executive

Committee Liabilities Committee Committee
Compliance,
Financial Crime Operational & New Initiatives Model Risk Retail Credit Risk Investment
Committee Conduct Risk Committee Committee Committee Committee
Committee

Group Risk & Compliance Committee Group Audit Committee

The Group Risk & Compliance Committee is responsible for The Group Audit Committee is responsible for supporting the
supporting the Board in fulfilling its duties with regards to risk Board in fulfilling its duties with regards to oversight of prudential,
and compliance management, which includes but is not limited to, financial and audit matters which includes but is not limited to,
the following: the following:
• Reviewing and recommending the Group’s Enterprise Risk • Monitoring the integrity of the Group’s financial statements
Management Framework (ERMF) and risk appetite statement to and disclosures
the Board for approval, and monitoring the Group’s performance • Reviewing the effectiveness of the Group’s internal system of
against the ERMF and risk appetite profile financial controls
• Approving the Group’s suite of risk and compliance policies • Monitoring the performance and independence of the Internal
considered ‘tier 1’ Audit function
• Reviewing matters pertaining to the Group’s material and • Overseeing and leading the engagement with the Group’s
emerging risks which includes a strong control environment external auditor
• Overseeing the implementation of the ERMF, with the purpose of • Reviewing the whistleblowing arrangements by which staff
embedding a risk-aware culture throughout the Group may raise concerns about possible improprieties in matters
• Monitoring the performance and independence of the Second of financial reporting, internal controls in relation to financial
Line of Defence function; reporting and other systems or auditing
• Reviewing the capital and liquidity positions of the Group
Group Nominations Committee
• Reviewing and recommending to the Board the Group’s
The Group Nominations Committee is responsible for supporting
wind-down plan
the Board in fulfilling its duties with regards to the assessment,
• Reviewing matters pertaining to stress testing activity and any selection and nomination of candidates for Board and Executive
actions from regulatory engagements; Management positions, which includes, but is not limited to,
• Defining and implementing the Group’s risk culture that is the following
communicated effectively and supported with appropriate
• Reviewing the structure, size, composition and independence of
metrics and indicators embedded within the business
the Board and its sub-committees and making recommendations
• Advise the Remuneration Committee and advise on whether the with regard to any changes it considers necessary
proposed incentive and remuneration plans are consistent with
• Overseeing the succession planning process for the Board and
risk culture expectations
Executive Management positions
• Ensuring the Group maintains an open and transparent dialogue
• Ensuring that a Board appointment procedure is established
with its regulators and governmental bodies
which includes the completion of robust due diligence to assess
• Considering any potential conflicts of interest in accordance with candidates considered for nomination
the Company’s Act 2006 and the Group’s Articles of Association
• Approving Non-Executive Director appointments to major
• Arranging periodic assessments of its own performance regulated subsidiaries
and periodically reviews its and other sub-committee terms
of references Group Remuneration Committee
• Consider external advice and/or assurance on risk and The Group Remuneration Committee is responsible for supporting
compliance matters where appropriate to challenge risk and the Board in fulfilling its duties with regards to the remuneration
compliance functions’ analysis and assessments arrangements for the Group and ensuring that they align with
risk strategy in terms of incentivisation, which includes, but is not
limited to, the following:
• Setting the remuneration for the Group Chairman, Executive

Directors, Executive Committee members and Material
Risk Takers
• Agreeing the policy for authorising claims for expenses from
Directors on the Board
• Establishing the Group’s Remuneration Policy, ensuring that it is
benchmarked appropriately
• Overseeing any major changes in employee benefits structures

Executive Sub-Committees Assets and Liability Committee

Executive Governance The Board delegates authority for the day-to-day financial asset
The Board delegates authority for the day-to-day management of and liability management of the Group to the Group CFO and/
the Group to the Group CEO. The Group CEO is supported by an or Head of Treasury. The Group CFO and/or Head of Treasury are
Executive Committee, operating under delegated authority from supported by an Asset and Liability Committee (ALCO), operated
the Board, who are responsible for developing the Group’s strategic under delegated authority from the Group Risk & Compliance
direction and proposing the same to the Board for approval. Committee who are responsible for the following;
Executive Risk Committee • Management and optimisation of the balance sheet and firm’s
• The Board delegates authority for the day-to-day risk and financial asset investments in line with Board approved appetite
compliance management of the Group to the Group Chief • Reviewing and monitoring the controls in relation to
Risk Officer. The Group Chief Risk Officer is supported by an safeguarding obligations
Executive Risk Committee (ERC), operating under delegated
• Reviewing and monitoring the capital (ICAAP) and liquidity
authority from the Group Risk & Compliance Committee who are
(ILAAP) adequacy of the Group
responsible for the following;
• Reviewing contingency funding plans (CFP) and recovery and
• Monitoring the risk profile of the Group against the ERMF, RAS
resolution plans
and KRIs and reviewing and approving risk mitigation plans in
case of any breaches • Reviewing and monitoring the RAS with respect to financial risks
• Setting, allocating and periodically reviewing limits and controls • Reviewing and monitoring the liquidity risk profile of the Group
that are supplementary to the RAS and help managing risks on a • Reviewing the credit risk and market risk limit utilisations
more granular level • Reviewing and approving liquidity transfer pricing and capital
• Reviewing and monitoring the implementation of the ERMF allocation frameworks and policies
across Revolut • Reviewing and approving forward-looking capitalisation and
• Evaluating the risk and compliance awareness and maturity of funding plans
each department or risk-taking unit • Reviewing and approving future business plans with respect to
• Monitoring the timely closure of risk, control and capital adequacy and liquidity risk profile
compliance issues
Culture and people
• Considering and approving proposed changes to ‘tier 2’ Executive
A corporate culture that prioritises good governance, risk
management policies and reviewing ‘tier 1’ policies for the
management and transparency is essential for ensuring that
Board’s approval
Revolut delivers the best customer outcomes and stable long-
• Exercising oversight with regard to risk assessments
term growth. The Revolut Board ensures that a strong and healthy
and risk management of change activities that impact
corporate culture cascades from the top down, enabling Revolut to
cross-functional areas
excel in the highly regulated environment in which it operates.
• Reviewing and deciding on matters escalated from the ERC sub-
This culture is fostered by Revolut’s people, who are the heart of
committees or Revolut’s subsidiaries
our business. We place a lot of importance on the hiring process,
making sure that we hire and retain employees of the highest
calibre and integrity, with values consistent with Revolut’s. We
believe that brilliant people operating in a great culture will
produce the best outcomes. Our company values, found on our
website at www.revolut.com/our-culture, set the foundation for our
company culture.
By nurturing our employees and by enabling them to develop

and offer the best-in-class products within an environment that
prioritises regulatory compliance, internal controls and strong risk
management, we deliver the best outcomes for our customers
and, by extension, for our shareholders, the community and
our regulators.

Directors’ liabilities Revolut has obtained a number of other regulatory permissions

Revolut indemnifies Company directors against third-party liability, across the globe so as to be able to operate in different countries
subject to the conditions set out in section 234 of the Companies and work towards achieving Revolut’s long-term goal of becoming
Act 2006. This qualifying third-party indemnity provision was in an international, multi-currency exchange and electronic payments
force during the 2021 financial year. processing bank. In 2021 Revolut received the following licences:
Research and development

The Group undertakes research and development activities in
respect of the development and enhancement of its technology Licence Type Country
platform. Revolut incurred research and development costs during
Trading US, Lithuania, Australia,
2021 of £58.7 million and these are recognised in the statement of Singapore
comprehensive income (2020: £31.1 million).
Bank Licence* Lithuania
Financial instruments
Revolut enters into a series of material financial instruments for * Upgrading from the existing specialised licence to a full banking licence
the purposes of its business operations. Details of the Group’s
financial instruments are set out in notes 29 of the consolidated The Group also has a number of subsidiaries which are regulated
financial statements. and provide similar services in non-UK and non-EEA jurisdictions.
The Group’s financial risk management objectives and policies are These include Revolut Securities Inc, which in January 2022
set out in the Risk Management section of the Strategic Report, launched its trading product to Revolut’s US customers, as well
along with the Group’s exposure to price risk, credit risk, liquidity as Revolut Payments Australia Pty Ltd which holds an Australian
risk and cash flow risk. Financial Services Licence issued by the Australian Securities &
Investments Commission (ASIC). Full details are listed in the notes
Licences and authorisations to the consolidated financial statements.
Revolut Ltd offers e-money services to UK customers acting under
its e-money licence, issued by the FCA. Revolut is in the advanced Branches outside the UK
stages of its application to the PRA for a UK banking licence. The Group operates through a number of branches outside the UK,
the details of which are disclosed in note 14 of the consolidated
During 2021, Revolut provided payments and banking services to financial statements.
customers in the EEA through Revolut Payments UAB, which was
incorporated in Lithuania and authorised and regulated by the Bank
of Lithuania as an EMI, and Revolut Bank UAB, which has a banking
licence and is regulated by the Bank of Lithuania and the European
Central Bank. During 2022, Revolut Payments UAB and Revolut
Bank UAB merged into a single combined entity, Revolut Bank UAB.
Revolut’s EEA customers are now customers of Revolut Bank UAB.
In 2021, Revolut Bank UAB deposit passporting was granted in the

following countries: Austria, Belgium, Denmark, Finland, France,
Germany, Iceland, Italy, Liechtenstein, Luxembourg, Netherlands,
Norway, Portugal, Spain, Sweden and Revolut Bank UAB credit
passporting was granted in Ireland and Romania.

Energy usage and greenhouse gas emissions
Year ended Year ended

31 December 2021 31 December 2020
Global
UK and offshore (excluding UK and offshore) UK and offshore
Energy consumption used 679,900 kWh 761,191 kWh 687,869 kWh
to calculate emissions
(Scope 1 & 2)
Emissions from combustion of 0 tCO2e 0 tCO2e 0 tCO2e

gas tCO2e (Scope 1)
Emissions from combustion 0 tCO2e 0 tCO2e 0 tCO2e

of fuel for transport purposes
(Scope 1)
Emissions from business travel 0 tCO2e 0 tCO2e 0 tCO2e

in rental cars or employee-
owned vehicles where company
is responsible for purchasing
the fuel (Scope 3)
Emissions from purchased 144.4 tCO2e 337.9 tCO2e 160.4 tCO2e

electricity, heat, steam, and
cooling (Scope 2, location-
based)
Total gross tCO2e based on 144.4 tCO2e 337.9 tCO2e 160.4 tCO2e
above fields
Global
UK and offshore (including UK and offshore) UK and offshore
Intensity ratio: tCO2e per 0.23 0.76 0.72

£ million of revenue
Methodology Energy efficiency actions

Emissions were calculated following the GHG Reporting Protocol We have taken a number of steps to reduce its carbon footprint.
(Corporate Standard) using the Watershed platform. Energy usage This includes clear waste management procedures allowing for
data was collected or estimated based on building square-footage sorting and recycling of general waste across locations, and strict
for all facilities, and was combined with emissions factors from E-waste management (meaning discarded electrical and electronic
the US EPA, Ecoinvent, TCR and other data sources to calculate technologies). As such, whenever possible we donate or refurbish
GHG emissions. Electricity emissions factors are chosen based any redundant electronic equipment when it reaches its end-of-life
on geography to reflect the emissions intensities of the facilities’ and when it is not, Revolut relies on the services of a trusted global
local grid. partner to recycle E-waste and ensure none of it is directed to
landfill. Revolut also introduced a sustainable business travel policy
to reduce and compensate emissions linked to these travels. All
United Kingdom employees also have access to the Cycle to Work
scheme to encourage the use of environmentally friendly transport.
Also, the energy used at our London and Vilnius offices is from
100% renewable sources. We expect our policy to expand to other
areas as we grow.
For more details on Revolut’s sustainability efforts, please refer to

the Impact of operations on the community and the environment
section of this report.

COVID-19 Crypto authorisations

Employees and employee safety In September 2022, we received registration as a crypto asset
Revolut operated during the pandemic with no disruption to firm in the UK with the FCA. Additionally, to prepare for future
services to customers. The vast majority of Revolut employees regulation of crypto asset firms in Europe, in August we were
worked from home for the duration of the pandemic, supported awarded the first crypto authorisation from the Cyprus Securities
by the company throughout. From February 2020, Revolut actively and Exchange Commission (CYSEC). This entity will act as a new
monitored the COVID-19 situation around the world and provided European crypto asset hub to provide additional crypto services to
daily updates, information and instructions to employees focussed our European customers.
on their safety and wellbeing. From February and early March
Refer also to Note 34 to the financial statements.
2020 onwards Revolut required employees returning from high-risk
jurisdictions to quarantine at home. Revolut required employees Going concern
to work-from-home, in most cases, before government-mandated After reviewing the Group and Company’s annual budget, business
lockdowns, making arrangements for employees to receive plan and forecast and the financial arrangements as well as the
desktops and other office equipment at their homes within the first economic situation in the context of the COVID-19 pandemic
week of home-working. discussed in note 3 to the consolidated financial statements,
the directors are satisfied that the Group and the Company have
As countries prepared to lift certain lockdown restrictions and
adequate resources to continue to operate for the foreseeable
encourage workers to return to offices, Revolut developed an
future and for at least twelve months from the date of signing of
office booking tool and check-in app to ensure that numbers
the balance sheet and confirm that the Group and Company are
visiting the office were monitored and controlled, subject to daily
a going concern. For this reason, both the Group and Company
limits, and attendance tracked. Workstations and communal
continue to adopt the going concern basis in the preparation of
areas were adapted to ensure that the office infrastructure and
these financial statements.
all office employees and contractors complied with government
safety guidelines. The Group continued during 2021 to successfully navigate the
macroeconomic challenges arising from the COVID-19 pandemic,
Post balance sheet events
the market volatility arising from the pandemic being a core driver
Australian Licence
of increased client activity. Having raised $580 million during
In February 2022, Revolut was granted an Australian Credit License
2020 at a valuation of $5.5 billion, Revolut was rewarded for our
by the Australian Securities and Investments Commission (ASIC) to
resilience, innovation, vision and focus during the pandemic by
offer credit and personal lending products to the Australian Market.
raising $800 million in July 2021 at a valuation of $33 billion,
Arvog Forex acquisition representing a 6x valuation growth on the 2020 valuation.
In February 2022, Revolut acquired Arvog Forex, the international
The Group has continued to demonstrate its ability to continue
money transfers and currency exchange company, as part of its
to operate successfully despite the requirements at different
multi-million dollar investment into India. The acquisition will
times of the year and in different locations in which the Group has
strengthen Revolut’s foundation in India and accelerate its plans
employees for a significant proportion of its workforce to continue
to offer a best-in-class remittance service and multi-currency
to work from home. The Group has prioritised the safety of its
accounts to Indian customers, building on the strengths of its core
employees, the continuity of service to the Group’s customers
business around the world.
and the compliance with the Group’s regulatory requirements.
War in Ukraine This has been achieved through ensuring that the Group has the
In March 2022, following the Russian invasion of Ukraine in appropriate IT infrastructure in place to enable employees to
late February 2022, Revolut focused first on safeguarding our work effectively from home, assessing the risk and monitoring the
employees in Ukraine and on supporting them and their families. performance of the Group’s third-party suppliers to address the
Revolut offered relocation support to all of our Ukraine-based risks of customer service interruption arising from failures in the
employees and engaged a global security solutions partner to provision of services to the Group, regular assessment of employee
provide us with guidance, emergency logistical support and the wellbeing and working preferences and actively monitoring a
latest security updates in the country. We also offered relocation number of KPIs and KRIs to ensure that issues are appropriately
services to our employees in Russia. identified and addressed on a timely basis.
Revolut also supported people in Ukraine impacted by the war. The significant equity funding raised during 2021 has provided the
Revolut waived transfer fees for customers sending money to or Group with additional capital and liquidity to invest in the Group’s
from banks in Ukraine. Revolut supported humanitarian relief with product growth and international expansion as well as to withstand
our long-standing charity partner, the British Red Cross. future business stresses.
As a UK business operating globally, regulated by the FCA and

many others, Revolut operates in compliance with all applicable
sanctions, laws and legislation. Revolut will continue to monitor the
situation carefully and will take further action as necessary.

Group reorganisation • The directors are responsible for safeguarding the assets of
As noted in the Legal Entity Structure section, Revolut has the company and hence for taking reasonable steps for the
been undertaking a restructuring of its corporate group, with prevention and detection of fraud and other irregularities. The
restructuring beginning in 2021. As part of this, during 2022, directors are responsible for the maintenance and integrity
Revolut inserted a new holding company, Revolut Group Holdings of the corporate and financial information on the company’s
Ltd, which now sits as the top company of the Revolut group and website. Legislation in the United Kingdom governing the
holds 100% of the shares of Revolut Ltd. From the 2022 financial preparation and dissemination of the financial statements may
year onwards, Revolut Group Holdings Ltd will report through its differ from legislation in other jurisdictions.
annual report on the Revolut group’s consolidated financials.
Financial Reporting Council’s Audit Quality Review
In addition, in July 2022 we completed the successful merger of
During the year the Financial Reporting Council’s Audit Quality
our Lithuanian e-money institution, Revolut Payments UAB, with
Review team (AQR) reviewed BDO’s audit of the Group’s 31
our Lithuanian bank, Revolut Bank UAB. As a result of the merger,
December 2020 financial statements as part of its annual
all of our e-money institution customers across the EEA became
inspection of audit firms. The Audit Committee received and
customers of Revolut Bank UAB, which has a full banking licence
reviewed the final report from the FRC in March 2022. The Audit
granted by the European Central Bank and is supervised by the
Committee was satisfied that the matters raised by the AQR were
Bank of Lithuania.
appropriately incorporated into the 2021 audit plan, and having
Directors’ responsibilities statement considered the areas identified and changes made to the audit
Revolut Ltd’s directors are responsible for preparing the Annual strategy and approach, the Audit Committee concluded that it was
Report and the Financial Statements in accordance with applicable satisfied with the response from the external auditor, the audit was
law and regulations. effective and that none of the matters raised brought into question
the integrity of the prior year financial statements.
The directors have chosen to prepare the Group Financial
Statements in accordance with the International Financial Disclosure of information to auditors
Reporting Standards (‘IFRS’) as adopted by the United Kingdom Each of the Revolut Ltd directors as of the date of approval of this
(“UK”) and the Companies Act 2006 and the Company Financial Directors’ Report has confirmed that:
Statements in accordance with Financial Reporting Standard 101,
• so far as the directors are aware, there is no relevant audit
‘Reduced Disclosure Framework’ (FRS 101) and the Companies
information of which the Company and the Group’s auditors are
Act 2006.
unaware, and
The law provides that the directors may only approve the financial • each of the directors has taken all of the steps that ought
statements if they are satisfied that they give a true and fair view to have been taken as a director in order to be aware of any
of the state of affairs of the Group and Company and of the profit relevant audit information and to establish that the Company
or loss of the Group and Company for the financial year to which and the Group’s auditors are aware of that information.
they relate.
In preparing the financial statements, the directors are required to:

Auditor
BDO LLP have indicated their willingness to be reappointed as
• Maintain appropriate accounting records which enable the auditors for another term and appropriate arrangements will be put
directors to understand the Company’s and Group’s transactions in place for them to be deemed reappointed.
and financial position;
This report was approved by the Board on 27 February 2023 and
• Select appropriate accounting policies and apply
signed on its behalf.
them consistently;
• Present information, including accounting policies, in a
manner that provides relevant, reliable, comparable and Nikolay Storonsky
understandable information; Director
• Make judgements and accounting estimates that are reasonable
27 February 2023
and prudent;
• Provide additional disclosures in certain circumstances to ensure
that readers of the financial statements can understand the
impact of particular transactions and matters on the Group and
Company’s financial position and financial performance;
• Ensure that the financial statements comply with the
requirements of the Companies Act 2006;
• Make an assessment of the Group and Company’s ability to
continue as a going concern.

Financial statements
Independent auditor’s
report to the members
of Revolut Ltd
Opinion on the financial statements
In our opinion, except for the possible effects of the matters described in the basis for qualified opinion section of our report:
• the financial statements give a true and fair view of the state of the Group’s and of the Parent Company’s affairs as at 31 December
2021 and of the Group’s profit for the year then ended;
• the Group financial statements have been properly prepared in accordance with UK adopted international accounting standards;
• the Parent Company financial statements have been properly prepared in accordance with United Kingdom Generally Accepted
Accounting; and
• the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.
We have audited the financial statements of Revolut Limited (“the Parent Company”) and its subsidiaries (“the Group”) for the year ended
31 December 2021 which comprise the Consolidated statement of comprehensive income, Consolidated statement of financial position,
Consolidated statement of changes in equity, Consolidated statement of cash flows, Company statement of financial position, Company
statement of changes in equity and notes to the financial statements, including a summary of significant accounting policies. The
financial reporting framework that has been applied in the preparation of the Group financial statements is applicable law and UK adopted
international accounting standards. The financial reporting framework that has been applied in the preparation of the Parent Company
financial statements is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 101 Reduced
Disclosure Framework (United Kingdom Generally Accepted Accounting Practice).
Basis for qualified opinion

The Group’s activities are digital and IT dependent. The Group’s control environment continues to develop but for the year ending 31
December 2021 the IT systems were not designed in such a way that would allow for IT or business process controls to be effectively
tested throughout the year.
Certain transactions are initiated by users directly into the Group’s IT environment, and are then processed, executed and settled within
the Group’s IT systems. Where an entity conducts activities using IT and no reliable documentary evidence of those activities is produced
or maintained outside of the IT system, substantive procedures alone cannot provide sufficient appropriate audit evidence at the assertion
level, except for the accuracy of processing, recording and settlement of those activities within that IT system. Verification procedures are
not able to provide sufficient appropriate assurance over Subscription, Card Delivery and Foreign Exchange and Wealth revenue streams.
As a result we were unable to satisfy ourselves by the execution of such procedures or by alternative means concerning the completeness
and occurrence of revenue within these streams totalling £476,856k which is included in the Statement of Comprehensive Income
and Note 6 of the financial statements for the year ended 31 December 2021. Consequently, we were unable to determine whether any
adjustments to this amount or related amounts were necessary.
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities
under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified opinion.
Independence
We are independent of the Group and Parent Company in accordance with the ethical requirements that are relevant to our audit of the
financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance
with these requirements.
Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Directors’ use of the going concern basis of accounting in the preparation
of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually
or collectively, may cast significant doubt on the Group or Parent Company’s ability to continue as a going concern for a period of at least
twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Directors with respect to going concern are described in the relevant sections of
this report.
Other information
The directors are responsible for the other information. The other information comprises the information included in the annual report
and consolidated financial statements other than the financial statements and our auditor’s report thereon. Our opinion on the financial
statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express
any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other
information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise
appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required
to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have
performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
As described in the basis for qualified opinion section of our report, we were unable to satisfy ourselves concerning the completeness
and occurrence of certain revenues for the year ended 31 December 2021. We have concluded that where the other information refers to
revenue or related balances these may be materially misstated for the same reason.
Other Companies Act 2006 reporting

Except for the possible effects of the matters described in the basis for qualified opinion section of our report, in our opinion, based on the
work undertaken in the course of the audit:
• the information given in the Strategic report and Directors’ report for the financial year for which the financial statements are prepared
is consistent with the financial statements; and
• the Strategic Report and Directors’ report have been prepared in accordance with applicable legal requirements.
Except for the possible effects of the matters described in the basis for qualified opinion section of our report, in the light of the
knowledge and understanding of the Group and Parent Company and its environment obtained in the course of the audit, we have not
identified material misstatements in the Strategic Report or the Directors’ report.
Arising solely from the limitation on the scope of our work relating to the completeness and occurrence of certain revenues, referred
to above:
• we have not obtained all the information and explanations that we considered necessary for the purpose of our audit; and
• we were unable to determine whether adequate accounting records have been kept by the Parent Company.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if,
in our opinion:
• returns adequate for our audit have not been received from branches not visited by us; or
• the Parent Company financial statements are not in agreement with the accounting records and returns; or
• certain disclosures of Directors’ remuneration specified by law are not made.
Responsibilities of Directors
As explained more fully in the Directors’ responsibility statement, the Directors are responsible for the preparation of the financial
statements and for being satisfied that they give a true and fair view, and for such internal control as the Directors determine is necessary
to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the Directors are responsible for assessing the Group and Parent Company’s ability to continue as
a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the
Directors either intend to liquidate the Group or Parent Company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement,
whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be
expected to influence the economic decisions of users taken on the basis of these financial statements.
Extent to which the audit was capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our
responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our
procedures are capable of detecting irregularities, including fraud is detailed below.
Identifying and assessing potential risks related to irregularities.

In identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws
and regulations, we considered the following:
• The legal and regulatory framework applicable to Revolut Limited and the industry in which it operates and considered the risk of acts
by Revolut Limited which would be contrary to applicable laws and regulations, including fraud. These included but were not limited
to compliance with the Financial Conduct Authority (“FCA”) regulations, other relevant regulatory bodies, pension legislation and tax
legislation. We focused on laws and regulations that could give rise to a material misstatement in the Group and Parent Company
financial statements.
• The susceptibility of the Group’s financial statements to material misstatement, including how fraud might occur, by considering the
nature of the industry, sector and control environment and controls established by the Group to address risks identified by the Group or
that otherwise seek to prevent, deter or detect fraud.
• Due to the acute dependency of the Group on its IT infrastructure we performed an assessment of the IT landscape, performed
bidirectional data flow assessments across product cycles identified as key, and assessed the design of the IT environment and relevant
activity level controls across the customer lifecycle for those products and services.
Audit response to the risks identified

As a result of assessing the above we identified the underdeveloped financial control environment as the key risk in respect of how the
audit was capable of detecting irregularities including fraud.
As we were unable place reliance on relevant IT and business process controls we designed our audit procedures to obtain evidence from
substantive procedures and due to the nature of operations focused our procedures on the existence of own cash balances, the existence
of cash and commodities held in client designated bank accounts, and the completeness of client liabilities associated with those cash and
commodities balances held in third party bank accounts.
Risk - Existence of own and client cash and commodities held by the entity as at the year end
Our procedures included the following:
We obtained independent confirmation of 100% of cash balances held on behalf of customers with third parties.
We obtained independent confirmation of 100% of commodities held with third parties.
We obtained independent confirmation of 99.99% of own cash, other high quality liquid assets (HQLAs), and short term financial assets
held with third parties, with appropriate rationalisation and alternative procedures performed on the remaining immaterial 0.01%.
Risk - Completeness of customer liabilities recognised as at the year end

Our procedures included the following:
We performed a reconciliation of brought forward and year end client liabilities via recalculation of transactional e-money activity in
the year.
We used data analytics techniques to independently recalculate total e-money in issue at an individual user level by direct interrogation of
the entity’s IT environment for evidence of understatement of customer liabilities.
We performed analytics over e-money transactional revenues to identify anomalies and outliers in fees levied for indications of fraudulent
revenue recognition.
We performed analytics over certain third party internet review sites for customer sentiment.
We performed analytics of customer account activity behaviours and tested a sample based on risk criteria for evidence of misallocation
and/or misappropriation of customer liabilities.
We reviewed available external complaints data including that recorded by the Bank of Lithuania and compared to internal data source(s)
to assess potential incompleteness of customer complaints recorded by the entity.
We reviewed and performed analytics over customer complaints and tested a sample based on a number of risk criteria for indications of
systemic evidence of understatement of customer liabilities.

We included as part of our substantive procedures in respect of the revenue and treasury cycles verification of customer existence
procedures (onboarding) for indicators of fictitious customers and accounts.
As we were unable to rely on reconciliation controls, we identified certain reconciliation processes with the entity’s IT systems as a basis to
perform substantive procedures in respect of the operation of those reconciliations and interactions with third parties including verification
to cash settlements recorded in the entity’s third party bank accounts.
We obtained confirmations over a number of customer balances and year end transactions direct from customers based on specific risk
criteria and characteristics.
Certain BDO team members opened accounts for the purposes of the audit to initiate customer transactions which we then verified in the
entity’s systems to identify contra-indicators in respect of the completeness and accuracy of transactional behaviours in Revolut’s internal
systems and the completeness, accuracy and existence of transactional flows initiated in the app.
In addition to the above our procedures to response to risks included, but were not limited to:
Review of correspondence with and reports to the regulators, including the FCA, the Bank of Lithuania, and other regulatory bodies;
• Review of management’s reporting to the Board Audit and Risk Committee in respect of compliance and legal matters;
• Enquiring of management and review of internal audit reports in so far as they related to the financial statements;
• Identifying and testing journal entries, including those posted with double entries to unusual account combinations;
• Reviewing dispute logs, breaches/incidents log, legal expenses and whistleblowing reports.
We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members and remained
alert to any indications of fraud or non-compliance with laws and regulations.
Our audit procedures were designed to respond to risks of material misstatement in the financial statements, recognising that the risk
of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may
involve deliberate concealment by, for example, forgery, misrepresentations or through collusion. There are inherent limitations in the audit
procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions reflected
in the financial statements, the less likely we are to become aware of it. In addition, the extent to which the audit was capable of detecting
irregularities, including fraud was limited by the matters described in the basis for qualified opinion section of our report.
A further description of our responsibilities is available on the Financial Reporting Council’s website at:
https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
Use of our report

This report is made solely to the Parent Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act
2006. Our audit work has been undertaken so that we might state to the Parent Company’s members those matters we are required
to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume
responsibility to anyone other than the Parent Company and the Parent Company’s members as a body, for our audit work, for this report,
or for the opinions we have formed.
Matthew Hopkins (Senior Statutory Auditor)

For and on behalf of BDO LLP, Statutory Auditor
London, UK
27 February 2023
BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).

Consolidated statement of comprehensive income
For the year ended 31 December 2021
2020
2021 (restated)
Note £000 £000
Revenue 6 636,205 219,931
Cost of sales (196,015) (148,063)
Gross profit 440,190 71,868
Administrative expenses 8 (367,478) (274,701
Depreciation and amortisation expense 12,13 (9,079) (9,629)
Impairment (loss) / credit (1,034) 220
Other operating (expense) / income 3,508) 6,781
Profit / (loss) from operations 59,091 (205,461)
Interest expense 7 (21,026) (17,373)
Interest income 7 1,726 2,129
Profit / (loss) before tax 39,791 (220,705)
Tax (expense) / credit 11 (13,451) (2,917)
Net profit / (loss) for the year 26,340 (223,622)
Other comprehensive income
Items that will not be reclassified to profit or loss
Revaluation gain on intangible assets (cryptocurrencies) - 38,659
Items that are or may be reclassified subsequently to profit or loss
Currency translation differences (9,237) (328)
Fair value gain on financial assets held at fair value through comprehensive income 2,602 -
Other comprehensive (loss)/income, net of tax (6,635) 38,331
Total comprehensive income / (loss) for the year 19,705 (185,291)
The accompanying notes form an integral part of these financial statements.
The Company has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of
Comprehensive Income in these financial statements.
The Company profit for the year ended 31 December 2021 amounted to £19.7m (2020 (restated): loss -£201.6m)

Consolidated Statement of Financial Position

As at 31 December 2021
31 December 2020 1 January 2020
31 December 2021 (restated) (restated)
Note £000 £000 £000
Assets
Current assets
Cash and cash equivalents 20 7,052,609 5,055,023 2,462,986
Financial assets at FVOCI 18 1,236,481 - -
Investment in commodities at FVTPL 19 66,356 50,366 -
Trade and other receivables 16 206,880 153,242 209,825
Inventories 15 7,396 11,282 13,042
Current tax assets 7,291 3,856 1,693
Loans and advances to customers 17 4,870 415 -
Derivative financial assets 29 9,294 121 -
Total current assets 8,591,177 5,274,305 2,687,546
Non-current assets
Property, equipment and right-of-use assets 13 25,128 37,497 38,424
Intangible assets 12 721 411 93,927
Loans and advances to customers 17 12,946 961 -
Deferred tax assets 11 1,783 345 42
Total non-current assets 40,578 39,214 132,393
Total assets 8,631,755 5,313,519 2,819,939
Liabilities and equity
Current liabilities
Trade and other payables 22 165,248 143,663 203,830
Loans at amortised cost 24 122 81,812 972
Customer liabilities 21 7,361,196 4,637,230 2,367,200
Current tax liabilities 9,374 1,670 -
Lease liability 5,161 5,985 3,593
Derivative financial liabilities 29 2,454 1,970 -
Total current liabilities 7,543,555 4,872,330 2,575,595

31 December 2020 1 January 2020

31 December 2021 (restated) (restated)
Note £000 £000 £000
Non-current liabilities
Loans at amortised costs 24 - - 119,546
Provisions for liabilities 23 1,812 1,788 1,775
Lease liability 9,085 18,943 23,104
Deferred tax liabilities 11 243 18 -
Total non-current liabilities 11,140 20,749 144,425
Total liabilities 7,554,695 4,893,079 2,720,020
Equity
Share capital 25 - - -
Share premium 26 1,287,452 697,444 248,814
Accumulated deficit (317,960) (344,300) (159,337)
Other reserves 26 107,568 67,296 10,442
Total equity 1,077,060 420,440 99,919
Total liabilities and equity 8,631,755 5,313,519 2,819,939
The accompanying notes form an integral part of these financial statements. The financial statements on pages 51 to 123 were approved and authorised
for issue by the Board and were signed on its behalf on 27 February 2023.
Nikolay Storonsky
Director
Registered Company number: 08804411

Company Statement of Financial Position

As at 31 December 2021
31 December 2020
31 December 2021 (restated)
Note £000 £000
Assets
Current assets
Cash and cash equivalents 20 3,984,868 2,562,779
Financial assets at FVOCI 18 383,670 -
Investment in commodities at FVTPL 19 66,356 50,366
Trade and other receivables 16 200,228 119,043
Inventories 15 7,101 11,161
Current tax assets 6,427 3,856
Derivative financial assets 29 16,255 3,707
Total current assets 4,664,905 2,750,912
Non-current assets
Property, equipment and right-of-use assets 13 23,164 32,762
Intangible assets 12 204 351
Deferred tax assets 11 470 186
Investment in subsidiaries 14 264,886 90,875
Total non-current assets 288,724 124,174
Total assets 4,953,629 2,875,086
Current liabilities
Trade and other payables 22 320,135 198,593
Loans at amortised cost 24 - 81,812
Customer liabilities 21 3,516,981 2,121,085
Current tax liabilities 432 1,178
Lease liability 4,798 5,030
Derivative financial liabilities 6,434 2,139
Total current liabilities 3,848,780 2,409,837

31 December 2020
31 December 2021 (restated)
Note £000 £000
Provisions for liabilities 23 1,801 1,788
Lease liability 7,916 15,037
Deferred tax liabilities 11 240 -
Total non-current liabilities 9,957 16,825
Total liabilities 3,858,737 2,426,662
Equity
Share capital 25 - -
Share premium 26 1,287,452 697,444
Accumulated losses (306,830) (316,543)
Other reserves 26 114,270 67,523
Total equity 1,094,892 448,424
Total liabilities and equity 4,953,629 2,875,086
The accompanying notes form an integral part of these financial statements. The financial statements on pages 51 to 123 were approved and authorised
for issue by the Board and were signed on its behalf on 27 February 2023.
Nikolay Storonsky
Director
Registered Company number: 08804411

Consolidated Statement of Changes in Equity

for the year ended 31 December 2021
Share Share Other Retained Total

capital premium reserves losses equity
£000 £000 £000 £000 £000
As at 1 January 2020 (restated) - 248,814 10,442 (159,337) 99,919
Loss for the year - - - (223,622) (223,622)
Other comprehensive income for the year - - (328) 38,659 38,331
Total comprehensive loss for the year - - (328) (184,963) (185,291)
Transactions with owners
Equity-settled share-based compensation - - 57,182 - 57,182
Shares issued during the year 448,535 - - 448,535
Exercise of share options - 95 - - 95
Total transactions with owners - 448,630 57,182 - 505,812
As at 31 December 2020 (restated) - 697,444 67,296 (344,300) 420,440
As at 1 January 2021 - 697,444 67,296 (344,300) 420,440
Profit for the year - - - 26,340 26,340
Other comprehensive loss for the year - - (6,635) - (6,635)
Total comprehensive income for the year - - (6,635) 26,340 19,705
Shares issued during the year - 590,008 - - 590,008
Employee Benefit Trust purchase of own shares (445) (445)
As at 31 December 2021 - 1,287,452 107,568 (317,960) 1,077,060

Consolidated Statement of Changes in Equity

Share Share Other Retained Total

capital premium reserves losses equity
£000 £000 £000 £000 £000
As at 1 January 2020 (restated) - 248,814 10,456 (153,126) 106,144
Loss for the year - - - (202,076) (202,076)
Other comprehensive income for the year - - (115) 38,659 38,544
Total comprehensive loss for the year - - (115) (163,417) (163,532)
As at 31 December 2020 (restated) - 697,444 67,523 (316,543) 448,424
As at 1 January 2021 - 697,444 67,523 (316,543) 448,424
Profit for the year - - - 9,713 9,713
Other comprehensive income for the year - - (149) - (149)
Total comprehensive income for the year - - (149) 9,713 9,564
Employee Benefit Trust purchase of own shares (445) (445)
As at 31 December 2021 - 1,287,452 114,270 (306,830) 1,094,892

Consolidated statement of cash flows

2021 2020
£000 £000
Cash flows from operating activities
Profit / (loss) before tax 39,791 (220,705)
Adjustments for non-cash items:
Interest expense 21,026 17,373
Interest income (1,726) (2,129)
Operating profit/(loss) 59,091 (205,461)
Amortisation of intangible assets 176 174
Depreciation of tangible assets 8,903 9,455
Impairment of intangible assets 7,278 -
Impairment of financial assets 1,034 (220)
Share based payment expense 47,351 57,182
Fair value losses on customer liabilities in respect of cryptocurrencies - 38,659
Increase in provisions net of payments made 6,913 10,625
Net fair value (gains)/losses on derivative financial instruments (8,689) 1,850
Operating cash flows before changes in customer balances and hedging arrangements 122,057 (87,736)
and changes in working capital
Working capital movements:
• Decrease in inventories 3,886 1,760
• Loans extended to directors (3,200) -
• Loans settled by directors 3,216 -
• Increase in trade and other receivables (69,468) (27,337)
• Increase/(decrease) in trade and other payables 94,489 (1,147)
Operating cash flows before changes in customer balances and hedging arrangements 150,980 (114,460)
Cashflows from customer balances and hedging activities:
• Net increase in e-money in issue 2,174,430 2,263,427
• Increase in negative customer balances (8,186) (7,687)
• (Increase)/decrease in net settlement balances (63,979) 17,447
• Increase in customer liability in respect of cryptocurrencies - 136,142
• Increase in cryptocurrencies - (135,970)
• Increase in customer liability in respect of commodities 15,543 49,904
• Increase in investment in commodities at FVTPL (15,990) (50,366)
• Net increase in loans and advances to customers (16,440) (1,389)
• Net increase in customer deposits 533,970 49,875
2,770,328 2,206,923

R&D Credit Received 3,856 1,342
Tax paid (9,901) (301)
Net cash flows from operating activities 2,764,283 2,207,964
Cash flows from investing activities
Purchases of property and equipments (1,684) (6,326)
Payments to develop or acquire intangible assets (5,168) (6)
Interest received 1,726 2,129
Purchase of financial assets at FVOCI (1,242,842) -
Net cash used in investing activities (1,247,968 (4,203)
Cash flows from financing activities
Proceeds from issue of ordinary shares net of transaction costs 601,878 448,535
Proceeds from exercise of share options - 95
Interest paid (including interest paid on lease liabilities) (19,213) (18,329)
Principal payments on lease liabilities (4,740) (3,759)
Loans repaid (81,690) (37,734)
Net cash from financing activities 496,235 388,808
Net increase in cash and cash equivalents 2,012,550 2,592,568
Cash and cash equivalents at beginning of year 5,055,023 2,462,986
Effect of exchange rates on cash and cash equivalents (14,964) (531)
Cash and cash equivalents at end of year 7,052,609 5,055,023
Cash and Cash equivalents at the end of the year comprise of
Own cash and cash equivalents 1,572,726 486,743
Cash held at central banks and other banks in respect of customers 5,479,883 4,568,280
Cash and cash equivalents at end of year 7,052,609 5,055,023

Notes to the consolidated

financial statement
1. General information
Revolut Ltd (the “Company”) and its subsidiaries (together, the “Group”) provides electronic money and payment services through a
prepaid card, currency exchange, peer to peer payments, cryptocurrency and commodity exposures, share trading and consumer loans
and credit cards for retail users. It also offers a similar proposition to business customers encompassing multi-currency exchange,
prepaid corporate cards, and international and domestic bank transfers to freelancers, and Small and Medium Enterprises.
The Company is a private company limited by shares and incorporated in England & Wales. The registered office and the principal place
of business is 7 Westferry Circus, Canary Wharf, London E14 4HD.
2. Basis of preparation
The consolidated financial statements of the Group have been prepared in compliance with the International Financial Reporting
Standard (“IFRS”) as adopted by the United Kingdom (“UK”) and the Companies Act 2006. The individual financial statements of
Revolut Ltd have been prepared in accordance with Financial Reporting standard 101, ‘Reduced Disclosure Framework’ (FRS 101) and
the Companies Act 2006.
The consolidated and individual financial statements are prepared on a going concern basis (as disclosed in note 3), under the historical
cost convention, as modified by the recognition of certain financial assets at fair value, namely financial assets at fair value through
other comprehensive income (‘FVOCI’) and Investment in commodities at fair value through profit and loss (‘FVTPL’).
The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to
exercise its judgement in the process of applying the Group and Company accounting policies. The areas involving a higher degree of
judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 5.
The Company has taken advantage of the exemption in section 408 of the Companies Act from presenting its individual profit and
loss account.
2.1 Separate financial statement of the Company Exemption under FRS 101
The following exemptions from the requirements of IFRS have been applied in the preparation of individual financial statements
of Revolut Ltd, in accordance with FRS 101:
• IAS 7, ‘Statement of Cash flows’.

• Paragraph 17 of IAS 24, ‘Related party disclosures’ (key management compensation).
• The requirements in IAS 24, ‘Related party disclosures’, to disclose related party transactions entered into between two or more
members of a group.
3. Going concern
The financial statements are prepared on a going concern basis as the Directors are satisfied that the Group has the available resources
to continue in business for a period of at least 12 months from the date of approval of the financial statements.
The going concern assessment is based on the detailed forecast prepared by management and approved by the Board. As part of
the going concern review, the Directors have considered severe, but plausible, downside scenarios to stress test the viability of the
business. These downside scenarios covered reduction in revenues, profitability, cash position and liquidity as well as the Group’s ability
to meet its regulatory capital and liquidity requirements.
Appropriate assumptions have been made in respect to revenue growth and profitability, based on the economic outlook over the
forecast period. Appropriate sensitivities have been applied in order to stress test the base plan, considering situations in which future
costs are substantially higher than the forecast and future trading is less than forecasted. Management expects that sufficient liquidity
and regulatory capital requirement headroom is maintained throughout the forecast period.
The Directors have made inquiries of management and considered forecasts for the Group and have, at the time of approving these
financial statements, a reasonable expectation that the Group has adequate resources to continue in operations for a period of at least
12 months from the date of approval of the financial statements.

Financial statements Notes to the consolidated financial statement
4. Significant accounting policies
The principal accounting policies applied in the preparation of these consolidated and separate financial statements are set out below.
These policies have been consistently applied to all the years presented, unless otherwise stated.
4.1 Adoption of new and revised standards

a. Changes in accounting policy
The Group consolidated financial statements were historically presented under Financial Reporting Standard 102, ‘The Financial
Reporting Standard applicable in the United Kingdom and the Republic of Ireland’ (“FRS 102”). As of 1 January 2020, the Group
transitioned to IFRS and Revolut Ltd adopted FRS 101 as its accounting framework for individual financial statements.
The historical information previously reported was restated as of the ‘date of transition’ being 1 January 2020, as well as in the
comparative period i.e. 31 December 2020. The impact of the change in policy on the financial statements of the Group and
the Company is presented in note 4.24. The Company has taken the disclosure exemption available under FRS 101 and has not
presented a statement of financial position at the date of transition.
b. New standards, interpretations, and amendments adopted from January 1, 2021

New standards impacting the Group that have been adopted in the financial statements for the year ended December 31,
2021 are:
• Interest Rate Benchmark Reform – Phase 2 Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16.
• The adoption of the new standards listed above have not had a significant impact on the consolidated financial statements of
the Group for the year ended December 31, 2021.
c. New standards, interpretations, and amendments not yet effective

There are a number of standards, amendments to standards, and interpretations which have been issued by the IASB that are
effective in future accounting periods that the Group has decided not to adopt early.
Effective for annual periods

New standards or amendments beginning on or after
COVID-19-Related Rent Concessions beyond 30 June 2021 - Amendments to IFRS 16 1-Apr-21
Onerous Contracts – Cost of Fulfilling a Contract - Amendments to IAS 37 1-Jan-22
Annual Improvements to IFRS Standards 2018–2020 – Amendments to IFRS 1, IFRS 9, IFRS 16

1-Jan-22
and IAS 41
Property, Plant and Equipment: Proceeds before Intended Use - Amendments to IAS 16 1-Jan-22
Reference to the Conceptual Framework - Amendments to IFRS 3 1-Jan-22
Classification of Liabilities as Current or Non-current - Amendments to IAS 1 1-Jan-23
IFRS 17 Insurance Contracts and amendments to IFRS 17 Insurance Contracts 1-Jan-23
Disclosure of Accounting Policy - Amendments to IAS 1 and IFRS Practice Statement 2 1-Jan-23
Definition of Accounting Estimate - Amendments to IAS 8 1-Jan-23
Deferred Tax Related to Assets and Liabilities Arising from a Single Transaction – Amendments
1-Jan-23
to IAS 12 and IFRS 1
Sale or Contribution of Assets between an Investor and its Associate or Joint Venture -
Deferred indefinitely
Amendments to IFRS 10 and IAS 28
Management does not expect that the adoption of the standards listed above will have a material impact on the annual
financial statements of the Group in future periods.

4.2 Basis of consolidation

The Group consolidated financial statements include the financial statements of the Company and all of its subsidiary
undertakings made up to 1 January 2020, 31 December 2020 and 31 December 2021.
Subsidiaries are all entities over which the Group has control. The Group controls an entity when it is exposed to, or has rights to,
variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity.
Subsidiaries are fully consolidated from the date on which control is obtained by the Group and are de-consolidated from the
date that control ceases. Inter-company transactions, balances and unrealised gains on transactions between companies within
the Group are eliminated on consolidation. Unrealised losses are also eliminated unless the transaction provides evidence of an
impairment of the transferred asset. Group accounting policies are consistently applied to all entities and transactions.
Where a subsidiary has different accounting policies to the group, adjustments are made to those subsidiary financial statements
to apply the group’s accounting policies when preparing the consolidated financial statements.
All intra-group transactions, balances, income and expenses are eliminated on consolidation. Adjustments are made to eliminate
the profit or loss arising on transactions with associates and equity accounted joint ventures to the extent of the Group’s interest
in the entity.
4.3 Foreign currency translation

Functional and presentation currency
The Group consolidated financial statements are presented in pound sterling. The Company’s functional and presentation
currency is the pound sterling.
Transactions and balances

At each period end foreign currency monetary items are translated using the closing rate. Non-monetary items measured at
historical cost are translated using the exchange rate at the date of the transaction and non-monetary items measured at fair
value are measured using the exchange rate when fair value was determined.
Foreign exchange gains and losses resulting from the settlement of transactions and from the translation at period-end exchange
rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit and loss. Non-monetary assets
and liabilities carried at fair value and denominated in foreign currencies are translated at the rates prevailing at the date when
the fair value was determined.
Translation
On consolidation, the results of overseas operations are translated into sterling at the average exchange rates for the year. All
assets and liabilities of overseas operations are translated at the exchange rate ruling at the statement of financial position date.
Exchange differences arising on translating the opening net assets at opening rate and the results of overseas operations at
actual rate are recognised in other comprehensive income.
4.4 Revenue
The Group recognises revenue according to the principles of IFRS 15 using the five-step model:
1. Identify the contracts with customers

2. Identify the performance obligations in the contract
3. Determine the transaction price
4. Allocate the transaction to the performance obligations in the contract
5. Recognise the revenue when (or as) the entity satisfies the performance obligation
The group derives its revenue from contracts with customers by transferring the following services:
Card and interchange fees

Card and payments revenue represents transactional related fees, including interchange fees receivable from the Group’s card
issuing partners, merchant acquiring fees, fair usage fees for cash withdrawals outside of customer plans allowances and top
up fees.
Card and interchange revenue is deemed to include a single performance obligation under IFRS 15 ‘Revenue from contracts
with customers’, namely the completion of a card transaction for a customer and as such, revenue is recognised at the time of
the transaction.

Subscription fees
Subscription revenue represents monthly and annual subscription fees charged to retail and business customers. Subscription
service has two distinct performance obligations: a card delivery service and an ongoing payment processing service. Revenue for
the card delivery is recognised on the day the card is ordered by the customer. Revenue for the subscription service is recognised
in the month to which the subscription relates. Where subscription fees are received in advance (namely annual subscription
fees) they are initially recognised as contract liabilities and are recognised as revenue in the income statement on a straight-line
basis over the period of the subscription.
Any termination fees for existing subscriptions services ending early are recognised upon the termination date.
Foreign exchange fees

Foreign exchange revenue represents mark ups fees charged on market exchange rates for weekend transactions and less
frequently traded currencies, and fair usage fees where customers undertake additional exchange transaction volumes outside
of their plan allowances. It also includes the fair value movements on derivative financial instruments used to hedge the Group’s
foreign exchange exposure as a result of its customer foreign exchange activities.
Foreign exchange revenue has a single performance obligation namely the exchange of one currency for another between
customer’s currency pockets. The revenue is recognised at the point of this exchange.
Wealth
Wealth comprises revenues from the Group’s cryptocurrency, commodities, trading and vault products. Where the Group acts
as an agent on behalf of its customers to buy or sell cryptocurrencies and listed company shares, the revenue represents any
exchange markup/commission charged, and any applicable fair usage fees.
Buying or selling cryptocurrencies or listed company shares has a single performance obligation, namely the execution of a
customer’s order and as a result, revenue is recognised at the time of the transaction.
Prior to 27 July 2020 the Group had exposure to cryptocurrencies and the underlying commodities when entering into contracts
with customers.
When entering into these contracts with customers the Group charges a markup on the market exchange rate for the exchange of
E-Money, and similarly when the customer settles the contract and receives E-Money.
Entering into or closing commodities contracts (and cryptocurrency contracts prior to 27 July 2020) comprises two performance
obligations, namely one when the contract is entered into and one when it is settled. Each of these obligations incurs a separate
fee and as such the relevant markup is recognised as revenue when the contract is entered into and when it is settled.
While open, the customer contracts are accounted for at fair value through profit or loss within revenue. The policies and
methodologies associated with the determination of fair value are included in note 29.2.
The Group hedges its exposure to these customer contracts through holding its own investments in commodities (and
cryptocurrencies prior to 27 July 2020). The net amount representing the change in fair value of the contracts with customers
and the associated hedging investments are presented net in the Wealth revenue line. The policies and methodologies associated
with the determination of fair value are included in note 29.2.
The exception to this is fair value gains on cryptocurrencies above their original cost (prior to 27 July 2020) which is recognised in
other comprehensive income (see note 4.14).
Other
Other revenue mainly comprises:
• commission earned on the sale of insurance products to customers and is recognised at the time of the transaction.
• fees charged to customers in respect of remittances facilitated at customers request.
• Remaining performance obligations
• IFRS 15 allows the Group to exclude from its remaining performance obligations disclosure any performance obligations which
are part of a contract with an original expected duration of one year or less. Additionally, any variable consideration, for which
it is probable that a significant reversal in the amount of cumulative revenue recognized will occur when the uncertainty
associated with the variable consideration is subsequently resolved, is not subject to the remaining performance obligations
disclosure because such variable consideration is not included in the transaction price (e.g. investment management fees).

4.5 Cost of sales

Cost of sales primarily relates to fees incurred by the Group in the processing and settlement of transactions, the costs
of providing cards to customers and the costs of any redress payments made to customers who have been the subject of
fraudulent transactions.
Processing and settlement of transactions

These are costs primarily payable to the card schemes of which Revolut is a member. Processing and settlement of transaction
costs are presented net of rebates received from payment scheme providers for scheme fee costs.
Providing cards to customers

These are the costs incurred by the Group to purchase, personalise and distribute cards to customers. Card stock is initially
recognised as inventory until the card is shipped to a customer at which point it is expensed.
Redress payments
These are amounts that the Group incurs where customers have been subject to fraudulent transactions or where charges have
caused a customer’s account to have a negative balance.
4.6 Employee benefits

The Group provides a range of benefits to employees, including annual bonus arrangements, paid holiday arrangements, defined
contribution pension plans and share-based payments.
Short term benefits

Short term benefits, including holiday pay and other similar non-monetary benefits, are recognised as an expense in the period
in which the service is received. A liability is recognised for the amount expected to be paid if the Group has a present legal
or constructive obligation to pay this amount as a result of past service provided by the employee and the obligation can be
estimated reliably.
Defined contribution pension plan

The Group operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which
the Group pays fixed contributions into a separate entity. Once the contributions have been paid the Group has no further
payment obligations.
The contributions are recognised as an expense in the Consolidated Statement of Comprehensive Income when they fall due.
Amounts not paid are shown in accruals as a liability in the Statement of Financial Position. The assets of the plan are held
separately from the Group in independently administered funds.
Share-based payments
Group
The Group operates two share option plans, a Company Share Option Plan (“CSOP”) and an Unapproved Option Plan (“UOP”)
and a share scheme, the Growth Shares scheme. The purpose of these plans is to incentivise and remunerate the Group’s
employees. Further details on these schemes are out in note 27. These schemes meet the definition of equity settled share-based
payment schemes.
Estimating fair value for share-based compensation transactions requires determination of the most appropriate valuation
model, which depends on the terms and conditions of the grant. This estimate also requires determination of the most
appropriate inputs to the valuation model including the expected life of the share awards, volatility and dividend yield and making
assumptions about them. The Group measures the fair value of equity-settled transactions with employees at the grant date
using a Black-Scholes Model.
The fair value of the awards is recognised as an expense in the Consolidated Statement of Comprehensive Income over the
vesting period. The cumulative expense at each reporting date is based on the total number of awards that are expected to vest,
taking into account the service conditions and any non-market performance conditions such that the total cumulative amount
recognised as an expense over the vesting period is based on the number of options that eventually vest. The Group has to
estimate the expected yearly percentage of employees that will stay within the Group at the end of the vesting period of the
share awards in order to determine the amount of share-based compensation expense charged to the statement of operations.
Where the terms and conditions of options are modified before they vest, to the extent that there is an increase in the fair value
of the options, measured immediately before and after the modification, this increase is also recognised as an expense in the
Consolidated Statement of Comprehensive Income over the remaining vesting period.
Share based payments - Company

Where the Company grants share options to employees of subsidiary companies, the relevant charge is recognised as an increase
in cost of investment in subsidiaries.

4.7 Interest expense

Interest expenses are charged to interest expense in the Consolidated Statement of Comprehensive Income over the term of
the debt using the effective interest method. The effective interest rate is the rate that exactly discounts estimated future cash
payments through the expected life of the financial instrument.
Issue costs are initially recognised as a reduction in the proceeds of the associated instrument, when considered incremental and
directly attributable to the instrument issued.
4.8 Interest income

Interest income using the Effective Interest Rate method
Interest income is recognised using the effective interest rate on: credit cards and loans arrangements entered into with
customers; financial assets held at fair value through other comprehensive income; safeguarded funds and cash and
cash equivalents.
The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the
financial instrument to the gross carrying amount of the financial asset (before adjusting for expected credit losses).
Interest income from non-credit impaired financial assets is recognised by applying the effective interest rate to the gross
carrying amount of the asset; for credit impaired financial assets, the effective interest rate is applied to the net carrying amount
after deducting the allowance for expected credit losses.
4.9 Current and deferred taxation

The tax charge/(credit) comprises current and deferred tax. Tax is recognised in the Consolidated Statement of Comprehensive
Income, except that a charge attributable to an item of income and expense recognised as other comprehensive income or to an
item recognised directly in equity is also recognised in other comprehensive income or directly in equity respectively.
The current income tax credit is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by
the Statement of Financial Position date in the countries where the Company and the Group operate and generate income.
Deferred tax balances are recognised in respect of all timing differences that have originated but not reversed by the statement
of financial position date, except that:
• The recognition of deferred tax assets is limited to the extent that it is probable that they will be recovered against the reversal
of deferred tax liabilities or other future taxable profits;
• Any deferred tax balances are reversed if and when all conditions for retaining associated tax allowances have been met; and
• Where they relate to timing differences in respect of interests in subsidiaries, associates, branches and joint ventures and the
Group can control the reversal of the timing differences and such reversal is not considered probable in the foreseeable future.
Deferred tax balances are not recognised in respect of permanent differences except in respect of business combinations,
when deferred tax is recognised on the differences between the fair values of assets acquired and the future tax deductions
available for them and the differences between the fair values of liabilities acquired and the amount that will be assessed for
tax. Deferred tax is determined using tax rates and laws that have been enacted or substantively enacted by the Statement of
Financial Position date.
4.10 Property, equipment and right of use assets

Tangible fixed assets under the cost model are stated at historical cost less accumulated depreciation and any accumulated
impairment losses. Historical cost includes expenditure that is directly attributable to bringing the asset to the location and
condition necessary for it to be capable of operating in the manner intended by management.
Depreciation is charged so as to allocate the cost of assets less their residual value over their estimated useful lives, using the
straight-line method.
Depreciation is provided on the following basis:
Fixtures and fittings - 10% straight line
Office equipment - 25% straight line
Computer equipment - 33% straight line
The assets’ residual values, useful lives and depreciation methods are reviewed annually, and adjusted prospectively if
appropriate, or if there is an indication of a significant change since the last reporting date.
Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in
Administrative expenses in the Consolidated Statement of Comprehensive Income.

4.11 Leases
The Group assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract conveys the right to
control the use of an identified asset for a period of time in exchange for consideration. As at December 31, 2021 and 2020, and
January 1, 2020, the Group is a lessee in its lease arrangements, and is not a lessor.
The Group applies a single recognition and measurement approach for all lessee leases, except for short-term leases (defined as
leases with a lease term of 12 months or less) and leases of low-value assets (defined as leased assets, when new, with a value of
five thousand pounds or less). The Group recognizes lease liabilities representing obligations to make lease payments and right-
of-use assets representing the right to use the underlying assets.
Right-of-use assets
The Group recognizes right-of-use assets at the commencement date of the lease (i.e. the date the underlying asset is available
for use). Right-of-use assets are measured at cost, less any accumulated depreciation and impairment losses and adjusted
for any remeasurement of lease liabilities. The cost of right-of-use assets includes the amount of lease liabilities recognized,
initial direct costs incurred, and lease payments made at or before the commencement date less any lease incentives received.
Right-of-use assets are depreciated on a straight-line basis over the shorter of the lease term and the estimated useful lives of
the assets. If ownership of the leased asset transfers to the Group at the end of the lease term or the cost reflects the exercise
of a purchase option, depreciation is calculated using the estimated useful life of the asset, otherwise the right of use asset is
amortised over the duration of the lease agreement. The depreciation starts at the commencement date of the lease.
The right-of-use assets are also subject to impairment. Refer to the accounting policies in note 4.13 , Impairment of
non-financial assets.
The right-of-use assets are presented as along with property and equipment in the consolidated statement of financial position.
Lease liabilities
At the commencement date of the lease, the Group recognizes lease liabilities measured at the present value of lease payments
to be made over the lease term. The lease payments include fixed payments (including in-substance fixed payments) less any
lease incentives receivable, variable lease payments that depend on an index or a rate, and amounts expected to be paid under
residual value guarantees. The lease payments also include the exercise price of a purchase option reasonably certain to be
exercised by the Group and payments of penalties for terminating the lease, if the lease term reflects the Group exercising the
option to terminate.
Variable rents that do not depend on an index or rate are not included in the measurement the lease liability and the right-of-
use asset. The related payments are recognized as an expense in the period in which the event or condition that triggers those
payments occurs and are included in the line general and administrative expense in the statement of operations (unless they are
incurred to produce inventories, whereby they will be included as part of cost of goods sold).
In calculating the present value of lease payments, the Group uses the rate implicit in the lease if it is readily determinable.
However, if the rate implicit in the lease is not readily determinable, the Group uses its Incremental Borrowing Rate (IBR) at the
lease commencement date. After the commencement date, the amount of lease liabilities is increased to reflect the accretion
of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there
is a modification, a change in the lease term, a change in the lease payments (e.g., changes to future payments resulting from a
change in an index or rate used to determine such lease payments) or a change in the assessment of an option to purchase the
underlying asset.
As a practical expedient, IFRS 16 permits a lessee not to separate non-lease components, and instead account for any lease and
associated non-lease components as a single arrangement. The Group has elected this practical expedient and will not separate
lease and non-lease components.
Short-term leases and leases of low-value assets

The Group applies the short-term lease recognition exemption to those leases that have a lease term of 12 months or less
from the commencement date and do not contain a purchase option. It also applies the lease of low-value assets recognition
exemption to leases that are considered to be low value. Lease payments on short-term leases and leases of low-value assets are
recognized as expense on a straight-line basis over the lease term unless another systematic basis is more representative of the
time pattern in which economic benefits from the leased assets are consumed. The Group recognised £0.9m in lease expense
related to short-term and low-value assets for the period (2020:£1.7m). The Company had nil expense for short-term and low
value leases in the same period (2020:£0.4m).

4.12 Intangible assets

Cryptocurrencies
Pre-27 July 2020
Prior to 27 July 2020, the legal and beneficial ownership of the cryptocurrencies were held by Revolut Ltd, and they were
determined to meet the definition of cryptocurrencies included in the FCA policy statement issued on 22 July 2019 and were
recognised on the Group’s Statement of Financial Position applying the following accounting policy.
There remains limited guidance in respect of the treatment of cryptocurrencies under IFRS.
The International Financial Reporting Interpretations Committee (“IFRIC” or “the Committee”) reached an agenda decision
in June 2019 in respect of the recognition and measurement of cryptocurrencies under IFRS. The agenda paper “Holdings of
Cryptocurrencies” concluded that where cryptocurrencies are not held for sale in the ordinary course of business an entity
applies IAS 38 (Intangible Assets). Consistent with the tentative agenda decision of March 2019, the Committee concluded that
cryptocurrencies do not meet the criteria of financial assets, or cash and cash equivalents.
Therefore, in the absence of a specific standard, the Group recognised its cryptocurrencies as intangible assets.
The cryptocurrencies that the Group held are subject to significant trading volume on a number of cryptocurrency exchanges,
including trading to and from fiat currencies, and therefore an active market had been identified for all the cryptocurrencies held
by the Group.
Therefore, up to 27 July 2020 cryptocurrencies were recognised at fair value using the revaluation model under IAS 38. Any
revaluation gains and losses above the assets’ original cost were recognised in other comprehensive income, with the revaluation
gains and losses below the assets’ original cost being recognised in profit or loss. The corresponding fair value movements on the
customer liability were recognised in profit or loss as set out in accounting policy 4.21 below.
The Group’s cryptocurrencies, subject to annual review, were considered to have indefinite lives and as such were not subject
to amortisation.
Post-27 July 2020

On 27 July 2020, the contractual arrangements with the Group’s customers were amended such that from that date Revolut Ltd is
acting as an agent and nominee on behalf of the customer to facilitate the purchase of cryptocurrencies in the customer’s name.
As a result, the customer holds the beneficial interest in the cryptocurrencies and therefore is subject to the risks and rewards
of the asset. As Revolut Ltd is no longer exposed to the risks and rewards of the cryptocurrencies, they have been derecognised
from the Group’s statement of financial position, along with the corresponding liability to the customer in relation to the assets.
Intangible assets acquired separately - Computer software

Computer software is stated at cost less accumulated amortisation and accumulated impairment losses. Computer software is
amortised on a straight-line basis over its estimated useful life, which is assessed to be 3 years.
Intangible assets acquired in the business combination

Intangible assets acquired in a business combination and recognised separately from goodwill are recognised initially at their fair
value at the acquisition date (which is regarded as their cost).
Subsequent to initial recognition, intangible assets acquired in a business combination are reported at cost less accumulated
amortisation and accumulated impairment losses, on the same basis as intangible assets that are acquired separately.
Derecognition of intangible asset

An intangible asset is derecognised on disposal, or when no future economic benefits are expected from use or disposal. Gains or
losses arising from derecognition of an intangible asset, measured as the difference between the net disposal proceeds and the
carrying amount of the asset, are recognised in profit or loss when the asset is derecognised.

4.13 Impairment of non-financial assets

At each statement of financial position date non-financial assets not carried at fair value are assessed to determine whether
there is an indication that the asset (or asset’s cash generating unit) may be impaired. If there is such an indication the
recoverable amount of the asset (or asset’s cash generating unit) is compared to the carrying amount of the asset (or asset’s
cash generating unit).
The recoverable amount of the asset (or asset’s cash generating unit) is the higher of the fair value less costs to sell and value
in use. Value in use is defined as the present value of the future cash flows before interest and tax obtainable as a result of the
asset’s (or asset’s cash generating unit’s) continued use. These cash flows are discounted using a pre-tax discount rate that
represents the current market risk free rate and the risks inherent in the asset.
If the recoverable amount of the asset (or asset’s cash generating unit) is estimated to be lower than the carrying amount, the
carrying amount is reduced to its recoverable amount. An impairment loss is recognised in the profit and loss account, unless
the asset has been revalued when the amount is recognised in other comprehensive income to the extent of any previously
recognised revaluation. Thereafter any excess is recognised in profit or loss.
If an impairment loss is subsequently reversed, the carrying amount of the asset (or asset’s cash generating unit) is increased
to the revised estimate of its recoverable amount, but only to the extent that the revised carrying amount does not exceed the
carrying amount that would have been determined (net of depreciation or amortisation) had no impairment loss been recognised
in prior periods. A reversal of an impairment loss is recognised in the profit and loss account.
4.14 Financial instruments

Recognition of financial assets
Financial assets are recognised when the Group enters into a contract that results in current or future economic value to the
Group. Financial assets are initially measured at fair value and are accounted for on a trade date basis.
Classification and measurement of financial assets

The Group classifies its financial assets at either amortised cost, fair value through profit or loss or fair value through other
comprehensive income.
In order to determine the appropriate classification of non-derivative financial assets, the Group assesses the objective of the
business model in which the financial asset is held, and for those measured at amortised cost whether the contractual cash flows
of the financial asset are “solely payments of principal and interest” (SPPI).
The Group assesses its business models at a portfolio level based on its objective for the relevant portfolio, how performance
of the portfolio is measured and reported, how management are compensated and the frequency and reasons for asset sales
from the portfolio. Financial assets are reclassified when, and only when, the Group changes its business model for managing
the assets.
Financial assets at amortised cost

Financial assets in portfolios where the business model is to hold the assets to collect the contractual cash flows, and where
those cash flows represent solely payments of principal and interest, are measured at amortised cost.
Financial assets measured at amortised cost are initially recognised at fair value plus transaction costs that are directly
attributable to their acquisition or issue (with the exception of trade and other receivables with an expected term of less than
one year where the Group applies the practical expedient to recognise these amounts at transaction price), and are subsequently
measured at amortised cost using the effective interest rate method, less expected credit loss allowances as stipulated in IFRS 9.
Financial assets at amortised cost include cash and cash equivalents, loans and advances to customers, trade and other
receivables, settlement receivables and amounts recoverable under long term contracts.
Financial assets at fair value through other comprehensive income

Financial assets in portfolios where the business model is to hold the assets to collect the contractual cash flow or to be sold and
where those cash flows represent solely payments of principal and interest.
Financial assets measured at fair value through other comprehensive income are initially recognised at fair value plus transaction
costs that are directly attributable to their acquisition and are subsequently measured at fair value.
Unrealised gains or losses, other than loss allowances for expected credit losses, arising from financial investments measured
at fair value through other comprehensive income are reported in equity (in the financial investment reserve) and in other
comprehensive income in the Statement of Comprehensive Income, until such investments are sold, collected or otherwise
disposed of.
On disposal of an investment, the accumulated unrealised gain or loss included in equity is recycled to the Income Statement for
the period and reported in Other operating (expense)/income. Gains and losses on disposal are determined using the fair value of
the investment at the date of derecognition.

Financial assets at fair value through profit or loss

Financial assets that do not meet the criteria to be measured at amortised cost or fair value through other comprehensive income
are measured at fair value, with changes in fair value recognised in profit or loss in the consolidated statement of comprehensive
income. These financial instruments include derivative financial instruments.
Derecognition
Financial assets are derecognised when the contractual right to receive cash flows has expired or when the Group has transferred
its contractual right to receive the cash flows from the assets and either (i) substantially all of the risks and rewards of ownership
have been transferred; or (ii) the Group has neither retained nor transferred substantially all of the risks and rewards but has
transferred control.
Impairment of financial assets

In accordance with IFRS 9, the Group recognises impairment loss allowances for expected credit losses (“ECLs”) on financial
assets that are measured at amortised cost or fair value through other comprehensive income. These include loans and
advances to customers, trade and other receivables, settlement receivables, debt securities and amounts recoverable under long
term contracts.
Changes to the IFRS 9 model for impairment of financial assets are approved by the Group Credit Risk Committee or Group
Model Risk Committee depending on the nature of the change. Material changes are escalated to the Group Asset and Liability
Committee and to the Board where applicable.
There are three approaches to recognising ECL provisions under IFRS 9:
• The Simplified Approach – which applies on a mandatory basis to trade receivables and contract assets that do not contain a
significant financing component. It may also be applied on an optional basis to trade receivables and contract assets that do
contain a significant financing component or to lease receivables;
• The Credit Adjusted Approach – which applies to assets that are credit impaired on initial recognition (i.e., origination or
acquisition); and
• The General Approach – which applies to all loans and receivables not eligible for the above two approaches.
All of the Group’s trade receivables are considered to qualify for the simplified approach (as they have terms of less than
one year and therefore do not contain a significant financing component), and therefore on initial recognition an impairment
provision is required for expected credit losses arising from default events expected to occur over the life of the financial asset
(“lifetime ECL”).
The Group currently does not have any purchased or originated credit impaired financial assets.
For loans and advances to customers, amounts recoverable on long term contracts, and amounts due from other Group
companies in the Company financial statements, the general approach to impairment is applied. This follows a three-stage model
and requires these financial assets to be assigned to one of the following three stages:
• Stage 1 – Financial assets which have not experienced a significant increase in credit risk since initial recognition, against
which an expected credit loss provision is required for expected credit losses resulting from default events expected within the
next 12 months (a “12-month ECL”) is required on initial recognition - when a financial asset is first recognised it is assigned to
Stage 1;
• Stage 2 – Financial assets which have experienced a significant increase in credit risk since initial recognition, against which a
lifetime ECL provision is required; and
• Stage 3 – Financial assets which are credit impaired, for which objective evidence of an impairment exists, and which also
requires a lifetime ECL provision.
Interest income on assets in Stages 1 and 2 is recognised using the effective interest rate method on the gross carrying value of
the assets. For assets in Stage 3 interest income is recognised using the effective interest rate method on the carrying value of
the assets net of the ECL provisions.

Significant increase in credit risk

Stage 2 includes financial assets that have had a significant increase in credit risk since initial recognition, but that do not have
objective evidence of being credit impaired.
For retail credit risks, Stage 2 includes assets for which any of the following SICR indicators are present as at the reporting date,
that were not present at initial recognition:
1. Obligors on watchlist status;

2. Obligors on forborne performing status (i.e., forbearance with material concession);
3. Obligors not eligible for forbearance measures based on their risk assessment;
4. Facilities more than 30 days past due;
5. Facilities with a significant increase in lifetime point-in-time forward looking PD compared to initial recognition.
This occurs if:
a. The PD has increased by more than 2.5 times (this would be equivalent to downgrade by approximately 2 or more notches
according to Revolut’s internal rating scale)
b. The PD has increased by more than 0.5% in absolute terms (to avoid classification as Stage 2 of obligors still being with
low risk despite a relative PD change exceeding 2.5 times).
SICR indicators in points 1 to 3 above are evaluated at obligor level, while the ones in points 4 and 5 are evaluated at individual
financial instrument level.
For wholesale credit risks, a low-risk exemption applies, such that all investment grade obligors will be allocated to Stage 1.
Stage 2 assets will include non-investment grade exposures which have experienced a downgrade by 2 or more notches based
Revolut’s internal rating scale as at the reporting date compared to initial recognition and this results in a PD increase of more
than 0.5% in absolute terms.
Transfers from Stage 2 back to Stage 1 will be performed when none of SICR indicators are present as of the reporting date.
Any changes in the criteria used to determine SICR follow the same approval pathway described for the overall IFRS 9 model.
Definition of default and credit impaired asset

Assets which are past due by more than 90 days, or where the Group considers it unlikely that the obligor will be able to pay its
obligations, are considered to be in default for IFRS 9. Events that trigger inclusion in default include:
• the customer filing for bankruptcy or Individual Voluntary Agreement

• the customer is deceased
• tthe overdraft or loan has been renegotiated because the customer’s condition has deteriorated. As an example, this includes
cases where a specific repayment plan has been agreed and interest has been frozen
• the customer has requested ‘breathing space’ i.e. when the Bank agrees to give the customer some time in which they won’t be
contacted about their arrears at all and fees or interest is frozen.
Default status will be applied at an obligor level such that where any one facility is in default, all facilities of that obligor will be
considered in default.
Calculation of expected credit losses

The expected credit loss provision is calculated using the three following inputs:
• Probability of default (“PD”) – the likelihood of default within a given time frame, either 12-months (for Stage 1 assets) or the
life of a financial asset (for Stages 2 and 3 assets). PD is determined with reference to internal and external scorecards based
on customer characteristics at origination and are subsequently measured based on client behaviour;
• Loss given default (“LGD”) – the net value of loss in the event of a default; and
• Expected balance at default (“EAD”) – the gross value of loss in the event of a default. EAD is determined as the gross carrying
amount for drawn balances and a fraction of the available credit based on the utilisation of credit lines for undrawn balances.
The expected credit loss provision on the outstanding financial assets at the statement of financial position date is calculated
by multiplying the PD (dependent on the stage of the asset) by the LGD and EAD, taking into account the contractual period of
credit risk exposure from initial recognition in the case of loans. For credit cards, where the exposure to credit risk is not limited
to the contractual period, the expected life is calculated based on the estimated life of the loan and undrawn facility.
The measurement of the ECL provisions also takes into account all reasonable and supportable information, including forward
looking economic scenarios to calculate a probability weighted forward looking estimate.
Economic scenarios are currently derived from macro forecasts sourced from external providers and weightings determined
according to expert judgement.
Details on the ECL calculation approach are contained in jurisdiction specific methodologies, respectively for wholesale and retail
credit exposures.

Modification of contractual terms

Where the contractual terms of financial assets are renegotiated or modified and the financial asset was not derecognised, its
gross carrying value is adjusted to reflect the new contractual cash flows discounted at the original effective interest rate with a
gain or loss recognised in the consolidated statement of comprehensive income.
Write offs
Financial assets will be written off, either partially or in full, against the related allowance once there is no realistic prospect of
recovery and the amount of the loss has been determined. Subsequent recovery of amounts written off are recognised against
the amount of impairment losses recognised in the consolidated statement of comprehensive income.
Recognition and measurement of financial liabilities

Financial liabilities that are not measured at fair value through profit or loss are classified as at amortised cost. Financial liabilities
designated as at amortised cost are initially measured at fair value (net of issue costs in the case of loans and borrowings) and
subsequently measured at their amortised cost using the effective interest rate method. They include loans and borrowings, trade
and other payables, and customer liabilities for E-Money in issue and customer deposits.
Non-derivative financial liabilities that are measured at fair value through profit or loss are measured at fair value with changes
in fair value recognised in the Consolidated Statement of Comprehensive Income . These financial instruments include financial
liabilities initially designated as fair value through profit or loss to avoid an accounting mismatch including customer liabilities in
respect of cryptocurrencies (prior to 27 July 2020) and commodities, where the associated assets are accounted for at fair value.
Derivatives, including foreign currency and precious metals swaps and foreign currency forward contracts are measured at fair
value through profit or loss. Derivatives are initially recognised at fair value on the date a derivative contract is entered into and
are subsequently re-measured at their fair value.
Interest expense is charged to the Consolidated Statement of Comprehensive Income using the effective interest rate method.
Financial liabilities are derecognised when the Group has either discharged the liability through settlement, or where it has been
legally released from primary responsibility for the liability by process of law or by the creditor.
Offsetting of financial instruments

Financial assets and liabilities are offset, and the net amount is reported in the Statement of Financial Position when, and
only when, there is a legally enforceable right to offset the recognised amounts with an intention to settle on a net basis, or
alternatively to realise the asset and settle the corresponding liability simultaneously.
Income and expenses are presented on a net basis only when permitted by the accounting standards.
Hedge accounting
The Group hedges its net investment in foreign operations. To achieve this the Group enters into derivative currency contracts
to hedge changes in the net investment of foreign operations arising from movements in the forward exchange rate. To the
extent that the hedge is effective, gains and losses arising on the derivative are recognised in other comprehensive income. The
ineffective portion of such hedges is recognised in profit or loss.

4.15 Investments in subsidiaries

Investments in subsidiaries which are stated in the accounts of the Company are measured at cost less accumulated impairment.
4.16 Cash and cash equivalents

Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of not more than
24 hours. Cash equivalents are highly liquid investments that mature in no more than three months from the date of acquisition
and that are readily convertible to known amounts of cash with insignificant risk of change in value.
In Europe client funds are held in segregated accounts with authorised credit institutions as part of the Group’s safeguarding
policy. In other jurisdictions the funds are held separately from the Group’s own cash resources and are safeguarded through the
provision of a bank guarantee from a third party authorised credit institution.
In the US, E-Money services are provided through partnerships with authorised credit institutions to provide the consumer
protection, and the client funds and the associated customer liability are held on the statement of financial position of the
relevant financial institution, and therefore are not recognised on the Group’s Statement of Financial Position.
4.17 Investment in commodities

These investments represent holdings in precious metals that are held to hedge the Group’s exposure to movements in
commodity prices on its customer contracts. As these investments are not held for sale in the ordinary course of business, in the
process of production for such sale, or in the form of materials or supplies to be consumed in the production process or in the
rendering of services they are not considered to meet the definition of inventory.
Accordingly, they are classified as other current asset investments in the Statement of Financial Position, and as they are highly
liquid assets, which are frequently traded in an active market, with an observable market price, the Group’s accounting policy is to
account for these investments at fair value through profit or loss. The fair value gains and losses on investments in commodities
are recognised in revenue along with the corresponding fair value gains and losses on the associated customer liability (see
note 4.21).
4.18 Settlement receivables

Settlement receivables include balances arising from timing differences in the Group’s settlement process between the cash
settlement of a transaction and the recognition of the associated liability (for example, customer liabilities – E-Money in issue).
When customers fund their E-Money account using their bank account, or a credit or debit card, or sell stocks or cryptocurrencies
via our trading and cryptocurrency exchange partners, there is a clearing period before the cash is received or settled. This period
is usually within 5 business days.
4.19 Inventories
Inventories are stocks of Basic, Premium and Metal plan cards for new and existing users held at the Group’s fulfilment partner
warehouses and are stated at the lower of cost (adjusted for loss of service potential if applicable) and net realisable value (NRV
or replacement cost). Inventories are recognised as an expense when the card is shipped to a customer.
Cost is determined using the weighted average cost to produce, including taxes and duties and transport and handling directly
attributable to bringing the inventory to its present location and condition.
At each statement of financial position date, inventories are assessed for impairment. If inventory is impaired, the carrying
amount is reduced to its selling price less costs to complete and sell and the impairment loss is recognised immediately in profit
or loss. Where a reversal of the impairment charge is required the impairment charge is reversed, up to the original impairment
loss, and is recognised as a credit in profit or loss.
4.20 Provisions and contingencies

Provisions
Provisions are made where an event has taken place that gives rise for the Group to a legal or constructive obligation that
probably requires settlement by a transfer of economic benefit, and a reliable estimate can be made of the amount of
the obligation.
Provisions are charged as an expense to the Consolidated Statement of Comprehensive Income in the year that the Group
becomes aware of the obligation and are measured at the present value of the expenditures expected to be required to settle the
obligation using a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the
obligation. The increase in the provision due to passage of time is recognised as an interest expense.
When payments are eventually made, they are charged to the provision carried in the Statement of financial position.
Contingencies
Contingent liabilities are not recognised, except those acquired in a business combination. Contingent liabilities arise as a
result of past events when (i) it is not probable that there will be an outflow of resources or that the amount cannot be reliably
measured reliably at the reporting date or (ii) when the existence will be confirmed by the occurrence or non-occurrence of
uncertain future events not wholly within the group’s control.
Contingent liabilities are disclosed in the financial statements unless the probability of an outflow of resources is remote.
Contingent assets are not recognised, but might be disclosed in the notes to the financial statements.

4.21 Customer liabilities

E-Money in issue
The Group recognises a liability upon the issue of electronic money to its customers equal to the amount of electronic money
that has been issued.
Customer deposits
The Group recognises a liability to customers when a customer makes a deposit. This liability is initially recognised at fair value
and subsequently measured at amortised cost using the effective interest rate method.
Cryptocurrencies
Prior to the amendment to the terms and conditions relating to cryptocurrencies on 27 July 2020, the customer liabilities in
respect of cryptocurrencies are financial liabilities with an embedded derivative. The Group’s accounting policy was not to
separate the embedded derivative and to measure the entire instrument at fair value through profit or loss.
Commodities
Customer liabilities in respect of contracts relating to the commodities offering are financial liabilities with an embedded
derivative. The Group’s accounting policy is not to separate the embedded derivative and to measure the entire instrument
at fair value through profit or loss.
4.22 Share capital

Ordinary shares are classified as equity. Incremental costs that are directly attributable to the issue of new ordinary shares
or options are shown in equity as a deduction, net of tax, from the proceeds.
4.23 Reserves
The Group and Company reserves are as follows:
• The share premium account includes the premium on issue of equity shares, net of any issue cost.
• Other Reserves represent the cost of shares held for options granted to employees and revaluation of foreign currency
at the statement of financial position date.
• Profit and loss account represents cumulative profits or losses, net of dividends paid, and any other adjustments.

4.24 First time adoption of IFRS

These financial statements, for the year ended 31 December 2021, are the first Group financial statements prepared in
accordance with IFRS (UK). Revolut Ltd has adopted FRS 101 for the first time to prepare its individual financial statements. For
periods up to and including the year ended 31 December 2020, the Group and Company prepared its financial statements in
accordance with FRS 102, and had chosen to apply the recognition and measurement provisions of IFRS 9 Financial Instruments
and the presentation and disclosure requirements of Sections 11 and 12 of the FRS 102.
Accordingly, the Group and Company have prepared financial statements that comply with IFRS (UK) and FRS 101 respectively
applicable as at 31 December 2021, together with the comparative period data for the year ended 31 December 2020, as
described in the summary of significant accounting policies. In preparing the financial statements, the Group’s opening
statement of financial position was prepared as at 1 January 2020, the Group and Company’s date of transition to IFRS (UK).
This note explains the principal adjustments made by the Group and Company in restating its FRS 102 financial statements,
including the statement of financial position as at 1 January 2020 and the financial statements as of, and for, the year ended 31
December 2020.
IFRS 1 allows first-time adopters certain exemptions from the retrospective application of certain requirements under IFRS. The
Group and the Company has applied the following exemptions:
• IFRS 2 Share-based Payment has not been applied to equity instruments in share-based payment transactions that were
granted on or before 7 November 2002, nor has it been applied to equity instruments granted after 7 November 2002 that
vested before 1 January 2020. For cash settled share-based payment transactions, the Group has not applied IFRS 2 to
liabilities that were settled before 1 January 2020.
• The Group assessed all contracts existing at 1 January 2020 to determine whether a contract contains a lease based upon the
conditions in place as at 1 January 2020.
• Lease liabilities were measured at the present value of the remaining lease payments, discounted using the lessee’s incremental
borrowing rate at 1 January 2020. Right-of-use assets were measured at the amount equal to the lease liabilities, adjusted by
the amount of any prepaid or accrued lease payments relating to that lease recognized in the statement of financial position
immediately before 1 January 2020. The lease payments associated with leases for which the lease term ends within 12 months
of the date of transition to IFRS (UK) and leases for which the underlying asset is of low value have been recognized as an
expense on either a straight-line basis over the lease term or another systematic basis.
• Cumulative currency translation differences for all foreign operations are deemed to be zero as at 1 January 2020.
• The Group has applied the transitional provisions in IFRS 15.C5 Revenue from Contracts with Customers and will not restate
contracts that were completed before the 1 January 2020.
Estimates
The estimates at 1 January 2020 and at 31 December 2020 are consistent with those made for the same dates in accordance
with FRS 102 (after adjustments to reflect any differences in accounting policies):
• Share-based payment transactions

• Investments in equity instruments - unquoted equity shares IFRS 1.14
• The estimates used by the Group to present these amounts in accordance with IFRS reflect conditions at 1 January 2020,
the date of transition to IFRS and as at 31 December 2020.

Group reconciliation of equity as at 1 January 2020 (date of transition to IFRS)

Reclassification and
Notes FRS 102 remeasurement IFRS
£000 £000 £000
Assets
Current assets
Cash and cash equivalents 2,462,986 - 2,462,986
Trade and other receivables C,D - 209,825 209,825
Inventories 13,042 - 13,042
Current tax assets D - 1,693 1,693
Debtors D 211,560 (211,560) -
Total current assets 2,687,588 (42) 2,687,546
Non-current assets
Property, equipment and right-of-use assets B, D - 38,424 38,424
Intangible assets 93,927 - 93,927
Deferred tax asset D - 42 42
Tangible assets D 11,940 (11,940) -
Total assets 2,793,455 26,484 2,819,939
Current liabilities
Trade and other payables D - 203,830 203,830
Loans D - 972 972
Customer liabilities 2,367,200 - 2,367,200
Lease liability B - 3,593 3,593
Creditors D 206,163 (206,163) -
Total current liabilities 2,573,363 2,232 2,575,595
Loans D - 119,546 119,546
Provisions for liabilities B 904 871 1,775
Creditors: amounts falling due after more than one year D 123,247 (123,247) -
Total liabilities 2,697,514 22,506 2,720,020

£000 £000 £000
Equity
Share capital - - -
Share premium 248,814 - 248,814
Accumulated deficit B,C,C - (159,337) (159,337)
Other reserves D 10,370 72 10,442
Foreign exchange reserve D 73 (73) -
Profit and loss account D (163,316) 163,316 -
Total equity 95,941 3,978 99,919
Total liabilities and equity 2,793,455 26,484 2,819,939

Group reconciliation of equity as at 31 December 2020

£000 £000 £000
Assets
Current assets
Investment in commodities 50,366 - 50,366
Trade and other receivables C,D - 153,242 153,242
Current tax assets D 3,856 3,856
Loan and advances to customers D - 415 415
Derivative financial assets D - 121 121
Debtors D 156,432 (156,432) -
Total current assets 5,273,103 1,202 5,274,305
Non-current assets
Property, equipment and right-of-use assets B,D - 37,497 37,497
Intangible assets 411 - 411
Loans and advances to customers D - 961 961
Deferred tax assets D - 345 345
Total assets 5,288,518 25,001 5,313,519
Current liabilities
Trade and other payables D - 143,663 143,663
Loans D - 81,812 81,812
Current tax liabilities D - 1,670 1,670
Derivative financial liabilities D - 1,970 1,970
Creditors D 230,507 (230,507) -

£000 £000 £000
Provisions for liabilities B 858 930 1,788
Deferred tax liabilities D - 18 18
Creditors: amount falling due after more than one year D 2,716 (2,716) -
Equity
Share capital - - -
Share premium 697,444 - 697,444
Accumulated deficit A,B,C,D - (344,300) (344,300)
Other reserves A,D 50,819 16,477 67,296
Foreign exchange reserve D (366) 366 -
Profit and loss account D (330,690) 330,690 -
Total equity 417,207 3,233 420,440

Group reconciliation of total comprehensive income for the year ended

31 December 2020
Revenue C 222,142 (2,211) 219,931
Cost of sales (152,412) 4,349 (148,063)
Gross profit 69,730 2,138 71,868
Administrative expenses A,B (266,159) (8,542) (274,701)
Depreciation and amortisation expense B - (9,629) (9,629)
Impairment reversal 220 - 220
Other operating (expense) / income D (4,440) 11,221 6,781
Loss from operations (200,649) (4,812) (205,461)
Interest expense B,D (9,254) (8,119) (17,373)
Interest income D 2,028 101 2,129
Loss before tax (207,875) (12,830) (220,705)
Tax credit A,B,C 1,843 (4,760) (2,917)
Net loss for the year (206,032) (17,590) (223,622)
Other comprehensive income
Items that are or may be reclassified subsequently to profit or loss
Revaluation gain on intangible assets (cryptocurrencies) 38,659 - 38,659
Currency translation differences B (439) 111 (328)
Other comprehensive income, net of tax 38,220 111 38,331
Total comprehensive loss for the year (167,812) (17,479) (185,291)

Company reconciliation of equity as at 31 December 2020

£000 £000 £000
Assets
Current assets
Investment in commodities 50,366 - 50,366
Trade and other receivables C,D 124,809 (5,766) 119,043
Current tax assets D - 3,856 3,856
Derivative financial assets D - 3,707 3,707
Total current assets 2,749,115 1,797 2,750,912
Non-current assets
Property, equipment and right-of-use assets B,D - 32,762 32,762
Intangible assets 351 - 351
Deferred tax assets D - 186 186
Investment in subsidiaries A 87,858 3,017 90,875
Total assets 2,851,668 23,418 2,875,086
Current liabilities
Trade and other payables D 285,119 (86,526) 198,593
Loans D - 81,812 81,812
Current tax liabilities D - 1,178 1,178
Derivative financial liabilities D - 2,139 2,139
Provisions for liabilities B 560 1,228 1,788
Creditors: amount falling due after more than one year D 2,716 (2,716) -

£000 £000 £000
Equity
Share capital - - -
Share premium 697,444 - 697,444
Accumulated deficit A,B,C,D (305,981) (10,562) (316,543)
Other reserves A 50,817 16,706 67,523
Foreign exchange reserves A (92) 92 -
Total equity 442,188 6,236 448,424
A. Share based compensation

Under FRS 102, the Group elected to apply the “straight-line” method to account for share-based payment awards subject to graded
vesting based on a service condition only. Under IFRS, the accelerated method is used i.e. ‘front loading’ of the rewards’ costs resulting
from their graded features. At the date of transition to IFRS, the Group applied the “accelerated” method under IFRS 2 to all unvested
share-based payment awards subject to graded vesting. This resulted in the acceleration of compensation cost from what had been
originally reported under UK GAAP, with increase of the share based payment reserve of £16.0m, and an decrease in accumulated
deficit of the same amount at January 1, 2020. At December 31, 2020 The higher share based payments charge had a corresponding
impact on profit before tax and the share based payments charge shown in the cash flow statement.
B. Leases
Under IFRS, as explained in Note 4.11, a lessee applies a single recognition and measurement approach for all leases, except for short-
term leases and leases of low-value assets and recognizes lease liabilities to make lease payments and right-of-use assets representing
the right to use the underlying assets.
At the date of transition to IFRS, the Group applied the transitional provision and measured lease liabilities at the present value of the
remaining lease payments, discounted using the lessee’s incremental borrowing rate at the date of transition to IFRS. Right-of-use
assets were measured at the amount equal to the lease liabilities adjusted by the amount of any prepaid or accrued lease payments.
As a result, the Group recognized an increase in lease liabilities of £26.7m and £24.9m as at January 1, 2020 and December 31, 2020,
respectively; an increase in right-of-use assets of £26.5m and £22.5m as at January 1, 2020 and December 31, 2020, respectively. The
difference between lease liabilities and right-of-use assets has been recognized in equity.
Under IFRS, right-of-use assets are presented on the same financial statement line item as property and equipment for respectively
£26.5m and £22.5m as at January 1, 2020 and December 31, 2020. Additionally, depreciation increased by £6.1m and was included in
general and administrative expenses) and interest expenses increased by £1.5m for the year ended December 31, 2020.
Cash flows arising from operating lease payments are classified as operating activities whereas cash flows related to finance leases are
shown as a component of financing activities. Under IFRS 16 ‘Leases’, a lessee generally applies a single recognition and measurement
approach for all leases and recognizes lease liabilities. Cash flows arising from payments of principal portion of lease liabilities are
classified as financing activities. Therefore, cash outflows from operating activities decreased by £5.3m and cash outflows from
financing activities increased by the same amount for the year ended December 31, 2020. Note that the interest component related to
these lease liabilities are shown under previous GAAP as well as under IFRS as a component of operating activities.
C. Revenue recognition
As part of the transition to IFRS 15, under FRS 102 the physical card delivery fee was bundled as part of the subscription fee for
premium and metal subscription plans, and as this is a separate performance obligation, under IFRS 15, the amount is unbundled from
the subscription fee and recognised upfront while the remaining balance is spread over the life of the contract as the performance
obligation is satisfied. As a result, the Group recognized a decrease in contract liabilities of £1.23m and £2.1m as at 1 January 2020 and
31 December 2020, respectively; a decrease in accumulated deficit of £1.2m as at 1 January 2020 and an increase in revenue of £0.9m
as at 31 December 2020. This transition amount has impacted the profit before tax and trade and other payables in the statement of
cash flows.

D. Reclassification
As part of IFRS transition, balances under the following line items of the statement of financial position were reclassified into either
new line items reflecting the taxonomy used by IFRS or disaggregated into new items for better presentation and relevance; The
Debtors and Creditors reclassifications have impacted the classification of movements within the statement of cash flows.
Under UK GAAP Under IFRS
Tangible assets Property, equipment and right of use assets
Debtors Deferred tax asset
Debtors Derivative assets
Creditors Derivative liability
Creditors Loans
Foreign exchange reserves Other reserves
5. Judgments in applying accounting policies and key sources of estimation uncertainty
Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of
future events that are believed to be reasonable under the circumstances.
Critical judgments in applying the Group’s accounting policies

Recognition of deferred tax asset
The Company has substantial carried forward tax losses. Where carried forward tax losses can be utilised against future taxable profits,
a deferred tax asset should only be recognised to the extent that it is probable that there will be sufficient taxable profits against which
it can be recovered.
Whilst the directors are forecasting the Group to reach sustained profitability from 2022, as deferred tax assets are recognised on an
entity basis in order for the Company to reach consistent profitability further monetisation of its intellectual property and services via
new product offerings or expansion into new territories (thus requiring regulatory licence approvals for banking and EMI authorised
entities) is required.
As a result, the directors have concluded that the criteria to recognise a deferred tax asset in the Company in relation to the carried
forward losses has not yet been met, and therefore no deferred tax asset has been recognised as at 31 December 2021 in respect of the
carried forward losses in the Company.
Key accounting estimates and assumptions

The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal
the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying
amounts of assets and liabilities within the next financial year are addressed below.
Share-based payments
The estimate of share-based payments costs requires management to select an appropriate valuation model and make decisions about
various inputs into the model, including volatility of its own share price, the probable life of the options, the vesting date of options
where non-market performance conditions have been set and the risk-free interest rate. The key assumptions used in the models, and a
sensitivity analysis of the impact of varying those assumptions, are disclosed in note 27.
Investment in subsidiaries (Company only)

The carrying value of investments in subsidiaries requires management to select an appropriate discount rate for the valuation of future
cash flows in assessing each investment for impairment. The key assumptions used in making this assessment and the sensitivity
analysis of the impact of varying these assumptions are disclosed in note 14.

6. Revenue
The following table shows the disaggregation of revenue recognized during the reporting period:
Group
2020
2021 (restated)
Disaggregation of revenue £000 £000
Type of service
Cards and interchange revenue 149,354 95,465
Subscription revenue 107,268 70,866
Foreign exchange and wealth 348,733 40,541
Card delivery 20,855 12,724
Others 9,995 335
Total revenue 636,205 219,931
Type of service
Transferred at a point in time 528,241 148,872
Transferred over time 107,964 71,059
Geographical markets
United Kingdom 195,885 62,091
Europe (excluding UK) 432,865 154,603
Rest of the world 7,455 3,237
The Group determines the disaggregation of Total Revenue by major geographical area based on customer address.
There were no material net impairment losses on contract receivables in 2021 (2020: nil). The Group did not recognize any contract
assets during 2021 (2020: nil).
Prior to 27 July 2020 the Group hedged its exposure to cryptocurrencies contracts with customers. Therefore, of the £40.5m of Foreign
exchange and wealth revenue reported for the year ended 31 December 2020, there is a £38.7m charge (2021:nil) in respect of the fair
value remeasurment of cryptoassets liability to customers deducted from the gross revenue of £79.2m under IFRS15 for that revenue
stream. Refer also to note 4.12 for the change in accounting for cryptoassets.
Capitalised costs
During the year, the Group capitalised £19.1m (2020: nil) as cost to obtain customer contracts out of which £2.4m was released (2020:
nil). The capitalised cost to obtain customer contracts is amortised over three years.
Remaining performance obligations

Due to the nature of its commercial arrangements, the Group does not have any material remaining performance obligations related to
contracts with duration over one year.

7. Interest income and expense
Interest income and expense for the year ended 31 December 2021 are as follows:
Group
2020
2021 (restated)
£000 £000
Interest income
Cash and bank balances 14 -
Interest accretion on financial investments 692 -
Interest on loans and advances to customers 564 24
Interest income on safeguarded funds 329 113
Total interest income using EIR method 1,599 137
Other interest income 127 1,992
1,726 2,129
Interest expense
Interest expense on customer deposits 7 -
Negative interest on safeguarded funds (16,984) (6,563)
Other borrowed funds (3,190) (9,254)
Interest expense on lease liabilities (859) (1,543)
Total interest expense using EIR method (21,026) (17,360)
Other interest expense (13)
(21,026) (17,373)
Net interest expense (19,300) (15,244)
Interest expense is charged on the outstanding balance of lease liabilities. The interest rate charged is the proxy for the incremental
borrowing rate used to calculate the lease liability at the inception of the lease.
The other loan interest payable for 2021 of £3.1m (2020: 9.3m) represents the interest cost on the loan facility as detailed in note 24.

8. Administrative expenses
2020
2021 (restated)
£000 £000
Total staff costs 204,320 186,636
Other costs 163,158 88,061
367,478 274,701
In addition, the profit/(loss) from operations is stated after charging/(crediting) the following items which are to be disclosed separately:
2020
2021 (restated)
£000 £000
Research and development charged as an expense 58,720 31,106
Amortisation (included in administration costs) 176 174
Depreciation of property, equipment and right-of-use assets 8,903 9,456
Impairment of other financial assets held at amortised cost 12,097 9,029
Fair value changes in intangible assets below original cost - (38,961)
Inventory recognised as expense 16,156 15,596
Foreign exchange differences 3,574 (2,021)
Operating lease costs 4,665 2,333
Other expense - impairment of acquired intangible assets* 7,278 -
*During 2021, Revolut Ltd acquired all the issued share capital of Global Retail Technology Limited (“Nobly”) a developer of the
electronic point of sale (ePOS) system for the total consideration of £7.4 million, including £2.6 million as a non-cash element. The
Group has not treated this as a business combination, instead it recognised acquired software and subsequently impaired the related
cost to nill due to the delays with integration of the acquired technology into the existing Group’s infrastructure.
During the year the Group (including its overseas subsidiaries) obtained the following services from the Company’s auditors:
2020
2021 (restated)
£000 £000
Fees payable for the audit of the parent company and the group’s consolidated financial statements 3,351 650
Fees payable for the audit of the company’s subsidiaries 776 128
Fees payable to the company’s auditors with respect of the prior year 225 185
Fees payable to the company’s auditor for other assurance services 111 -

9. Total staff costs
Total staff costs, including directors’ remuneration, were as follows:
Group Company
Group 2020 Company 2020
2021 (restated) 2021 (restated)
£000 £000 £000 £000
Wages & Salaries 136,742 115,191 105,578 93,010
Share based payments 47,351 57,182 41,581 48,595
Social Security Costs 16,494 12,850 13,547 11,385
Cost of defined contribution scheme 3,733 1,413 2,861 863
204,320 186,636 163,567 153,853
The average monthly number of employees, including the executive directors, during the year was as follows:
Group Group Company Company

2021 2020 2021 2020
No. No. No. No.
Product 799 670 579 551
Service 3,854 1,486 1,756 1,246
Staff 4,653 2,156 2,335 1,797
Executive directors 2 2 2 2
4,655 2,158 2,337 1,799
The increase in headcount reflects the continued investment in growth and capability throughout the business, including enhancing the
Group’s Risk, Compliance and Control functions.

10. Directors’ remuneration
2020
2021 (restated)
£000 £000
Director emoluments 652 211
Share based payments 3,084 366
Company contributions to defined contribution pension schemes 3 2
Social security cost and other benefits - 1
3,739 580
From April 2020, the non-executive directors agreed to forego their cash remuneration in exchange for compensation in the form of
shares in the company. From May 2021, all the directors were fully remunerated in cash. During the year five (2020: five) of the directors
received shares under this arrangement. See note 27 for further details.
During the year the company made nil contributions to a defined contribution pension scheme for directors (2020: two directors), and
no directors (2020: none) exercised share options during the year.
2020
2021 (restated)
£000 £000
Highest paid director
Director emoluments 200 65
Company contributions to defined contribution pension schemes - 1
200 66
Key management personnel include all directors and a number of senior managers across the group who together have authority
and responsibility for planning, directing and controlling the activities of the group. The total compensation paid to key management
personnel for services provided to the group was £9.2m (2020: £2.5m).

11. Taxation
Income tax expense

11.1 Income tax expense
Group
2021 2020
£000 £000
UK corporation tax
Current tax at 19% (2020: 19%) on the profit/ loss for the year 14,535 3,207
Adjustment in respect of previous years 138 -
Total current tax 14,673 3,207
Deferred tax
Current year credit recognised (924) 61
Adjustments in respect of previous periods - (351)
Impact of change in tax rates (298) -
Total deferred tax (credit) (1,222) (290)
Total tax charge / (credit) on continuing operations 13,451 2,917
11.2 Reconciliation of effective tax rate

The tax assessed in each year differs from the standard rate of corporation tax in the UK for the relevant year. The differences are
explained below:
Group
2019
2020 (restated)
£000 £000
Profit/(Loss) before tax 39,791 (220,705)
Profit/(Loss) before tax at the standard UK tax rate of 19% (2020:19%) 7,560 (41,934)
Effects of:
Expenses not deductible for tax purposes 6,322 6,402
Adjustments in respect of previous periods 138 (350)
Difference in overseas tax rates and overseas tax credits (3,190) 528
Impact of change in tax rates (299) -
Losses and other timing differences (4,031) -
Movements in other comprehensive income - 7,345
Unrecognised deferred tax 6,951 30,926
Total tax charge / (credit) 13,451 2,917

11.3 Deferred tax

Composition of deferred tax balance
The group’s deferred tax asset consists of the following as of 31 December:
Income
Group statement Equity Total
Net Deferred tax asset/(liability) as at 1 January 2021 327 - 327
Fixed asset differences (113) - (113)
Short term timing differences 190 - 190
Share options - - -
Capital gains/ (losses) - - -
Losses and other deductions 1,145 - 1,145
Losses and other deductions (9) - (9)
Net Deferred tax asset/(liability) at 31 December 2021 1,540 - 1,540
The company’s deferred tax asset consists of the following as of 31 December:
Income
Company statement Equity Total
Net Deferred tax asset/(liability) as at 1 January 2021 186 - 186
Fixed asset differences (189) - (189)
Short term timing differences 242 - 242
Share options - - -
Capital gains/ (losses) - - -
Losses and other deductions - - -
Foreign exchange movements (9) - (9)
Net Deferred tax asset/(liability) at 31 December 2021 230 - 230
Unrecognised deferred tax asset and tax losses carried forward

Deferred tax assets have not been recognised in respect of the group tax losses carried forward totalling £215m (2020: £244m)
and Company tax losses carried forward totalling £185m (2020: £221m) as there is insufficient evidence as to their recoverability.
See note 4 for further details on the consideration of the recognition of deferred tax assets in relation to carried forward losses.
There is no expiry date to utilise unused tax losses.
Factors that may affect future tax changes

In March 2021, the UK Government stated in its Budget announcement that the main UK corporation tax rate would increase
to 25% from 1 April 2023. This was legislated for in the Finance Act 2021, which received Royal Assent on 10 June 2021. On 14
October 2022, and again on 17 November 2022 in the Chancellor’s Autumn Statement, the UK Government reiterated that the
main UK corporation tax rate will increase to 25% from 1 April 2023 as already legislated for. As at 31 December 2021, the Group
did not hold any deferred tax assets that have been valued using the 25% UK corporation tax rate.

12. Intangible assets
Crypto Purchased
currencies software Total
Group £000 £’000 £000
Cost
At 1 January 2020 (restated) 132,311 590 132,901
Additions 338,026 6 338,032
Disposals (470,337) - (470,337)
Foreign exchange movements - 5 5
At 31 December 2020 (restated) - 601 601
At 1 January 2021 - 601 601
Additions - 7,736 7,736
Disposals - - -
Foreign exchange movements - - -
At 31 December 2021 - 8,337 8,337
Accumulated amortisation and impairment losses
At 1 January 2020 (restated) (38,961) (13) (38,974)
Charge for the year 77,620 (174) 77,446
Disposals (38,659) - (38,659)
Foreign exchange movements - (3) (3)
At 31 December 2020 (restated) - (190) (190)
At 1 January 2021 - (190) (190)
Charge for the year - (7,426) (7,426)
Disposals - - -
At 31 December 2021 - (7,616) (7,616)
Carrying amount
At 31 December 2021 - 721 721

Intangible assets (continued)
Crypto Purchased
currencies software Total
Company £000 £’000 £000
Cost
Additions 338,026 - 338,026
Disposals (470,337) - (470,337)
At 1 January 2021 - 510 510
Additions - - -
Disposals - - -
At 31 December 2021 - 510 510
Accumulated amortisation and impairment losses
At 1 January 2020 (restated) (38,961) (12) (38,973)
Charge for the year 77,620 (147) 77,473
Disposals (38,659) - (38,659)
At 31 December 2020 (restated) - (159) (159)
At 1 January 2021 - (159) (159)
Charge for the year - (147) (147)
Disposals - - -
At 31 December 2021 - (306) (306)
Carrying amount
At 31 December 2021 - 204 204
Up until 27 July 2020, at which time the contractual arrangements related to the cryptocurrency product were amended, the
cryptocurrencies were recognised as intangible assets at fair value, which was based upon the quoted prices in their respective active
markets. Upon the amendment to the legal arrangements Revolut Ltd is now acting as agent on behalf of its customers and therefore
no longer recognises the cryptocurrencies, nor the corresponding customer liability, in its Statement of Financial Position.
The historical cost less impairment of the intangible assets at 31 December 2021 was therefore nil (2020: nil) (2019: £93.4m).

13. Property, equipment and right of use assets
Group’s property, equipment and right-of-use assets consisted of the following as of 31 December:
Fixtures & Office Computer Right-of-use

fittings equipment equipment assets Total
Group £000 £'000 £000 £000 £000
Cost
At 1 January 2020 (restated) 7,573 1,553 4,737 26,483 40,346
Additions 4,322 158 1,846 1,633 7,959
Foreign exchange movements (24) (16) (26) 426 360
At 31 December 2020 (restated) 11,871 1,695 6,557 28,542 48,665
At 1 January 2021 11,871 1,695 6,558 28,542 48,666
Additions 108 79 1,497 302 1,986
Disposal/ Derecognition - - - (6,677) (6,677)
Foreign exchange movements (136) (272) (145) (246) (799)
At 31 December 2021 11,843 1,502 7,910 21,921 43,176
Accumulated depreciation and impairment losses
At 1 January 2020 (restated) (612) (136) (1,174) - (1,922)
Charge for the year (1,148) (320) (1,897) (6,090) (9,455)
Foreign exchange movements 58 16 94 41 209
At 31 December 2020 (restated) (1,702) (440) (2,977) (6,049) (11,168)
At 1 January 2021 (1,702) (440) (2,977) (6,049) (11,168)
Charge for the year (1,188) (351) (2,196) (5,168) (8,903)
Disposal/ Derecognition - - - 1,733 1,733
At 31 December 2021 (2,882) (711) (5,083) (9,372) (18,048)
Carrying value
At 31 December 2021 8,961 791 2,827 12,549 25,128
At 31 December 2020 (restated) 10,169 1,255 3,580 22,493 37,497
At 1 January 2020 (restated) 6,961 1,417 3,563 26,483 38,424

13. Property, equipment and right of use assets (continued)

Company property, equipment and right-of-use assets consisted of the following as of 31 December:
Fixtures & Office Computer Right-of-use

fittings equipment equipment assets Total
Company £000 £'000 £000 £000 £000
Cost
At 1 January 2020 7,495 1,202 3,871 21,200 33,768
Additions 4,294 205 1,792 1,633 7,924
Foreign exchange movements 19 3 (28) 576 570
At 31 December 2020 11,808 1,410 5,635 23,409 42,262
At 1 January 2021 11,808 1,410 5,635 23,409 42,262
Additions 108 9 1,268 104 1,489
Disposal/ Derecognition - - - (3,103) (3,103)
Foreign exchange movements (62) (149) (169) (535) (915)
At 31 December 2021 11,854 1,270 6,734 19,875 39,733
Accumulated depreciation and impairment losses
At 1 January 2020 (611) (116) (880) - (1,607)
Charge for the year on owned assets (1,178) (333) (1,626) (4,973) (8,110)
Foreign exchange movements 89 25 121 (18) 217
At 31 December 2020 (1,700) (424) (2,385) (4,991) (9,500)
At 1 January 2021 (1,700) (424) (2,385) (4,991) (9,500)
Charge for the year on owned assets (1,188) (297) (1,910) (4,656) (8,051)
Disposal/ Derecognition - - - 629 629
At 31 December 2021 (2,886) (658) (4,165) (8,860) (16,569)
Carrying value
At 31 December 2021 8,968 612 2,569 11,015 23,164
At 31 December 2020 10,108 986 3,250 18,418 32,762
At 1 January 2020 6,884 1,086 2,991 21,200 32,161

14. Investments in subsidiaries
Company
Investments in subsidiary companies £000
Cost or valuation
At 1 January 2020 (restated) 15,554
Additions 75,321
At 31 December 2020 (restated) 90,875
Additions 174,011
At 31 December 2021 264,886
Net book value
At 31 December 2021 264,886
At 31 December 2020 (restated) 90,875
The increase in investments in subsidiaries represents £10m (2020: £5.6m) related to share-based payments where the Company has
issued share options to employees of its subsidiaries. In 2021, the Company invested additional equity funding of £164m (2020:£66.7m)
to the Group’s overseas subsidiaries in order to meet local regulatory requirements and/or fund local expansion.
When the Company’s investments in subsidiary companies are not supported by their net assets, the Company assesses the net
present value of the future cash flows of the subsidiary. Where this occurs, management forecasts of the subsidiaries financial
performance are extrapolated to produce a terminal value. Financial performance over the first five years are consistent with the
forecasts prepared by management. Terminal values are calculated with reference to growth rates applied in years one through five and
a pre-tax discount rate of 14%. The directors do not consider the net present values of future cash flows to be materially sensitive to
the assumptions applied in the calculation.
Other than the write down of Revolut Securities Europe Ltd and Revolut Technologies Ltd during the year, the Directors consider the
carrying value of the Company’s investments to be supported by either the net assets or net present value of future cash flows.There
was an impairment charge in the year ended 31 December 2021 of £537,000 (year ended 31 December 2020: £nil).
The list of subsidiary undertakings of the Company is set out below. All trading subsidiary undertakings are included in
the consolidation.

Effective interest held
Class Paid 1 Jan

Company of share up capital Principal activity Registered address 2021 2020 2020
Revolut Travel Ltd Ordinary Insurance Intermediary 7 Westferry Circus, Canary 100% 100% 100%
Wharf, London, England,
E14 4HD
Revolut Trading Ltd Ordinary Security dealing activities 7 Westferry Circus, Canary 100% 100% 100%
E14 4HD
OOO Revolut Technologies*** Ordinary Software development 125047, Moscow, Butyrskiy 100% 100% 100%
Val street, bld. 10, office
05-155 Total
Revolut Bank UAB (formerly Ordinary Deposits acceptance and Konstitucijos ave. 21B, 100% 100% 100%
Revolut Technologies UAB) consumer lending Vilnius, LT-08130
Revolut Payments UAB*** Ordinary Payments services, Konstitucijos ave. 21B, 100% 100% 100%
e-money issuance and Vilnius, LT-08130
insurance brokerage
Revolut Technologies Ordinary Payments services, 30 Cecil Street, #19-08, 100% 100% 100%
Singapore Pte. Ltd e-money issuance and Prudential Tower, S049712
insurance brokerage
Revolut Technologies Ltd Ordinary Technology Services, Suite 2300, Bentall 5, 550 100% 100% 100%
payments services Burrard Street Vancouver,
through Metropolitan British Columbia V6C 2B5
Commercial Bank
Revolut Technologies S.A. Ordinary Dormant at reporting date 19 rue du Bitbourg 100% 100% 100%
1273 Luxembourg
Revolut Technologies Limited Ordinary Dormant at reporting date 13/F, Gloucester Tower, The 100% 100% 100%
Landmark, 15 Queen’s Road
Central, Central, Hong Kong
Revolut Technologies Poland Ordinary Inactive, to be dissolved Podium Park, Jana Pawła, 43a, 100% 100% 100%
Sp z o.o Krakow, 31-864
Revolut Technologies Ordinary Payments services, Roppongi 7-7-7, Minato-ku, 100% 100% 100%
Japan, Inc. e-money issuance and Tokyo 1060032
insurance brokerage
Revolut Securities Japan, Inc Ordinary Payments services, Roppongi 7-7-7, Minato-ku, 100% 100% 100%
e-money issuance and Tokyo 1060032
insurance brokerage
Revolut Payments Ordinary Financial Services Matheson, 70 Sir John 100% 100% 100%
Ireland Limited Rogerson’s Quay, Dublin
2, Ireland
Revolut Securities Ordinary Payments services, Matheson, 70 Sir John 100% 100% 100%
Europe Limited e-money issuance and Rogerson’s Quay, Dublin
insurance brokerage 2, Ireland
Revolut Holdings US Inc. Ordinary Technology Services, 1209 Orange Street, Wilmington 100% 100% 100%
payments services DE, 19801, County of New
Castle, Delaware
Revolut Securities Inc.* Ordinary Anticipates licence 1209 Orange Street, Wilmington 100% 100% 100%
as broker-dealer for DE, 19801, County of New
trading services Castle, Delaware
Revolut Technologies Inc* Ordinary Business Development 1209 Orange Street, Wilmington 100% 100% 100%
DE, 19801, County of New
Castle, Delaware
Revolut Australia NOHC Ordinary Financial Services Level 6, 152 Elizabeth Street, 100% 100% 100%
Pty Ltd Melbourne VIC 3000
Revolut Payments Australia Ordinary Financial services Level 6, 152 Elizabeth Street, 100% 100% 100%
Pty Ltd* Melbourne VIC 3000
Revolut Holdings Ordinary Holding company 7 Westferry Circus, Canary 100% 100% 100%
International Ltd Wharf, London, England,
E14 4HD

Effective interest held
Class Paid 1 Jan

Company of share up capital Principal activity Registered address 2021 2020 2020
Revolut NewCo UK Ltd** Ordinary Dormant at reporting date 7 Westferry Circus, Canary 100% 100% 100%
E14 4HD
Revolut Payments New Ordinary Dormant at reporting date Level 6, 152 Elizabeth Street, 100% 100% 100%
Zealand Pty Ltd* Melbourne VIC 3000
Revolut Holdings Ordinary Holding company Matheson, 70 Sir John 100% 100% 100%
Europe Limited Rogerson’s Quay, Dublin
2, Ireland
Global Retail Technology LLC Ordinary Software development The Corporation Trust Company 100% - -
1209 Orange Street Wilmington,
DE 19801
Revolut Tecnologia Ordinary Business Development Av Dra Ruth Cardoso 8501 - 100% - -
Brasil LTDA Sala 1750 Andar 17 - Pinheiros,
São Paulo - SP, 05425-070, Sao
Paulo, Brazil
Revolut Payments India Ordinary Business Development 1B - 1003, Parinee Crescenzo 100% - -
Private Limited G Block BKC, Bandra Kurla
Comple, Bandra East Mubai,
Maharashtra MH400051
Revolut Securities Singapore Ordinary Anticipates licence for 1 Marina Boulevard #28- 100% - -
Pte. Ltd. trading services 00 One Marina Boulevard,
Singapore, 018989
Revolut de Mexico SA de CV Ordinary Business Development “Avenida Paseo de las Palmas 100% - -
405, Int. 1702 Miguel Hidalgo
Lomas de Chapultepec 11000,
Ciudad de Mexico”
Revolut Holdings Europe UAB Ordinary Holding company Konstitucijos ave. 21B, 100% - -
Vilnius, LT-08130
Revolut Insurance Ordinary Insurance Intermediary Konstitucijos ave. 21B, 100% - -

Europe UAB Vilnius, LT-08130
Revolut Securities UAB Ordinary Security dealing activities Konstitucijos ave. 21B, 100% - -
Vilnius, LT-08130
Revolut Technologies Ordinary Software development Ukraine, 03038, Kyiv city, 100% - -
Ukraine LLC Mykola Hrinchenko str., House 4
Global Retail Ordinary Software development 7 Westferry Circus, Canary 100% - -

Technology Limited Wharf, London, England,
E14 4HD
Revolut FIC Ltd (formerly Ordinary Dormant at reporting date 7 Westferry Circus, Canary 100% - -
Revolut Digital Assets Ltd) Wharf, London, England,
E14 4HD
Revolut Trading Ordinary Dormant at reporting date 7 Westferry Circus, Canary 100% - -
Nominees Ltd Wharf, London, England,
E14 4HD
Branches
Revolut Ltd conducts business through branches in Germany, Lithuania, Poland and Portugal.
• Revolut Limited (Sp z o.o.) Oddzial w Polsce. Registered address - Podium Park, Jana Pawła, 43a, Krakow, 31-864, Polska
• Revolut Ltd - Sucursal em Portugal. Registered address - Rua Roberto Ivens, n.1353 4450-208 Matosinhos, Porto, Portugal
• Revolut Ltd filialas. Registered address - Vilniaus m. sav. Vilniaus m. Lvovo g. 105A
• Revolut Ltd Zweigniederlassung Deutschland. Registered address - Friedrichstrasse 76, c/o WeWork, 10117 Berlin, Germany
* Held indirectly
** See note 34 Post balance sheet events for further details regarding this subsidiary.

15. Inventories
Group Company
31 December 31 December 1 January 31 December 31 December

2021 2020 2020 2021 2020
(restated) (restated) (restated)
£000 £000 £000 £000 £000
Inventory - Cards 7,396 11,282 13,042 7,101 11,161
Inventories comprise prepaid cards not yet distributed to customers.The difference between purchase price of inventories and their
replacement cost is not material. Inventory recognised in cost of sales during the year as an expense was £16.3m (2020 - £15.6m).
There were no impairment losses recognised in cost of sales during the year in respect of obsolete inventory (2020 - nil).
16. Trade and other receivables
Group Company

2021 2020 2020 2021 2020
£000 £000 £000 £000 £000
Amounts falling due within one year
Financial assets:
Trade receivables 5,409 359 4,290 419 810
Amounts owed by group undertakings - - - 30,761 30,747
Settlement receivables 64,741 73,666 150,860 48,372 23,768
Negative customer balances 3,105 1,808 4,815 1,058 1,067
Other receivables* 107,343 53,057 25,106 93,876 38,721
Amounts recoverable on long term contracts** 21,488 21,488 21,452 21,488 21,488
202,086 150,378 206,523 195,974 116,601
Non-financial assets:
Prepayments and accrued income 4,794 2,864 3,302 4,254 2,442
4,794 2,864 3,302 4,254 2,442
Total debtors 206,880 153,242 209,825 200,228 119,043
* Other receivables primarily represent balances due from card schemes as part of the existing contractual agreements and
collateral balances.
** Amount recoverable on long term contracts represents the collateral held with our partners for the settlement process.
Management assessed that the carrying amounts of debtors approximate their fair values.
Debtors are stated after provision for impairment. The following tables show movement in the ECL provision for trade receivables and
negative customer balances. The provision for impairment recorded for other Debtor balances is nil (2020: nil).

Group Company
Negative Negative
Trade customer Trade customer
receivables balances receivables balances
At 1 January 2020 (restated) 8 8
Charged - 13,270 - 10,327
Written-off - - - -
Unused amount reversed (8) - (8) -
At 31 December 2020 (restated) - 13,270 - 10,327
Charged - 9,296 - 1,0699
Written-off (2,407) - (70)
Unused amount reversed - - - -
At 31 December 2021 - 20,159 - 11,325
17. Loans and advances to customers
31 December 31 December 1 January

2021 2020 2020
(restated) (restated)
Group £000 £000 £000
Loans and advances to customers 18,187 1,380 -
Less: impairment loss allowance (371) (4) -
Net loans and advance to customers 17,816 1,376 -
Analysed into:
Non-current assets 12,946 961 -
Current assets 4,870 415 -
Net loans and advance to customers 17,816 1,376 -
The Company does not have any loans and advances to customers (2020: £nil).
18. Financial instruments at FVOCI
Group Company

2021 2020 2020 2021 2020
£000 £000 £000 £000 £000
Restricted bonds held in respect of customers 1,236,481 - - 383,670 -
1,236,481 - - 383,670 -
Financial investment represents holdings in investment in High Quality Liquid Assets (“HQLA”). These investments are accounted for at
Fair Value through Other Comprehensive Income (“FVOCI”). Restricted bonds held in respect of customers represent safeguarded funds
related to the Group’s regulated E-Money services.

19. Investment in commodities at FVTPL
Group Company

2021 2020 2020 2021 2020
£000 £000 £000 £000 £000
Commodities 66,356 50,366 - 66,356 50,366
66,356 50,366 - 66,356 50,366
Investments in commodities represent holdings in precious metals that are held to hedge the Group’s exposure to commodity price risk
on its customer liabilities related to precious metals. These investments are accounted for at fair value through profit or loss.
20. Cash and cash equivalents
Group Company

2021 2020 2020 2021 2020
£000 £000 £000 £000 £000
Own cash and cash equivalents 1,572,726 486,743 403,102 787,244 502,871
Restricted cash held at central banks and other banks 5,479,883 4,568,280 2,059,884 3,197,624 2,059,908
in respect of customers
7,052,609 5,055,023 2,462,986 3,984,868 2,562,779
Own cash and cash equivalents represent the Group’s own funds held for liquidity requirements, including cash from customer deposits,
and its own operating cash balances for general corporate purposes.
Restricted cash held at central banks and other banks in respect of customers represents safeguarded funds related to the Group’s
regulated E-Money services. In EEA territories client funds are held in segregated accounts with authorised credit institutions as part
of the Group’s safeguarding policy. In other jurisdictions the funds are held separately from the Group’s own cash resources and are
safeguarded through the provision of a bank guarantee from a third-party authorised credit institution.
Not included in restricted cash held at central banks and other banks in respect of customers are balances related to the provision of
E-Money services in the US. These services are provided through partnerships with authorised credit institutions to provide consumer
protection. In this arrangement, the client funds and the associated customer liability are not recognised on the Group’s Statement of
Financial Position and rather are held on the statement of financial position of the relevant partnership credit institution. There is no
impairment recognised on the carrying value of cash and cash equivalents as amounts placed are with institutions rated A or above
having immaterial probability of default.
21. Customer liabilities
Group Company

2021 2020 2020 2021 2020
£000 £000 £000 £000 £000
E-Money in issue 6,711,889 4,537,459 2,274,008 3,451,682 2,071,260
Customer liabilities in respect of cryptocurrencies - (23) 93,177 - (23)
Customer liabilities in respect of commodities 65,462 49,918 14 65,299 49,898
Customer liabilities in respect of deposits 583,845 49,876 1 - (50)
7,361,196 4,637,230 2,367,200 3,516,981 2,121,085

22. Trade and other payables
Group Company

2021 2020 2020 2021 2020
£000 £000 £000 £000 £000
Trade creditors 6,441 2,438 17,778 4,908 2,273
Amounts owed to group undertakings - - - 188,054 68,110
Settlement payables 30,312 103,216 163,189 26,413 98,190
Other taxation and social security 12,002 5,433 3,906 10,262 5,182
Other creditors 22,411 735 3,333 21,290 1,367
Contract liabilities 22,449 13,817 8,548 8,729 11,072
Accruals 71,633 18,024 7,076 60,479 12,399
165,248 143,663 203,830 320,135 198,593
Amounts owed to group undertakings are unsecured, interest free, have no fixed date of repayment and are repayable on demand.
23. Provisions for liabilities
The Group and the Company provision consists of dilapidation provision as of 31 December:
Group Company
£000 £000
At 1 January 2020 (restated) 1,775 1,775
Provided during the year 338 338
Other movements (325) (325)
As 31 December 2020 (restated) 1,788 1,788
At 1 January 2021 1,788 1,788
Provided during the year 24 13
As 31 December 2021 1,812 1,801
The property dilapidation provision is based on a calculation of the best estimate for the leases the Group is party to. Uncertainty
associated with these factors may result in the ultimate liability being different from the reported provision. Dilapidation provisions
are expected to be utilised in 1 to 5 years.

24. Loans at amortised cost

2021 2020 2020
Group £000 £000 £000
Secured - - -
Unsecured 122 81,812 120,518
Loans at amortised cost 122 81,812 120,518
Analysed into:
Non-current assets - - 119,546
Current assets 122 81,812 972
Loans at amortised cost 122 81,812 120,518
31 December 31 December
2021 2020
(restated)
Company £000 £000
Secured - -
Unsecured - 81,812
Loans at amortised cost - 81,812
Analysed into:
Non-current assets - -
Current assets - 81,812
Loans at amortised cost - 81,812
In 2019 the Company entered into a €200m facility agreement which bears interest at 10% per annum and is repayable on or before
November 2021.In April 2021 the Company fully repaid the €200m facility agreement entered in 2019. Interest charged in the year was
£1.6m (2020: £9.3m). In the same month the Company entered into a £100M revolving credit facility agreement which subsequently
was terminated in November 2021. Interest charged in the year was £1.5m.

25. Share capital

2021 2020 2020
£ £ £
Allotted, called up and fully paid
32,330,225 (2020 ‑ 13,827,741) Ordinary shares 3.23 1.38 1.37
Nil (2020 ‑ 18,051,576) A Ordinary shares - 1.81 0.62
Nil (2020 ‑ Nil) B Ordinary shares - - 0.50
Nil (2020 ‑ Nil) C Ordinary shares - - 0.69
6,044,294 (2020 - 6,085,463) D Ordinary shares 0.60 0.61 0.59
4,828,923 (2020 - 4,833,694) E Ordinary shares 0.48 0.48 -
1,695,374 (2020 - nil) F Ordinary shares 0.17 - -
1,770,754 (2020 - nil) G Ordinary shares 0.18 - -
12,508,401 (2020 - nil) H Ordinary shares 1.25 - -
5.91 4.28 3.77
The movements in the number of shares during the year can be summarised as follows:
1 Jan 2020 Shares Shares Share 31 Dec Shares Shares Share 31 Dec
(restated) issued converted options 2020 issued converted options 2021
exercised (restated) exercised
In ‘000 In ‘000 In ‘000 In ‘000 In ‘000 In ‘000 In ‘000 In ‘000 In ‘000
Ordinary 13,664 - (53) 217 13,828 - 18,150 283 32,261

shares
Ordinary 6,187 - 11,865 - 18,052 - (18,052) - -

shares A
Ordinary 4,989 - (4,989) - - - - - -

shares B
Ordinary 6,879 - (6,879) - - - - - -

shares C
Ordinary 5,890 195 - - 6,085 - (41) - 6,044

shares D
Ordinary - 4,778 56 - 4,834 - (5) - 4,829

shares E
Ordinary - - - - - 1,312 384 - 1,696

shares F
Ordinary - - - - - 1,783 (12) - 1,771

shares G
Ordinary - - - - - 12,934 (426) - 12,508

shares H
Total 37,609 4,973 - 217 42,799 16,029 (2) 283 59,109
All shares have a nominal value of £0.0000001 each. The G Shares and H Shares were issued to fulfil the Group’s growth
shares scheme.
Rights attaching to the shares – Income

All Eligible Shares shall rank pari passu in respect of dividends and dividends shall be paid to the Eligible Shareholders pro rata
according to the number of Eligible Shares held by each Eligible Shareholder respectively. The G Shares and H Shares shall not confer
any rights to participate in dividends.

Rights attaching to the shares - Capital

On a return of capital, on a liquidation, reduction of capital or otherwise (including following an Asset Sale), the surplus assets of the
Company remaining after payment of its liabilities:
First, (i) £1 in aggregate to the holders of G Shares (as a class), (ii) £1 in aggregate to the holders of H Shares (as a class) and (iii) £1 in
aggregate to the holders of Deferred Shares (as a class), in each case on a pro rata basis; and
Secondly, pro rata to the holders of Ordinary Shares and Ordinary Series Shares according to the number of Shares held by each
Shareholder respectively (in the case of the Ordinary Series Shares, as though they had been fully converted into Ordinary Shares,
which shall apply, mutatis mutandis.
In the event of a Sale, the proceeds of such Sale (net of any costs associated with such Sale) (“Net Sale Proceeds”) shall, save in
respect of any Shares not sold in connection with that Sale, be distributed between the Shareholders as follows:
First, to each Ordinary F Shareholder, in priority to all other Shareholders, an amount equal to the Subscription Price for each Ordinary
F Share held (as if the Ordinary F Shares constituted the same class of Shares) plus any arrears or accruals of dividend (if any) on
the Ordinary F Shares (as the case may be) due or declared but unpaid down to the date of the proceeds of such Sale being returned,
provided that if there are insufficient Net Sale Proceeds to pay such amounts to all Ordinary F Shareholders, in full, the available Net
Sale Proceeds shall be distributed to the Ordinary F Shareholders in proportion to the Subscription Price of the Ordinary F Shares held
by them and arrears or accruals of dividend due to them respectively;
Second, to each Ordinary D/E Shareholder, in priority to all other Shareholders other than Ordinary F Shareholders, an amount equal to:
1. the Subscription Price for each Ordinary D/E Share held (as if the Ordinary D/E Shares constituted the same class of
Shares) plus
2. any arrears or accruals of dividend (if any) on the Ordinary D/E Shares (as the case may be) due or declared but unpaid down
to the date of the proceeds of such Sale being returned, provided that
3. if there are insufficient Net Sale Proceeds to pay such amounts to all Ordinary D/E Shareholders, in full, the available Net
Sale Proceeds shall be distributed to the Ordinary D/E Shareholders in proportion to the Subscription Price of the Ordinary
D/E Shares held by them and arrears or accruals of dividend due to them respectively ((i) and (ii), or (iii), as the case may be,
being the “Price Protection Proceeds”);
Third, to each Ordinary Shareholder including any Ordinary Shares arising from conversion of the Ordinary Series Shares, and Vested
In-The-Money H Shareholder in proportion to the number of Ordinary Shares and Vested In-The-Money H Shares held by them,
respectively, as if such Ordinary Shares, and Vested In-The-Money H Shares constituted the same class of Shares up to such amount of
the remaining Net Sale Proceeds as is less than or equal to the First Hurdle Amount;
Fourth, any amount of the Net Sale Proceeds which exceeds the First Hurdle Amount and is less than or equal to the Second Hurdle
Amount (for the avoidance of doubt, if there is no Second Hurdle Amount, this paragraph (c) shall not apply, and instead paragraph (e)
below shall apply) shall be distributed among the Ordinary Shareholders (including any Ordinary Shares arising from conversion of the
Ordinary Series Shares), the Vested G First Hurdle Shareholders and the Vested In-The-Money H Shareholders in the proportion that
the aggregate number of Ordinary Shares, Vested G First Hurdle Shares and Vested In-The-Money H Shares held by each holder bears
to all of the Ordinary Shares, Vested G First Hurdle Shares and Vested In-The-Money H Shares then in issue;
Then, the following step to be applied for each Nth Hurdle Amount which has been set in respect of the tranche of G Shares, starting
with the Second Hurdle Amount (if any): any amount of the Net Sale Proceeds which exceeds the Nth Hurdle Amount and is less than
or equal to the N+1th Hurdle Amount shall be distributed among the Ordinary Shareholders (including any Ordinary Shares arising from
conversion of the Ordinary Series Shares), Vested G First Hurdle Shareholders to Vested G Nth Hurdle Shareholders (inclusive), and
Vested In-The-Money H Shareholders in the proportion that the aggregate number of Ordinary Shares, Vested G First Hurdle Shares to
Vested G Nth Hurdle Shares, and Vested In-The-Money H Shares held by each holder bears to all of the Ordinary Shares, Vested G First
Hurdle Shares to Vested G Nth Hurdle Shares, and Vested In-The-Money H Shares then in issue;
Next, any amount of the Net Sale Proceeds which exceeds the Maximum Hurdle Amount (which, for the avoidance of doubt, shall be
the First Hurdle Amount if no other Hurdle Amounts have been set) shall be distributed among the Ordinary Shareholders (including
any Ordinary Shares arising from conversion of the Ordinary Series Shares), Vested G Shareholders and Vested In-The-Money H
Shareholders in the proportion that the aggregate number of Ordinary Shares, Vested G Shares, and Vested In-The-Money H Shares
held by each holder bears to all of the Ordinary Shares, Vested G Shares, and Vested In-The-Money H Shares then in issue; and
Finally, nothing, unless the holders of each Ordinary Share (including any Ordinary Shares arising from conversion of the Ordinary
Series Shares), Vested G Share, and Vested In-The-Money H Share receive proceeds of £1,000,000 or more per share, in which case the
holders of the Deferred Shares (as a class) shall be entitled to receive £1 in aggregate, on a pro rata basis.
Rights attaching to the shares - Conversion of Ordinary Series Shares

Immediately on the request in writing, at any time, by an Ordinary Series Shareholder, such number of his Ordinary Series Shares
as such Ordinary Series Shareholder shall specify on the date of such request automatically be converted into and re-designated as
Ordinary Shares at the rate of one Ordinary Share for every Ordinary Series Share (as adjusted from time to time as provided herein,
the “Conversion Rate”).

Rights attaching to the shares - Conversion of Ordinary D Shares

All of the fully paid Ordinary D Shares then in issue shall automatically be converted into and re-designated as Ordinary Shares at the
Conversion Rate immediately upon the request in writing.
Rights attaching to the shares - Conversion of Ordinary E Shares

All of the fully paid Ordinary E Shares then in issue shall automatically be converted into and re-designated as Ordinary Shares at the
Rights attaching to the shares - Conversion of Ordinary F Shares

All of the fully paid Ordinary F Shares then in issue shall automatically be converted into and re-designated as Ordinary Shares at the
Rights attaching to the shares - Conversion of G Shares

Unless otherwise determined by the Board at any time prior thereto, all of the fully paid G Shares then in issue shall automatically be
converted into and re-designated as Ordinary.
Rights attaching to the shares - Conversion of H Shares

Unless otherwise determined by the Board at any time prior thereto, all of the fully paid H Shares then in issue shall automatically be
The Board shall, in such circumstances as are stated in any particular Award Letter pursuant to which H Shares have been awarded
(and subsequently subscribed for or the beneficial interest therein acquired), have the right to determine that the H Shares (or relevant
number thereof) held by an H Shareholder (and/or his Permitted Transferees, if applicable) shall convert into Deferred Shares (on the
basis of one Deferred Share for each applicable H Share). Upon such conversion into Deferred Shares, which shall take place on the
date of the Board’s determination (the “H Share Conversion Date”), the Company shall be entitled to enter the H Shareholder (and/or his
Permitted Transferees, if applicable) on the register of members of the Company as the holder of the appropriate number of Deferred
Shares as from the H Share Conversion Date. Upon the H Share Conversion Date, the H Shareholder (and/or his Permitted Transferees,
if applicable) shall deliver to the Company at its registered office the shares certificate(s) (to the extent not already in the possession
of the Company) or an indemnity for lost certificate in a form acceptable to the Board for the H Shares so converting, and upon such
delivery the Company shall be entitled to either (a) effect a transfer from the relevant H Shareholder to the Employee Trustee of all
such Deferred Shares in consideration for an aggregate sum of one penny and, upon such transfer becoming effective the relevant
Deferred Shares shall be automatically re-designated as H Shares shall apply mutatis mutandis to such transfer); or (b) issue to such
H Shareholders (and/or their Permitted Transferees, if applicable) share certificate(s) for the number of Deferred Shares resulting from
the relevant conversion and any remaining H Shares.
Rights attaching to the shares - Conversion of Deferred Shares

Unless otherwise determined by the Board at any time prior thereto, all of the Deferred Shares then in issue shall automatically be
Rights attaching to the shares - Votes in general meeting and written resolutions
The Ordinary Series Shares shall confer on each holder of Ordinary Series Shares the right to receive notice of and to attend, speak and
vote at all general meetings of the Company.
The Ordinary Shares shall confer on each holder of Ordinary Shares the right to receive notice of and to attend, speak and vote at all
general meetings of the Company and to receive and vote on proposed written resolutions of the Company.
The G Shares and H Shares shall not entitle the holders of them to receive notice of, to attend, to speak or to vote at any general
meeting of the Company nor to receive or vote on, or otherwise constitute an eligible member for the purposes of, proposed written
resolutions of the Company.
The Deferred Shares (if any) shall not entitle the holders of them to receive notice of, to attend, to speak or to vote at any general
meeting of the Company nor to receive or vote on, or otherwise constitute an eligible member for the purposes of, proposed written
resolutions of the Company.
On 12 February 2020, a bonus issue of 195,586 D Ordinary shares were issued at par from the share premium account.
In February and July 2020, the company completed a fundraising round and an extension thereto, raising $500m and $80m, with
4,118,566 E Ordinary shares allotted and fully paid at $121.4015 per share on 24 February 2020 and 658,970 E Ordinary shares allotted
and fully paid at $121.4015 per share on 7 July 2020.
On 21 February 2020, 4,989,071 B Ordinary shares and 6,879,002 C Ordinary shares were redesignated as A Ordinary shares. On 5 June
2020, 48,239 Ordinary shares and 3,706 A Ordinary shares were redesignated as E Ordinary shares. On 19 June 2020, 4,213 Ordinary
shares were redesignated as E Ordinary shares.
In 2020, 18,790 Ordinary Shares were allotted and fully paid at £0.0000001 each; 57,220 Ordinary Shares were allotted and fully paid
at £0.03 each; 56,527 Ordinary Shares were allotted and fully paid at £0.10 each; 19,319 Ordinary Shares were allotted and fully paid
at £0.32 each; 62,522 Ordinary Shares were allotted and fully paid at £0.50 each; 9,474 Ordinary Shares were allotted and fully paid at
£0.75 each; and 2,587 Ordinary shares were allotted and fully paid at £13.93 each; and 342 Ordinary shares were allotted and fully paid
at £22.34 each to employees as they exercised their share options under the Group’s share option schemes. Proceeds of £95k (2019:
£137k) were received from the employees.

In May 2021, all 18.1m A Ordinary shares were converted into Ordinary shares. Later between August-September, as part of capital
structuring 41.2 thousand of D Ordinary shares, 4.8 thousand of E Ordinary shares, 383.4 thousand of F Ordinary shares, 11.9 thousand
of G Ordinary shares and 425.8 thousand of H Ordinary shares were also converted into Ordinary shares.
All shares have full voting and dividend rights. On a return of assets, capital distributions will be made to holders of A Ordinary, D
Ordinary and E Ordinary Shares in priority to all other Shareholders.
26. Reserves
Group
Share premium account
£000
Premium arising on issue of ordinary shares 448,630
Expense of issue of equity shares -
As 31 December 2020 (restated) 697,444
At 1 January 2021 697,444
Expense of issue of equity shares (11,870)
As 31 December 2021 1,287,452
Other reserves
Foreign Share Net Financial Own shares Total

exchange options investment investment held in
reserve reserve in foreign reserve Employee
operation Benefit
reserve Trusts*
£000 £000 £000 £000 £000 £000
At 1 January 2020 (restated) 73 10,369 - - - 10,442
Equity settled share-based payment charge - 57,182 - - - 57,182
Foreign currency translation adjustment (328) - - - - (328)
As 31 December 2020 (restated) (255) 67,551 - - - 67,296
At 1 January 2021 (255) 67,551 - - - 67,296
Equity settled share-based payment charge - 47,352 - - - 47,352
Foreign currency translation adjustment (9,237) - - - - (9,237)
Revaluation loss on finance investment - - - (763) - (763)
Cumulative hedge effectiveness reserve - - 3,365 - - 3,365
Employee Benefit Trust purchase of own shares - - - - (445) (445)
As 31 December 2021 (9,492) 114,903 3,365 (763) (445) 107,568

Company
Share premium account
£000
Expense of issue of equity shares -
As 31 December 2020 (restated) 697,444
At 1 January 2021 697,444
Expense of issue of equity shares (11,870)
As 31 December 2021 1,287,452
Other reserves
Foreign Share Financial Own shares Total

exchange options investment held in
reserve reserve reserve Employee
Benefit
Trusts*
£000 £000 £000 £000
At 1 January 2020 (restated) 87 10,369 - - 10,456
Equity settled share-based payment charge - 57,182 - - 57,182
Foreign currency translation adjustment (115) - - - (115)
As 31 December 2020 (restated) (28) 67,551 - - 67,523
At 1 January 2021 (28) 67,551 - - 67,523
Equity settled share-based payment charge - 47,341 - - 47,341
Foreign currency translation adjustment 109 - - - 109
Revaluation loss on finance investment - - (258) - (258)
Employee Benefit Trust purchase of own shares - - - (445) (445)
As 31 December 2021 81 114,892 (258) (445) 114,270
The following describes the nature and purpose of the other reserves within equity:
Foreign exchange reserve The foreign exchange reserves represent the cumulative foreign currency
translation movement on the assets and liabilities of the Group’s international
operations at year-end exchange rates.
Share options reserve This records the fair value of equity-settled share options issued.
Net investment in foreign operation reserve The net investment in foreign operation reserve represents the effective portion
of the gains or losses on the retranslation of investments into foreign operations
due to exchange rate risks.
Financial investment reserve The fair value through other comprehensive income reserve includes unrealised
gains or losses in respect of financial instruments at FVOCI
The Group consolidates one share trust. The Group’s own share reserve represents the cost of shares in the Revolut Group Employee
Benefit Trust (Fiduchi) which are held for the purposes of fulfilling obligations in respect of the Group’s share awards.

27. Share-based payments
The Group issues equity-settled share-based payment awards to certain employees. Equity-settled share-based payments are
measured at fair value (excluding the effect of non-market performance vesting conditions) at the date of grant. The fair value
determined at the grant date of the equity-settled share-based payments is expensed on a straight-line basis over the vesting period,
based on the Group’s estimate of the number of awards that will eventually vest and adjusted for the effect of non-market-based
vesting conditions.
2021 scheme and modification

In 2021, the Group introduced growth shares scheme to replace the Company Stock Option Scheme (“CSOP”) and Unapproved Options
Plan (“UOP”) prospectively. Employees having stock options under CSOP and UOP were eligible to voluntarily exchange their existing
holdings in growth shares.
Unlike Options, Growth Shares entitle the shareholder to a capital return once the value of the Company exceeds a pre-set value per
share (the “Hurdle Price”) set by independent valuers. Shares granted will be held in the company-held trust until exercised.
Growth shares granted as a performance bonus vest according to a schedule with 50% vesting on the grant date and 25% vesting
annually on the anniversary of the grant date for the next two years. Growth shares granted as a sign-on bonus or promotion will vest
on an annual basis over four years i.e., 25% at each year-end.
CSOP and Unapproved share option schemes

In 2019 the Group operated two share options schemes, the first is an HMRC approved Company Share Option Scheme (“CSOP”), for
UK employees, and the second one, is an Unapproved Options Plan (“UOP”), for the non-UK employees.
In 2020, the Group issued share options under the unapproved options plan for both UK and non-UK employees of the Group and issued
no share options under the CSOP plan.
The options are granted with a fixed exercise price, are exercisable after they have vested, and expire after 10 years.
Under both plans, options may have the following vesting periods: (i) a 4-year vesting period with the first 25% vested on the first-
year anniversary of the vesting commencement date, and the remaining 75% vesting monthly over the subsequent 36 months; or (ii) a
2-year vesting period with options vesting monthly over the 2 years. Employees are required to remain in employment with the Group
until the vesting period has elapsed, otherwise the awards lapse.
The fair value of the options granted during the year was determined by first valuing the total equity of the Group at the grant date. The
valuation of the Group was undertaken using both a price per user basis and a revenue multiple basis using ranges of multiples based
on a cohort of comparable companies to determine a range of possible equity values for the Group.
The mid-point of this range was used as an input to a Monte-Carlo simulation to determine the fair value of an ordinary share by
running a large number of scenarios and attributing the resulting values to the classes of shares based on their economic rights.
The Black-Scholes option pricing model was then used to value the equity-settled share-based payment awards as the model is
internationally recognised as being appropriate to value employee share schemes similar to the UOP.
In addition to awards described above, a number of employees were granted share options in exchange for a temporary reduction in
salary for a twelve-month period under the UOP. These options vest monthly over a 12-month vesting period, during which time the
employees must remain in employment with the Group. The options have a fixed exercise price and a maximum term of 10 years after
which they expire.
In accordance with IFRS 2, equity settled awards should be valued by measuring the fair value of services received directly where
possible. In this case it was possible to measure the fair value of the employee services directly by reference to the value of the
salary foregone.
Additional agreements are in place to grant up to 6,057,025 (2020: 6,057,025) additional nil cost options over ordinary shares to
members of senior management at the CEO’s discretion if certain conditions are met, including the completion of a qualifying
fundraising or initial public offering on a recognised investment exchange, with certain share price, earnings, and operational
performance targets. Such awards would be granted and vest immediately upon meeting all the required conditions, except for certain
awards which may also be subject to time-based vesting requirements. No share-based payment charge has been recognised in
the year ended 31 December 2021 (2020: £nil) in relation to these options as it is currently not considered to be probable that these
conditions will be met.
Shares awarded to non-executive directors

Until May 2021, the non-executive directors of the Company agreed to forego a proportion of their cash salaries in exchange for
payment in shares. In May 2021, all of the Company’s non-executive directors’ salaries returned to being paid in cash. As at 31
December 2021, the non-executive directors held shares previously granted under the salary sacrifice agreement.

Reconciliation of outstanding share-based payment awards

A reconciliation of share option movements over the year to 31 December 2021 is shown below:
Weighted average Weighted average

exercise price Number exercise price Number
2021 2021 2020 2020
Outstanding at the beginning of the year 0.45 2,446,706 £0.69 891,765
Granted during the year 0.77 422,368 £0.60 1,973,009
Exercised during the year 0.41 (250,399) £0.44 (216,583)
Expired/sold during the year 0.00 (168,852) £3.04 (201,485)
Outstanding at the end of the year 0.54 2,449,823 £0.45 2,446,706
Exercisable at the end of the year 0.79 2,404,513 £0.31 1,759,322
A reconciliation of growth share movements over the year to 31 December 2021 is shown below:
Weighted average Weighted average

exercise price Number exercise price Number
2021 2021 2020 2020
Outstanding at the beginning of the year - - - -
Granted during the year 1,833.64 12,429,814 - -
Exercised during the year - - - -
Expired/sold during the year - - - -
Outstanding at the end of the year 1,833.64 12,429,814 - -
The options outstanding at 31 December 2021 had an exercise price of £0 and £22.34 (2020: £0 and £22.34), and a weighted average
remaining contractual life of 8.39 years (2020: 9.28 years).
The growth shares outstanding at 31 December 2021 had an exercise price;
Weighted average exercise price Weighted average exercise price

2021 2020
Pool 1 11.94 -
Pool 2 303.50 -
Pool 3 303.50 -
Pool 4 1,187.50 -
Pool 5 1,187.50 -
Pool 6 2,093.75 -

Measurement of fair values

The inputs used in the measurement of the fair values at grant date of the equity-settled share-based payment awards was as follows:
2021 2020
Model Black Scholes Model Black Scholes Model
Weighted average fair value £63.00 - £330.00 £50.92
Expected volatility 0% - 45.00% 0%-37.00%
Expected term (years) 0-4 0-4
Risk-free rate (0.59)% - 0.63% (0.31)% - 0.57%
Expected dividend yields 0% 0%
Measurement of fair values

The total share-based payment expense recognised in Administrative expenses in the Statement of Comprehensive Income is
as follows:
2021 2020
Group £000 £000
Equity settled schemes 47,340 56,426
Sensitivity analysis
The Group has conducted an analysis of the sensitivity of the share-based payment charge recognised in the profit and loss to changes
in the key assumptions used to determine the fair value of the share options granted. The fair value is most sensitive to the ordinary
equity value used in the Monte-Carlo simulation, which is derived from the enterprise value determined at the grant date. The fair value
is not considered sensitive to reasonable changes in volatility or other assumptions used.
A 10% increase in the equity value at the valuation date for the share options granted in the year (which are not valued by reference to
the salary foregone) would result in an increase in the total share-based payment expense for the year by £4.7m (2020: £3.6m), with all
other assumptions remaining unchanged. A 10% decrease in equity value assumption would result in decrease in the total share-based
payment expense for the year by £4.7m (2020: £3.6m), with all other assumptions remaining unchanged.
28. Pension commitments
The Group operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the Group in
an independently administered fund. The pension cost charge represents contributions payable by the Group to the fund and amounted
to £3.7m (2020: £1.4m). Contributions totalling £1.2m (2020: £0.3m) were payable to the fund at the statement of financial position
date and are included in creditors.

29. Financial instruments
29.1 Financial instrument by category

The following table shows the carrying amount of each of the categories of financial instruments as at the end of the
reporting period.
Group 31 December 31 December

2021 2020
(restated)
£000 £000
Financial assets measured at fair value
Financial instruments at FVOCI 1,236,481 -
Derivative financial assets 9,294 121
1,245,775 121
Financial assets measured at amortised cost
Cash and cash equivalent 7,052,609 5,055,023
Loans and advances to customers 17,816 1,376
Trade and other receivables 202,086 150,378
7,272,511 5,206,777
Financial liabilities measured at fair value
Derivative financial liabilities (2,454) (1,970)
(2,454) (1,970)
Financial liabilities measured at amortised cost
Customer liabilities (7,361,196) (4,637,230)
Trade and other payables – excluding lease liabilities (59,163) (120,206)
Lease liabilities (14,244) (24,928)
Loans (122) (81,812)
(7,434,725) (4,864,176)

Company 31 December 31 December

2021 2020
(restated)
£000 £000
Financial investment 383,670 -
Derivative financial assets 16,255 3,707
399,925 3,707
Cash and cash equivalent 3,984,868 2,562,779
Trade and other receivables 195,974 116,601
4,180,842 2,679,380
Derivative financial liabilities (6,434) (2,139)
(6,434) (2,139)
Customer liabilities (3,516,981) (2,121,085)
Trade and other payables – excluding lease liabilities (309,874) (181,012)
Lease liabilities (12,714) (20,068)
Loans - (81,812)
(3,839,569) (2,403,977)
Customer liabilities at fair value through profit and loss consists of customer liabilities in respect of contracts relating to the
commodities offering and cryptocurrencies.
Customer liabilities at amortised cost consists of customer liabilities in respect of electronic money (Group and Company) and
customer deposits (Group).

29.2 Financial instruments measured at fair value

The following table analyses financial instruments measured at fair value at the reporting date, by the level in the fair value
hierarchy into which the fair value measurement is categorised. The amounts are based on the values recognised in the
statement of financial position. There was no financial asset or liability measured at fair value as at 1 January 2020.
Group
As 31 December 2021 Total Level 1 Level 2 Level 3
Financial investment 1,236,481 1,236,481 - -
Derivative financial assets 9,294 - 9,294 -
Derivative financial liabilities (2,454) - (2,454) -
1,243,321 1,236,481 6,840 -
Financial investment - - - -
Derivative financial assets 121 - 121 -
(1,849) - (1,849) -
Company
Financial investment 383,670 383,670 - -
393,491 383,670 9,821 -
Financial investment - - - -
1,568 - 1,568 -
For assets and liabilities that are recognized in the financial statements at fair value on a recurring basis, the Group determines
whether transfers have occurred between levels in the fair value hierarchy by re-assessing categorization (based on the lowest
level input that is significant to the fair value measurement as a whole) at the end of each reporting period. There were no
transfers between the different levels during the current reporting or prior period.

Valuation techniques
Derivative financial instruments are valued using valuation techniques that utilise observable inputs. The key inputs used in
valuing the derivatives are the relevant forward exchange rates for the currencies involved. All derivative financial instruments
between the Company and its subsidiaries represent foreign currency swap contracts valued using direct and indirect
observable inputs.
There were no changes to the valuation techniques during the period.
Financial instruments not measured at fair value

The carrying values of financial instruments not measured at fair value are a reasonable approximation of their fair value. The
following table sets out the fair values of financial instruments not measured at fair value and analyses them by the level in the
fair value hierarchy into which each fair value measurement is categorised. If the carrying amount of the financial instruments
are a reasonable approximation of fair value, they are not valued at fair value and have thus been excluded from the table below.
Additionally, the fair value disclosure of lease liabilities is not required.
Group
At 31 December 2021 Total Level 1 Level 2 Level 3
Cash and cash equivalent 7,052,609 - 7,052,609 -
Loans and advances to customers 17,816 - - 17,816
Trade and other receivables 202,086 - 202,086 -
7,272,511 7,254,695 17,816
Customer liabilities (7,361,196) - (7,361,196) -
Trade and other payables – excluding lease liabilities (59,193) - (59,193) -
Lease liabilities (14,244) - - (14,244)
Loans (122) - - (122)
(7,434,755) (7,420,389) (14,366)
Loans and advances to customers 1,376 - - 1,376
5,206,777 - 5,205,401 1,376
Loans (81,812) - (81,812) -
(4,864,176) - (4,839,248) (24,928)

At 1 January 2020 Total Level 1 Level 2 Level 3
2,669,509 - 2,669,509 -
Loans (120,518) - (120,518) -
(2,707,263) - (2,680,566) (26,697)
Company
4,180,842 - 4,180,842 -
Customer liabilities (3,516,981) - (3,516,981)
Trade and other payables – excluding lease liabilities (309,874) - (309,874)
Lease liabilities (12,714) - (12,714)
(3,839,569) - (3,826,855) (12,714)
2,679,380 - 2,679,380 -
Loans (81,812) - (81,812)
(2,403,977) - (2,383,909) (20,068)

29.3 Derivative financial instruments
Group At 31 December 2021 At 31 December 2020
Carrying Carrying Carrying Carrying

amount amount Notional amount amount Notional
assets liabilities amount assets liabilities amount
£000 £000 £000 £000 £000 £000
Total derivatives in hedge accounting relationships 2,171 - 172,257 - - -
Derivatives not in hedge accounting relationships:
Foreign currency swaps 6,394 2,143 783,771 121 1,970 290,464
Foreign exchange forward contracts 729 311 107,130 - - -
Total derivatives not in hedge accounting relationships 7,123 2,454 890,901 121 1,970 290,464
Total derivative financial instruments 9,294 2,454 1,063,158 121 1,970 290,464
Company At 31 December 2021 At 31 December 2020
Carrying Carrying Carrying Carrying

amount amount Notional amount amount Notional
assets liabilities amount assets liabilities amount
£000 £000 £000 £000 £000 £000
Total derivatives in hedge accounting relationships - - - - - -
Derivatives not in hedge accounting relationships:
Foreign currency swaps 15,526 6,123 956,028 3,707 2,139 290,464
Foreign exchange forward contracts 729 311 107,130 - - -
Total derivatives not in hedge accounting relationships 16,255 6,434 1,063,158 3,707 2,139 290,464
Total derivative financial instruments 16,255 6,434 1,063,158 3,707 2,139 290,464
30. Financial risk management
The Group is exposed to financial risks in the ordinary course of business. The Group divides these risks into the following categories:
credit risk, liquidity risk and funding management, market risk and capital risk management.
30.1 Credit risk

Credit risk is the risk of financial loss should the Group’s borrowers or counterparties fail to fulfil their contractual obligations
in full and on time. The Group is exposed to various credit risks in the course of its operations, the majority of which arise from
the placements of corporate and client safeguarded funds with financial institutions. These are typically investment grade rated
institutions. The Group also has short dated credit exposure for receivables due from card schemes and merchant acquirers used
to process user card top-ups, as well as credit exposures to Crypto counterparties used to facilitate trading.
The Group has retail credit risk relating to its consumer credit products. These products comprise of loans and credit cards in
Lithuania and Poland.
To manage credit risk appetite, the Group’s credit risk management policies and procedures require all counterparties giving rise
to credit risk to be assessed at least annually and assigned a credit risk limit commensurate with their risk profile, subject to
approved materiality thresholds. The Group’s Credit Risk function monitors adherence to limits and appropriate management of
credit risks where deterioration is identified. Key decisions are subject to review and approval by the ALCO.

The Group’s exposure to financial institutions is expected to evolve over time alongside the Group’s intention to obtain bank
licences in the US and UK, with expectations that a high-quality liquid assets portfolio will be established to support meeting
regulatory large exposure thresholds alongside licence approvals. The Group also expects substantial growth within the retail
credit portfolio over the coming year.
Group Company
31 December 31 December
31 December 2020 1 January 2020 31 December 2020
2021 (restated) (restated) 2021 (restated)
£000 £000 £000 £000 £000
Cash and cash equivalent 7,052,609 5,055,023 2,462,986 3,984,868 2,562,779
Derivative financial assets 9,294 121 - 16,255 3,707
Financial investment 1,236,481 - - 383,670 -
Loans and advances to customers 17,816 1,376 - - -
Other Assets 214,276 164,524 222,867 179,329 130,204
Undrawn commitment 7,963 1,155 - - -
Gross credit risk exposure 8,538,439 5,222,199 2,685,853 4,564,122 2,696,690
Undrawn commitment relates to credit card and personal loan against which a 12-month expected credit loss provision of £8k
(2020: £4k) has been recognised.
Credit quality analysis

The following tables set out information about the credit quality of financial investments and loans and advances to customers
without taking into account collateral or other credit enhancement. The amounts of the financial assets in the table represent
gross carrying amounts.
Explanation of the terms ‘Stage 1’, ‘Stage 2’ and ‘Stage 3’ is included in note 4.14.
Group
At 31 December 2021 12 months PD Stage 1 Stage 2 Stage 3 Total
Financial investment:
Grades 1-4 0%-0.5% 1,236,748 - - 1,236,748
Grades 5-6 0.5%-1.3%
Grade 7-8 1.3%-3%
Grade 9 3%-5%
Grade 10 5%-8%
Grade 11+ 8%-100%
Gross carrying amount 1,236,748 1,236,748
Loss allowance (267) (267)
Carrying amount 1,236,481 1,236,481
ECL coverage % 0.02% 0.02%

Loans and advances to customers: 12 months PD Stage 1 Stage 2 Stage 3 Total
Grades 1-4 0%-0.5% 5,356 33 10 5,399
Grades 5-6 0.5%-1.3% 3,941 61 4 4,006
Grade 7-8 1.3%-3% 2,741 198 16 2,955
Grade 9 3%-5% 1,232 137 5 1,374
Grade 10 5%-8% 384 49 1 434
Grade 11+ 8%-100% 493 186 17 696
Gross carrying amount 14,147 664 53 14,864
Loss allowance (131) (43) (34) (208)
Carrying amount 14,016 621 19 14,656
ECL coverage % 0.93% 6.48% 64.15% 1.40%
Credit cards:
Grades 1-4 0%-0.5% 689 3 2 694
Grades 5-6 0.5%-1.3% 875 16 3 894
Grade 7-8 1.3%-3% 812 14 11 837
Grade 9 3%-5% 452 44 7 503
Grade 10 5%-8% 120 44 0 164
Grade 11+ 8%-100% 68 149 15 232
Gross carrying amount 3,016 270 38 3,324
Loss allowance (79) (63) (22) (164)
Carrying amount 2,937 207 16 3,160
ECL coverage % 2.62% 23.33% 57.89% 4.93%
Group
Loans and advances to customers:
Grades 1-4 0%-0.5% 616 - - 616
Grades 5-6 0.5%-1.3% 382 - - 382
Grade 7-8 1.3%-3% 160 - - 160
Grade 9 3%-5% 33 - - 33
Grade 10 5%-8% 0 - - 0
Grade 11+ 8%-100% 0 - - 0
Gross carrying amount 1,191 - - 1,191
Loss allowance (4) - - (4)
Carrying amount 1,187 - - 1,187
ECL coverage % 0.34% - - 0.34%

Credit cards:
Grades 1-4 0%-0.5% 65 - - 65
Grades 5-6 0.5%-1.3% 70 - - 70
Grade 7-8 1.3%-3% 54 - - 54
Grade 9 3%-5% 8 - - 8
Grade 10 5%-8% - - - -
Grade 11+ 8%-100% - - - -
Gross carrying amount 197 - - 197
Carrying amount 192 - - 192
ECL coverage % 2.54% - - 2.54%
Company
Financial investment:
Grades 1-4 0%-0.5% 383,774 - - 383,774
Grades 5-6 0.5%-1.3% - - - -
Grade 7-8 1.3%-3% - - - -
Grade 9 0%-0.5% - - - -
Grade 10 0.5%-1.3% - - - -
Grade 11+ 1.3%-3% - - - -
Gross carrying amount 383,774 - - 383,774
Carrying amount 383,670 - - 383,670
ECL coverage % 0.03% - - 0.03%
Credit risk concentration

An analysis of the Group’s credit risk concentrations per class of financial asset is provided in the following tables. Unless
specifically indicated, for financial assets, the amounts in the table represent gross carrying amounts.
At 31 December 2021 At 31 December 2020
Group Customers Customers

(Retail and (Retail and
Corporate Business) Corporate Business)
Financial investment Europe excluding the UK 852,811 - -
UK 383,670 - -
Loans and advances to Europe excluding the UK 17,816 - 1,380

customers
UK - - -
Total 1,236,481 17,816 - 1,380

At 31 December 2021 At 31 December 2020
Company Customers Customers

(Retail and (Retail and
Corporate Business) Corporate Business)
Financial investment Europe excluding the UK - - - -
UK 383,670 - - -
Loans and advances to Europe excluding the UK - - - -

customers
UK - - - -
Total 383,670 - - -
Loss allowance
The following tables show reconciliations from the opening to the closing balance of the loss allowance by financial instruments.
Group
Stage 1 Stage 2 Stage 3 Total
Loans and advances to customers
Balance at 1 January 2020 - - - -
Transfer to Stage 1 - - - -
Net remeasurement of loss allowance - - - -
New financial assets originated or purchased 4 - - 4
Financial assets that have been derecognised - - - -
Write-offs - - - -
Other movements - - - -
Balance at 31 December 2020 4 - - 4
Balance at 1 January 2021 4 - - 4
Transfer to Stage 2 (1) 1 - -
Net remeasurement of loss allowance (1) 1 11 11
New financial assets originated or purchased 134 43 24 201
Financial assets that have been derecognised (1) - - (1)
Write-offs - - - -
Other movements (5) (2) (1) (8)
Balance at 31 December 2021 130 43 34 207

Credit cards
Write-offs - - - -
Balance at 1 January 2021 5 - - 5
Transfer to Stage 1 0 - - -
Transfer to Stage 2 (1) 1 - -
Net remeasurement of loss allowance (3) 7 10 14
New financial assets originated or purchased 79 59 14 152
Financial assets that have been derecognised (1) - - (1)
Write-offs - - - -
Other movements - (3) (1) (4)
Balance at 31 December 2021 79 64 23 166

Company
Stage 1 Stage 2 Stage 3 Total
Financial investment
New financial assets originated or purchased - - - -
Write-offs - - - -
Unwind of discount - - - -
Balance at 31 December 2020 - - - -
Write-offs - - - -
Unwind of discount - - - -
There were no significant changes in the gross carrying amount of financial instruments during the period that contributed to
changes in the loss allowance.
30.2 Liquidity risk and funding management

Liquidity risk is the risk that the Group cannot meet its financial obligations when they fall due or is only able to do so at
excessive cost. Funding risk is the risk that Revolut does not have sufficient stable sources of funding to meet its financial
obligations when they fall due or can do so only at excessive cost. Risk arises when assets maturing during a particular period are
lower than corresponding liabilities maturing during the same period. An unexpected increase in assets or a decrease in liabilities
can also create liquidity risk. The group is, or may in the future be, exposed to a number of liquidity and funding risks, including
retail funding run-off, wholesale funding reduction, pre-funding, marketable and non-marketable assets, contingent off-balance
sheet exposures and commitment drawdowns, intraday requirements, collateral requirements, funding concentration, and foreign
exchange. These risks are managed by the Treasury Function, with control and oversight provided by the Risk Management
Function, the Assets and Liabilities Management Committee and the Management Board. The group’s key liquidity policy is to
maintain a portfolio of unencumbered, high-quality cash instruments and securities that are readily convertible to cash to ensure
that it can meet all of its financial obligations in business-as-usual circumstances and in stress conditions. The group complies
with this policy by holding surplus cash in the form of overnight deposits with banks.
Maturity analysis for financial assets and financial liabilities

The table below summarises the maturity profile of the Group’s financial assets and liabilities based on contractual
undiscounted payments:

Group at Carrying Total On demand Up to 3-12 1-5 Years Over 5

31 December 2021 amount 3 months months years
£000 £000 £000 £000 £000 £000 £000
Financial assets
Cash and cash equivalents 7,052,609 7,052,609 7,052,609 - - - -
Financial investment 1,236,481 1,236,481 - - 1,236,481 - -
Loans and advances to 17,817 17,817 - 3,200 449 7,767 6,401

customers
Derivative financial assets 9,294 9,294 - 9,294 - - -
Trade and other receivables 206,880 206,880 3,105 203,775 - - -
8,523,081 8,523,081 7,055,714 216,269 1,236,930 7,767 6,401
Financial liabilities
Customer liabilities 7,361,196 7,361,196 7,361,196 - - - -
Trade and other payables 165,248 165,248 - 165,248 - - -
Lease liabilities 14,244 15,196 - 1,261 4,391 9,403 141
Derivative financial liabilities 2,454 2,454 2,454 - - - -
Current tax liability 9,374 9,374 - 9,374 - - -
7,552,516 7,553,468 7,363,650 175,883 4,391 9,403 141
Group at Carrying Total On demand Up to 3-12 1-5 Years Over

31 December 2020 amount 3 months months 5 years
£000 £000 £000 £000 £000 £000 £000
Financial assets
Derivative financial assets 121 121 - 121 - - -
Loans and advances to 1,376 1,381 - 849 34 498 -

customers
5,209,762 5,209,767 5,056,831 152,404 34 498 0
Customer liabilities (4,637,230) (4,637,230) (4,637,230) - - - -
Derivative financial liabilities (1,970) (1,970) - (1,970) - - -
Trade and other payable (143,663) (143,663) - (143,663) - - -
Lease liabilities (24,928) (27,894) - (1,387) (5,843) (19,963) (701)
Loans (81,812) (81,812) - - (81,812) - -
Current tax liability (1,670) (1,670) - (1,670) - - -
(4,891,273) (4,894,239) (4,637,230) (148,690) (87,655) (19,963) (701)

Group at Carrying Total On demand Up to 3-12 1-5 Years Over

1 January 2020 amount 3 months months 5 years
£000 £000 £000 £000 £000 £000 £000
Financial assets
2,672,811 2,672,811 2,467,801 205,010 0 0 0
Trade and other payables (203,830) (203,830) - (203,830) - - -
Lease liabilities (26,697) (30,724) - (639) (4,425) (24,795) (865)
Loans (120,518) (120,518) - - (972) (119,546) -
Current tax liability - - - - - - -
(2,718,245) (2,722,272) (2,367,200) (204,469) (5,397) (144,341) (865)
Company at Carrying Total On demand Up to 3-12 1-5 Years Over

£000 £000 £000 £000 £000 £000 £000
Financial assets
Financial investment 383,670 383,670 - 383,670 - -
4,585,021 4,585,021 3,985,926 215,425 383,670 - -
Lease liabilities (12,714) (13,453) - (1,196) (4,068) (8,189)
Current tax liability (432) (432) - (432) - - -
(3,856,698) (3,857,437) (3,516,981) (328,199) (4,068) (8,189) -

Company at Carrying Total On demand Up to 3-12 1-5 Years Over

£000 £000 £000 £000 £000 £000 £000
Financial assets
2,685,529 2,685,529 2,563,846 121,683 - - -
Lease liabilities (20,068) (22,328) - (1,243) (4,761) (15,623) (701)
Loans (81,812) (81,812) - - - - -
Current tax liability (1,178) (1,178) - - - - -
(2,424,875) (2,427,135) (2,121,085) (201,975) (4,761) (15,623) (701)
The Company does not expect the timing of occurrence of the cash flows estimated through the maturity date analysis will be
significantly earlier, nor expect the actual cash flow amount will be significantly different.
30.3 Market risk

Market risk is the risk that the fair value or future cash flows of financial instruments will fluctuate due to changes in market
variables such as in interest rates, credit spreads, commodity prices, equity prices and foreign exchange rates.
The Group’s market risk management policies and procedures provide effective and robust mitigation. The Group monitors its
exposures continually, using automated KRIs and associated processes reviewing metrics such as Value at Risk, FX stress tests
for crypto currencies, FX profit and losses and interest rate risk. The Group makes hedging transactions as appropriate. Key
decisions are subject to review and approval by the Asset and Liability Committee (“ALCO”).
The market risks for the Group have remained stable and well contained. While The Group has grown significantly, the processes
have remained robust, accurate and reliable. The Group expects the processes and market risk exposures to remain broadly
consistent over the next year, although the Group anticipates that market risk will grow over time as the Group further rolls out its
credit offering, increasing its exposure to interest rate risk, and as its investment portfolio grows and includes more types of liquid
assets. The Group is exposed to the below market risks.
Foreign exchange risk

The Group provides foreign exchange and cryptocurrency services to its customers via multi-currency wallets that allow spending
in different currencies. It is thus exposed to currency exchange rate fluctuations. The Group is exposed to foreign exchange
risk arising from various corporate activities and stemming from revaluation of contractual cash-flows or assets and liabilities
denominated in foreign currencies.
The Group is exposed to the risk that its earnings, capital or ability to meet business objectives could be adversely affected by
changes in the level or volatility of market variables, which might include changes in interest rates, credit spreads, commodity
prices, equity prices and foreign exchange rates. The Group monitors its exposures continually, using automated KRIs and
associated processes reviewing metrics such as FX profit and losses. The company makes hedging transactions as appropriate.
Key decisions are subject to review and approval by the ALCO.
The risk management objective in relation to this hedge is to mitigate the exposure arising from retranslating the EUR net assets
of Revolut Payments UAB (RPUAB) and Revolut Bank UAB (RBUAB) in the Group’s GBP consolidated financial statements.
Based on the current business model, the foreign exchange risk related with user balances kept in non-base currencies results
in a low foreign exchange risk for RBUAB. The exposure is monitored on a daily basis to ensure the effective management of
this risk. The foreign exchange exposure of the banking book arises from the Treasury Function activities. This includes profit
on the banking products, interest earned on nostro balances and various costs (all in non-functional currency). A limited foreign
exchange exposure is allowed as defined per RBUAB’s Risk Appetite Statement. Any material foreign exchange risk arising from
Treasury Function activities is hedged on a day-to-day basis and is subject to ongoing monitoring. As of 31 December 2021,
RBUAB had no material unhedged exposures to foreign exchange risk.

The carrying amounts of the Group’s foreign currency denominated monetary assets, monetary liabilities and derivative
instruments at the reporting date are as follows:
Group Monetary assets Monetary liabilities Net position

£000 £000 £000
At 31 December 2021
GBP 2,340,409 (1,918,135) 422,274
EUR 4,484,902 (3,537,844) 947,058
USD 970,028 (1,060,768) (90,740)
Others 737,748 (965,712) (227,964)
At 31 December 2020
GBP 1,641,700 (1,376,272) 265,428
EUR 2,129,492 (2,020,895) 108,597
USD 644,852 (765,478) (120,626)
Others 865,941 (716,162) 149,779
Company Monetary assets Monetary liabilities Net position

£000 £000 £000
At 31 December 2021
GBP 1,966,093 (1,729,411) 236,682
EUR 1,288,665 (837,436) 451,229
USD 665,522 (640,741) 24,781
Others 532,688 (451,377) 81,311
At 31 December 2020
GBP 1,043,847 (1,204,825) (160,978)
EUR 613,005 (569,675) 43,330
USD 363,195 (355,119) 8,076
Others 1,955,112 (1,401,002) 554,110
Foreign currency sensitivity analysis

The Group’s foreign currency risk is managed centrally by the Group’s Treasury team and the Market Making execution desk.
FX risk is monitored on an ongoing basis by using a stress testing approach broadly equivalent to Value at Risk but focused on
risk drivers specific to Revolut’s business model:
• FX risk arising from open non-GBP currency positions that include both fiat and crypto currencies, and,
• Interest rate risk arising from instruments that are accounted for at fair value.
Under the severe stress test, a loss of £19.4m (2020: 5.8m) would arise if the USD depreciates by 5.5%, EUR appreciates by 5.1%
and CHF appreciates by 3.9% against GBP.
Hedge on net investment in foreign operations

The Group hedges the currency risk of its net investment in its euro denominated foreign operations in Lithuania using GBP: EUR
foreign currency swaps entered into with a third party.
The effective portion of the gains or losses on the retranslation of this borrowing due to exchange rate risks is transferred to
equity to offset any gains or losses on translation of the net investments in the subsidiaries. The ineffectiveness in these hedges
was nil both in 2021 and 2020, respectively.

The following table shows the maturity of the hedging instruments:
Group Carrying On demand Up to 3-12 1-5 Years Over

amount 3 months months 5 years
£000 £000 £000 £000 £000 £000
At 31 December 2021
Derivative financial assets 2,404 - 2,404 - - -
Derivative financial liabilities - - - - - -
Average GBP: EUR exchange rate 0.8521
The table below summarises the amounts that have affected the statement of comprehensive income as a result of applying net
investment hedging:
Carrying value Changes in fair value of hedging instruments used for measuring
hedge ineffectiveness
Effective Hedge Reclassified

portion ineffectiveness into profit or
recognised in profit loss into
or loss into
Notional Assets Liabilities Total Recognised Other operating Other

amount in OCI income/ (expense) revenue
£000 £000 £000 £000 £000 £000 £000
At 31 December
2021
FX Swaps 174,680 2,404 - 2,404 (3,365) - -
Due to the short-term nature of the hedges, as well as the low interest rate environment the Group is in, any fair value changes
due to anything other than the spot rate is expected to be minimal and as such the cost of hedging is deemed to be immaterial.
At 31 December 2020, the Group had no hedges on net investments in foreign operations.
IInterest rate risk

The Group’s interest rate risk relates to its banking subsidiary, Revolut Bank UAB (“RBUAB”). Interest rate risk in the banking
book (“IRRBB”) is the risk that RBUAB’s statement of financial position and profitability is structurally exposed to unexpected
movements in interest rates. This risk stems from maturity and repricing mismatches between assets and liabilities, which would
materialise with changes in the shape of the yield curve (“gap risk”), or from interest rate related options embedded in those that
might affect future cash flows (“option risk”), or with changes in the relationship between various yield curves (“basis risk”).
To quantify the IRRBB, RBUAB uses two metrics: net interest income (“NII”) sensitivity and economic value of equity (“EVE”)
sensitivity. NII is computed as the impact of parallel shock in interest rates on the net interest income generated by the banking
book items based on their repricing profiles. EVE is assessed through a measurement of changes in the net present value of the
interest rate sensitive instruments (excluding Common Equity Tier 1 (“CET1”) instruments and other perpetual own funds) over
their remaining life resulting from interest rate movements assuming six different shock scenarios.
In line with regulatory guidelines and internal judgment, a floor is prescribed for downward shocks to stop the simulated interest
rates from being unrealistically negative.
Both metrics are managed against a control framework, which is defined with set limits in place. The Treasury Function is
responsible for IRRBB management on an on-going basis using mitigation approaches such as the use of hedging and dynamic
adjustment of in-app rate offerings to influence uptake behaviour. Interest rate characteristics of funding are matched as far as
possible to lending and investments into securities. The Risk Management Function closely monitors IRRBB exposures, proposes
limits and calculation assumptions, and performs stress testing. Any breach of the limit is escalated to the senior management
with mitigating actions taken.
Following table shows the sensitivities under NII and EVE approach at the group consolidated position. The exposure to interest
rate risk is not material for the Group.

Group 2021 2020
Net interest income based approach £000 £000
200 bps parallel increase 42,900 1,600
200 bps parallel decrease (14,700) (500)
Economic value of equity based approach
200 bps parallel increase 22,600 2,100
200 bps parallel decrease (10,100) (500)
30.4 Capital risk management

Capital Risk is the risk that the Group and its individual entities do not hold adequate capital to support their business activities
based on its regulatory requirements and risk profile.
Capital risk is mitigated using KRIs that trigger immediate intervention if the capital runway falls below 12 months. Revolut Ltd
holds capital buffers, ensuring that the entity has sufficient capital based on its risk profile and to mitigate the impact of a stress
on the firm’s financial position.
The Group has and its individual entities have, and both expect to have in the future, sufficient capital to support its risk profile.
The Group’s banking subsidiary, Revolut Bank UAB (“RBUAB”/ “Revolut Bank”), which is an EEA regulated bank, has regulatory
capital requirements.
RBUAB’s regulatory eligible capital consists exclusively of Common Equity Tier 1 (“CET1”). capital, which comprises share capital,
reserves and retained earnings (including current year losses), less intangible assets and deferred tax assets.
RBUAB maintains an actively managed capital base to cover risks inherent in the business and comply with the regulatory
capital adequacy requirements, which are calculated following the EU Capital Requirements Regulation (“CRR”) and the Capital
Requirements Directive (“CRD”).
In accordance with the regulatory capital requirements, banks are expected to operate with their capital being equivalent to at
least the sum of the minimum Pillar 1 requirements, Pillar 2 requirement (“P2R”), Combined Buffer Requirement (“CBR”) and Pillar
2 guidance (“P2G”).
As of 31 December 2021, the total capital requirement of RBUAB (in accordance with the regulatory requirements) is equal to
10.2% for CET1 capital ratio and 13.7% for total capital ratio.
The main objectives of RBUAB in managing its capital are as follows:
• The capital planning, and the capital held by RBUAB at any time, are consistent with RBUAB’s strategy and support
its implementation;
• Ensuring that RBUAB’s capital level appropriately covers all material risks to which RBUAB is exposed and enables it to pursue
its business objectives;
• RBUAB complies with the regulatory capital requirements;
• RBUAB shall meet its internally determined capitalisation targets, which envisage appropriate additional capital resources
above the regulatory required capital in order to ensure capital adequacy in case of material deviations of RBUAB’s performance
from the financial plan or the severe adverse scenarios (both bank-specific and systemic); and
• RBUAB shall have a range of available and feasible management actions to restore its capitalisation in case of its deterioration.
• The optimization of the capital in order to maximise shareholder value, including usag of internal capital allocation to business
and its consideration in risk adjusted pricing so that the bank is able to deliver the level of return on risk adjusted capital
required by shareholders.
• RBUAB manages its capital structure and makes adjustments to it according to changes in economic conditions and the risk
characteristics of its activities. In order to maintain or adjust the capital structure, RBUAB may take such actions as adjustment
of the amount of dividend payment to shareholders, return of capital to shareholders, issue capital securities or make structural
changes to its statement of financial position ensuring optimal usage of capital. The objectives, policies and processes related
with the RBUAB’s capital management are reviewed at least annually to keep them up to date.

Actual Required Actual Required
£m 2021 2021 2020 2020
Actual common equity Tier 1 (CET1 ) capital 77 2 11 2
Other Tier 2 capital instruments - - - -
Total capital 77 2 11 2
Risk weighted assets 21 23 5
CET1 capital ratio 372.77% 47.70%
Total capital ratio 372.77% 47.70%
The RBUAB has complied in full with all of its externally imposed capital requirements during 2021 and 2020.
31. Notes to the cash flow statement
Significant non-cash transactions from investing and financing activities are as follows:
Group
2021 2020
£000 £000
Acquisition of right-of-use assets 302 1,633
Reconciliation of movements of liabilities to cash flows arising from financing activities

Group reconciliation of movements of liabilities to cash flows arising from financing activities as of 31 December:

Loans Lease Total

liabilities
£000 £000 £000
As at 1 January 2020 120,517 26,697 147,214
Changes to existing lease agreements - 2 2
New leases entered into during the year - 1,631 1,631
Lease payments made in the year - (5,640) (5,640)
Unwinding of discount - 1,542 1,542
Interest paid (972) - (972)
Impact of movement of foreign exchange rates 5,631 697 6,328
Loans repaid (43,365) - (43,365)
Other - 2 2
As at 31 December 2020 81,811 24,931 106,742
As at 1 January 2021 81,812 24,927 106,739
Changes to existing lease agreements - (206) (206)
New leases entered into during the year - 232 232
Existing leases derecognised - (5,520) (5,520)
Lease payments made in the year - (5,640) (5,640)
Unwinding of discount - 900 900
Impact of movement of foreign exchange rates (2,401) (449) (2,850)
Loans repaid (79,410) - (79,410)
Loans included in acquisitions 122 - 122
As at 31 December 2021 123 14,244 14,367
32. Capital and other commitments
As at 31 December 2021, total committed but undrawn facilities in respect of consumer credit cards and loans were £7.7m
(2020: £1.2m).
The Group and the Company does not have any other material commitments, capital commitments or contingencies as at 31 December
2021 and 31 December 2020.
33. Transactions with related parties
Related parties of the Group and the Company include subsidiaries and key management personnel (“KMP”). Key management
personnel include all directors who together have authority and responsibility for planning, directing and controlling the activities of
the group.
Balances and transactions between the Company and its subsidiaries, which are related parties, have been eliminated on consolidation
and are not disclosed in this note. Information for key management compensation and particulars of transactions with related parties
are tabulated below, in accordance with IAS 24 Related party disclosures requirements.

2021 2020
£000 £000
Wages and salaries 652 210
Share based payments 3,084 366
Social security cost and other benefits - 1
Cost of defined contribution scheme 3 2
3,739 579
Other related party transactions

The aggregate value of transactions and outstanding balances related to other related parties were:
2021 2020 1 January

2020
£000 £000 £000
Loan receivable – N Storonsky - 6 6
Loan receivable – V Yatsenko - 9 9
- 15 15
During the year a loan of £3.2m was made to the chief executive officer, Nikolay Storonsky, to fund the purchase of the Growth Shares.
The loan was repaid in full prior to 31 December 2021
During the financial years ended 31 December 2021 and 31 December 2020 there were no other material transactions with related
parties of the Group.
34. Events after the balance sheet date
Australian Licence
In February 2022, Revolut was granted an Australian Credit License by the Australian Securities and Investments Commission (ASIC) to
offer credit and personal lending products to the Australian Market.
Acquisition of Avrog Forex Private Limited

Subsequent to the year-end, on 11 February 2022, Revolut acquired 100% share capital of Avrog Forex Private Limited (“Avrog”),
a company registered in India. Avrog provides international money transfers and currency exchange services in India and serves
over 15,000 customers for a total consideration of £3.2 million. The acquisition will help Revolut expand in India as part of its global
expansion strategy.
War in Ukraine
On 24 February 2022, Russian troops started invading Ukraine. The ongoing military attack has led and continues to lead to significant
casualties, dislocation of population, damage to infrastructure and disruption to economic activity in Ukraine. Revolut has taken several
steps to support its employees and their families affected from the war in Ukraine and donated over £1.5 million to support those in
need. As a regulated business, Revolut also ensured continuity of its services and made arrangements to ensure uninterrupted provision
of goods and services sourced from Ukraine.
To safeguard Revolut staff and their families, the Group offered relocation support to all Ukraine-based employees and engaged a global
security solutions partner to provide them with guidance, emergency logistical support and the latest security updates in the country.
Furthermore, in March 2022 the Group made a decision and as at the date of these financial statements is in the process of winding
down its Russian entity operations. Total investment of Revolut UK Ltd in OOO Revolut Technologies as at 31 December 2021
is £5.5million.
Revolut’s management and the board of developing are closely monitoring the impact of this situation on the wider group and are
committed to take further actions as necessary. Based on their assessment the board of directors believe that as of the date of signing
these financial statements there is no material impact on the group and its operations.

Merger of PUAB and BUAB.

Considering the significant growth and expansion in recent years, the Group formalised a reorganisation plan inline with its future
plans. The Group started to implement its reorganisation plan in 2022 by creating new holding and intermediate holding companies.
On 28 April 2022, Revolut Group Holdings ltd, a UK incorporated private company limited by shares and registered in England and
Wales, acquired 100% share capital of Revolut Ltd in a share for share exchange transaction with the shareholders of the Company and
became the new ultimate parent company of the Group. On 18 July 2022, Revolut Ltd undertook a reduction of issued share capital of
£1,200m to facilitate further steps in the reorganisation plan.
In December 2021, the Bank of Lithuania (BOL) granted Revolut Bank UAB (the ‘Bank’) a full banking licence which enables the Bank
to process payments independently of Revolut Payments UAB. This eliminates the need to maintain a dual entity structure in Lithuania
and provides an opportunity to simplify operations by merging Revolut Payments UAB with the Bank.
The Bank and Revolut Payments UAB completed reorganisation by way of merger in Q3 2022. As a result, Revolut Payments UAB
migrated its customers to the Bank. Post-merger, Revolut Payments UAB ceased its payment services activities and will be dissolved
without liquidation proceedings. The Bank will continue to provide the payments services previously offered by Revolut Payments UAB
to customers post-merger.
35. Controlling party
The company is owned by a number of private shareholders and companies, none of whom own more than 25% of the issued share
capital of the company. Accordingly, there is no parent entity nor ultimate controlling party.
36. Capital (unaudited)
As an authorised EMI, Revolut Ltd is required by the Electronic Money Regulations 2011 (EMRs) to hold a minimum amount of capital
at all times to enable absorption of losses as they might arise. The capital requirement is met through Revolut Ltd’s own holdings of
capital resources, which is formed of Own Funds as defined by Article 4(1)(118) of the Capital Requirements Regulation.
As at 31 December 2021 Revolut Ltd had total capital resources, all of which is Common Equity Tier 1 (“CET1”), of £912.0m (2020:
£398.2m), which represented a surplus of £603.2m (2020: £63.1m) over the total regulatory capital requirement.

Company
information
Company name Revolut Ltd
Directors Martin Gilbert (Chairman)
Nikolay Storonsky (CEO & Co-Founder)
Vlad Yatsenko (CTO & Co-Founder)
Michael Sherwood (Non-Executive Director and Chair,

Remuneration Committee)
Caroline Britton (Non-Executive Director and Chair,

Audit Committee)
Ian Wilson (Non-Executive Director)
John Sievwright (Appointed Non-Executive Director and

Chair, Risk & Compliance Committee on 01/08/2021)
Company Secretary Thomas Bruce Hambrett
Registered number 08804411
Registered office 7 Westferry Circus

Canary Wharf
London
E14 4HD
Independent auditors BDO LLP

55 Baker Street
London
W1U 7EU
Report designed by AB ab-uk.com

7 Westferry Circus,
Canary Wharf,
London,
England,
E14 4HD
revolut.com

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Annual Report &

44 Independent auditor’s report to the members

57 Notes to the consolidated financial statements

127 Company Information

Annual Report & Financial Statements 2021 2

raised in Series £7.4bn

Our customers donated

Annual Report & Financial Statements 2021 3

In July 2021, we raised $800 million in Series E funding, valuing

Board and governance

Annual Report & Financial Statements 2021 4

There has been a huge evolution in consumer behaviours including

Annual Report & Financial Statements 2021 5

But before anything else, I need to acknowledge and thank our

Our profitability in 2021 was despite the economy suffering a

Annual Report & Financial Statements 2021 6

Expanding our product range Global expansion

Annual Report & Financial Statements 2021 7

And if you’re reading this and haven’t already downloaded Revolut,

Annual Report & Financial Statements 2021 8

As the post-COVID-19 environment provided us with greater

We expect our improved financial resilience to continue to allow

Keen management of our balance sheet, alongside improvements

We have made improvements to our financial controlling function

Annual Report & Financial Statements 2021 9

Annual Report & Financial Statements 2021 10

Our Code of Conduct

We believe that brilliant people, working together in an honest, high-achieving

Annual Report & Financial Statements 2021 11

Our history and progress

Annual Report & Financial Statements 2021 12

Business model and strategy

Our products and services Our customers

Revolut also provides business users with everything they need to

Annual Report & Financial Statements 2021 13

Customers 2021 2020 Change

Total retail customers 16.42 million 11.27 million +46%

Annual Report & Financial Statements 2021 14

Expenses: In March we launched Expenses, an expense Crypto

Revolut Shopper: To build on our out-of-app offering, we launched United States

In the US, our broker-dealer licence application was approved by

In the UK, we launched our new Social Trading feature, which

Annual Report & Financial Statements 2021 15

Annual Report & Financial Statements 2021 16

Financial highlights Balance sheet strength

Annual Report & Financial Statements 2021 17

Engaging with stakeholders

In July 2021, we raised ​​$800 million in Series E funding, valuing

Annual Report & Financial Statements 2021 18

Donations Community engagement

In 2021, Revolut also joined the Tech Zero initiative, an initiative

We continued to run sustainability-oriented charity partnerships on

Annual Report & Financial Statements 2021 19

Maintain a reputation for high standards of

Annual Report & Financial Statements 2021 20

Risk & Compliance

Annual Report & Financial Statements 2021 21

Annual Report & Financial Statements 2021 22

In July 2021, we raised $800 million in Series E funding, valuing