Barita Investments had to contend with a tough year as reflected in its unaudited financial statement for the year ended September 30, 2025.

Despite the challenges, Barita was able to generate operating revenues of $8.5 billion, a 15% fall off on 2024’s figures. This was largely due to a reduction in gains from its alternative investments. However, its multi-pronged strategy saw increases in fees, commission income and net interest income, in fact, net interest income increased by $256 million or 40 per cent year-to-date.

Barita was able to rake in $4.2 billion in fees and commissions, a 12 per cent increase on the $3.7 billion posted for FY 2024. This was due in the main to growth in its asset management business.

Net profit for FY 2025 came in at $3.0 billion, a decline of 21 per cent compared to FY 2024. Net profit for Q4, 2025, fell by 18 per cent to $763 million. Barita registered total shareholders’ equity of $35.3 billion with total assets of $149.9 billion.

Administration expenses increased by $114 million to $2.79 billion with staff costs up by $35 million to $1.69 billion as a result of the decision to implement a restructuring plan in 2024.

Loans decreased by 36 per cent to $8.6 billion. Earnings Per Share for the year under review was down 21 per cent to $2.51.

Speaking at an investor briefing yesterday, CEO of Barita Investments, Ramon Small-Ferguson said: “ We had our strategic pillars in place before Hurricane Melissa but the natural implication of such a significant event is that the pillars have to be looked at in a context.

“We have to invest time in understanding our clients’ needs and two, invest time in ensuring that our clients can see us as a trusted partner to guide them through the natural implications in financial markets which will ensue in the coming quarters post-hurricane. This is where we seek to earn our keep in the lives of our clients. Business line optimisation pre-Melissa meant a focus on sharpening the elements of our business that can really drive margins and ensuring that we rebalance and spend our time in the areas we can deliver the most value.

“Pre the storm, we adopted a more offensive strategy; post storm, it has become defensive. We are building resilient areas of our revenues, fee-based earnings, commissions, net interest income, etc. We are able to build on that foundation this financial year into the next financial year where more volatile sources of revenue will become more uncertain.

“Operational efficiency and excellence have been centred around improving our processes, enhancing our throughput, driving more automation, and reducing the busy work within our business. This allows us to more effectively serve our clients in the post-Melissa space.”