CELTIC F.C. LIMITED

1. CELTIC F.C. LIMITED 2002-01-17 → present
2. HMS (402) LIMITED 2001-09-24 → 2002-01-17

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

Accounting basis

FRS 101

Reporting scope

Standalone (parent only)

Auditor

BDO LLP

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“In consideration of the above, the Directors have a reasonable expectation that the Group and Company has adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the annual Financial Statements and have not identified a material uncertainty in this regard.”

Group structure

1. CELTIC F.C. LIMITED · parent
   1. Protectevent Limited 100% · Scotland · Dormant
   2. Glasgow Eastern Developments Limited 100% · Scotland · Dormant
   3. The Celtic Football and Athletic Company Limited 100% · Scotland · Dormant

Significant events

• “Season 2024/25 saw the Club gain more success and silverware as a domestic double was achieved – winning the SPFL Premiership and the Premier Sports Cup. In addition, we performed well in the UEFA Champions League progressing from the group stages”
• “During the year, the Board approved record levels of investment in player acquisitions, totalling £38.6million. This strategic commitment represented a record level of investment in any one season and was made to strengthen the first team squad and enhance the Club's competitiveness in the UEFA Champions League.”
• “Further capital investment was sanctioned to modernise and upgrade the Club's first team training ground, with the introduction of new facilities aimed at improving player development and operational efficiency. In addition, further spend was committed to complete a major development of our Barrowfield training facility.”
• “Recognising that Celtic Park is approaching its 30th anniversary, the Club also undertook a programme of enhancements to several public-facing areas of the stadium. These improvements were designed to reinstate and elevate the matchday experience for supporters and visitors”
• “During the year, the Board approved a significant investment in the Club's digital strategy, reflecting Celtic's commitment to enhancing supporter engagement through innovation and technology. This investment will support the launch of a new official Club app”
• “During the year ended June 2025, the Board approved the appointment of Paul Tisdale as Head of Football Operations, a newly created strategic role designed to strengthen the Club's footballing infrastructure and long-term performance capabilities.”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

2

last 12 months

Capital events

0

last 24 months

Officers appointed

0

last 12 months

Officers resigned

0

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.

• Turnover

  +15.1%

  £124,580,000 → £143,386,000

• Cash

  -35.6%

  £1,804,000 → £1,161,000

• Net assets

  +59.4%

  £56,627,000 → £90,290,000

• Employees

  -4.7%

  896 → 854

• Operating profit

  +153.5%

  £17,409,000 → £44,138,000

• Profit before tax

  +154.9%

  £17,300,000 → £44,091,000

• Wages

  +13.5%

  £52,688,000 → £59,780,000

Each % is (latest − prior) ÷ |prior| for the line item as filed. The comparison is only shown when the latest and prior accounts cover broadly equal-length periods — short or long stubs (typical around incorporation or a year-end change) are suppressed rather than misrepresented. Lines a company doesn't report are omitted. About these numbers