Scottish and Southern Energy plc
Annual Report 2009
Producing energy in a more sustainable way with new
developments like the Glendoe hydro electric scheme.
Helping make electricity and gas more affordable
by offering a ‘better plan’ and installing insulation.
Ensuring electricity supply is reliable through investing
in networks in England and Scotland.
Providing more capacity for the UK to maintain dependable
supplies of gas through development at Aldbrough.
SSE’s core purpose is to provide
the energy people need in a reliable
and sustainable way.
Our Values
Safety, service, efficiency, sustainability, excellence,
teamwork – the SSE SET.
Our Strategy
To deliver sustained real growth in the dividend
payable to shareholders through the efficient operation
of, and investment in, a balanced range of regulated
and non-regulated energy-related businesses.
Our Team
More than 18,500 people, working from power stations,
depots, customer service centres, offices and shops.
* Unless otherwise stated, this Annual Report describes adjusted
operating profit before exceptional items, the impact of IAS 32 and
IAS 39 and after the removal of taxation and interest on profits from
jointly-controlled entities and associates. In addition, it describes
adjusted profit before tax before exceptional items, the impact of
IAS 32 and IAS 39 and after the removal of taxation on profits from
jointly-controlled entities and associates. It also describes adjusted
earnings and earnings per share before exceptional items, the
impact of IAS 32 and IAS 39 and deferred tax.
Key Performance Indicators
Adjusted Profit Before Tax* – £m
Operating Profit* – £m
2009
2008
2007
2006
2005
1,253.7
Generation and Supply
1,229.2
Energy Systems
1,079.3
Gas Storage
Telecoms
Contracting, Connections
and Metering
873.9
732.1
2007
2008
2009
632.5
471.1
55.9
13.9
711.1
544.4
50.9
14.3
832.0
584.2
42.7
15.5
61.7
68.7
74.8
Dividend – pence per share
Dividend – composition
66.0
Interim 30% (19.8 pence)
Final 70% (46.2 pence)
60.5
55.0
46.5
42.5
37.7
35.0
32.4
30.0
27.5
25.7
1999
2000
2001 2002 2003 2004 2005 2006 2007 2008 2009
Energy Customer Numbers – millions
Energy Customers Numbers – composition
2009
2008
2007
2006
2005
9.05
8.45
7.75
Electricity (residential)
56% (5.10 million)
Gas (residential)
39% (3.50 million)
6.70
6.10
Electricity and Gas (business)
5% (0.45 million)
Capital Expenditure – £m
Capital Expenditure 2008/09 – %
2009
2008
2007
2006
2005
810.3
663.4
502.1
383.5
1,279.8
Thermal Generation 17
Renewable Generation 41
Power Systems 25
Gas Storage 4
Other 13
Corporate Responsibility
Lost-time and Reportable Accidents – per 100,000 hours worked
(2007-2009 figures show Total Recordable Injury Rate)
Power Station CO2 Emissions – kilograms per kWh
Customer Minutes Lost – SEPD
Customer Minutes Lost – SHEPD
2005
2006
2007
2008
2009
N/A
N/A
84
82
0.08
0.62
71
65
0.05
0.55
72
77
0.04
0.50
67
72
0.07
0.49
66
75
Contents
01 Chairman’s Introduction
02 Overview of our Business
06 Our Strategy
08 Chief Executive’s Statement
18
19 Dividend
20
20
Financial Overview
Investment and Capital Expenditure
Financial Management and
Balance Sheet
Tax
22
22 Convertible Bond Maturity and
Authority to Purchase Own Shares
23 Corporate Responsibility
25 Performance Indicators
28 Generation and Supply
30 Generation
38 Supply
42 Networks
44 Electricity Networks
46 Gas Networks
47
Telecoms Networks
48 Energy-Related Services
48 Contracting, Connections and Metering
51 Energy and Home Services
52 Gas Storage
53 Managing Risk
55 Corporate Governance Report
62 Directors’ Report
64 Directors’ Biographies and Responsibilities
66 Remuneration Report
67 Remuneration Report – At a Glance
68 Remuneration Report – Remuneration
Explained
68
The Role of the Remuneration Committee
68
Total Remuneration Policy
72
Service Contracts
72 Non-Executive Directors
73 Remuneration Report – Remuneration
in Detail
Independent Auditor’s Report
76
77 Consolidated Income Statement
78 Balance Sheets
79 Statements of Recognised
Income and Expense
80 Cash Flow Statements
82 Notes on the Financial Statements
82
90
91
93
94
1. Significant Accounting Policies
2. Change in Accounting Policy
3. Segmental Information
4. Other Operating Income and Expense
5. Exceptional Items and Certain
Re-measurements
143 Shareholder Information
114 19. Trade and Other Payables
114 20. Current Tax Liabilities
114 21. Construction Contracts
114 22. Loans and Other Borrowings
118 23. Deferred Taxation
119 24. Provisions
6. Directors and Employees
7. Finance Income and Costs
8. Taxation
9. Dividends
10. Earnings Per Share
95
96
97
99
99
100 11. Intangible Assets
104 12. Property, Plant and Equipment 119 25. Share Capital
105 13. Investments
108 14. Subsidiary Undertakings
110 15. Acquisitions and Disposals
113 16. Inventories
113 17. Trade and Other Receivables
113 18. Cash and Cash Equivalents
120 26. Reserves
121 27. Retirement Benefit Obligations
125 28. Employee Share-based Payments
128 29. Financial Instruments and Risk
140 30. Related Party Transactions
141 31. Commitments and Contingencies
01
Chairman’s Introduction
Scottish and Southern Energy
Annual Report 2009
At a time of financial, economic and
energy market turmoil, a company’s
ability to deliver profit and dividend
growth in a responsible way has never
been more important.
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Report
This Annual Report describes in detail SSE’s
financial and operational performance
in 2008/09 and priorities for 2009/10 and
beyond. It also sets out SSE’s approach
to the vital issues of risk management,
corporate governance and remuneration –
all in the context of its strategy, purpose and
values. SSE believes it is not an exercise
in box-ticking, but a balanced portrayal
of the business. I would be very happy
to hear from any shareholder who has
suggestions for improving the Annual
Report in 2010.
Future
Many changes are likely to take place
in energy production, distribution and
consumption in the next decade. With
such a strong team in place throughout
SSE, however, I am very confident about
the future. The organisation is built for the
long term, and has the strategy, purpose,
values and people to deliver sustained
success in the coming years.//
Lord Smith of Kelvin Chairman
In 2008/09, SSE delivered a 2.0% increase
in adjusted profit before tax* and is
recommending a 9.1% increase in the
full-year dividend per share payable to
shareholders. This means that since it was
formed, SSE has achieved 10 successive
years of increasing profits and dividend.
No Frills
2008/09 was a tough year, dominated in
the first half by very high wholesale prices
for electricity and gas. Throughout, SSE
managed its business in its usual no-frills
way. That means delivering sector-leading
service to energy supply and electricity
distribution customers, dealing with the
difficult operational issues that arise
at power stations from time to time and
undertaking a significant programme of
investment in energy assets of crucial
importance in the UK and Ireland.
Strategy
In the current environment, SSE’s strategy
– operating and investing in a balanced
range of regulated and non-regulated
energy businesses – is straightforward
and has obvious benefits. It supports
SSE’s fundamental commitment to
maintaining annual real dividend growth,
with the next step being the increase of
at least 4% more than inflation targeted
for 2009/10.
Investment
Dividend growth is supported by
investment. Securing future supplies
and tackling climate change are now
the twin goals of energy policy in the UK,
Ireland and throughout the European
Union, and our programme of investment
continues to reflect this. As a result, our
portfolio of assets is growing, with the
completion during 2008/09 of the large-
scale hydro electric scheme at Glendoe,
near Loch Ness, being a particularly
significant accomplishment. This should be
followed during 2009/10 by the completion
of Marchwood, which will be one of the
most efficient gas-fired power stations
in the UK. Major infrastructure projects
always present challenges, but I am
confident that SSE’s growing capability
in this area will stand the company in
good stead in the years to come.
Purpose
In total, SSE is planning to invest around
£6.7bn in the five years between 2008
and 2013. This investment is geared to
fulfilling SSE’s core purpose, which is
to provide the energy people need in a
reliable and sustainable way. SSE has
two types of customer – those to whom
it supplies energy and related services
within competitive markets and those
to whom it delivers energy through
economically-regulated regional networks
– and its commitment to delivering best-
in-sector service applies across the board.
Values
Service is part of the ‘SSE SET’ of
core values – Safety, Service, Efficiency,
Sustainability, Excellence and Teamwork.
Applying them has resulted in SSE
doubling the regulated asset value of its
networks, the capacity of its generation
portfolio, the number of energy supply
customers and the dividend per share
in seven years. They will continue to be
the mainstay of the company.
People
The SSE team – now numbering more
than 18,500 people – works together in
an outstanding way and it is a privilege
for the non-Executive Directors, including
our new colleague Thomas Andersen,
and me to be associated with them.
02
Overview of our Business
Scottish and Southern Energy
Annual Report 2009
Scottish and Southern Energy is involved in the
generation of electricity; the supply of electricity
and gas; electricity, gas and telecoms networks; and
other energy-related services such as gas storage,
contracting, connections and metering.
Generation
Supply
Sustainability, Diversity, Optionality
Affordability, Products, Service
SSE owns around 10,700MW of electricity
generation capacity in the UK and Ireland,
comprising around: 4,500MW of gas- and
oil-fired capacity; 4,000MW of coal-fi red
capacity (with biomass co-firing capability) and
2,200MW of hydro, wind and dedicated biomass
capacity, making it the UK’s largest generator
of electricity from renewable sources and
giving it the most diverse mix of fuels.
SSE supplies electricity and gas to over nine
million domestic, commercial and industrial
customers within Great Britain’s competitive
market and to around 50,000 customers in the
Irish all-island market. It is the second largest
supplier of energy in Great Britain and supplies
energy under the Southern Electric, SWALEC,
Scottish Hydro Electric, Atlantic Electric and
Gas and (in Ireland) Airtricity brands.
10.7GW
Capacity
41.2TWh £4.3bn
Output 08/09
Investment 08-13
Capacity – Composition
Gas/Oil 42% (4.5GW)
Coal/Biomass 37% (4.0GW)
Renewable 21% (2.2GW)
9m
Customers
1st
Service ranking
191k
Homes insulated
Supply Brands
Key Priorities
k Complying with safety and environmental requirements
k Maintaining availability of power stations to generate
k Investment in refurbishment of existing assets
k Delivering new plant for generating electricity
Key Priorities
k Providing value for customers’ money through fair pricing
k Delivering best-in-sector service
k Developing existing and new energy products
k Completing energy effi ciency programmes
03
Scottish and Southern Energy
Annual Report 2009
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Networks
Energy-Related Services
Reliability, Safety, Effi ciency
Dependability, Security, Innovation
SSE distributes electricity to over 3.5 million
properties in northern Scotland and central
southern England via overhead lines and
underground cables. It also owns 50% of Scotia
Gas Networks, which owns and operates the
Scotland and Southern gas distribution networks.
All these networks are subject to incentive-
based regulation by Ofgem. After electricity and
gas, telecoms is SSE’s third network business.
SSE provides energy and utility-related services.
It owns and operates the UK’s largest onshore
gas storage facility and is developing a second
such facility. Its Contracting group operates
from almost 60 regional offi ces throughout
Great Britain. SSE Utility Solutions provides a
‘one-stop’ approach for customers in the land
development and construction sectors. SSE
Home Services has over 330,000 customers.
£4.7bn 127k
RAV
Power network (km)
74k
Gas network (km)
30
Lighting contracts
325mcm
Gas storage capacity
47
Networks
Regulated Asset Value of Energy Networks (£bn*)
Energy-Related Services
2009
2008
2007
2006
2005
* Includes 50% of SGN
2.5
4.7
4.5
4.2
4.1
Key Priorities
k Maintaining safe and reliable supplies of power and gas
k Efficient delivery of investment in networks
k Upgrade work on Beauly-Denny transmission line
k Complete electricity distribution price control review with Ofgem
Key Priorities
k Development of additional gas storage capacity
k High service standards to maximise ‘repeat’ contracting business
k Building up ‘one stop’ approach to utility provision
k Continued expansion of Home Services
04
Overview of our Business (continued)
Scottish and Southern Energy
Annual Report 2009
Scottish and Southern Energy is governed by
a number of key financial principles including:
well-founded investments; maintenance of a strong
balance sheet; and sustained real dividend growth.
Investment
Financing
Diversity, Optionality, Risk Management
Strength, Flexibility, Opportunism
SSE has plans to invest around £6.7bn
(excluding SGN) between 2008 and 2013.
The principal focus of the investment
(around £3bn) is renewable energy, but
investment is also planned in thermal
generation, electricity networks and in other
areas such as gas storage. The result of this
will be a significantly enhanced asset base
and additional cash fl ows.
SSE retains one of the strongest balance
sheets in the global utility sector (rated ‘A’
by Standard & Poor’s and ‘A2’ by Moody’s).
It maintains a flexible approach to fi nancing
investment. Since July 2008 it has secured
funding and facilities totalling almost £4bn,
including gross proceeds of £479m from the
placing of 42 million shares (approximately
4.8% of its share capital).
*
£1.28bn c£1.50bn
Capex 08/09
Capex 09/10
*
c£3.9bn
Capex 2010-2013
£479m £500m £700m
Placing proceeds
20-year bond
Five-year bond
* Forecast
Shape of investment 08-13
Renewable 46%
Thermal Generation 18%
Electricity Networks 27%
Other 9%
Capital expenditure
2009
2008
2007
2006
2005
810.3
663.4
502.1
383.5
1,279.8
Key Priorities
k Maintaining a balanced approach to investment
k Beat cost of capital and exceed appropriate hurdle rates
k Effective management of specific projects
k Marchwood, Clyde, Greater Gabbard, Beauly-Denny, Aldbrough
Key Priorities
k Maintain a strong balance sheet
k Operate with a sound debt structure
k Continuity of funding and flexibility
k Focus on strong cash flows
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Scottish and Southern Energy
Annual Report 2009
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Risk
Outlook
Strategy, Balance, Limited Value at Risk
Sustainability, Security, Growth
SSE’s principal risk management approach
is its fundamental strategy: operating and
investing in a balanced range of regulated
and non-regulated energy-related and utility
businesses. This limits the extent of any single
risk and the value associated with it. The need
to limit value at risk is at the heart of SSE’s
decision-making process and the approach
to acquisitions is also disciplined.
SSE’s first responsibility to shareholders is
to deliver sustained, year-on-year increases
in the dividend payable to shareholders. Its
recommended full-year dividend for 2008/09
is 66p per share and its target for 2009/10 is
at least 4% annual real growth, with sustained
real growth thereafter. SSE is one of just 11
FTSE 100 companies to have delivered above
inflation dividend growth every year since 1998.
38%
Regulated
54%
Generation and Supply
8%
Other
66.0p 10.7%
FY dividend 08/09 Compound Annual
4%
Target dividend
Growth Rate 2002-2009 growth (real) 09/10
Sources of operating profi t 08/09*
Dividend (pence per share)
Regulated 38%
Generation and Supply 54%
Other 8%
66.0
60.5
55.0
46.5
42.5
37.7
35.0
32.4
30.0
25.7
27.5
1999
2000
2001 2002 2003 2004 2005 2006 2007 2008 2009
Key Priorities
k Maintaining balanced business model
k Investment in various sources of profitability
k Continually developing options for the future
k Managing strong systems of internal control
Key Priorities
k Maintain record of year-on-year growth
k Invest to support cash flows
k Set out new dividend policy in 2010
k Long-term target to double dividend again
06
Our Strategy
Scottish and Southern Energy
Annual Report 2009
Scottish and Southern Energy’s strategy is to deliver sustained
real growth in the dividend through the efficient operation of, and
investment in, a balanced range of regulated and non-regulated
energy-related businesses.
SSE is involved in three separate activities which are the subject
of economic regulation – electricity transmission, electricity
distribution and (through its 50% stake in Scotia Gas Networks)
gas distribution. Its other principal activities – electricity generation,
energy supply and other energy-related services – are not the
subject of economic regulation.
During 2008/09, 38% of SSE’s operating profit was derived
from its economically-regulated activities and 62% was derived
from the non-regulated activities. SSE has, therefore, a broad
platform from which to deliver sustained real dividend growth.
Operating Regulated Businesses
SSE is responsible for delivering electricity to around 3.5 million properties in a reliable way,
and the regulator Ofgem provides incentives for delivering a good quality of supply to customers.
2008/09 Progress
2008/09 Measurement
2009/10 Priorities
What we achieved in 2008/09 against
these priorities
How we measure progress against
each strategic priority
What we are focused on in 2009/10
k Average number of minutes customers
were without supply in Southern Electric
Power Distribution region was 66.
k Average number of power supply
interruptions per 100 customers
was 64.
k Average number of minutes
Customer Minutes Lost
67
66
customers were without supply
in Scottish Hydro Electric Power
Distribution region was 75.
k Average number of power supply
interruptions per 100 customers
was 76.
2008
2009
Customer Minutes Lost in Southern Electric
Power Distribution region
Investing in Regulated Businesses
k Keep number of power cuts
to minimum.
k Keep duration of power cuts
to minimum.
k Deliver best-in-sector telephone
service to customers.
k Identify innovative ways to operate
networks.
Investment in electricity and gas networks is regulated by Ofgem. This investment increases
their Regulated Asset Value (RAV) which helps determine the revenue companies can earn
under their Price Controls.
2008/09 Progress
2008/09 Measurement
2009/10 Priorities
What we achieved in 2008/09 against
these priorities
How we measure progress against
each strategic priority
What we are focused on in 2009/10
k Total investment of £314.6m
in electricity networks.
k RAV of electricity networks grew
to £2.9bn.
k Share of SGN capex/repex – £191.4m.
k Share of RAV of SGN’s gas networks
grew to £1.8bn.
Regulated Asset Value
4.5
4.7
k Deliver efficient capital expenditure
in electricity distribution.
k Secure good outcome from
Distribution Price Control Review
2010-15.
k Secure consent to upgrade
Beauly-Denny transmission line.
k Support capital and replacement
expenditure in SGN.
£bn
2008
2009
The Regulated Asset Value of SSE’s electricity
and gas network assets (equity share)
07
Scottish and Southern Energy
Annual Report 2009
Scottish and Southern Energy’s strategy is to deliver
sustained real growth in the dividend through the efficient
operation of, and investment in, a balanced range of
regulated and non-regulated energy-related businesses.
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Operating Non-Regulated Businesses
SSE supplies energy to industrial, commercial and domestic customers in the markets in
Great Britain and Ireland and is also involved in electrical and utility contracting, connections,
metering, home and energy services, and gas storage.
2008/09 Progress
2008/09 Measurement
2009/10 Priorities
What we achieved in 2008/09 against
these priorities
How we measure progress against
each strategic priority
What we are focused on in 2009/10
k Total number of energy supply
customers in GB up 600,000 to
9.05 million.
k Total number of energy supply
Energy Supply Customers
9.05
8.45
customers in all-island market
in Ireland up 25% to 50,000.
k Top-ranked energy supplier in four
independent analyses of customer
service in GB.
k New better plan energy efficiency
product attracted 125,000 new
accounts, taking total to 165,000.
Million
2008
2009
k Add to number of energy supply
customers.
k Increase the number of customers
with better plan.
k Maintain best-in-sector position
in customer service.
k Deliver energy efficiency programmes.
Investing in Non-Regulated Businesses
SSE invests in maintaining existing, and developing new, electricity generation and gas storage
assets, influenced by the low carbon and security of supply policy goals adopted by the EU.
2008/09 Progress
2008/09 Measurement
2009/10 Priorities
What we achieved in 2008/09 against
these priorities
How we measure progress against
each strategic priority
What we are focused on in 2009/10
k Total investment of £741.8m in
maintaining and developing new
electricity generation assets.
k New 100MW Glendoe hydro electric
scheme and 90MW of new wind farm
capacity completed.
k Work under way on Greater Gabbard,
the biggest offshore wind farm under
construction in the world.
k First import/export of gas at
new Aldbrough storage facility.
Investment in Renewable Energy
k Increase renewable energy capacity
525.6
in operation.
k Start construction work at Clyde
wind farm.
k Start offshore construction work
at Greater Gabbard.
k Deliver additional gas storage
capacity at Aldbrough.
£m
132.8
2008
2009
08
Chief Executive’s Statement
Scottish and Southern Energy
Annual Report 2009
Dividend –
9.1% higher
than last year
SSE’s first responsibility to
shareholders is to deliver sustained
real growth in the dividend. At 66.0p,
the recommended full-year dividend is
9.1% higher than in the previous year.
Purpose and Strategy
SSE’s core purpose is to provide the
energy people need in a reliable and
sustainable way. In line with this, its
strategy has been and will continue to
be the delivery of sustained real growth
in the dividend payable to shareholders
through the efficient operation of, and
investment in, a balanced range of
regulated and non-regulated energy-
related businesses.
Within this strategic framework, SSE
will continue to focus on enhancing and
creating value for shareholders from
its energy-related activities in the UK
and Ireland and, over time, from the
development of a European renewable
energy business.
Financial Principles
Implementation of the strategy will
continue to be founded on SSE’s well-
established financial principles. These
principles are the:
k effective management of core
businesses;
k maintenance of a strong balance
sheet;
k rigorous analysis to ensure
investments are well-founded and,
where appropriate, innovative;
k deployment of a selective and
disciplined approach to acquisitions;
k use of purchase in the market of
the company’s own shares as the
benchmark against which financial
decisions are taken; and, most
fundamentally of all,
k delivery of sustained real dividend
SSE has six core values –
the ‘SSE SET’ – against which
it has key performance indicators.
Safety Service Efficiency Sustainability Excellence Teamwork
We believe all accidents are preventable, so we aim
to do everything safely and responsibly, or not at all.
This means we believe all of our work can and should
be carried out without any harm to employees,
contractors, customers or any other people.
Lost-time and Reportable Injury Rate
per 100,000 Hours Worked
2009
2008
2007
0.07
0.04
0.05
0.07
growth.
Delivery Against Purpose,
Strategy and Principles
The Board is recommending a final
dividend of 46.2p per share, making
a full-year dividend of 66.0p, an increase
of 9.1% on the previous year. The full-
year dividend payment for 2008/09 is
covered 1.57 times by SSE’s adjusted
profit after tax and is more than double
the dividend per share paid seven years
ago, in 2001/02.
Through investment and acquisition,
the Regulated Asset Value (RAV) of SSE’s
energy networks businesses has doubled
in six years, to £4.7bn (including SGN), and
the capacity of SSE’s power stations has
doubled in seven years, to 10.7 gigawatts
(GW). As a result of effective management
of core businesses, the number of
customer accounts to which SSE supplies
energy has also doubled in seven years,
to over nine million. This, allied to SSE’s
09
Scottish and Southern Energy
Annual Report 2009
expansion in contracting, connections,
metering, gas storage and other
businesses makes SSE the biggest and
broadest-based energy company in the UK.
Future Environment
In October 2008, the UK Industry Task
Force on Peak Oil, of which SSE is a
member, published a report, The Oil
Crunch, which stated that a peak in
cheap, easily available oil production
is likely to be reached as early as 2013.
It said that the key to all three threats
facing the UK, Ireland and other countries
– energy security, climate change and
peak oil – is ‘immediate and rapid
acceleration in our use of non-fossil
sources of energy, and reduction in the
overall demand for energy’.
The requirement for such an immediate
and rapid acceleration in the use of non-
fossil sources of energy has been put on
a statutory footing in the European Union,
with the adoption of the Renewable
Energy Directive, and in the UK, with
the passing of the Climate Change Act.
This means it is no longer sustainable –
in any sense – for energy companies to
develop their business on the basis of
ever-increasing consumption; indeed,
the reverse is the case.
Implications for SSE
SSE believes that the energy price
volatility which the world experienced
during 2008 was a foretaste of what is
likely to happen as the supply of finite
resources like oil and gas begins to
struggle to keep pace with the demand.
While the economic slowdown is likely
to postpone for a time the full impact of
this being felt in the UK and elsewhere,
it will not prevent it.
For SSE, this means:
Outlook for 2009/10 and Beyond
The economic outlook for 2009/10 remains
uncertain and the timing, speed and extent
of any recovery are all open to question.
Against this background, SSE offers three
key advantages.
First, its core purpose is to provide energy –
something which people need, rather than
want. Second, its strategy of maintaining
a balanced range of regulated and non-
regulated energy-related businesses
reduces the risk associated with any
particular business activity and provides
a broad platform from which to maintain
sustained real dividend growth. Third,
that over-riding financial goal – sustained
real dividend growth – is reasonable
and straightforward.
Against this background, SSE’s priorities
during 2009/10 are to:
k work in a safe and responsible manner;
k achieve excellence in all aspects of
customer service, including energy
networks;
k increase the number of customers
in energy supply and home services;
k ensure power stations maintain a high
level of availability to generate electricity;
k deliver efficient investment throughout
its activities, especially in the major
projects in generation, electricity
networks and gas storage; and
k sustain through the economic
downturn its other businesses
such as contracting, connections
and telecoms. //
Ian Marchant Chief Executive
Dividend – pence per share
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Thoughts on…
In the following pages Chief Executive
Ian Marchant gives his perspective on
key issues which SSE is dealing with
as it works to fulfil its core purpose
of providing the energy people need
in a reliable and sustainable way.
66.0
60.5
55.0
k producing electricity in a more
sustainable way with new
developments in generation that
make better use of the world’s
natural resources;
k helping make electricity and gas more
affordable by offering ways to enable
and encourage customers to take
control of, and be more efficient in,
their use of energy;
k ensuring the distribution of energy
remains reliable, as sources and use
of electricity and gas change, through
investment in networks; and
k providing more gas storage capacity
for the UK to maintain dependable
supplies of energy as the peak of
easily available oil and gas production
approaches.
46.5
42.5
37.7
35.0
32.4
30.0
27.5
25.7
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
10
Thoughts on… Generation
Scottish and Southern Energy
Annual Report 2009
Sustainability
Affordability
Reliability
Dependability
Glendoe Hydro Electric Scheme
In December 2008 I went on a roadshow around SSE’s major sites to mark the
10th anniversary of the company’s formation. The highlight was an early morning
visit to Glendoe to see the end of its first 24-hour run at its full load of 100MW.
This was my fifth visit to the project, starting with the ground-breaking back in 2006.
Although Glendoe is a small part of our overall £6.7bn investment programme,
it has always been my personal favourite as it demonstrates a successful blend
of our heritage and engineering skills with our drive to improve the sustainability
of our generation business.
As the evidence on climate change becomes clearer, we are going to have to
change both how we use energy and how we produce it. Glendoe is a key part
of our commitment in this vital area, and having successfully completed it I expect
us to follow it with more investments in renewable energy in the future.
12
Thoughts on… Supply
Scottish and Southern Energy
Annual Report 2009
Sustainability
Affordability
Reliability
Dependability
Insulation
Last year proved to be one of the most difficult I have known as we saw the
combination of enormous fuel price volatility and the onset of difficult economic
times. It was really disappointing to have to increase prices in the summer,
but I was pleased we could announce some reduction in February.
I know that high energy bills cause problems for our customers and for this reason
we were happy to step up our efforts in energy efficiency and during last year we
supported insulation in over 190,000 homes – as well as providing around 16 million
low energy light bulbs.
When I meet politicians and regulators, I always say that our job as an energy
supplier is to help people use less energy. That’s why we’ve been heavily involved
in trials of ‘smart’ meters, which give customers real-time information about the
energy they’re consuming. It’s vital they’re installed in houses up and down the
country as soon as possible.
14
Thoughts on… Networks
Scottish and Southern Energy
Annual Report 2009
Sustainability
Affordability
Reliability
Dependability
Line Patrol
Providing reliable supplies of power and gas is essential to the communities
we serve. We distribute energy in some of the most remote and isolated parts
of the country and in some of the most densely-populated.
The challenge is the same: to make our energy networks as resilient as possible
and respond as quickly as possible when they fail. As I meet our teams involved
in the work, I am always impressed by their dedication and commitment – often
in atrocious weather conditions.
As a driver, I know what it’s like having to negotiate roadworks on my way to work.
We don’t like digging up the roads and are always looking at ways of repairing or
replacing our cables and pipes that minimise disruption. We’re trialling a number
of techniques which reduce the impact of our activities and improve the usage of
our assets. It has been good to see new thinking being brought to what many regard
as a traditional industry.
16
Thoughts on… Energy-Related Services
Scottish and Southern Energy
Annual Report 2009
Sustainability
Affordability
Reliability
Dependability
Aldbrough
‘Energy security’ is one of those phrases that can mean a lot of different
things – partly because it has so many different facets. For example, we are
increasingly dependent in the UK on energy imports as our own reserves decline.
How we address this in the context of a global economy is something we have
looked at over the last year. We don’t pretend to have all the answers, but one
thing is clear to us: we will need more gas storage facilities. We already own
the largest onshore facility at Hornsea and are building the UK’s newest storage
at Aldbrough on the east coast.
We now have the opportunity to extend Aldbrough, making another contribution
to the energy needs of the UK. There are huge challenges to be faced if the UK
is to maintain secure energy supplies and meet renewable energy targets.
The more successful and profitable SSE is, the better-placed we will be to help
meet those challenges in the future.
18
Financial Overview
Scottish and Southern Energy
Annual Report 2009
Adjusted profit
before tax* grew
by 2.0%
SSE’s adjusted profit before tax* grew
by 2.0%, to £1,253.7m. This is SSE’s
tenth successive increase since it
was formed in 1998.
Safety Service Efficiency Sustainability Excellence Teamwork
We give our customers service that we are proud of and
make commitments that we deliver. This means making
commitments that are of value to customers and that they
can trust – in the knowledge that they are being served
by people who genuinely care.
uSwitch.com Customer
Service Ranking
2009
2008
2007
1st
1st
1st
1st
Financial Results for 2008/09
These results for the year to 31 March
2009 are reported under International
Financial Reporting Standards, as
adopted by the EU. SSE’s focus has
consistently been on profit before tax
before exceptional items, the impact of
International Accounting Standards IAS 32
and IAS 39, and after the removal of
taxation on profits from jointly controlled
entities and associates (adjusted profit
before tax*). The table opposite reconciles
SSE’s reported profit before tax and its
adjusted profit before tax*.
Like all major energy suppliers, SSE has
to enter into forward commodity contracts
(principally coal, oil, gas, carbon and
wholesale electricity) to ensure the future
requirements of customers are met.
Some of these contracts are deemed
to be derivative financial instruments
and so must be fair-valued under IAS 39.
This means that the prevailing forward
market price at 31 March 2009 is applied
to these contracts. SSE sets out these
fair-value adjustments separately, as
re-measurements, because they are
unrealised and non-cash.
The statutory results include charges
to operating profit relating to these fair-
value adjustments of £1,263.2m, which
compares with £164.1m in the previous
year. This mainly represents unrealised
mark-to-market losses created by
commodity contracts, most of which
were entered into in the first half of the
financial year and which were priced
above the wholesale market value of
commodities as at the financial year-end.
The extent of the actual profit or loss
arising over the life of these contracts –
many of which were entered into to
provide fixed price energy to industrial
and commercial customers – will not
be determined until they unwind; for over
60% of the total energy volume, this will
be in 2009/10.
Adjusted Profit Before Tax* in 2008/09
Adjusted profit before tax* rose by 2.0%,
from £1,229.2m to £1,253.7m. This is
modest growth, consistent with the
objective which SSE stated at its Annual
General Meeting in July 2008.
In November 2008, SSE highlighted three
particular issues that had influenced
profitability in the first six months of the
financial year – although none of these
issues can be viewed in isolation and
need to be considered in the context of
the conditions in the wholesale energy
markets prevailing at the time. In the
second half of the financial year:
March 08
£m
year, an increase of 9%. This will make
a full-year dividend of 66.0p, which is:
W
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19
Scottish and Southern Energy
Annual Report 2009
Reported profit before tax
Movement on derivatives (IAS 39)
Exceptional items
Tax on JVs and Associates
Interest on convertible debt
Adjusted profit before tax*
Adjusted current tax charge
Adjusted profit after tax*
Reported profit after tax
Number of shares for basic and
adjusted EPS (million)
Adjusted EPS*
Basic EPS
March 09
£m
53.3
1,263.2
(102.7)
39.3
0.6
1,253.7
(300.4)
953.3
112.3
883.0
108.0
12.7
1,083.8
164.1
(65.2)
41.9
4.6
1,229.2
(317.2)
912.0
873.2
863.2
105.6
101.1
k The progress made in installing flue
gas desulphurisation (FGD) equipment
at Fiddler’s Ferry and Ferrybridge
power stations meant SSE was able
to operate all of the affected plant at
the stations without any restrictions
on either running hours or electricity
output from January 2009 and
February 2009 respectively.
k The significant imbalance between
the cost of energy procured and the
cost of energy supplied in the first
half of the year was addressed to the
extent that SSE was able to announce
a reduction in electricity and gas
prices for domestic customers
in February 2009.
k The major unplanned outage at
Medway power station was covered
by business interruption insurance
from the middle of November 2008,
and is now close to an end.
Adjusted profit before tax* during
2008/09 also reflects the requirement
to make a provision of £9.6m in respect of
a reorganisation of SSE’s Home Services
businesses, including appliance retailing.
Exceptional Items
There was one exceptional item during
2008/09: the profit of £102.7m secured
on the disposal in November 2008 of 50%
of the equity in Greater Gabbard Offshore
Winds Limited (SSE retained the other 50%).
Adjusted Profit Before Tax* for 2009/10
SSE’s emphasis is on adjusted profit
before tax* on a full-year, as opposed to
half-year, basis and since it was formed
in 1998 it has delivered 10 successive
increases in profit before tax.
The general economic environment is
likely to be challenging during 2009/10.
Forecasts for wholesale electricity prices
suggest they will not be at the high levels
seen in previous years. In addition, there
is clear evidence of a likely lowering in
demand for energy. Nevertheless, SSE
is aiming to deliver a moderate increase
in profit before tax in 2009/10.
Actual adjusted profit before tax will, in
practice and as always, be determined by
issues such as: the availability of SSE’s
gas- and coal-fired power stations to
generate electricity; the output of
renewable energy from SSE’s hydro
electric stations and wind farms; the
impact of the weather on energy
production and consumption and the
actual level of consumption; and the
interaction between wholesale prices
for energy and the prices for electricity
and gas charged to customers.
Adjusted Earnings Per Share*
To monitor financial performance over
the medium term, SSE continues to
focus on adjusted earnings per share*
because it has the straightforward virtue
of defining the amount of profit after tax
that has been earned for each ordinary
share and so reflects a clear view of
underlying financial performance. In
2008/09, SSE’s adjusted earnings per
share were 108.0p, compared with 105.6p
in the previous year.
Dividend
Final Dividend
SSE’s first responsibility to shareholders
is to deliver sustained real growth in the
dividend. The Board is recommending
a final dividend of 46.2p per share,
compared with 42.4p in the previous
k an increase of 9.1% compared with
2007/08;
k a real-terms increase of 9.5%, based
on the average rate of inflation in
the UK between April 2008 and
March 2009;
k more than double the dividend paid
in 2001/02, since when there has been
compound annual growth of 10.7%;
and
k covered 1.57 times by SSE’s adjusted
profit after tax, compared with 1.73
times in 2007/08.
The first full-year dividend was paid by
SSE in 1999, so the recommended full-
year dividend increase of 9.1% represents
the tenth successive above-inflation
dividend increase since then. SSE is one
of just 11 FTSE 100 companies to have
delivered better-than-inflation dividend
growth every year during this period, and
ranks fifth amongst that group in terms
of compound annual growth rate over
that time.
Future Dividend
According to a study by Standard & Poor’s
Equity Research, dividend payments
by FTSE 100 companies were reduced
by 40% in 2008, and this has continued
in 2009. Against this background, SSE
remains acutely aware of its first
responsibility to shareholders: to deliver
sustained real growth in the dividend.
Its target for 2009/10 as a whole is to
grow the dividend by at least 4% more
than inflation (based on the average rate
of inflation in the UK between April 2009
and March 2010).
Since 2005, SSE’s target for dividends
after 2010 has been ‘sustained real
growth’, and that remains the case. It
will set out more defined dividend targets
by its preliminary results statement in
May 2010.
The first full-year dividend paid by SSE
was 25.7p per share, in 1999. By 2007,
the dividend was more than twice the
original level. The next milestone will be
to deliver a dividend that is three times
SSE’s first payment. That milestone is on
the road to SSE’s long-term target, which
is to double the dividend again, from the
2007 level.
SSE’s strategy is explicitly designed to
deliver sustained real dividend growth
and its operational and investment
decisions are all taken to support
its achievement. /
20
Financial Overview (continued)
Scottish and Southern Energy
Annual Report 2009
Investment and
Capital Expenditure
Introduction
In March 2008, SSE set out plans to
invest around £6.7bn (excluding SGN) in
the five years to March 2013 – one of the
biggest capital investment programmes
currently being undertaken in the UK
by a FTSE 100 company.
The principal focus of the investment
programme is renewable energy, the
requirement for which is underpinned
by statute at EU and Member State level.
At the same time, significant investment
is also taking place in thermal generation,
electricity networks and in a number of
other areas, such as gas storage. It will
support the maintenance and development
of assets which are of strategic significance
in the context of energy policy in the UK,
Ireland and elsewhere in the EU and will
result in SSE benefiting from a significantly
enhanced asset base and additional cash
flows, which will support future dividend
growth. All of this investment is, therefore,
well-founded in accordance with SSE’s
financial principles.
Investment in 2008/09
2008/09 represented the first year of
SSE’s five-year investment programme,
and capital and investment expenditure
(excluding SGN) totalled £1,279.8m,
compared with £810.3m in the previous year.
Separately, SSE’s share of SGN’s capital
and replacement expenditure was £191.4m,
compared with £189.5m in the previous year.
In the five years to 31 March 2009, SSE’s
capital and investment expenditure totalled
more than £3.6bn, compared with just over
£1.6bn in the five years to 31 March 2004.
During the 2004-09 period, SSE has built
up a significant amount of experience and
capability in the delivery of major projects.
Inevitably, such experience and capability
reflects both the problems that have had
to be dealt with and the successes that
have been achieved.
During 2008/09, there was total investment
of £741.8m in Generation, compared with
£379.0m in the previous year.
The investment of £216.2m in thermal
generation includes SSE’s 50% share
of the Marchwood development and the
installation of FGD equipment at Fiddler’s
Ferry and Ferrybridge. The investment in
renewable generation includes construction
Investment and Capital Expenditure Key Performance Indicators
March 09
£m
March 08
£m
Thermal Generation investment
Renewable Generation investment
Power Systems investment
Gas Storage investment
Other
216.2
525.6
314.6
55.4
168.0
Total investment and capital expenditure
1,279.8
246.2
132.8
264.4
40.9
126.0
810.3
SSE share of SGN capital/replacement
expenditure
191.4
189.5
work at Glendoe, and work at a number
of wind farm developments. The total
includes 50% (£210.5m) of the investment
at Greater Gabbard during 2008/09.
Capital expenditure in Power Systems was
£314.6m, compared with £264.4m in the
previous year, in line with the investment
focus described under ‘Electricity Network
Investment’ (see below). The largest project
in the programme is the £16m installation
of the two new 132kV underground cables
between Bramley and Basingstoke, where
the on-load commissioning has been
successfully completed.
A total of £39.7m was invested in the new
gas storage facility at Aldbrough during
the period. SSE has so far invested
£181.3m at Aldbrough.
Other investment and capital expenditure
includes the acquisition in December
2008 of the customer service centre in
Cumbernauld from Barclaycard and the
development of SSE’s new operations centre
near Havant on the south coast of England,
which will replace and upgrade a number of
existing facilities and buildings in that area.
Just over £800m has been invested
by SSE in assets which were still under
construction at 31 March 2009 but which
have yet to contribute earnings, including
its shares of Greater Gabbard offshore
wind farm and Marchwood power station.
Future Investment Priorities
in 2009/10 and Beyond
SSE expects its capital and investment
expenditure will reach around £1.5bn
during 2009/10 as significant projects
such as the Clyde, Griffin and Greater
Gabbard wind farms, the Aldbrough gas
storage facility and, subject to Ministers’
views, the Beauly-Denny replacement
transmission line make progress.
In the two years to 31 March 2010, SSE will
have undertaken capital and investment
expenditure of around £2.8bn, which is just
over two-fifths of the £6.7bn envisaged for
the five years to March 2013. Significant
parts of its investment programme are
discretionary in nature; others, such as the
Griffin wind farm, have been included in
the programme following an acquisition
because they offer the prospect of a higher
return on investment than other projects,
which have been displaced.
Inevitably, therefore, the £6.7bn programme
is constantly monitored and kept under
review, to make sure that SSE is taking
advantage of the best opportunities to
invest and to make sure that the best
projects are prioritised – and all at the
optimum time. The risks involved in any
individual investment decision – market,
technology and construction – are also very
carefully considered. These decisions are
taken in a way which is consistent with
SSE’s financial principles, targeting returns
which are greater than the cost of capital,
enhance earnings and contribute to
dividend growth.
Financial Management
and Balance Sheet
Treasury Policy
SSE’s operations are generally financed
by a combination of retained profits,
bank borrowings, bond issuance and
commercial paper. As a matter of policy,
a minimum of 50% of SSE’s debt is subject
to fixed or inflation-linked rates of interest.
Within this policy framework, SSE borrows
as required on different interest bases, with
derivatives and forward rate agreements
being used to achieve the desired out-turn
interest rate profile. At 31 March 2009,
after taking account of interest rate swaps,
84.8% of SSE’s borrowings were at fixed
or inflation-linked rates.
21
Scottish and Southern Energy
Annual Report 2009
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Borrowings are made in both sterling and
euro to reflect the underlying currency
denomination of assets and cashflows
within SSE. All other foreign currency
borrowings are swapped back into sterling.
The United Kingdom remains SSE’s main
area of operation, although business
activities in overseas markets – most
notably the Republic of Ireland – have
grown during the year. Transactional
foreign exchange risk arises in respect of
procurement contracts, fuel and carbon
purchasing, commodity hedging and
energy trading operations, and long-term
service agreements for plant. SSE’s policy
is to hedge all material transactional
foreign exchange exposures through the
use of forward currency purchases and/or
derivative instruments. Indirect foreign
exchange exposures created by SSE’s gas
purchasing are similarly hedged on an
ongoing basis.
Translational foreign exchange risk arises
in respect of overseas investments, and
hedging in respect of such exposures
is determined as appropriate to the
circumstances on a case-by-case basis.
Net Debt and Cash Flow
On an unadjusted basis, SSE’s net debt
was £5.100bn at 31 March 2009. There
were, however, outstanding liquid funds
of £277.8m relating to power purchase
agreements and wholesale energy
transactions, the majority of which
was reconciled and settled in April 2009.
SSE believes, therefore, that it is more
meaningful to adjust its net debt
accordingly, giving a total for 31 March 2009
of £4.822bn. This adjusted total compares
directly with £4.646bn at 30 September
2008 and £3.660bn at 31 March 2008.
Net debt on 31 March 2009 was inflated
by around £500m by three issues:
k the delay to the end of August 2008 in
implementing increases in domestic
prices has resulted in some
additional revenue being collected
after 31 March 2009;
Financial Management and Balance Sheet
Key Performance Indicators
Adjusted net debt (£bn)
Average debt maturity
(years)
Underlying interest cover
(excluding SGN)
Shares in issue
March 09 March 08
4.822
3.660
11.8
8.6
6.5
920.4
11.7
870.1
k the delay in Fiddler’s Ferry and
Ferrybridge power stations returning
to unrestricted operations resulted
in higher than normal stocks of coal
and biomass being in place at the
end of the financial year; and
k the conversion of €1.092bn of euro
denominated debt into sterling for
accounting purposes, after a period in
which the value of the euro appreciated
significantly versus sterling, increased
the sterling equivalent value of (but
not actual) debt.
The adjusted net debt number of
£4.822bn, would result in a Net Debt/
EBITDA ratio of around 2.9 on 31 March
2009 (excluding SGN).
Borrowings and Facilities
The objective for SSE is to maintain a
balance between continuity of funding and
flexibility, with debt maturities staggered
across a broad range of dates. Its average
age of debt as at 31 March 2009 was
11.8 years, compared with 9.6 years
as at 30 September 2008 and 8.6 years
at 31 March 2008.
SSE’s debt structure remains strong, with
around £4.4bn of its net debt at 31 March
2009 in medium-to-long term borrowings
in the form of issued bonds, European
Investment Bank debt and long-term project
finance and other loans. Within this, less
than £150m of SSE’s medium- to long-term
borrowings will mature during 2009/10.
The balance of SSE’s net debt has been
financed with short-term commercial
paper and bank debt. A total of 19.5%
of SSE’s long-, medium- and short-term
borrowings will mature in 2009/10,
compared with 47.1% during 2008/09
and 20.4% during 2007/08.
On 3 April 2009, SSE entered into a new
£850m revolving credit facility, provided
by a group of nine banks, to run until June
2012. This represented the refinancing
and up-sizing of an existing £650m facility
that had been due to mature in November
2009. SSE has secured bank approval
for £150m of additional facilities with the
same maturity, subject to agreement of
documentation. In addition, it has available
to it a further €150m in outstanding
committed corporate bank facilities,
as well as additional available project
finance facilities in its Airtricity division.
Financing Investment
SSE’s investment programme is
supported by its carefully-maintained
balance sheet, which remains one of
the strongest in the global utility sector.
Its current corporate credit ratings are
‘A’ (Standard & Poor’s) and ‘A2’ (Moody’s).
In 2007/08 one utilities analyst team,
writing about SSE, said that ‘it is a feature
of today’s markets that investors view lack
of suitable leverage as one of the worst
“crimes” that a management can commit’.
Events in the financial markets during
2008/09 fully exposed the shortcomings
of that view, and reinforced the paramount
importance of avoiding inappropriately
large levels of debt and of maintaining
a strong financial profile.
SSE’s balance sheet position means it is
comparatively well-placed to raise finance
and in a position to pay interest at lower
rates than could otherwise be the case.
This is demonstrated by its success in
securing new funding of almost £4bn
since July 2008, despite the very difficult
market conditions experienced by all
borrowers. This included:
k a €600m five-year euro bond with
a coupon of 6.125%;
k a £350m 30-year sterling bond with
a coupon of 6.25%;
k a JPY28bn (equivalent to £208m)
five-year loan with an effective interest
rate of around 6%;
k a £500m 20-year sterling bond with
a coupon of 8.375%;
k a £700m five-year sterling bond with
a coupon of 5.75%;
k a £100m 35-year index-linked loan
with a coupon of 4.454%;
k bank facilities of over £1.1bn; and
k gross proceeds of £479m achieved from
the placing of shares, representing
approximately 4.8% of SSE’s share
capital.
The debt raised has an average maturity
of around 12 years and an average coupon
of around 6.5%.
Placing of Shares
On 7 January 2009, SSE conducted
a book-built, non-pre-emptive placing
of approximately 42 million new ordinary
shares of 50 pence each in SSE. The shares
were placed at a price of £11.40 each, which
was within 1% of the average closing price
of SSE shares in the preceding four weeks.
Based on this price, the gross proceeds
of the placing were £479m, representing
approximately 4.8% of SSE’s share capital.
The shares carried the right to SSE’s
interim dividend paid on 27 March 2009
and carry the right to subsequent dividends.
The placing of shares was one of a series
of steps taken by SSE which reflects its
flexible and prudent approach to financing/
22
Financial Overview (continued)
Scottish and Southern Energy
Annual Report 2009
March 09 March 08
£m
£m
Reported net finance costs
add/(less)
Share of JCE*/Associate interest
Interest on convertible debt
Exceptional foreign exchange loss
Movement on derivatives
Adjusted net finance costs
Return on pension scheme assets
Interest on pension scheme liabilities
Notional interest arising on discounted provisions
Adjusted interest costs**
134.3
128.2
(0.6)
–
25.8
287.7
32.8
127.6
(4.6)
(22.2)
20.7
154.3
135.3
(130.1)
(5.1)
287.8
141.4
(117.4)
(3.6)
174.7
* Jointly Controlled Entities
** Adjusted finance income and costs for interest cover calculation
investment and enhanced its future
options by providing additional sources
of funding for appropriate investment
and acquisition opportunities.
Net Finance Costs
The table above reconciles reported net
finance costs to adjusted net finance
costs, which SSE believes is a more
meaningful measure. In line with this,
SSE’s adjusted net finance costs during
2008/09 were £287.7m, compared with
£154.3m in the previous year. This is
mainly due to the increased level of
net debt, including the full-year impact
of interest costs associated with the
acquisition of Airtricity.
The average interest rate for SSE,
excluding JCE/Associate interest, during
the year was 5.25%, compared with 5.23%
for the previous year. Based on adjusted
interest costs, underlying interest cover
for 2008/09 was 6.5 times (excluding
interest related to SGN), compared with
11.7 times in 2007/08; including interest
related to SGN it was 5.2 times.
Within the adjusted net finance costs of
£287.7m, the element relating to SGN’s
net finance costs was £86.5m (compared
with £82.7m in the previous year), after
netting loan stock interest payable to SSE.
Its contribution to SSE’s profit before tax*
was, therefore, £94.0m, compared with
£78.8m in the previous year.
Pensions
In line with the IAS 19 treatment of pension
scheme assets, liabilities and costs,
pension scheme liabilities of £273.5m
are recognised in the balance sheet at
31 March 2009, gross of deferred tax. This
represents an increase in net liabilities
of £224.4m compared with the position
at March 2008.
During 2008/09, employer cash
contributions amounted to:
k £14.5m for the Scottish Hydro Electric
scheme; and
k £56.6m for the Southern Electric
scheme, including deficit repair
contributions of £36.9m.
As part of the Distribution Price Control for
2005-2010, it was agreed that allowances for
76% of deficit repair contributions in respect
of the Southern Electric scheme should
be included in price controlled revenue.
At 31 March 2009, there was a net liability
arising from IAS 39 of £1,423.6m, before
tax, compared with a net liability of
£117.3m, before tax, at 31 March 2008.
The negative movement on derivatives
under IAS 39 principally relates to the
movement in commodity prices for coal,
oil, gas, carbon and wholesale electricity.
Tax
To assist the understanding of SSE’s tax
position, the adjusted current tax charge
is calculated as follows:
March 09 March 08
£m
£m
Reported tax (credit)/charge (59.0) 210.6
add back:
Share of JCE/Associate tax 40.4
10.7
less:
Deferred tax
(39.5)
(31.5)
Tax on exceptional items
and certain
re-measurements
358.5
Adjusted current tax charge 300.4
127.4
317.2
The effective adjusted current tax rate,
based on adjusted profit before tax*,
was 24.0%, compared with 25.8% in
the previous year, on the same basis.
The impact of SSE’s higher capital
expenditure programme and the changes
introduced in Budget 2007 have had, and
will continue to have, a positive impact
on the effective current tax rate. There
was a reported tax credit of £59.0m for
the year. This reflects the deferred tax
associated with the derivatives mark-to
market position (IAS 39).
SSE’s contribution to government
revenues in the UK, including Corporation
Tax, Employers’ National Insurance
Contributions and Business Rates, totalled
£484.9m during 2008/09, compared with
£517.1m in the previous year, a reduction
which reflects the effect of the changes
introduced in Budget 2007. The total
includes joint ventures and associates.
Convertible Bond Maturity
and Authority to Purchase
Own Shares
SSE has an outstanding 3.75% convertible
bond which matures on 29 October 2009,
which had an initial nominal value of
£300m. To date, holders have exercised
their option to exchange their bonds for
Ordinary Shares in the company, now
at £8.88 per share, in respect of bonds
totalling £284.1m nominal value. New
shares issued as a consequence of these
conversions total 31.6 million. A nominal
value of £15.9m, or 5.3% of the original
bond issue, remains outstanding. The total
number of shares in issue at 31 March 2009
was 920.4 million.
During 2008/09, SSE did not purchase
any of its own shares for cancellation.
The Directors will, however, seek renewal
of their authority to purchase in the market
the company’s own shares at the Annual
General Meeting on 23 July 2009 and this
remains a benchmark against which
financial decisions are taken.//
23
Corporate Responsibility
Scottish and Southern Energy
Annual Report 2009
Number of people
employed by SSE
up around 1,900
to over 18,500
Everyone who is employed by
SSE is expected to demonstrate
and deliver responsible business
practice in whatever they do.
As a result, SSE does not have a
corporate responsibility division;
it is not an add-on, and should
not be treated as such.
Safety Service Efficiency Sustainability Excellence Teamwork
We keep things simple, do the work that adds value and
avoid wasting money, materials, energy or time. This means
setting the right priorities and ensuring that all other activities
take second place to supply and distribution customers
receiving the highest-possible quality of service.
Total Performance-based Income Earned
(Electricity Networks; All Criteria) (£m)
2009
2008
2007
13.3
19.4 £19.4m
18.0
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Safety
SSE aims to create value for shareholders
by maintaining a strong emphasis on its
six core values, which include safety and
sustainability. During 2008/09, the number
of lost-time and reportable injuries within
the company was 0.07 per 100,000 hours
worked, compared with 0.04 in the
previous year and 0.05 in 2006/07.
SSE is now also focusing on its Total
Recordable Incident Rate (TRIR), which
includes medical treatment, as well as lost-
time and reportable injuries. TRIR is a more
comprehensive measure and is comparable
with worldwide standards, allowing a more
effective benchmarking of performance
to take place. In 2008/09, the TRIR for
SSE was 0.16 per 100,000 hours worked.
The number of serious, or potentially
serious, blameworthy road traffic accidents
involving employees driving company
vehicles was 0.38 per 100 vehicles,
compared with 0.18 in the previous year.
In September 2008, an employee of
Hochtief AG, the principal contractor,
lost his life at the site of the new Glendoe
hydro electric scheme. The circumstances
surrounding the incident have since been
the subject of detailed investigation. This
loss of life remains a source of great
sadness for everyone associated with
the project.
Environment
SSE’s target for any given year is zero
environmental incidents which result
in it being served with a formal statutory
notice by either the Environment Agency
or the Scottish Environment Protection
Agency (SEPA). In 2008/09, SSE was
served with no such notices as a result
of an environmental incident. SEPA is
continuing to investigate an incident in
November 2008 where diesel escaped
from a holding tank at SSE’s Loch Carnan
Power Station on Uist.
Teamwork
On 31 March 2009, SSE employed
18,795 people, an increase of 1,903 on
the previous year. December 2008 saw
the tenth anniversary of SSE’s formation.
Its successes since then reflect the
ongoing professionalism and enthusiasm
of employees, guided by SSE’s ‘Teamwork’
value which states: ‘We support and value
our colleagues and enjoy working together
in an open and honest way.’
The Good Companies Guide
In November 2008, The Co-operative
Asset Management’s second annual
Good Companies Guide was published./
24
Corporate Responsibility (continued)
Scottish and Southern Energy
Annual Report 2009
The Guide is a fund management ranking
of FTSE 350 companies’ performance
on environmental, social and governance
(ESG) issues. SSE was the overall winner
because it has ‘shown vision and initiative
in being an early mover in renewable
energy and domestic energy efficiency’.
Corporate Responsibility Index
Business in the Community’s (BitC)
Corporate Responsibility Index provides
an authoritative benchmark for companies
to evaluate their management practice in
four key areas of corporate responsibility
(community, environment, marketplace
and workplace) and performance in a
range of environmental and social impact
areas material to their business. In the
results of the Index for 2008, SSE retained
its performance band of ‘Platinum’.
BitC has introduced an additional band,
‘Platinum Plus’, to test, with additional
scrutiny, the connectivity between
companies’ business strategy and a
responsible and sustainable business
approach. SSE was advised in May 2009 that
it had secured this ‘Platinum Plus’ status,
one of just seven companies to do so.
Corporate Responsibility Report 2009
SSE has reported in detail on corporate
responsibility issues in 2008/09 in
its Corporate Responsibility Report
2009 which is available online at
www.scottish-southern.co.uk.
The report considers the four main areas
of impact identified by Business in the
Community: Workplace, Environment,
Community and Marketplace. In each
area, the report considers the key
question SSE must address, identified
by relating relevant concerns to the issues
over which SSE has greatest influence.
Within the report, which is aimed at any
individual or organisation with an interest
in how SSE goes about its business,
there is a review of SSE’s performance
in 2008/09 and summaries of key events
across the business.
Data presented in the report is
independently assured by Environmental
Resources Management Ltd.
Detail and analysis included in the
Corporate Responsibility Report gives
further context to an extensive list of
Performance Indicators also presented
in this Annual Report.
Risk Management
There are many interpretations of what
‘risk management’ should mean and
In November 2008, The Co-operative Asset
Management’s second annual Good Companies Guide
was published. The Guide is a fund management
ranking of FTSE 350 companies’ performance on
environmental, social and governance (ESG) issues.
SSE was the overall winner because it has ‘shown
vision and initiative in being an early mover in
renewable energy and domestic energy efficiency’.
should be. SSE believes the fundamental
responsibility on the part of companies
is to ensure that their overall business
model and strategy, and their values
and culture, are designed with risk
firmly in mind.
SSE’s strategy is to deliver sustained
real growth in the dividend payable
to shareholders through the efficient
operation of, and investment in, a balanced
range of regulated and non-regulated
energy-related businesses. In practice,
this means SSE derives income and profit
from businesses which are subject to
economic regulation and businesses
which are not. At the same time, those
businesses have a common core: energy.
The practical effect of this is to limit both
the extent of any single risk and the value
associated with it, and the need to limit
the value at risk is at the heart of SSE’s
decision-making processes. SSE is the only
electricity and gas company listed on the
London Stock Exchange with a business
model which is capable of offering such
balance and such a framework for limiting
the value at risk.
The strategy and business model, and
therefore risk management, are supported
by the ‘SSE SET’ of core values – Safety,
Service, Efficiency, Sustainability,
Excellence and Teamwork – and by the
maintenance of an organisational culture
in which the individual, status and seniority
take second place to teamwork, knowledge
and experience.
Within this framework, SSE has in place
a comprehensive approach for managing
risks and maintaining internal controls,
such that its strategy is not undermined
by failures or misjudgements. These are
set out in full on pages 53 and 54. //
25
Performance Indicators
Scottish and Southern Energy
Annual Report 2009
Financial Overview
Adjusted profit before tax* – £m
Adjusted earnings per share* – pence
Dividend per share – pence
Capital expenditure – £m
Adjusted net debt – £bn
Underlying interest cover – times
Dividend cover – times
Generation and Supply
Operating profit* – £m
Electricity generation capacity – MW
Electricity generated – TWh
Energy generation capacity – renewable – MW
Electricity generation capacity qualifying for ROCs – hydro and wind – MW
Hydro storage – % of maximum water for generation
Hydro output – GWh
Gas-fired power station availability – %
Gas-fired power station thermal efficiency – %
Coal and biomass-fired power station availability – %
Coal and biomass-fired power station thermal efficiency – %
Power station water consumption – million cubic metres
Power station CO2 emissions – million metric tonnes
Power station CO2 emissions – kilograms per kWh
Power station SO2 emissions – metric tonnes
Power station SO2 emissions – grams per kWh
Power station NOx emissions – metric tonnes
Power station NOx emissions – grams per kWh
Electricity supplied – TWh
Energy customer numbers – millions
Electricity customers – millions
Gas customers – millions
Talk customers – 000s
Gas boiler customers – 000s
Complaints to energywatch
Complaints to Consumer Focus
Referrals to Consumer Direct
Electricity disconnections – per 1,000 customers
Gas disconnections – per 1,000 customers
Energy Systems
Power Systems operating profit* – £m
Power Systems capital expenditure – £m
Regulatory Asset Value – £bn
Positive
Neutral or Not Applicable
Negative
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2007
2008
2009 Change
1,079.3 1,229.2
1,253.7
+2.0%
92.5
55.0
105.6
108.0
+2.3%
60.5
66.0
+9.1%
663.4
810.3
1,279.8 +57.9%
2.23
11.0
1.68
3.66
11.7
1.73
4.82 +31.7%
6.5 -44.4%
1.57
-9.2%
632.5
711.1
832.0 +17.0%
10,017 10,542
10,755
+2.0%
51.6
47.9
41.2 -14.0%
1,518
2,036
2,230
+9.5%
568
75
748
73
877 +17.2%
73
0.0%
3,767
3,518
3,316
-5.7%
95
49.5
92
36.1
3.18
95
49.2
91
35.9
2.93
76 -20.0%
51.0
+3.7%
89
-2.2%
34.9
2.94
-2.8%
+0.3%
25.88
22.72
19.28 -15.1%
0.555
0.496
0.491
-1.0%
50,776 37,125
17,318 -53.4%
1.086
0.903
0.441 -51.2%
44,120 39,643
21,046 -46.9%
0.944
0.964
0.536 -44.4%
50.9
7.75
4.95
2.80
97
22
840
N/A
N/A
0.03
0.22
55.7
8.45
5.28
3.17
165
70
615
N/A
N/A
0.03
0.22
63.3 +13.6%
9.05
5.55
+7.1%
+5.1%
3.51 +10.7%
217 +31.5%
115 +64.3%
95
183
504
N/A
N/A
N/A
0.02 -33.3%
0.07 -68.2%
368.0
382.9
403.7
+5.4%
204.5
264.4
314.6 +19.0%
2.6
2.7
2.9
+7.4%
26
Performance Indicators (continued)
Scottish and Southern Energy
Annual Report 2009
Southern Electric Power Distribution operating profit* – £m
2007
2008
2009 Change
224.0
232.7
243.3
+4.6%
Scottish Hydro Electric Power Distribution and Transmission operating profit* – £m
144.0
150.2
160.4
+6.8%
Electricity distributed – TWh
Southern Electric Power Distribution average customer minutes lost
Southern Electric Power Distribution interruptions per 100 customers
42.4
42.9
42.9
0.0%
72
75
67
66
66
64
-1.5%
-3.0%
Southern Electric Power Distribution mains in commission – kilometres
74,832 75,747
76,269
+0.7%
Scottish Hydro Electric Power Distribution average customer minutes lost
Scottish Hydro Electric Power Distribution interruptions per 100 customers
77
79
72
69
75
+4.2%
76 +10.1%
Scottish Hydro Electric Power Distribution mains in commission – kilometres
46,221 46,454
46,662
+0.4%
Scottish Hydro Electric Power Distribution transmission mains in commission – kilometres
4,913
4,913
4,913
0.0%
Scotia Gas Networks operating profit (SSE share) – £m
Scotia Gas Networks capital expenditure/repair expenditure – £m
Scotia Gas Networks mains in commission – kilometres
Scotia Gas Networks units distributed – TWh
Scotia Gas Networks Regulatory Asset Value – £bn
Gas Storage
Operating profit* – £m
Customer nominations met – %
Telecoms
Operating profit* – £m
Operational faults fixed within service level agreements – %
Project delivery on standard projects – %
Contracting, Connections and Metering
Operating profit* – £m
New electrical connections – 000s
New gas connections – 000s
Out-of-area networks in operation
Contracting order book (year end) – £m
Meters read once a year – %
Meters read twice a year – %
Safety
Lost-time and reportable accidents
Lost-time and reportable accidents – per 100,000 hours worked
Serious or potentially serious road traffi c accidents
Serious or potentially serious road traffic accidents – per 100 vehicles
Injury-free business units
Environment
Breaches of IPC/IPPC
Oil leaked – litres
Waste produced – offices and depots tonnes
Waste sent to landfill – offices and depots tonnes
Positive
Neutral or Not Applicable
Negative
103.1
161.5
180.5 +11.8%
295.2
379.0
382.8
+1.0%
73,661 73,705
73,995
+0.4%
162.3
169.3
173.5
+2.5%
3.2
3.5
3.6
+2.9%
55.9
100
50.9
100
42.7 -16.1%
100
0.0%
13.9
14.3
15.5
+8.4%
94
98
98
96
98
97
0.0%
+1.0%
61.7
44.6
9.2
24
95
95.1
78.7
11
0.05
19
0.29
66
68.7
42.8
8.2
33
99
95.4
80.8
11
0.04
13
0.18
72
74.8
+8.9%
36 -15.9%
7.3 -11.0%
47 +42.4%
101
+2.0%
95.0
77.0
-0.4%
-4.7%
21 +90.9%
0.07 +75.0%
32 +146.2%
0.38 +111.1%
112 +55.6%
2
2
1 -50.0%
31,761 42,189
27,931 -33.8%
25,052 30,299
27,120 -10.5%
7,787
8,282
6,979 -15.7%
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Annual Report 2009
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Water consumption in principal offices – cubic metres
Water consumption in principal offices – cubic metres per whole time equivalent (WTE)
Energy Consumption in operational buildings – GWh
Energy consumption in principal offices – GWh
Energy consumption in principal offices – MWh per WTE
Distance travelled on SSE business – million kilometres
Distance travelled on SSE business – kilometres per WTE
Business fl ights
Business flights – per 1,000 employees
Business flights – million kilometres
Business rail journeys
Rail journeys – per 1,000 employees
Business rail journeys – million kilometres
Operational vehicles business travel – million kilometres
Company cars business travel – million kilometres
Estimated travel saved by use of video conferencing facilities – million kilometres
Marketplace
Homes insulated under the Carbon Emissions Reduction Target (CERT) – 000s
Low energy lamps subsidised – 000s
Customers registered for Priority Services Register – 000s
Customers with tailor made payment plans – 000s
Customers on loyalty plans – millions
New suppliers
Suppliers for more than three years
Workplace
Employees – headcount
Employees – monthly average
Average age of employees – years
Absence from work per employee – days
Turnover of employees – annual %
Gender split – all employees – male/female
Gender split – Leadership Group – male/female
Employees in Share Incentive Plan – %
Community
Employees in receipt of ‘Into Action’
Employees participating in ‘Quids In’
Community benefit paid – £000s
Charitable donations – £000s
Research and development – £m
Committed investment in clean-tech ventures (cumulative) – £m
2007
2008
2009 Change
133,822 109,167 105,557
-3.3%
10.4
34.2
31.1
4.9
7.4
27.7
32.6
4.6
6.1 -17.6%
31.5 +13.7%
39.0 +19.6%
3.9 -15.2%
198.51 212.63
247.24 +16.3%
15,416 13,864
13,267
-4.3%
9,311
7,897
8,961 +13.5%
693
9.22
467
7.36
523 +12.0%
6.66
-9.5%
2,545
9,706
12,809 +32.0%
189
0.86
633
2.83
748 +18.2%
3.86 +36.4%
156.90 168.91
183.15
+8.4%
31.52
31.38
33.54
+6.9%
1.15
1.09
1.36 +24.8%
N/A
560
N/A
191
N/A
9,100
16,000 +75.8%
297.8
367.1
518.3 +41.2%
229.0
200.0
237.5 +18.8%
1.34
1.86
2.32 +24.7%
1,112
1,024
1,037
+1.3%
5,626
4,270
4,029
-5.6%
13,427 16,892
18,795 +11.3%
13,053 15,777
18,196 +15.3%
40
6.01
13.8
41
6.03
11.9
75/25
74/26
N/A
88/12
38
-7.3%
5.89
11.5
74/26
87/13
-2.3%
-3.4%
N/A
N/A
44
38
38
0.0%
278
943
292
685
6.3
40
502
498
-0.8%
1,375
1,247
-9.3%
906
873
3.7
60
1,162 +28.3%
1,001 +14.7%
4.4 +18.9%
88 +46.7%
28
Generation and Supply
Scottish and Southern Energy
Annual Report 2009
Renewable
energy output
up 28% to over
5,000GWh
The amount of electricity generated
by SSE from hydro electric stations,
wind farms and biomass plant during
2008/09 rose by 28% to 5,182GWh
(gigawatt-hours). SSE is the UK’s
largest generator of electricity from
renewable sources.
Safety Service Efficiency Sustainability Excellence Teamwork
We aim to operate ethically, taking the long-term view
to achieve growth while safeguarding the environment.
This means actively supporting ways of changing the way in
which energy is produced and consumed, including maximising
the amount of electricity produced from renewable sources.
Total Renewable Energy Capacity (MW)
2009
2008
2007
1,518
2,230 2,230MW
2,036
Introduction
SSE owns around 10,700 megawatts (MW)
of capacity for generating electricity,
making it the second largest generator
across the UK and Ireland. The large
majority (over 10,300MW) of this capacity
is in Great Britain, which currently has
almost 80,000MW in total. The remainder
(375MW) is in Northern Ireland and the
Republic of Ireland, where there is an all-
island Single Electricity Market which is
separate from the market in Great Britain.
SSE’s total capacity includes its share
of joint ventures and associates and
comprises around:
k 4,500MW of gas- and oil-fired capacity;
k 4,000MW of coal-fired capacity (with
biomass ‘co-firing’ capability); and
k 2,200MW of renewable (hydro, wind
and dedicated biomass) capacity.
This gives SSE diversity in fuels for
generating electricity and avoids
dependency on a single technology. As a
result, SSE has significant optionality in the
management of its power stations. It is this
diversity and the related optionality which
enable SSE to manage the risks associated
with primary fuel procurement during
periods of volatile wholesale energy prices.
As at 31 March 2009, SSE supplied energy
to 9.05 million customer accounts, making
it the second largest supplier within Great
Britain’s competitive electricity and gas
supply market, which has around 51 million
domestic and business accounts in total.
It also supplied energy to 50,000 customers
in Ireland. Its responsibility as supplier
to customers is to procure the electricity
and gas they need, arrange for it to be
distributed to them through the relevant
networks and provide the associated
services such as metering and billing.
Wholesale gas and wholesale electricity
are transacted like any other commodity
in a competitive market. SSE purchases
the gas and some of the electricity it needs
to supply customers via bilateral contracts
of varying lengths and through trading in
the wholesale markets. It also buys gas,
coal and oil to use in the production of
electricity from its power stations.
Following the extension of power purchase
agreements with Seabank Power Ltd, in
which SSE has a 50% stake, which took
place in 2007/08, none of the long-term
agreements under which SSE purchases
electricity is due to expire during the
2009/10 financial year. Power purchase
agreements with Barking Power (in which
SSE has a 30.4% stake) and Derwent
Cogeneration Ltd (in which SSE has a
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Annual Report 2009
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49.5% stake) are, however, due to expire in
September 2010. Both agreements contain
extension options. The current contract,
under which British Energy supplied SSE
with 4.4 terrawatt-hours (TWh) of electricity
during 2008/09 and will supply 5TWh
during 2009/10 (arranged as part of SSE’s
acquisition of the SWALEC energy supply
business in 2000) ends in March 2011.
SSE’s Trading and Risk Management
team is responsible for its participation in
wholesale markets for electricity and gas,
as well as markets for coal, oil and carbon
dioxide emissions allowances. Through
analysis of generation plant availability,
customer demand and its contractual
position SSE can assess, and therefore
manage, its exposure to market prices.
In summary, SSE assesses Generation
and Supply as a single value chain within an
integrated business. This means its power
stations and fuel supply contracts are used
to support performance in electricity supply,
mainly through deploying flexibility and
optionality to respond to customer demand
and market conditions. As a result, SSE
seeks to maintain a well-balanced portfolio
of assets, contracts and customers, within
which there is effective risk management
through diversity in earnings opportunities,
and which functions and is managed as an
integrated whole. This whole is, therefore,
greater than the sum of its parts – not least
because earnings should be more resilient to
a wide range of commodity price outcomes.
Generation and Supply
Performance Overview
Operating profit* in Generation and Supply
was £832.0m, compared with £711.1m
in the previous year, contributing 54% of
SSE’s total operating profit* in 2008/09.
(SSE reports the underlying financial
performance of Generation and
Supply excluding the impact of IAS 39
re-measurements which are unrealised
as it continues to believe that this does
not represent underlying business
performance.) The increase in operating
profit was supported by the value of the
higher output of renewable energy delivered
by SSE, following the acquisition of Airtricity
in February 2008 and the completion of
new renewable energy developments.
Total revenue for Generation and Supply
was £24.4bn, which accounted for 93%
of SSE’s total revenue in 2008/09, of which
£8.5bn was in relation to sales of electricity
and gas to industrial, commercial and
domestic customers.
Electricity Generated and Supplied
During 2008/09, SSE generated 41.2TWh
of electricity, including power stations
in which it has a part-ownership or
contractual interest, compared with
47.9TWh in the previous year (including all
of Airtricity’s output). SSE also purchased
5.9TWh of electricity through long-term
contracts with other generators. In the
year, it supplied 29.7TWh of electricity to its
domestic and small business customers
and 33.6TWh was supplied under contract
to industrial and commercial customers.
Any net balances were traded in the
wholesale electricity market.
It is likely that customers’ demand for
electricity – and gas – in the UK will be lower
in 2009/10 than it was in the previous year
as a result of both the impact of investment
in energy efficiency and the downturn in
the economy. In this context, SSE’s long-
standing approach of actively maintaining
balance in its portfolio of assets, contracts
and customers is of particular relevance
and means it is not over-exposed to
variations in demand for energy.
Generation Context
In June 2008, the consultation document
setting out the UK’s renewable energy
strategy stated that energy policy in the UK
faces two very serious challenges: tackling
climate change by reducing emissions of
carbon dioxide and ensuring the country’s
energy supply remains secure.
To address these challenges, the UK and
Irish governments (along with all other
Member States) are required to contribute
towards the achievement of a binding target,
that 20% of the EU’s all-energy consumption
must come from renewable sources by
2020, which was given final approval in April
2009. For the UK, the national target is 15%;
for the Republic of Ireland, it is 16%. In
practice, this means increasing, to over 30%,
the proportion of electricity to come from
such sources in the UK and an increase to
40% is required in the Republic of Ireland.
In addition, the Climate Change Act 2008,
passed by the UK Parliament, includes
not only a long-term target for emissions
reductions but also a legally binding
trajectory towards this target. The Act
requires the UK government to set
carbon budgets fixing binding limits on
greenhouse gas emissions over five-year
periods. Alongside its Budget 2009, the
UK government confirmed it would aim
to cut greenhouse gas emissions by 34%
by 2020, compared with 1990 levels. It was
responding to the findings of the first report
by the independent Climate Change
Committee, which set out what the UK’s
carbon emissions reduction targets for
the period to 2020 should be.
These 2020 targets are, in fact, only interim
milestones in a long-term transition now
under way, from a UK energy supply with
fossil fuels at its centre to one based
largely on the use of renewable sources of
energy and other low carbon technologies.
In parallel with the demand for investment
in renewable energy, the UK will need
to provide replacement capacity for
conventional generation plant which is
expected to retire on a shorter timescale –
the next decade. As the UK Secretary of
State for Energy and Climate Change said
in December 2008: ‘We must keep the
lights on in a world where we are net
importers of energy. By 2020 a third of
our power plants will be closed due to
age or rising environmental standards.’
Fundamentally, the need for the UK to
maintain a reasonable margin between
electricity generation capacity and
electricity demand will reinforce the value
of existing and available power-producing
plant over the long term. In addition, a
balance of fuels used within the generation
portfolio will remain critical in providing
security of supply, through allowing
diversity of primary energy sources,
and will support the maximum possible
deployment of renewables through proper
integration of both energy and system
services provision. All of this is likely to
require the largest investment programme
in the generation sector since privatisation,
with renewable energy at its heart.
Over the next three years, SSE believes
that a combination of lower demand for
electricity, sufficient generating plant
remaining open and new generation
capacity coming on-stream (particularly
new combined cycle gas turbine (CCGT)
plant and plant for generating from
renewable sources) should ensure that the
production of electricity will be able to meet
the demand in all likely circumstances.
Beyond that, the position is less predictable,
with uncertainties affecting both the likely
total of electricity generating capacity and
the likely level of demand from customers.
In addition, the growth in capacity for
generating electricity from renewable
sources will have an impact on how gas-
and coal-fired capacity operates on a day-
to-day basis. In any event, the value of
established and continuing capacity is likely
to be reinforced. It is in this context that
Ofgem has launched ‘Project Discovery’,
a review of the medium-term outlook for
energy markets in Great Britain, as the
requirement to retire power generating
plant to conform with environmental and
other requirements becomes closer. SSE
is fully involved in this review with Ofgem.//
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Scottish and Southern Energy
Annual Report 2009
Generation
Sustainability, Diversity, Optionality
SSE owns around 10,700MW of electricity
generation capacity in the UK and Ireland,
comprising around: 4,500MW of gas- and
oil-fired capacity; 4,000MW of coal-fi red
capacity (with biomass co-firing capability) and
2,200MW of hydro, wind and dedicated biomass
capacity, making it the UK’s largest generator
of electricity from renewable sources and
giving it the most diverse mix of fuels.
10.7GW
Capacity
41.2TWh £4.3bn
Output 08/09
Investment 08-13
Capacity – Composition
Gas/Oil 42% (4.5GW)
Coal/Biomass 37% (4.0GW)
Renewable 21% (2.2GW)
Key Priorities
k Complying with safety and environmental requirements
k Maintaining availability of power stations to generate
k Investment in refurbishment of existing assets
k Delivering new plant for generating electricity
Generation Objectives
In this context, SSE’s key objectives
in Generation remain relevant and
appropriate. They are to:
k comply fully with all safety standards
and environmental requirements;
k maintain a diverse portfolio of power
stations, with the flexibility to respond
to customer demand and market
conditions;
k ensure those power stations are
available to generate electricity;
k operate power stations efficiently
to achieve the optimum conversion
of primary fuel into electricity; and
k develop and pursue a range of options for
adding to its portfolio of power stations,
and thus support security of supply.
In achieving these objectives, SSE’s target
is to reduce by 50% the carbon dioxide
intensity of electricity produced at power
stations in which it has an ownership or
contractual interest, over the period from
2005/06, the first full year after it acquired
coal-fired power stations, to 2020.
Gas-fired Generation – Operations
Good performance in Generation and
Supply is dependent, first and foremost,
on plant at power stations being available to
generate electricity as and when required.
SSE owns 4,500MW of gas- and oil-fired
electricity generation capacity, including
its share of joint ventures.
During 2008/09, its principal wholly-owned
gas-fired power stations (Fife, Keadby,
Medway and Peterhead) achieved 76%
of their maximum availability to generate
electricity, excluding planned outages,
compared with 95% availability in the
previous year. This contributed significantly
to the reduction in the amount of electricity
generated by SSE at gas-fired power
stations in which it has an ownership or
contractual interest, which was 28TWh in
2008/09 (including 15.3TWh from wholly-
owned stations), compared with 31TWh
in the previous year (including 18.2TWh
from wholly-owned stations).
The plant at Peterhead, Keadby and
Fife performed very well during 2008/09,
achieving 97.5% availability. The reduction
in output is, therefore, attributable to
significant difficulties at Medway, where
availability was affected by technical
issues leading to unplanned outages
and also emergent issues arising during
planned inspections, affecting one of
the gas turbines and the steam turbine.
Resolving these difficulties proved to
be a complex and time-consuming task,
involving contractors, station employees,
insurance providers and SSE’s recently-
established Engineering Centre. With
its asset management capability adding
a new dimension to SSE’s engineering
rigour, the Centre is playing a key role in
minimising the delay in Medway’s return
to service as is SSE’s policy of holding
important power plant components.
The return to service is expected shortly.
SSE’s experience at Medway was not
an isolated one. Across the electricity
generation sector in the UK a number of
gas-fired power stations which are now
into their second decade of operation,
including Seabank, in which SSE has a
50% stake, have had unexpected and
prolonged outages. While the underlying
quality of SSE’s power generation assets
is not in doubt, its Engineering Centre
is reviewing plant design and plant
operation within the BETTA (British
Electricity Trading and Transmission
Arrangements) framework. This review
has been supported by external
engineering advisers and has indicated
that the large majority of prolonged
unplanned outages relate to a specific
technical issue regarding equipment
provided by one supplier, rather than any
general underlying problems with plant.
The outcome of this review will inform
SSE’s long-term asset management
and investment planning policies, as
will the impact of increasing electricity
generation from renewable sources,
which means gas-fired and coal-fired
power stations will have to be increasingly
31
Scottish and Southern Energy
Annual Report 2009
flexible and run at lower load factors
than has historically been the case.
Gas-fired Generation – Investment
Work on the commissioning of Marchwood
Power Ltd’s new 840MW CCGT plant in
Southampton is now well under way.
Following the first firing of the gas turbines
in March 2009, power from the station
is now being exported to the electricity
network. Marchwood Power Ltd is a 50:50
joint venture between SSE and ESB
International, in which £159m has so far
been invested by SSE. All of the station’s
output is contracted to SSE. It remains
on course to be in commercial operation
in time for the winter of 2009/10.
With a net thermal efficiency in excess of
58%, Marchwood will be one of the most
efficient gas-fired power stations in the UK.
Moreover, the plant was procured before the
significant increase in costs experienced in
the electricity generation sector in 2007 and
2008, making it a particularly well-timed
and well-founded investment.
Although it would be unwise for SSE as
a company, or the UK as a country, to run
the risk of becoming over-dependent on
a single fuel, CCGT technology is likely
to remain the benchmark technology in
generation for some years to come, making
a growing contribution to meeting the UK’s
electricity requirements. This is because
of its high thermal efficiency, relatively
low costs and short construction time.
In May 2009, SSE entered into an
agreement to acquire Abernedd Power
Company Limited from BP Alternative
Energy. Abernedd has applied for consent
to construct and operate a new CCGT
power station, with a capacity of over
800MW, on a brownfield site in Baglan
Bay in South Wales, where there is
already in place electricity transmission,
gas and water infrastructure for the first
phase of the power station. The total cash
consideration will be determined by the
progress of the development.
In line with that, and subject to timely
planning consent being secured, SSE
expects to construct the new power
station in two phases to maximise plant
flexibility. In the first phase, a unit with
capacity of over 400MW will be developed,
with a view to becoming operational
around 2013; a second unit, with a similar
capacity, will become operational around
2016. The two-unit approach gives SSE
greater flexibility in the timing and nature
of the development and a final investment
decision on the first phase will be taken
by the end of this financial year.
Generation Key Performance Indicators
March 09 March 08
10.7
Total electricity generation capacity (GW)
76
Gas-fired station availability (%)
15.3
Total output from gas-fired power stations (TWh)*
89
Coal-fired station availability (%)
7.8
Total output from coal-fired power stations (TWh)*
267
Co-firing biomass output qualifying for ROCs (GWh)
3,316
Total output from hydro schemes (GWh)
1,656
ROC-qualifying output from hydro schemes (GWh)
96
Wind farm availability (%)
1,718
Total UK and RoI output from wind farms (GWh)
953
UK ROC-qualifying output from wind farms (GWh)
765
Output from RoI wind farms (GWh)
ROC-qualifying output from dedicated biomass (GWh) 148
10.5
95
18.2
91
12.0
368
3,518
1,702
96
499**
389**
110**
33**
* Wholly-owned
** Includes post-acquisition by SSE output only
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In addition, SSE has identified a series
of options for other CCGT plant. These
include the potential development of new
capacity at Keadby power station and in
April 2009, it secured an agreement to
connect a new 850MW power plant to the
electricity transmission network from 2016.
Barking Power Ltd, in which SSE has a
30.4% stake, has secured consent to
develop a new 470MW CCGT plant, which
would effectively add around 140MW to the
portfolio of generation assets owned by SSE.
Coal and Biomass Generation – Operations
During 2008/09, SSE generated 7.8TWh of
electricity at its coal-fired power stations
at Fiddler’s Ferry and Ferrybridge,
compared with 12.0TWh in the previous
year. The stations achieved 89% of their
maximum availability to generate
electricity, excluding planned outages,
which was a reduction compared with
the previous year due to additional work
emerging during asset upgrades as a
result of materials and supplier issues.
Their output during the year was
significantly affected by the need to
operate within the constraints imposed
by Article 5(1) of the Large Combustion
Plant Directive (LCPD) for a longer period
than expected (see below).
The stations ‘co-fire’ fuels from renewable
sources (biomass) in order to displace
fossil fuels. During the year, their output
qualifying for ROCs (Renewable Obligation
Certificates – see below) was 267GWh,
compared with 368GWh in the previous
year (included within the above total
for the stations as a whole).
From 1 April 2009, electricity output
resulting from co-firing receives 0.5 ROCs
per MWh (compared with 1.0 ROC per MWh
previously) and electricity suppliers can
only meet up to 10% of their Renewables
Obligation from this technology.
Nevertheless, co-firing biomass is an
established means of reducing carbon
dioxide emissions and the revised ROC
arrangements provide an adequate
framework to sustain it in the future.
Coal and Biomass Generation – Investment
In November 2005, SSE opted in to the
LCPD all of the capacity at Fiddler’s Ferry
and half of the capacity at Ferrybridge
(3,000MW in total). As a result, the
operation of that capacity must comply
with the Emission Limit Value (ELV) for
sulphur dioxide which came into effect
on 1 January 2008. By making them
compliant with the ELV, the stations’
contribution to the security of the UK’s
electricity supplies is being extended and
SSE will continue to have the country’s
most diverse electricity generation
portfolio. Plant which is not opted-in,
such as the other 1,000MW of capacity at
Ferrybridge, operates under restrictions
on its ability to generate electricity and
must close in 2015.
Opted-in plant could initially comply
with the Directive by operating under
the requirements of its Article 5(1),
which limits operation to 2,000 hours
per year, in advance of completing the hot
commissioning of flue gas desulphurisation
(FGD) equipment. Having been scheduled
to finish by the end of July 2008, SSE’s
derogations under Article 5(1) eventually
ended in January 2009 (Fiddler’s Ferry)
and February 2009 (Ferrybridge).
SSE’s original decision to opt the plant in
to the LCPD was unavoidably late, given
it only acquired the power stations in July
2004 and given the uncertainty around
details of public policy which then applied./
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Scottish and Southern Energy
Annual Report 2009
This meant the original timetable for FGD
installation was particularly challenging.
Moreover, ‘retro-fitting’ FGD equipment
to well-established power stations is
necessarily complex, with significant
technical challenges which don’t arise
in respect of ‘new build’ projects. SSE’s
capital investment in FGD equipment has
totalled £240m.
The installation of FGD equipment means
the power stations are able to use higher-
sulphur coal mined in the UK. As a result,
SSE has entered into an agreement
with UK Coal, under which it will obtain
3.5 million tonnes of deep- and surface-
mined coal from Great Britain, including
Kellingley Colliery in West Yorkshire, to
provide fuel for Ferrybridge power station
between late 2009 and 2015. This should
be enough to meet around 15% of the
station’s requirements during that period.
In addition, SSE has agreed to advance a
secured loan to UK Coal, on which it will
receive interest, to be repaid by 2014.
The LCPD also requires reduced emissions
of nitrogen oxides, and SSE has already
invested £31.0m to install SOFA (Separated
Overfire Air) and BOFA (Boosted Overfire
Air) equipment at the stations. From 2016
limits on those emissions from power
stations will be tightened significantly.
As a result, SSE is undertaking a front-end
engineering design (FEED) study, which it
expects to complete during 2009/10, into
options for installing Selective Catalytic
Reduction (SCR) technology at Fiddler’s
Ferry and is also considering the option
for Ferrybridge. The alternative to fitting
SCR is to operate the station within limits
required under a derogation from the
LCPD’s requirements. SSE’s analysis of the
issues around installing SCR will also take
into consideration the progress of the draft
EU Industrial Emissions Directive which,
if implemented, could replace the LCPD.
As the UK Secretary of State for Business
said in September 2008, coal is a critically
important fuel for the UK, because of its
flexibility, its availability and because it
reduces reliance on imported gas. SSE
is continuing to examine a range of
options for development at Ferrybridge,
following the expected closure in 2015 of
that plant (1,000MW) which is not opted
in to the LCPD. This will leave the station
with significant assets in terms of land,
a connection to the electricity grid,
cooling water and a railhead. A number
of options to utilise these assets, featuring
a range of fuels and technologies, are
being assessed. They include the use
of coal-based Integrated Gasification
Combined Cycle technology or Advanced
Supercritical Boiler technology to replace
existing coal-fired capacity and deliver
a significant reduction in the carbon
dioxide emissions per kilowatt-hour
of electricity produced.
In April 2009, the UK government set out
proposals for the basis on which coal-fired
power stations will be permitted in the
future, in advance of a full consultation
planned for this summer. These include:
no new coal-fired power stations without
Carbon Capture and Storage (CCS)
demonstration; and full-scale ‘retrofit’
of CCS within five years of the technology
being independently judged as technically
and commercially proven. Against this
emerging public policy background, a
decision on the main use of the part of the
Ferrybridge site which has been opted out
of the LCPD is unlikely to be taken until
2010 at the earliest.
During 2008/09 SSE supported the study
undertaken by the Scottish Centre for
Carbon Storage, which found that industrial
carbon dioxide produced in the UK during
the next 200 years could be stored securely
beneath the North Sea. The study was the
most comprehensive CO2 source-to-store
analysis ever performed in the UK. SSE
is also sponsoring the OxyCoal 2 project
in Renfrew, Scotland. This project seeks
to demonstrate the benefits of oxyfuel
technology for carbon capture on coal-
fired power plants.
The number and variety of issues that
could affect electricity generation from
coal-fired (and, indeed, gas-fired) plant
reinforces SSE’s commitment to developing
a number of options to utilise the assets
at the Ferrybridge site.
Coal and Biomass Generation –
Sustainability
The development by Lafarge Plasterboard
Ltd of a plasterboard factory at Ferrybridge
has been completed. The plant is
operational and using the gypsum
produced on site as a result of FGD
in the production of plasterboard.
The development by RockTron (Widnes) Ltd
of an ash separation plant at Fiddler’s Ferry
is now complete and moving into operation.
It removes and processes all fresh ash
produced by the power station, and much
of that currently stored in lagoons at the
site, turning it into constituent parts which
will become marketable mineral products,
with the largest volume being initially
used as cement substitutes.
SSE acquired 17.5% of the equity in
RockTron (Widnes) Ltd, a subsidiary
of RockTron Ltd, in September 2008,
enabling it to secure a share of the income
from the ash separation plant, in addition to
the benefits which will result from avoiding
the environmental liabilities associated
with ash production and storage.
EU Emissions Trading Scheme
Phase II of the EU Emissions Trading
Scheme (EU ETS) began on 1 January
2008. Across its electricity generation
portfolio (taking account of contractual
shares), SSE now has an allocation of 16.8
million tonnes of carbon dioxide emissions
allowances per annum. Its emissions
allowances requirement for 2008/09,
beyond those allocated under EU ETS,
was 2.5 million tonnes. This compares
with 6.7 million tonnes in the previous year.
In addition, Marchwood Power Ltd has an
allocation of five million tonnes reserved to
it from when it is commissioned to the end
of Phase II. During 2008/09, the price of
allowances ranged from around €8 to
€28 per tonne; the market itself remains
relatively new and has yet to mature fully.
At the same time, the EU ETS represents
an additional and growing cost for
generators, who are having to continue
to produce electricity, but with increasing
constraints on emissions of carbon dioxide.
Moreover, it was confirmed in December
2008, that from 2013, all of the carbon
dioxide emissions allowances for electricity
producers will be auctioned. On this basis,
it is erroneous to characterise allocations
of carbon dioxide emissions allowances
as a ‘windfall’. In fact, they represent a
prudent and practical means of ensuring
the EU ETS is successfully phased in and
established for the long term, without
posing any risk to electricity production –
and thus to meeting customers’ energy
requirements – through the sudden
imposition of a major new burden
on generators.
Emissions of Carbon Dioxide
In 2008/09, emissions of carbon dioxide
from power stations in which SSE has an
ownership or contractual interest totalled
19.3 million tonnes, compared with
22.7 million tonnes in the previous year.
The scale of this fall clearly reflects the
unusually low output of electricity from
SSE’s coal-fired power stations resulting
from Article 5(1) constraints during the
installation of FGD equipment.
Assuming it displaced electricity produced
from coal-fired power stations, the output
of SSE’s wind farms and conventional
hydro electric schemes (see below) saved
around 4.5 million tonnes of carbon
dioxide in 2008/09.
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Scottish and Southern Energy
Annual Report 2009
Electricity Generation Capacity (GW)
2009
2008
2007
2006
2005
10.7
10.5
10.0
10.0
9.9
SSE owns 10.7GW of electricity generation capacity,
including its share of joint ventures and associates.
This comprises around: 4,500MW of gas- and oil-fired
capacity; 4,000MW of coal-fired and biomass capacity;
and 2,200MW of renewable energy capacity.
Emissions of carbon dioxide are believed
to contribute around 70% of the potential
global warming of anthropogenic emissions
of greenhouse gases. SSE’s target is to
reduce the amount of carbon dioxide per
kilowatt-hour of electricity generated at
plant in which it has an ownership or
contractual interest by 50%, between 2006,
the first full year after it acquired coal-
fired power stations, when it was around
600g/kWh, and 2020. On this basis, its
carbon intensity in 2008/09 was 491g/kWh.
The decisions SSE takes and the
investments it makes are influenced by
this target. For example, since 2005/06, it
has invested over £65m in carbon dioxide
efficiency improvements, or to facilitate
the burning of carbon neutral fuels such
as biomass and tall oil, at its coal-fired
power stations. More fundamentally,
SSE’s extensive programme of investment
in energy from renewable sources,
including the decision in May 2008 to
proceed with the construction of the
Greater Gabbard offshore wind farm,
demonstrates its financial commitment
to a lower carbon future.
During 2008, SSE participated in the Carbon
Disclosure Project (CDP), which states it is
the world’s largest investor coalition. It said:
‘The responses from companies to CDP’s
annual requests for corporate data provide
investors with vital information regarding
the current and prospective impact of
climate change on their portfolios.’ The
Carbon Disclosure Leadership Index (CDLI)
includes companies that show a ‘strong
organisational commitment to climate
change strategy – and because of this
commitment, they can be declared as
leaders’. CDP said 90% of FTSE 100
companies answered its request for
information. In 2008 SSE maintained
its position in the CDLI for the second
consecutive year.
Renewable Energy – Overview
Tackling climate change and securing
future supplies remain the two goals
of energy policy in the UK, Ireland and
the EU. Against this background, the EU
Renewable Energy Directive imposes
legally-binding targets on EU Member
States, specifying the proportion of all
energy consumption that must be met
by renewable energy sources by 2020.
The national target for the UK is 15%
(compared with under 2% in 2007) and
for the Republic of Ireland it is 16%. In
practice, this is likely to mean that over
one third of the countries’ electricity
requirements will have to be met from
renewable sources.
In its response to the UK government’s
2008 consultation on its strategy for
achieving the target, SSE said: ‘The scale
of the challenge and the timetable for
delivery demand early and sustained
action to address critical areas. This
includes resolving rapidly the current
barriers, such as planning, grid access
and infrastructure provision.’ In other
words, the UK and other EU countries
have to demonstrate sustained
commitment and consistent action
to translate the very ambitious goals
for 2020 into reality. The UK’s goals for
2020 also include a 34% reduction in
greenhouse gas emissions (compared
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with the 1990 baseline), a target which
followed the Climate Change Act 2008.
In November 2008, the UK government
announced proposals to extend the
Renewables Obligation (RO) by at least
10 years, from 2027 to 2037. The RO
requires licensed electricity suppliers
to source a specific and annually increasing
percentage of the electricity they supply
from renewable sources and provides the
necessary financial incentive, through
a system of trade-able Renewable
Obligation Certificates (ROCs) which
supplement the market price of the
electricity, to encourage deployment of
renewable energy in the UK. Its extension,
therefore, represents a positive long-term
signal in favour of future investment.
The Energy Act 2008 enabled the
introduction of ‘banding’ of the RO to
allow differentiated levels of support for
different renewable energy technologies.
From 1 April 2009, electricity from
qualifying hydro electric schemes and
onshore wind farms continues to receive
1.0 ROC per MWh; from offshore wind
farms it is now 1.5 ROCs per MWh.
Later that month, the UK government
announced a banding review with the
intention of increasing ROCs from 1.5
per MWh to 2.0 for offshore wind projects
meeting specified completion criteria if
they place new orders in 2009-10, and
then 1.75 in 2010-11.
SSE has sought, and received, from the
UK government clear assurances that any
changes to banding, if implemented after
the forthcoming review, will not have a
negative economic impact on any existing
renewable energy developments. It is
also engaged in discussions with the
UK government as to how any change to
banding for offshore wind would strengthen
the investment climate for that particular
technology. It is particularly concerned to
ensure that previous investment decisions
in offshore wind are not unfairly treated
compared with those projects whose
construction was delayed.
In the Republic of Ireland, the Renewable
Energy Feed In Tariff (REFIT) scheme is
used to support renewable energy by
providing a guaranteed price for output
and a 15% rebate (subject to a cap) on
suppliers’ purchase of REFIT energy.
SSE has just over 2,200MW of operating
renewable energy capacity in the UK
and Ireland, comprising hydro electric
schemes (including pumped storage),
wind farms and a dedicated biomass/
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Scottish and Southern Energy
Annual Report 2009
facility at Slough, an increase of almost
200MW during the year. Of this, almost
900MW qualifies for ROCs (excluding
biomass). Looking ahead, it has set itself
the target of owning and operating
4,000MW of renewable energy capacity
in the UK and Ireland by the end of 2013.
1,650GWh qualified for ROCs, compared
with just over 1,700GWh in the previous
year. Assuming average ‘run off’ of water
into SSE’s reservoirs during the year,
the ROC-qualifying output from hydro
generation is expected to be around
1,700GWh in 2009/10.
Development in Scotland, which argued that
there are still over 600MW of ‘financially
viable’ hydro electric schemes to exploit,
especially smaller and micro schemes. SSE
has consent to develop new ‘run-of-river’
hydro electric schemes near Crianlarich
(2.5MW) and Wester Ross (3.5MW). It is
continuing to examine the scope for new
hydro electric developments and in August
2008 invested £750,000 in Green Highland
Renewables, in return for a 33.3% stake in
the company, which develops small and
medium-sized hydro electric schemes.
Hydro electric schemes which use
impounded water to generate electricity
have an important part to play in meeting
peak demand and also complement the
growing, but variable, amount of output
from wind farms. Against this background,
SSE is submitting to Scottish Ministers an
application for consent to develop a 60MW
pumped storage scheme at its 152MW
Sloy power station, near Loch Lomond.
This means that in addition to electricity
produced from water collected and held
in the Loch Sloy reservoir, Sloy would
generate electricity using water pumped
from Loch Lomond to the reservoir.
In an average year, Sloy produces
around 120GWh of electricity and adding
a pumped storage facility would allow
it to produce an additional 100GWh of
electricity a typical year to help meet
peak demand. SSE currently expects
that developing a pumped storage facility
at Sloy will require investment of over
£30m. SSE is also exploring whether other
potential sites could be suitable for the
development of pumped storage schemes.
Hydro Generation – Investment
The construction of SSE’s new 100MW hydro
electric station, at Glendoe near Loch Ness,
was completed two months earlier than
scheduled and at final capital cost of just
over £160m. Glendoe is now SSE’s second
largest conventional hydro electric station,
and the first large-scale station to be built
in Scotland for over 50 years. Operationally,
its principal feature is that it is able to start
generating electricity at full capacity in just
30 seconds. In a year of average rainfall,
its output should be around 180GWh of
electricity. During the final three months
of 2008/09, its total output was 76GWh.
Since the Renewables Obligation was
introduced in April 2002, SSE has invested
over £300m in refurbishing and developing
hydro electric schemes in Scotland,
including Glendoe.
The vast majority of SSE’s hydro electric
stations were built in the 1950s and early
1960s and are the subject of a rolling
programme of investment to prolong
their working life and improve their
operational efficiency. In 2008/09,
it totalled just over £20m.
In September 2008, the Scottish
Government published a study carried
out for the Forum for Renewable Energy
Hydro Generation Output (GWh)
SSE has over 1,450MW of hydro electric capacity,
all in Scotland, including pumped storage. The new
hydro development at Glendoe is SSE’s second largest
and it contributed 76GWh of output in its first months
of operation.
2009
2008
2007
2006
2005
3,316
3,518
3,767
3,054
3,544
The achievement of this milestone
will mean SSE is making a significant
contribution to the achievement of the
2020 targets in the UK and Ireland, and
it is making comprehensive plans to
build on its 2008-13 programme of
investment in renewable energy in
the subsequent years.
In addition to its clear environmental
benefits, renewable energy also significantly
reduces SSE’s exposure to volatile prices
for fossil fuels because the fuel used to
generate electricity is indigenous and free.
This is in marked contrast to fossil fuels,
sources of which are in decline but which
will be in huge demand from economies
around a world, in many of which the
population is growing fast.
In addition to its focus on the UK and
Ireland, SSE is undertaking in the same
period a programme of development in
renewable energy in new markets in
continental Europe (principally Portugal,
Scandinavia, Italy, Germany and the
Netherlands).
Hydro Generation – Operations
SSE owns and operates just over 1,450MW
of capacity in conventional hydro electric
schemes, including the new Glendoe
hydro electric scheme which became
operational in December 2008, and
300MW pumped storage.
Total output from the conventional hydro
electric schemes was 3,316GWh during
2008/09, including 76GWh from Glendoe,
compared with 3,518GWh during the
previous year. As at 31 March 2009, the
amount of water held in SSE’s reservoirs
which could be used to generate electricity
was 73% of the maximum, the same as
in the previous year.
In order to encourage investment in
maintaining for the long-term smaller
schemes, the output of refurbished hydro
electric stations with capacity of up to
20MW qualifies for ROCs. SSE has just
over 400MW of capacity in this category
(including the new plant commissioned in
the last few years at Culleig, Kingairloch
and Fasnakyle). In addition, the output
from all new hydro electric schemes, such
as Glendoe, also qualifies for ROCs. Of the
total hydro output in 2008/09, just over
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Wind Generation – Operations
As at 31 March 2009, SSE owns and
operates almost 700MW of onshore
wind farm capacity in the UK and Ireland,
of which 300MW is in the Republic of
Ireland. Although lower wind speeds
were experienced during 2008/09, total
output from SSE’s portfolio of wind farms
in the UK was 953GWh during the year,
all of which was eligible for ROCs,
compared with 389GWh in the previous
year (which includes the output from the
Airtricity portfolio of wind farms that was
generated between its acquisition by SSE
on 15 February 2008 and 31 March 2008);
from its wind farms in the Republic of
Ireland, the output was 765GWh in the
same period. On average, the turbines at
SSE’s wind farms in the UK and Ireland
achieved 96% of their maximum
availability to generate electricity.
Wind Generation – Investment Overview
When SSE entered into the agreement
to acquire Airtricity, now its renewable
energy development division, in January
2008, the combined business had just over
870MW of onshore wind farm capacity
in operation, in construction or with
consent for development in the UK and
Ireland. This has now reached almost
1,700MW, including:
k the Clyde wind farm in southern
Scotland (see below); and
k the Griffin wind farm in Perthshire in
which SSE acquired a majority stake
in the early part of 2009, the total
capacity of which will depend on the
most economic turbine option but will
be well in excess of 100MW.
The progress of the Clyde project in
particular demonstrates that the pipeline
of opportunities in renewable energy on
which the acquisition was based are now
being realised. Further evidence of this
is that SSE expects to complete the
construction of over 150MW of onshore
wind farm capacity during 2009/10.
SSE also has a 50% share of the 500MW
Greater Gabbard wind farm now under
construction in the outer Thames Estuary
(see below). It also has almost 1,400MW of
offshore wind farm capacity with consent
for development. This comprises:
k the 280MW Butendiek offshore wind
farm planned for a site off the coast
of Germany;
k two offshore wind farms proposed in
the Dutch sector of the North Sea with
a total capacity of up to 610MW; and
k the 500MW Arklow scheme off the
east coast of the Republic of Ireland.
When SSE entered into the agreement to acquire
Airtricity, now its renewable energy development
division, in January 2008, the combined business
had just over 870MW of onshore wind farm capacity
in operation, in construction or with consent for
development in the UK and Ireland. This has now
reached almost 1,700MW.
The most advanced of these projects is
Butendiek, in respect of which SSE has
entered into turbine reservation agreement
with Siemens Wind Power.
This reflects SSE’s aim to develop a
substantial portfolio of offshore wind farm
assets in northern Europe, thus helping
a number of EU Member States to
achieve their legally-binding 2020 targets
for renewable energy. This is because
wind energy is an increasingly mature
technology, capable of relatively speedy
deployment on a large scale, and must thus
play a critical part in the achievement of
the UK’s, the Republic of Ireland’s and the
EU’s renewable energy targets for 2020.
All of this means that SSE now has:
k over 3,400MW of renewable energy
capacity (onshore wind, offshore wind,
hydro and dedicated biomass) in
operation, under construction or with
consent in the UK and the Republic
of Ireland (excluding Arklow in the
Republic of Ireland); and
k over 1,400MW of offshore wind farm
capacity with consent for development
in Europe (including Arklow).
In addition, the proposal by Viking Energy,
the joint venture between Viking Energy
Ltd (which is 90% owned by Shetland
Charitable Trust) and SSE to develop
on Shetland’s Central Mainland a wind
farm with 540MW of capacity was
submitted to Scottish Ministers in May
2009. This takes to over 1,000MW the
amount of onshore wind farm capacity
for which SSE has applied for consent
to build in Scotland, England, Northern
Ireland, Italy and Sweden.
SSE remains on course to make
investments of around £3bn in renewable
energy in the five years between 2008 and
2013. A key consideration in investments
will be the prices of the wind turbines
themselves. While these are the subject
of a number of variations, SSE has seen
some reductions and does not expect them
to return to the market peak reached
during 2008 for the foreseeable future.
The principal projects within SSE’s five year
programme are the Clyde wind farm and
the Greater Gabbard offshore wind farm.
Wind Generation Investment – Clyde
Clyde has consent for 152 turbines. As a
result of the tender process, SSE may seek
to optimise the energy yield by selecting
turbines which have a lower installed
capacity than that originally envisaged
but which represent the most economic
solution. Nevertheless, the configuration
of the selected turbines will not affect the
expected annual output of over 1,000GWh.
Initial site works began in April 2009 and
full construction work will begin later
in the summer. First commissioning
is scheduled for 2011 and completion
is scheduled for 2012. The construction
cost is now expected to be around £500m.
This is included within SSE’s existing
investment plans for the period to 2013.
Wind Generation Investment –
Greater Gabbard
Greater Gabbard Offshore Winds Limited
(GGOWL) is a 50:50 joint venture between
SSE and RWE npower renewables, which
acquired its 50% stake from SSE in
November 2008, to develop in the outer
Thames Estuary what is the world’s largest
offshore wind farm under construction.
The development of Greater Gabbard,
excluding the connection to the electricity
grid, is expected to require total investment
of around £1.3bn. Onshore work on the
construction of the wind farm is now well
under way, as is fabrication of offshore
structures and turbines. Offshore work is
on track to begin in the next few months,
with the first installations taking place
before the end of the financial year. It will
be commissioned in two phases, with
the entire construction scheduled to be
completed in 2012. On completion, the wind
farm will have a total capacity of around/
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Scottish and Southern Energy
Annual Report 2009
500MW, with 140 turbines mounted on steel
monopiles, in water depths between around
20 and 30 metres. It is expected to have
a load factor of over 40%, based on site-
specific met mast data collected since
2005, and produce around 1,900GWh of
electricity in a typical year. SSE will take
50% of the output. Its operations and
maintenance will be carried out by SSE
Generation, under a management services
agreement with GGOWL.
Although SSE is very positive about
the long-term benefits of offshore wind
farms, the difficulties associated with
developing, operating and maintaining
energy assets in a marine environment
and the challenges associated with the
development of offshore wind farms
are not being under-estimated.
Wind Generation Investment –
Offshore Wind in the UK
SSE expects that Greater Gabbard will prove
to be the first of a series of major offshore
wind farms which it develops over the next
decade. In February 2009, it was granted
exclusivity by The Crown Estate to develop
offshore wind farms at four locations in
Scottish territorial waters. At two of the
four sites, SSE is in partnership with other
specialist developers. The proposed wind
farms could have a total capacity of up to
2,700MW, of which SSE would own 85%.
Their development is subject to site-specific
consultations and environmental impact
assessments, statutory consents and
satisfactory completion of the Strategic
Environmental Assessment for offshore
wind announced by the Scottish
government in October 2008.
A month later, SSE joined forces with RWE
npower renewables, Statkraft and Statoil/
Hydro to bid to win exclusive rights to
develop wind farms under the terms of
the Zone Development Agreements as
part of The Crown Estate’s third licence
round for UK offshore wind farms (Round
3). The four companies are co-operating
on a single, joint bid and – should they be
successful – will work together on the
development, construction and operation
of Round 3 wind farms.
In April 2009, SSE joined forces with
Fluor Limited, the UK operating arm
of Fluor Corporation, to create another
consortium, Seagreen Renewables, to
bid for the exclusive rights to develop
other wind farms under Round 3
(Airtricity and Fluor jointly developed the
Greater Gabbard Offshore Wind Farm).
Partnerships with other developers such
as this are intended by SSE to minimise
Electricity Generation Capacity – Onshore Wind (MW)
2009
2008
2007
2006
160
40
2005
20
690
600
SSE owns and operates capacity at onshore
wind farms in Scotland, Northern Ireland and the
Republic of Ireland. Additional wind farms are also
under construction as part of SSE’s target to have
4,000MW of operating renewable generation
capacity in the UK and Ireland by the end of 2013.
risks involved in offshore wind projects and
to maximise the development capability.
In October 2008, SSE was one of five
energy companies to sign an agreement
on offshore wind with The Carbon Trust.
This marked the start of a major new
research, development and demonstration
initiative called the Offshore Wind
Accelerator (OWA). The OWA aims to
cut the cost of energy from offshore wind
by at least 10% through a combination of
reducing costs and increasing revenues for
the developers and operators of projects.
Investment Options in New Markets
In addition to its wind and hydro
investments in the UK and Ireland, SSE
is identifying options to invest in renewable
energy in new markets: waste-to-energy
(principally in the UK – see below); onshore
and offshore wind farms in Europe
(principally Portugal, Scandinavia, Italy,
Germany and the Netherlands where
there are particular opportunities for
growth in renewables – see above); and
emerging technologies. Any investment
will involve working with partners and
will largely be on an equity basis, with
non-recourse or project-specific debt
typically expected to account for around
75% of the total cost of the investment.
In April 2008, SSE entered into a 50:50 joint
venture with Gothia Vind, which is aiming
to develop around 200MW of onshore wind
farm capacity in Sweden over the next three
years. Two months later, SSE entered into
two joint venture partnerships, with Riviera
and with Hispano Lusa SL, to further its
plans for the development of wind farms
in Portugal with a total potential capacity
of around 400MW (gross). This was
followed by the establishment of a
joint venture with an Italian wind farm
development company, Entropya, which
has a wind farm development pipeline
in excess of 2,000MW (gross) at various
stages in the authorisation process.
The acquisition of Airtricity has extended
the scope of SSE’s interests to continental
Europe, thereby giving it development and
operational activity in a new geographical
location. That activity will remain disciplined
and clearly focused on renewable energy,
especially in view of developments in
financial markets. This means investments
in the UK and Ireland are likely to be
prioritised in the first instance, followed
by investments elsewhere in Europe. SSE
does not expect to undertake any wind farm
developments in China in the foreseeable
future and is planning to dispose of
Airtricity’s development portfolio there.
Marine Energy
In February 2009, SSE and Aquamarine
Power, in which it has a 50% stake,
entered into a joint venture aimed at
developing sites in the UK and the Republic
of Ireland capable of hosting 1,000MW of
marine energy capacity by 2020. The two
companies’ goal is to deliver marine energy
sites suitable for Aquamarine Power’s wave
technology, Oyster, a prototype of which
should be deployed at the European Marine
Energy Centre in Orkney in the summer
of 2009. In April 2009, the Oyster device
produced and exported electricity at
the New and Renewable Energy Centre
(NaREC) near Newcastle, for the first time.
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Biomass and Multi-fuel
SSE’s plant at Slough has a current
generating capacity of 80MW and remains
the UK’s largest dedicated biomass energy
facility. During 2008/09, it produced
148GWh of electricity qualifying for ROCs,
compared with 33GWh during the three
months in which it was under SSE’s
ownership in the previous year. Output
was affected by technical issues
concerning the operation of one
of the steam turbines at the plant.
The acquisition of the plant at Slough in
January 2008 gave SSE a platform from
which to invest in biomass and waste-to
energy. Against this background, and in line
with its approach to developing a number of
options for the site, SSE announced in March
2009 plans for a multi-fuel combined heat
and power (CHP) facility at Ferrybridge.
The proposed multi-fuel CHP facility will
use a range of fuel sources, which could
include biomass, waste-derived fuels and
wood products, to generate around 90MW
of electricity and to provide heat to the
Ferrybridge site. It will be compliant with
the Waste Incineration Directive.
The potential for such technology should
not be under-estimated. In December 2008,
the Institution of Mechanical Engineers
said that the UK could generate one fifth
of its electricity from the 300 million
tonnes of waste per annum otherwise
destined for landfill – much of which
can be readily prepared to become
refuse-derived fuel (RDF).
In line with that, SSE expects to expand its
interests in this area, including establishing
long-term relationships with a number of
companies to help deliver some sources
of fuel for its generation and its first fuel
contract, with Shanks, was agreed in
2008/09 for the Yorkshire area. Proposals
for multi-fuel plant in other parts of the
country are also being prepared.
Forth Energy
In June 2008, SSE and Forth Ports plc
entered into a strategic venture to develop
renewable energy projects around Forth
Ports’ sites in Scotland and England. The
new venture, called Forth Energy, will invest
in the generation, distribution and supply
of renewable energy for export to the
electricity network for commercial sale
and for consumption at Forth Ports’ sites.
The venture envisages projects across a
number of renewable energy technologies,
including wind, tidal and biomass, and
related networks and infrastructure.
Possible projects with a total installed
capacity in excess of 150MW have been
identified. These projects are being
progressed through feasibility stages,
with a view to applications for consent
being made in 2009/10.
Emerging Technologies – SSE Ventures
In February 2007, SSE set up SSE Ventures
(SSEV) to develop and grow its portfolio of
investments in small and medium-sized
businesses offering renewable, sustainable
and energy efficiency-enhancing products
and services. In addition to the financial
support offered, SSEV works in close
partnership with investee companies
to help their products or services make
progress towards full commercial viability.
Participation in emerging technology
developments helps SSE to anticipate,
be at the forefront of, and adapt to,
the changes in energy production and
consumption that are likely to occur
over the next decade. During 2008/09,
through equity and loans, SSE’s total
commitments to investing reached £88m
and it now holds direct or indirect stakes
in a total of 24 companies.
Nuclear Power
SSE was part of a consortium, with GDF
SUEZ and Iberdrola which placed bids in the
auction by the Nuclear Decommissioning
Authority and EDF of three potential nuclear
new-build sites in the UK, that was
concluded in April 2009. The consortium
elected to maintain its financial discipline
and did not secure any of the sites.
Nevertheless, SSE continues to believe
that it should work with other parties
to help secure the development of
new nuclear power stations, through
appropriate investment or contractual
support, in order to help maintain secure
supplies of energy for customers.
As a result, it is examining a number of
opportunities for other potential sites with
its consortium partners. In particular, the
consortium will be focusing on the sites
nominated as part of the UK Government’s
Strategic Siting Assessment, which was
published for public consultation in April
2009, which have to be sold by their
current owners.
Competition Issues
In April 2008, Ofgem launched an
investigation into SSE and Scottish Power
Limited, under section 18 of the Competition
Act 1998 and Article 82 of the EC Treaty.
SSE co-operated fully with Ofgem, which
concluded in January 2009 that there had
been no breach of the Competition Act.
In May 2009 EDF Group and Centrica plc
announced their ‘definitive agreement’
whereby Centrica will invest in EDF’s
nuclear business in the UK, including
the current British Energy nuclear power
station fleet. This agreement would bind
together companies which currently
supply electricity and gas to over 40%
of the homes, offices and businesses in
Great Britain. As a result, its implications
for the energy supply market and for the
wholesale electricity market will require
the most detailed scrutiny by the relevant
competition authorities. SSE believes that
it is likely to require detailed conditions to
be placed on the parties directly involved
to safeguard competition.
Generation Priorities for 2009/10
and Beyond
During 2009/10 and beyond, SSE’s key
objectives in Generation will be to ensure
that its diverse portfolio of power stations is
well-maintained and available to generate
electricity, with the maximum flexibility
and efficiency, in response to customer
demand and market conditions, while
complying fully with all safety standards
and environmental regulations.
SSE will also be pursuing timely
investment in asset refurbishment and
replacement projects, and working to
deliver on time and on budget its projects
to develop new capacity for generating
electricity. Key milestones include the
start of construction work at the Clyde and
Griffin wind farms and the start of offshore
construction work at Greater Gabbard.
In the five years between 2008 and 2013,
SSE currently expects that its investment
across its entire generation portfolio will
be over £4bn, including investment in
existing assets. This investment will be
designed to abate the environmental
impact of existing assets and extend
their working lives and to deliver new
assets, principally in renewable energy
but also – as in the case of Marchwood
and Abernedd – thermal generation. All of
this will support security of energy supply.
In addition, SSE is seeking to build up
a major offshore wind farm capability
in northern Europe, and so successful
participation in The Crown Estate’s
Round 3 is a major priority.
As a result, SSE will have a growing,
and balanced, portfolio of electricity
generation assets, with a diminishing
environmental impact in which its
exposure to fossil fuel price volatility
will be increasingly diluted. At the same
time, SSE will actively seek to maintain
optionality and diversity in the future
development of its generation portfolio.//
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Supply
Scottish and Southern Energy
Annual Report 2009
Supply
Affordability, Products, Service
SSE supplies electricity and gas to over nine
million domestic, commercial and industrial
customers within Great Britain’s competitive
market and to around 50,000 customers in the
Irish all-island market. It is the second largest
supplier of energy in Great Britain and supplies
energy under the Southern Electric, SWALEC,
Scottish Hydro Electric, Atlantic Electric and
Gas and (in Ireland) Airtricity brands.
9m
Customers
1st
Service ranking
191k
Homes insulated
Supply Brands
Key Priorities
k Providing value for customers’ money through fair pricing
k Delivering best-in-sector service
k Developing existing and new energy products
k Completing energy effi ciency programmes
Introduction
Energy supply in Great Britain experienced
an exceptional degree of volatility and
intense public scrutiny during 2008/09.
Forward annual wholesale prices for
electricity peaked at almost £90 per MWh;
for gas, they peaked at 100p per therm.
Although they subsequently fell back
from these peaks, wholesale prices for
electricity and gas remained relatively
high. Like other suppliers, SSE procures
energy through a variety of long- and short-
term contracts. As a result, there is a time
lag between rises and falls in wholesale
prices and rises and falls in the prices
charged to domestic customers. Ofgem
said in October 2008 that it found no
evidence that this lag is greater when
prices are falling than when they are rising.
That conclusion was part of Ofgem’s
Initial Findings Report, following its
inquiry into energy supply markets in
Great Britain, using its powers under
the Enterprise Act 2002. It confirmed
that the fundamental structures of a
competitive market are in place and
the transition to effective competitive
markets is well advanced and continuing.
It was to be expected that Ofgem would
identify a number of areas where ‘the
transition to fully effective competition
should be accelerated’. In line with that,
in March 2009, it announced it was
minded to introduce a new licence
condition on suppliers requiring that
prices should reflect the costs to the
companies, a principle which SSE has
always supported.
Much of the commentary on Ofgem’s
Initial Report focused on suppliers’
pricing structures with respect to
particular segments of the market.
These included:
k electricity ‘in-area’ versus ‘out-of-area’
price differentials, where Ofgem’s
analysis showed that SSE has the
smallest such differential; and
k pre-payment meters (PPMs), where
SSE had already aligned its electricity
charges with those for customers
paying by standard credit terms and
subsequently implemented a 3%
reduction in the price paid by its gas
customers who use PPMs, thus
reducing the average differential
between them and customers paying
by standard credit terms by around
£25 per annum.
SSE remains very mindful of the impact
that rising fuel bills have on already hard-
pressed households and has worked
extensively to minimise their impact,
including delaying for as long as tenable
the introduction of price increases. This
has again demonstrated that the best
counter to upward pressures on energy
prices, and the best safeguard for
customers, is Great Britain’s highly
scrutinised competitive market.
Indeed, in March 2009, the UK Department
of Energy and Climate Change published
Quarterly Energy Prices in the UK which
said that: ‘Provisional estimates suggest
that, for the period July to December
2008, prices for medium domestic gas
and electricity consumers, including tax,
were the lowest and fifth lowest in the
EU 15 respectively.’
Energy Supply Objectives
SSE’s objective is to grow its energy
supply business by offering consistently
competitive prices over the medium term
and providing best-in-sector service and
market-leading products so that it is able
to retain and gain customers. It also aims
to broaden its relationship with these
customers through the provision of
added-value energy-related products and
services relevant to them and their needs.
In other words, SSE is not building this
part of its business on the premise of
simply selling more of its core products
of electricity and gas but on providing the
energy and, increasingly, the related
products and services people need.
Energy Supply Operations –
Customer Numbers
SSE supplies electricity and gas in Great
Britain as Southern Electric, SWALEC,
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Scottish Hydro Electric and Atlantic
Electric and Gas. During 2008/09, it
achieved a net gain of 600,000 energy
supply customer accounts, taking the
total to 9.05 million. This was the seventh
successive year in which SSE achieved
a net gain in energy supply customer
numbers and means it has doubled its
total number in that period. The total
comprises:
k 5.1 million domestic electricity
customer accounts;
k 3.5 million domestic gas customer
accounts; and
k 0.45 million business electricity
and gas sites.
Within the total, 2.2 million customer
accounts are for ‘loyalty’ products such
as energyplus Argos, which rewards
customers with money-off discount
vouchers, and energyplus Pulse, under
which customers are able to support the
British Heart Foundation (which received
£295,000 from SSE in respect of energyplus
Pulse customers during 2008/09).
In addition, in October 2008, SSE and
Marks & Spencer (M&S) launched a
new dual fuel product under the brand
name M&S Energy. The product is
available to M&S customers exclusively
through M&S’ stores and website, and
by 31 March 2009 had attracted 59,000
customer accounts.
Energy Supply Operations –
Prices in Great Britain
Over the past few years, SSE has
maintained a responsible pricing policy,
seeking to delay for as long as possible
any increases in prices and seeking to
implement as quickly as possible any
reductions. The application of this policy
means that over 2008 as a whole, SSE’s
quarterly-paying dual-fuel customers
paid an average of almost £100 (including
VAT) less for their energy than customers
of the largest energy supplier.
SSE increased its prices for domestic
electricity and gas customers in August
2008. The upsurge in wholesale electricity
and gas prices experienced up to that
point made delaying price rises beyond
that untenable because SSE could no
longer sustain the significant losses in
energy supply then being experienced.
The Business and Enterprise Committee
of the UK House of Commons said in
December 2008: ‘a reasonable level of
profit by the big energy suppliers will be a
precondition’ of the necessary investment
in new electricity generating capacity
taking place.
Supply Key Performance Indicators
Domestic electricity customer accounts (GB)
Domestic gas customer accounts (GB)
Business electricity and gas customer sites (GB)
Total energy customers (GB)
Telecoms and home services customers (GB)
Total customer numbers (GB)
Electricity customer numbers (Ireland)
March 09 March 08
million million
5.10
3.50
0.45
9.05
0.33
9.38
0.05
4.90
3.15
0.40
8.45
0.23
8.68
0.04
Fortunately, falls in wholesale energy
prices which started between July and
October 2008 were sustained in to the
early part of 2009 and SSE announced
a reduction in its prices for domestic
electricity and gas customers in February.
Future trends in energy prices for
domestic customers will depend on what
happens in wholesale electricity and gas
markets, with public policy decisions on
energy production and consumption also
having an impact. The competitive supply
market and the comprehensive scrutiny
to which energy suppliers are subject
represent the best means of ensuring
that prices under any scenario are as
low as possible.
The long-term outlook was considered by
the Business and Enterprise Committee
which said in December 2008 that: ‘We
continue to believe that once the global
economy begins to recover, in the long term
“the era of cheap energy is surely over”.’
Energy Supply Operations –
Payment Profiles
Almost 58% of SSE’s domestic electricity
and gas accounts are paid by direct debit
or standing order. A further 10% are paid
through pay-as-you-go (or prepayment)
meters and the balance are on credit
terms and settled by cheque or other such
payment methods. According to Ofgem’s
Initial Findings Report, published in
October 2008, 43% of energy accounts in
Great Britain are settled using direct debit
and 16% are settled through PPMs, with
the balance using standard credit terms.
As at 31 March 2009, the total aged
debt (ie debt that is overdue by more
than six months) of SSE’s domestic and
small business electricity and gas
customers was £72m, compared with
£70m in March 2008, during which period
the number of customers increased by
over 7%. While improvements continue
to be made in SSE’s debtor position,
leading indicators, such as the number
of payment reminders being issued to
customers, suggest that 2009/10 will
pose significant debt management
challenges, with the volume of work
in this area for the Customer Service
division increasing significantly.
In March 2009, Ofgem published the
outcome of its investigation into domestic
customers’ direct debits. It focused on
over 800 customer complaints which
identified the name of the supplier. Of
these, 2% were about SSE – the lowest
total for any of the leading suppliers – and
SSE was held up as having best practice
in a number of areas. At the same time,
Ofgem identified a number of sector-wide
criticisms which SSE, in line with the
other suppliers, will have to address. /
Over the past few years, SSE has maintained a
responsible pricing policy, seeking to delay for as
long as possible any increases in prices and seeking
to implement as quickly as possible any reductions.
The application of this policy means that over 2008 as
a whole, SSE’s quarterly-paying dual-fuel customers paid
an average of almost £100 (including VAT) less for their
energy than customers of the largest energy supplier.
40
Supply (continued)
Scottish and Southern Energy
Annual Report 2009
Energy Supply Operations –
Customer Service
It is no coincidence that SSE has achieved
seven successive years of growth in
energy supply while being independently
and consistently recognised as the
customer service benchmark for the
rest of the industry. SSE believes that
its proposition for customers needs to
include service and products, as well as
price, to ensure it offers the best possible
value for money.
In the latest independent Customer
Satisfaction Report from uSwitch.com,
published in October 2008, SSE was
ranked the best energy supplier, for the
fifth successive time. It was ranked top
in seven of the 11 categories featured in
the Report. uSwitch.com stated: ‘SSE has
become the customer service benchmark
for the rest of the industry.’ In the JD
Power UK Electricity and Gas Customer
Satisfaction Study, also published in
October 2008, SSE was the top-ranked
supplier in both electricity and gas for
the second successive year and, once
again, was the only supplier with a score
significantly above the sector average.
In addition, in the Institute of Customer
Service study completed in July 2008, SSE
was the top-ranked performer amongst
UK energy suppliers.
In previous years, SSE also used the
number of complaints about it sent
to energywatch for resolution as a key
performance indicator in this area.
Following the Consumer, Estate Agents
and Redress (CEAR) Act 2007, new
arrangements have been put in place
under which customers who are unable
to resolve issues with their supplier can
take them up with Consumer Direct.
Complaints which are not resolved
within eight weeks, or which become
‘deadlocked’, may be taken to the new
Energy Supply Ombudsman. During
2008/09, 183 ‘deadlocked’ complaints
involving SSE were passed on to the
Ombudsman, the lowest number for
any supplier.
Although SSE maintained its best-in
sector position in customer service
during 2008/09, it was a year in which
the environment in which its teams
operated was very different as customers
responded to price increases and the
increasing profile of energy efficiency
with a major increase in the number of
calls to customer service centres. In total,
SSE’s energy supply customers made
18 million calls to the company during
2008/09, an increase of around one
quarter on the previous year.
The changing shape of customer service
is also illustrated by the fact that email
overtook letters to become the second
most common means of communication
with the company used by SSE’s
customers. This, in turn, indicates that
the popularity of e-services such as
paperless billing is likely to increase
rapidly over the next few years, and
preparing for that is one of SSE’s key
priorities over the coming years.
Nevertheless, conversations with
customers will remain the most
important means of communication
Customer Numbers – GB (million)
SSE is the second largest supplier in the competitive
electricity and gas supply markets in Great Britain. It
supplies energy under the Southern Electric, SWALEC,
Scottish Hydro Electric and Atlantic brands. It also
supplies energy in the Irish all-island market.
2009
2008
2007
2006
2005
9.05
8.45
7.75
6.70
6.10
for the foreseeable future and in December
2008 SSE completed the acquisition of
Barclaycard’s customer service centre
at Cumbernauld.
The centre became fully operational in
January 2009 and it provides SSE with the
capacity to expand its customer service
operations and recruit many new skilled
people at a time when the number of
customers has continued to grow. It will
relieve some of the pressures that would
otherwise have been felt at SSE’s existing
sites and gives it a new geographic area
from which to recruit people.
Energy Supply Operations –
Energy Efficiency
As the UK Department of Energy and
Climate Change said when launching
its consultation on a heat and energy
efficiency strategy in early 2009, there
needs to be a transformation in the
attitudes and actions of everyone when
it comes to energy efficiency. It said:
‘We need a radical shift in our use of
energy and heat in our homes.’
Using energy more efficiently is the
fastest and most cost-effective means
of reducing energy costs, sustaining
supplies for the long term and securing
reductions in emissions of carbon dioxide.
SSE has obligations under the Carbon
Emissions Reduction Target (CERT)
scheme to deliver energy efficiency
measures to households throughout
Great Britain and in 2008/09 funded
the installation of cavity wall insulation
in 87,000 homes and loft insulation in
104,000 homes (excluding DIY insulation).
It also distributed around 16 million low
energy lightbulbs.
To complement its heat and energy
efficiency strategy, the UK government
is also developing a Community Energy
Saving Programme (CESP), which aims
to deliver energy efficiency measures
on a community basis, and is seeking to
implement a 20% increase in suppliers’
CERT obligations.
These are substantial measures, which
will require the commitment of significant
resources by energy suppliers, but SSE
endorses the goal of securing substantial
savings in energy bills and reductions in
emissions of carbon dioxide, and major
energy efficiency initiatives are clearly the
most sustainable way of achieving this.
Energy Supply Operations –
Vulnerable Customers
While any type of poverty, including fuel
poverty, fundamentally results from an
41
Scottish and Southern Energy
Annual Report 2009
individual or household having insufficient
income, SSE recognises that it has a
significant role to play in reducing its
customers’ energy consumption (and
thus the associated costs) and a role also
in helping those of its customers who
really struggle to pay for their basic
energy needs.
In April 2008, SSE published its Code
of Practice for Vulnerable Customers,
following consultation with consumer
and voluntary organisations. At its core is
SSE’s belief that any ‘social’ tariff offered
by energy suppliers is only meaningful if
it is clearly the lowest-cost tariff that they
make available to any type of customer
on any sign-up method.
SSE’s social tariff, energyplus care,
conforms to this principle and currently
gives eligible dual-fuel customers a
discount of just over one third compared
with SSE’s standard tariff, as well as other
help including benefit entitlement checks
and free energy efficient appliances
and home insulation. The number of
customer accounts benefiting from
energyplus care increased by 77,000
to 103,000 during 2008/09.
This fulfilled SSE’s agreement with
the UK government to operate schemes
with a total value of over £16m to help
vulnerable customers in 2008/09. Under
this agreement, that will increase to
around £22m in 2009/10.
It is SSE’s policy to do all it can to help
customers who may be having difficulties
in paying for the electricity and gas they
use by offering ‘tailor-made’ payment
arrangements that suit their needs and
their circumstances. In March 2009,
customers with almost 250,000 electricity
and gas accounts were taking advantage
of these arrangements.
Product Development
Energy supply remains intensely
competitive and gaining and retaining
customers’ loyalty is key to long-term
success. At a time of higher energy prices,
better plan is at the centre of the portfolio
of products and services which SSE
currently markets. It offers a variety of
incentives to help customers use less
energy and earn credits as a result. The
credits are then applied as a reduction
to the customers’ energy bills.
SSE launched better plan towards the
end of 2007 as part of its commitment
to work in partnership with its customers
to help them reduce their energy use
and to create a more sustainable level
In April 2008, SSE published its Code of Practice
for Vulnerable Customers, following consultation
with consumer and voluntary organisations. At its
core is SSE’s belief that any ‘social’ tariff offered
by energy suppliers is only meaningful if it is clearly
the lowest-cost tariff that they make available to
any type of customer on any sign-up method.
Energy Supply Priorities in 2009/10
During 2009/10, and beyond, SSE will
seek to:
k retain a reputation for fair pricing
for domestic customers;
k maintain best-in-sector service,
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including improvements in billing, call
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to e-services;
k increase further the number of
customers on better plan;
k deliver energy efficiency improvements
through the CERT and other
programmes;
k continue to ensure customers’ energy
accounts are well-managed;
k increase the number of customers
in Great Britain; and
k increase the number of customers
in the Irish all-energy market.
In summary, SSE aims to build on its
position as the energy supplier with the
strong regional brands, best-in-sector
service, fair pricing policy and range of
value-adding offers to secure an eighth
successive year of customer growth.//
of energy consumption. During 2008/09,
customers with an additional 125,000
energy accounts joined better plan, taking
the total to 165,000, making it SSE’s most
successful new product ever.
The core of the better plan proposition
is encouraging customers to use less
energy and thus save money. SSE is
examining options for developing a
broader proposition centred on enabling
customers to take control over their
energy use and secure very significant
reductions in their consumption.
Against this background, in April 2008,
it agreed to invest £1m in Onzo Limited
(Onzo), in return for a 24.5% share of the
business. Onzo is a systems development
business, with specific intellectual
property relating to the development
of display devices that support smart
metering systems.
The relationship between technology
and people’s behaviour is frequently
demonstrated, as the changes effected
by the launch of the iPod just eight years
ago illustrates. The change to a low carbon
economy will be challenging because of
the intangible nature of energy production,
distribution and supply. That is why
developments which allow customers
to take real control over their energy
consumption are of particular significance
in the context of energy policy goals in
the UK, Ireland and elsewhere.
Ireland
Following the acquisitions in 2007/08 of
Airtricity and CHP Supply Ltd and a year
of steady growth SSE has increased its
customer base in the all-island electricity
market in Ireland by 25% to 50,000,
including almost 10,000 in Northern
Ireland. While the majority of these
customers are commercial, SSE began to
supply electricity to domestic customers
during 2008. It also now supplies gas to
industrial and commercial customers
in Ireland and expects to supply it to
domestic customers later in 2009.
42
Networks
Scottish and Southern Energy
Annual Report 2009
Network
investment up
19% to £314.6m
SSE invested £314.6m in its
electricity networks during 2008/09,
taking the total over the past four
years to over £950m.
Safety Service Efficiency Sustainability Excellence Teamwork
We strive to get better and smarter and more innovative
because we want to be the best in everything we do.
This means fostering a culture of innovation, in which ideas
are valued for what they are and not for who they came from,
through issuing Licences to Innovate.
Licences to Innovate
Issued to SSE Employees
2008/09
2007/08
260
2006/07
99
958
958
Introduction
SSE owns Scottish Hydro Electric
Transmission, Scottish Hydro Electric Power
Distribution and Southern Electric Power
Distribution which transmit and distribute
electricity to 3.5 million businesses, offices
and homes via 127,000km of overhead
lines and underground cables.
These companies are the subject of
incentive-based economic regulation
by Ofgem which sets for periods of five
years the index-linked prices they can
charge for the use of their electricity
networks, their capital expenditure and
their allowed operating expenditure,
within a framework known as the Price
Control. Ofgem also places specific
incentives on companies to improve
their efficiency and quality of service.
Overall, Ofgem seeks to strike the right
balance between attracting investment in
electricity and gas networks, encouraging
companies to operate them as efficiently
as possible and ensuring that prices
ultimately borne by customers are no
higher than they need to be. In electricity,
the current Distribution Price Control
runs until 31 March 2010, and the current
Transmission Price Control runs until
31 March 2012.
As at 31 March 2009, SSE’s estimate
of Ofgem’s valuation of the assets of its
electricity distribution and transmission
businesses (the Regulated Asset Value,
or RAV) was £2.9bn, based on Ofgem’s
methodology, including £375m for
transmission. This gives it around 12%
of the total Great Britain electricity
transmission and distribution RAV.
SSE also has an equity interest of 50% in,
and provides corporate and management
services to, Scotia Gas Networks (SGN),
which owns Southern Gas Networks and
Scotland Gas Networks. These companies
own and operate the medium and low
pressure networks which deliver gas
to 5.7 million properties in their areas of
the UK. They are the subject of incentive-
based regulation by Ofgem similar to that
which applies in electricity. 2008/09 was
the first year of a price control for the five
years to 31 March 2013.
SGN estimates that the RAV of the networks
it owns was around £3.6bn, based on
Ofgem’s methodology, as at 31 March 2009.
This makes it the UK’s second largest
gas distribution company, with around
one quarter of the total Great Britain
gas distribution RAV. SSE’s share of this
RAV is £1.8bn which, when added to its
electricity networks businesses, gives SSE
43
Scottish and Southern Energy
Annual Report 2009
Networks Key Performance Indicators
March 09 March 08
34.37
Units of electricity
distributed (SEPD – TWh)
Units of electricity
distributed (SHEPD – TWh) 8.51
Average number of minutes
lost per customer (SEPD)
Average number of minutes
lost per customer (SHEPD)
Number of supply interruptions/
100 customers (SEPD)
Number of supply interruptions/
100 customers (SHEPD)
Volume of gas distributed
(Southern – TWh)
114.9
66
75
76
64
34.24
8.65
67
72
66
69
109.9
Volume of gas distributed
(Scotland – TWh)
58.6
59.4
Capital expenditure on
electricity networks
SSE share of total SGN
capex/repex
Capital expenditure
on telecoms
March 09 March 08
£m
£m
314.6
264.4
191.4
189.5
23.0
38.4
a total RAV of £4.7bn, making it the UK’s
second largest distributor of energy.
Together, these lower-risk economically-
regulated ‘natural monopoly’ businesses
provide a financial backbone and
operational focus for SSE, and balance
its activities in the competitive Generation
and Supply markets.
The Chief Executive of Ofgem wrote to
the Financial Times in June 2008 and said:
‘The fact remains that, in energy, the
[incentive-based] model has delivered
lower prices, better service and record
investment in the UK.’ At the same time,
Ofgem has embarked upon a two-year
review of the model in the context of the
security of supply and climate change
issues now prevalent in energy in the UK.
During 2008, a study by the international
consultancy Capgemini found that the
performance of electricity distribution
companies in the UK is consistently better
than the European average in terms of
controlling costs, operating networks
and customer services.
In March 2009, the Presidency of
the EU and Members of the European
Parliament agreed on new rules to
increase competition in the EU’s energy
market by separating the management of
electricity generation companies from that
Networks
Reliability, Safety, Effi ciency
SSE distributes electricity to over 3.5 million
properties in northern Scotland and central
southern England via overhead lines and
underground cables. It also owns 50% of Scotia
Gas Networks, which owns and operates the
Scotland and Southern gas distribution networks.
All these networks are subject to incentive-
based regulation by Ofgem. After electricity and
gas, telecoms is SSE’s third network business.
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RAV
Power network (km)
74k
Gas network (km)
Regulated Asset Value of Energy Networks (£bn*)
2009
2008
2007
2006
2005
4.7
4.5
4.2
4.1
2.5
* Includes 50% of SGN
Key Priorities
k Maintaining safe and reliable supplies of power and gas
k Efficient delivery of investment in networks
k Upgrade work on Beauly-Denny transmission line
k Complete electricity distribution price control review with Ofgem
of transmission operators. Member States
will have three options for compliance in
the structuring of their energy markets.
The options include the Independent
System Operator (ISO), where companies
can retain ownership of their transmission
networks although their operation is
managed by a separate, independent body
(the ISO). An ISO model already operates
in Scotland, where SSE’s transmission
network is located.
After electricity and gas, telecoms is SSE’s
third networks business. Unlike the other
two, it is not the subject of economic
regulation. It operates a national telecoms
network for commercial and public sector
customers which extends to around
10,300km throughout Great Britain.
Networks Performance Overview
Operating profit* in Energy Networks
increased by 7.3%, from £544.4m to
£584.2m, contributing 38% of SSE’s
total operating profit*. This comprised:
k £403.7m in electricity networks,
compared with £382.9m in the
previous year; and
k £180.5m representing SSE’s share
of the operating profit* for SGN,
compared with £161.5m in the
previous year.
SSE’s combined Telecoms business (SSE
Telecom and Neos) achieved an operating
profit* of £15.5m during the year, an
increase of 18.3% (excluding the telecoms
sites assets disposed of in August 2007). //
44
Networks (continued)
Scottish and Southern Energy
Annual Report 2009
Electricity Networks
Objectives
The amount of electricity transmitted
and distributed through SSE’s networks
and the amount of gas distributed
through SGN’s networks is largely
determined by the weather and by
customers’ demand for energy. Variations
in the volume of electricity distributed
have an impact on SSE’s transmission
and distribution networks’ revenues
(although energy volume drivers have
been removed from the price controls
for gas distribution companies).
If, in any year, regulated energy networks
companies’ revenue is greater (over
recovery) or lower (under recovery) than is
allowed under the relevant Price Control,
the difference is carried forward and the
subsequent prices the companies may
charge are varied.
SSE’s objectives in electricity networks
are to ensure that they are managed
as efficiently as possible, including
maintaining tight controls over
operational expenditure and delivering
effectively capital expenditure, so that
the number and duration of power
cuts experienced by customers is kept
to a minimum.
Through good performance in areas
such as customer service and innovation
SSE seeks to earn additional incentive-
based revenue under the various Ofgem
schemes to encourage good performance
in these areas. Over time, its objective
is to grow the RAV of the networks
businesses and so secure increased
revenue from them. Constructive
engagement with the regulator, Ofgem,
during the various Price Control Reviews
is central to this objective.
Southern Electric Power Distribution
In Southern Electric Power Distribution
(SEPD) in 2008/09:
k operating profit* increased by 4.6%
to £243.3m;
k electricity distributed rose by 0.13TWh
to 34.37TWh;
k the average number of minutes of
lost supply per customer was 66,
down from 67;
k the number of supply interruptions
per 100 customers was 64, down
from 66; and
k performance-based additional income
of £11.8m was earned.
Efficiency is one of SSE’s core values and amongst
Ofgem’s explicit purposes in setting Price Controls is to
keep the costs of providing secure and reliable networks
as low as possible. An initial assessment of operational
cost efficiency analysis published by Ofgem in May 2009
suggests that SSE continues to be the most efficient
electricity distribution operator in Great Britain.
The increase in operating profit reflects
changes in the price of units distributed.
Performance in respect of both minutes
lost and interruptions was ahead of the
targets set by Ofgem under its Quality of
Service Incentive Scheme (QSIS), which
gives financial benefits to distribution
network operators that deliver good
performance for customers. Performance-
based income covers a number of issues,
including the quality of service provided
to customers and innovation.
Scottish Hydro Electric Power
Distribution and Scottish Hydro
Electric Transmission
In Scottish Hydro Electric Power Distribution
(SHEPD) in 2008/09:
k operating profit* increased by 6.8%
to £160.4m;
k electricity distributed fell by 0.14TWh
to 8.51TWh;
k the average number of minutes of
lost supply per customer was 75,
up from 72;
k the number of supply interruptions per
100 customers was 76, up from 69; and
k performance-based additional
income of £7.6m was earned.
The increase in operating profit reflects
changes in the price of units distributed
and increased transmission income.
Performance in respect of both minutes
lost and interruptions was ahead of
Ofgem’s QSIS targets.
The increase in the number of supply
interruptions in the SHEPD area reflects
the fact that snow, accompanied by strong
winds, was a feature of the weather over
an extended period during the winter and
resulted in more faults to the network.
the south; in Scotland, the volume
of electricity and gas distributed fell.
Specific local factors added to energy
volumes in the south of England during
2008/09, compared with the previous year,
such as the opening of Terminal 5 at
Heathrow Airport and the return to service
of Shoreham power station. In addition,
2008/09 was the coldest winter in the UK
for 13 years. As a result, SSE believes that
underlying consumption of energy fell
during the year, with weather-corrected
energy volumes during the second half of
the financial year being around 5% lower
than in the previous year.
Operational Cost Efficiency
Efficiency is one of SSE’s core values
and amongst Ofgem’s explicit purposes
in setting Price Controls is to keep the
costs of providing secure and reliable
networks as low as possible. An initial
assessment of operational cost efficiency
analysis published by Ofgem in May 2009
suggests that SSE continues to be the
most efficient electricity distribution
operator in Great Britain.
Power Distribution Quality of Service
According to Ofgem’s Distribution Quality
of Service Report, published in December
2008, covering performance in respect of
customer interruptions and customer
minutes lost, SSE’s two networks earned
additional revenue of £33m in the three
years to March 2008 (the most recent period
for which comparative data is available),
making them the two best-performing
electricity distribution companies in Great
Britain. This reflects successful investment
in the automation of the networks and
effective operational responses to electricity
supply interruptions.
Energy Volumes
The volume of electricity distributed
by SSE during the year was very similar to
2007/08, and the volume of gas transported
by SGN during the year rose by 4.2TWh.
In both cases, there were increases in
Electricity Network Investment
and RAV Growth
The key responsibility of SSE’s electricity
networks businesses is to maintain safe
and reliable supplies of electricity and to
restore supplies as quickly as possible in
45
Scottish and Southern Energy
Annual Report 2009
the event of interruptions. The Distribution
Price Control Review for 2005-10 resulted
in substantially increased allowances
for capital expenditure to maintain and
improve the networks’ performance.
By earning a return from this investment,
SSE is able to increase its revenue from
the networks and the efficient delivery
of this enhanced investment programme
was one of its priorities for 2008/09.
Investment is geared to renewing SSE’s
networks, which were largely built in the
1950s and 1960s, and thereby reducing
the number and duration of power supply
interruptions. It is also geared to providing
the infrastructure to accommodate
customers’ demand for power.
Capital expenditure in the electricity
networks during 2008/09 was £314.6m.
In the first four years of the current
Distribution Price Control which began
in April 2005, SSE has invested £810.0m in
its distribution networks (which excludes
metering) and a further £148.4m in its
transmission network. This represents
a 81.2% increase compared with the first
four years of the previous Price Control,
2000-2004.
SSE forecasts that the total growth in
the RAV of its electricity distribution and
transmission businesses, over the five
years to March 2010, should total around
£500m, taking it to around £3bn in 2010.
One feature of the current Price Control
which has been widely welcomed is the
ability to place underground electricity
distribution lines which were previously
overhead, to help restore views in national
parks and areas of outstanding natural
beauty. Many of these lines have been
placed underground using the ‘mole
ploughing’ technique, which buries cable
with minimal environmental disruption,
but at nine times the speed of conventional
trenching. This technique was used, for
example, when 5km of overhead line
close to the world heritage site at Avebury,
which features the largest pre-historic
stone circle in Britain, was removed and
placed underground.
Distribution Price Control Review
2010-15 and Beyond
Detailed work has begun on the
Distribution Price Control Review for
2010-15. Ofgem’s key priorities include
encouraging electricity distribution
companies to be more responsive to the
needs of customers and ensuring that
companies provide secure and more
sustainable networks. SSE therefore
expects that annual capital expenditure
during the next Price Control will be
Regulatory Asset Value (£bn)
The Regulated Asset Value (RAV)
is Ofgem’s valuation of SSE’s electricity
and gas network assets, which comprise
one electricity transmission network, two
electricity distribution networks and a 50%
share in two gas distribution networks.
2009
2008
2007
2006
2005
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4.2
4.1
2.5
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maintained at broadly the 2008/09 level.
Having published its third consultation
document about the Review for 2010-15
in May 2009, Ofgem will publish its Initial
Proposals on each electricity distribution
company’s revenue requirements in late
July 2009.
SSE is the only energy company in the UK
to be involved in electricity distribution, gas
distribution and electricity transmission.
It therefore participates in three price
control reviews in every five years, which
gives it ongoing involvement in, and
extensive experience of, price control
issues in the UK.
Ofgem’s two-year review of the regulatory
regime for electricity and gas networks
(RPI-X@20), which is considering whether
the current approach will continue to
deliver customers reliable, well-run
networks with good service at reasonable
prices, amid the growing investment
challenges faced by the energy networks
in the future, will not report until 2010.
Any changes arising from it will be the
subject of consultation and so work on the
Distribution Price Control Review for 2010
15 is expected to be largely unaffected.
As Ofgem has stated, the current regime
has delivered lower costs, better service
and record investment. Nevertheless,
SSE understands Ofgem’s rationale for
undertaking this review, and is fully
engaged in it.
Looking ahead, ‘intelligent’ networks,
featuring distributed sources of electricity
and leading-edge communication and
control technologies to deliver electricity
more efficiently, are expected to play an
increasingly important part in enabling
the delivery of long-term targets for
renewable energy and reduced emissions
of carbon dioxide.
The next decade is also likely to see
a significant uptake of electric vehicles,
which some reports have suggested
could reach around 1.5 million in the
UK as early as 2020. SSE is part of two
consortia, involving BMW UK Ltd and
Ford, which have applied to the Transport
Strategy Board (TSB) for research and
demonstration funding for prototype
electric vehicles. If successful, these
projects will help in understanding what
needs to be done to develop a viable
market for electric vehicles in the UK.
These are just some of the technological
developments which may have
implications for electricity networks
in the UK and in which SSE is taking
an active interest.
Future Transmission Developments
Scottish Hydro Electric Transmission
(SHETL) is responsible for operating,
maintaining and investing in the
transmission network in its area, which
serves around 70% of the land mass of
Scotland. As the licensed transmission
company for the area, SSE has to ensure
there is sufficient network capacity for
those seeking to generate electricity
from renewable sources.
The project to replace the electricity
transmission line connecting Beauly in/
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Scottish and Southern Energy
Annual Report 2009
the Highlands and Denny in the Central
Belt of Scotland follows on from SSE’s
licence responsibilities. The Beauly-Denny
Public Inquiry, the largest in Scotland
since devolution, was completed in
February 2008. Scottish Ministers received
the report of the Inquiry in February 2009,
and the Scottish Government said they
will ‘take a final decision on the proposal
later this year’.
It is likely that SSE’s share of the
replacement line (200km of the total
distance of 220km) will require investment
in excess of £300m.
The Transmission Investment for
Renewable Generation mechanism
provides funding for transmission
companies which are required to
undertake work in connection with
renewable energy that was not forecast
at the time the relevant price controls
were set. In May 2008, Ofgem announced
it would allow an increase in SHETL’s
income to take account of costs incurred
in respect of the Beauly-Denny
replacement. In doing so, it noted that:
‘We are convinced that SHETL diverting
its own internal resources to the Public
Inquiry (above and beyond what could
reasonably be expected) has resulted in
material cost savings that would otherwise
have been funded by consumers’.
In December 2008, the Scottish
government included future electricity
network reinforcement to support
renewable energy development as one
of 12 ‘National Developments’ in the
second National Planning Framework.
Designation as National Developments
in the Framework establishes the need
for these projects in the national interest.
The Renewable Energy Directive includes
a binding commitment on EU Member
States to ensure their electricity networks
‘accommodate the further development
of electricity production from renewable
energy sources’.
Against this background, in March 2009,
the Electricity Networks Strategy Group,
co-chaired by Ofgem and the UK
Department of Energy and Climate
Change, and on which SSE is represented,
published Our Electricity Transmission
Network: A Vision for 2020. It set out a
series of proposed reinforcements to
the Great Britain transmission network,
with a total value of £4.7bn, of which over
£1bn would be required in the SHETL
area, in two stages. The reinforcements
would accommodate, amongst other
things, the large amount of onshore
and offshore wind farms that will be
required to meet the UK’s legally-binding
renewable energy targets for 2020.
Ministers’ consent to upgrade the
Beauly-Denny transmission network.
The report said: ‘The proposed Beauly-
Denny rebuild is an important step in
developing a transmission system in the
north of Scotland of sufficient capacity
to accommodate renewable development
proposals. With this upgrade in place,
further reinforcement of the north of
Scotland transmission system can be
achieved by the strengthening of the
other elements of the system.’
In other words, the consenting and
completion of the Beauly-Denny upgrade
would allow other elements of the north
of Scotland transmission ring to be
re-conductored and re-insulated while
avoiding any need for new overhead line
routes. This would increase the capability
for renewable energy capacity in the north
of Scotland to over 6GW, well over double
that currently connected.
SSE’s proposal for an electricity
transmission connection between the
Western Isles and the north west of
Scotland is consistent with this featuring,
for the mainland section, an underground
cable between the west coast of Sutherland
and the Beauly substation near Inverness.
SSE submitted to Scottish Ministers an
application for consent to construct the
connection in October 2008.
Electricity Distribution and Transmission
Priorities in 2009/10 and Beyond
During 2009/10 and beyond, SSE’s first
objective in electricity distribution and
transmission will be to maintain safe
and reliable supplies of power and to
restore supplies as quickly as possible
in the event of interruptions, and so
performance in terms of customer
minutes lost and customer interruptions
will continue to be critical.
Also critical will be the delivery of
SSE’s investment plans in its electricity
networks, which it expects to total
around £350m in 2009/10, and securing
SSE will seek an acceptable outcome from
the Distribution Price Control Review for
2010-15, which means being able to earn
a reasonable return on the RAV through: a
fair allowed return (currently 4.8% post-tax
real) which reflects the current economic
and financial environment; and scope for
out-performance from the various
incentive mechanisms.
It is clear that encouraging electricity
companies to be more responsive to
the needs of customers will be amongst
Ofgem’s key priorities for 2010-15, and
SSE has in place a programme of
continuous improvement initiatives in
anticipation of this. SSE is also looking
to the longer-term issues, such as the
possible impact on its distribution
networks of the deployment of a large
number of electric vehicles and the
development of ‘intelligent’ networks. //
Gas Networks
Scotia Gas Networks (SGN) – Financial
SGN, in which SSE holds 50% of the
equity, owns and operates the Scotland
and the Southern gas distribution
networks. The networks comprise around
74,000km of gas mains, delivering gas to
around 5.7 million industrial, commercial
and domestic customers. SSE receives
50% of the distributable earnings from
SGN, in line with its equity holding, and
also provides it with corporate and
management services.
SSE’s share of the adjusted operating
profit* of SGN was £180.5m in 2008/09,
compared with £161.5m in the previous
year. The increase is primarily due to two
things: the impact of the price changes
agreed for the year to 31 March 2009 as
part of the five-year Price Control to
During 2009/10 and beyond, SSE’s first objective
in electricity distribution and transmission will be
to maintain safe and reliable supplies of power and
to restore supplies as quickly as possible in the event
of interruptions, and so performance in terms of
customer minutes lost and customer interruptions
will continue to be critical.
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Scottish and Southern Energy
Annual Report 2009
March 2013, which accounted for the
majority of the year-on-year improvement;
and additional underlying operational
efficiencies achieved during the year.
A small part of SGN’s operating profit is
derived from the non-regulated activities
of its contracting, connections and
commercial services operations.
In March 2009, the number of lost-time
injuries in SGN was 0.13 per 100,000 hours
worked, compared with 0.15 in March 2008.
One of SGN’s key environmental objectives
is to reduce methane emissions. During
the year, a project began to automate
gas pressure management which, once
commissioned, will further reduce
these emissions.
Scotia Gas Networks – Operational
In March 2009, Ofgem published its Gas
Distribution Annual Report for 2007/08. It
included a ‘top-down’ regression analysis
of controllable operating costs which
showed that SGN’s two networks are first
and third out of the eight networks in
Great Britain for operating cost efficiency,
compared with seventh and sixth when
they were acquired by SGN in 2005.
Scotia Gas Networks – Investment
The five-year Gas Distribution Price
Control, which began in April 2008,
provides the opportunity for SGN to
increase significantly investment in
its gas distribution networks, thereby
reinforcing their safety and reliability
and securing another significant increase
in their RAV. By 2013, SGN estimates that
its total RAV will be around £4.6bn.
During the first year of the new Price
Control, 2008/09, SGN invested £382.8m in
capital expenditure and mains and services
replacement projects, compared with
£379.0m in the previous year. The majority
of the mains replacement expenditure
One of the conditions in SGN’s licence
to operate is that it should attend at least
97% of uncontrolled gas escapes within
one hour of notification. During 2008/09:
98.75% of uncontrolled gas escapes in
Scotland were attended within one hour
of notification; and in Southern, the number was incurred under the 30:30 mains
replacement programme which was
was 98.43%.
started in 2002. This requires that all iron
gas mains within 30 metres of homes and
premises must be replaced over a 30-year
period, and in 2008/09 SGN replaced over
1,000km of its metallic gas mains with
modern polyethylene pipes.
During 2008/09, SGN’s gas transportation
volumes were:
k 58.6TWh in Scotland, compared with
59.4TWh in the previous year; and
k 114.9TWh in Southern, compared with
109.9TWh in the previous year.
Since 1 October 2008 only 3.5% of SGN’s
income is volume-related; the remaining
96.5% is related to the maximum capacity
requirements of its customers.
During 2008/09, a milestone was reached
in the System Control project, when SGN
took over control of its gas network areas
in Scotland and the south of England.
The company was the first of the three
independent gas network companies
to take full operational control of its gas
networks from National Grid. The second
phase of the project will see SGN
implement a new IT system for gas
control, allowing it to operate completely
independently. This implementation is
expected to be completed in 2010.
When SGN acquired its networks in June
2005, National Grid was contracted to
provide it with services with a total value
of over £30m per annum. In the four years
since, services have been brought within
SGN, and by the end of 2010, it is expected
that SGN’s remaining service contracts
with National Grid will total just over
£10m per annum.
Investment will continue to be a top
priority during 2009/10 and, in line with
that, SGN expects to invest over £350m
in capital expenditure and mains and
services replacement projects.
For example, construction work is getting
under way on a 23km long, 1,200mm
diameter high-pressure gas pipeline
designed to maintain safe and reliable gas
supplies in south east England. Increases
in demand for gas have led to the
development of this project to construct
the pipeline between Farningham and
Hadlow in Kent. The total investment
in the project will be around £50m.
Scotia Gas Networks Priorities in 2009/10
and Beyond
SSE’s priority in gas distribution will
continue to be to provide SGN with the
corporate and management services to
support its ongoing drive to operate with
the maximum possible efficiency, building
on the progress made in the last four
years. The successful delivery of the
second phase of SGN’s gas network
‘System Control’, and of the £50m high
pressure gas pipeline project in Kent,
are among SGN’s key priorities.//
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Telecoms Networks
Introduction to Telecoms
After electricity and gas, Telecoms
is SSE’s third networks business.
It combines SSE Telecom and Neos
Networks and, following several
acquisitions in recent years, now operates
a 10,300km UK-wide telecoms network,
providing services for other telecoms
providers, companies and public sector
organisations. This includes 4,100km of
fibre optic cabling which SSE owns; the
remainder is leased lit fibre (2,600km) and
microwave radio (3,600km). As a result,
SSE is the fourth largest telecoms
network company in the UK.
The business offers customers a national
telecoms network, and has a UK-wide sales
force and a competitive range of products
targeted at public sector organisations,
medium and large enterprises, internet
service providers, application service
providers and other licence operators.
As a subsidiary of SSE, it is also able to
position itself as one of the UK’s most
financially secure telecoms network
operators, which gives it an important
competitive advantage, especially during
an economic downturn.
Telecoms Operations
SSE’s combined Telecoms business
achieved an operating profit* of £15.5m
during 2008/09, compared with £13.1m
in the previous year (excluding the
telecoms assets disposed of in August
2007). This reflected a strong sales
performance and greater success in
retaining customers. During the year,
the consolidation of the fibre optic and
telecom duct assets acquired in 2007/08
was successfully completed.
Telecoms Investment
In 2008/09, SSE undertook capital
expenditure of £23.0m in respect of its
telecoms networks, principally focused
on improving network reliability and reach.
Telecoms Priorities in 2009/10
and Beyond
SSE’s priority in Telecoms in 2009/10
is to continue to grow its sales, using
its now-integrated expanded nationwide
network, with its competitive range of
products targeted at commercial and
public sector customers. Longer term,
its ambition is to become the UK’s
leading alternative telecoms network,
capable of delivering a consistent level
of growth. //
48
Energy-Related Services
Scottish and Southern Energy
Annual Report 2009
Operating profit
up 8.9% in
Contracting,
Connections
and Metering
SSE’s operating profit derived from its
Contracting, Connections and Metering
activities grew by 8.9%, to £74.8m.
SSE’s Southern Electric Contracting
is one of the UK’s leading electrical
and mechanical contractors.
Safety Service Efficiency Sustainability Excellence Teamwork
We support and value our colleagues and enjoy working
together as a team in an open and honest way. This means
working as a team to fulfil SSE’s core purpose – providing
the energy people need in a reliable and sustainable way.
Total Number of Employees
(headcount)
2009
2008
2007
13,427
18,795 18,795
16,892
Introduction
As well as being involved in Generation,
Supply and Networks, SSE also provides
an additional range of energy-related
services which complement its other
businesses: Contracting, Connections
and Metering, including Utility Solutions;
Energy and Home Services; and Gas
Storage. These are important services,
on which customers depend, so that their
increasingly complex energy requirements
can be met.//
Energy-Related Services
Key Performance Indicators
March 09 March 08
101
99
36,000 42,800
7,300
8,200
SEC order book (£m)
New electrical
connections
New gas connections
Out-of-area networks
in operation
33
217,000 165,000
Telecoms customers
Home services customers 115,000 70,000
Gas storage customer
nominations met (%)
100
100
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Contracting, Connections
and Metering
Operating profit* in Contracting,
Connections and Metering rose by 8.9%,
from £68.7m to £74.8m, during 2008/09.
Introduction to Contracting
SSE’s Contracting business, Southern
Electric Contracting (SEC) has three main
areas of activity: industrial, commercial
and domestic mechanical and electrical
contracting; electrical and instrumentation
engineering; and public and highway
lighting. Now employing 4,700 people,
it is one of the largest mechanical and
electrical contracting businesses in the
UK. It operates from 57 regional offices
throughout Great Britain and also trades
as SWALEC Contracting in Wales and
Scottish Hydro Contracting in Scotland.
Contracting Performance During 2008/09
SEC made solid progress during 2008/09,
with its order book ending the year at
£101m, which was slightly higher than
the year before, despite the onset of the
economic recession. The order book was
supported by significant new contract wins
with a number of major organisations in
recent months, ranging from Network Rail
to the University of Bristol.
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Scottish and Southern Energy
Annual Report 2009
A major proportion of SEC’s business is
from public sector bodies and end-user
client organisations with a high degree of
‘repeat’ business or long-term contracts.
This puts it in a relatively good position
to withstand the economic downturn.
Nevertheless, there is clearly a risk that
the business’ order book and profitability
will be affected as a result of the recession.
As a result, cost control and customer
relationships are a particularly high
priority for SEC during 2009/10.
SEC remains the UK’s leading street-
lighting contractor, and in 2008/09 retained
four maintenance contracts with local
authorities, gained three and lost one,
giving it a total of 24 contracts covering
over one million lighting columns as at
31 March 2009.
In addition, through its partnership with
the asset finance division of The Royal
Bank of Scotland, SEC operates street
lighting maintenance and replacement
projects for four local authorities in
England under the Private Finance
Initiative and has a further three such
projects following its acquisition of
Seeboard Trading Limited in 2007/08.
In total, these projects cover around
300,000 street lighting columns and
all have at least 20 years to run.
Contracting Priorities in 2009/10
and Beyond
The first priority for SEC in 2009/10 is
to ensure that it delivers a high standard
of service to all customers in all of the
sectors in which it operates. In an
economic downturn, it is important to
maximise business opportunities with
existing customers, and a top quality level
of service is fundamental to that. This,
in turn, should enable SEC to consolidate
its position among the leading GB-wide
electrical and mechanical contractors.
During 2009/10 a total of eight PFI
contracts will be determined and SEC
is aiming to add to its existing portfolio
in this area. It is also aiming to retain
street lighting maintenance contracts.
Introduction to Connections,
Including Utility Solutions
As its name implies SSE’s Connections
business provides electricity connections
for homes, offices and businesses.
Separately, during 2008/09, SSE combined
its existing ‘out-of-area’ embedded
electricity networks (previously known
as ‘National Networks’), its licensed gas
transportation business (SSE Pipelines),
SSE Water and its commercial energy
services company (ESCo) business in
order to provide a one-stop solution for/
Energy-Related Services
Dependability, Security, Innovation
SSE provides energy and utility-related services.
It owns and operates the UK’s largest onshore
gas storage facility and is developing a second
such facility. Its Contracting group operates
from almost 60 regional offi ces throughout
Great Britain. SSE Utility Solutions provides a
‘one-stop’ approach for customers in the land
development and construction sectors. SSE
Home Services has over 330,000 customers.
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325mcm
Gas storage capacity
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Energy-Related Services
Key Priorities
k Development of additional gas storage capacity
k High service standards to maximise ‘repeat’ contracting business
k Building up ‘one stop’ approach to utility provision
k Continued expansion of Home Services
The first priority for Contracting in 2009/10 is to
ensure that it delivers a high standard of service to
all customers in all of the sectors in which it operates.
In an economic downturn, it is important to maximise
business opportunities with existing customers, and
a top quality level of service is fundamental to that.
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Energy-Related Services (continued)
Scottish and Southern Energy
Annual Report 2009
‘multi-utility’ infrastructure requirements.
In line with that, the combined business,
now named SSE Utility Solutions, provides
electricity, gas, water, heat and fibre-to
home solutions.
Electricity Connections
During 2008/09, SSE completed 36,000
electrical connections, compared with
42,800 in the previous year. This was the
second successive year in which the
number of connections completed fell,
and the recession means SSE expects a
further decline in 2009/10 – although the
financial impact of any decline should be
partly offset by connection work relating
to wind farms.
Utility Solutions – Electricity Networks
SSE has continued to develop its
portfolio of electricity networks outside
the Southern Electric and Scottish
Hydro Electric Power Distribution areas.
It now owns and manages 47 energised
electricity networks outside these two
areas, with development work ongoing
at a number of these, and a further
seven are under construction,
including residential and commercial
developments across England, Scotland
and Wales. In total, SSE has 390MW of
energised networks capacity, including
3MW currently under construction.
Nevertheless, a reduction in new
development activity in the UK economy
is clearly evident and this will have an
impact on SSE’s shorter-term growth
ambitions in this area, although its
market share has been increasing
and it expects this to continue.
Utility Solutions – Gas Pipelines
SSE is also a licensed gas transporter
and installs, owns and operates gas
mains and services on new housing and
commercial developments throughout the
UK. Although at a slower rate than in
previous years, the total number of new
premises connected to its gas networks
has continued to grow, and during
2008/09, it connected a further 7,300
premises, taking the total number of
connections to more than 60,000. This is
despite an increasing number of building
sites being mothballed, and building
projects being deferred, which means
the number of gas connections completed
in 2009/10 is likely to be lower than in the
previous year.
Utility Solutions – Water
SSE Water (SSEW) is the first new
company to offer both water and
sewerage services since privatisation
in England and Wales in 1989, and its
establishment will enable SSE to provide,
Out-of-area Networks
SSE owns and operates electricity networks outside
its Southern Electric and Scottish Hydro Electric
network operator areas. These networks are
throughout England, Scotland and Wales.
2009
2008
2007
2006
2005
47
33
24
19
16
over the long term, a more comprehensive
multi-utility solution to customers in the
property development and house-building
sectors, through being able to install, own,
operate and supply water and sewerage
services alongside its existing electricity
and gas services.
An ‘inset’ appointment is the route by
which one company replaces another
as the appointed water and/or sewerage
company for a specified area. SSE Water
was granted its first inset appointment
in October 2007 to become the water
and sewerage provider to a housing
development near Salisbury. In March
2009, Ofwat varied the inset appointment
of SSE Water, allowing it to serve a large
development consisting of houses and
commercial premises in south Wales,
at Llanilid.
Utility Solutions – Energy Services
SSE provides site-wide energy
infrastructure for industrial, commercial,
public sector and domestic customers.
Utility Solutions currently operates and
maintains commercial and domestic
heating along with a 4.5MW Combined
Heat and Power (CHP) facility at
Woolwich, and it is developing biomass,
heat pump and wind energy solutions
for communities and commercial
enterprises (most of customers’ CHP
assets are now managed within SSE’s
Generation and Supply business).
The impact of the economic slowdown
on the UK’s construction sector means
that projects to develop new residential
CHP schemes are fewer than was the
case a year ago and SSE is now seeking
to participate in other markets such
as health, education and defence.
Utility Solutions Priorities for 2009/10
and Beyond
The key priority is to complete the
combination of business activities under
the SSE Utility Solutions name and develop
the comprehensive package of services
available to customers, all with the
objective of creating a profitable business
with activities throughout the UK.
Introduction to Metering
SSE’s Metering business provides
services to most electricity suppliers
with customers in central southern
England and the north of Scotland
and has undertaken a programme of
in-sourcing of meter reading operations
and meter operator work in other parts of
the UK. It supplies, installs and maintains
domestic meters and carries out metering
work in the commercial, industrial and
generation sectors. It also offers data
collection services to the domestic and
SME sectors.
Metering Performance During 2008/09
In total, SSE owns 3.76 million meters and
changes around 280,000 meters each year
as they reach the end of their useful life or
to meet customers’ requests for changed
functionality. During 2008/09, it collected
around 6.4 million electricity readings
and 2.6 million gas readings, up from
5.8 million and 2.3 million respectively
in the previous year.
This increase partly reflects the fact that,
over the past two years, SSE has in-sourced
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Scottish and Southern Energy
Annual Report 2009
meter reading and meter operations work
relating to its own customers in a number
of parts of Great Britain. This process has
so far taken the total number of people
employed in the Metering business to
over 1,000 as at March 2009 and means
SSE is able to read over 70% of meters
relating to its customers’ electricity and
gas accounts.
This programme of in-sourcing is
continuing, so that by the end of 2009/10,
SSE expects to be undertaking meter
reading work in all but three of the
former electricity supply regions in
Great Britain and meter operator work
in all but four.
An accurately-read meter is the
cornerstone of good service in energy
supply. This programme of in-sourcing
delivers significant savings against
contractor costs and supports the energy
supply brands by delivering improved
customer service, partly through the
face-to-face contact that takes place
between SSE and its customers and
partly through the delivery of a more
reliable meter reading service. At the
same time, it provides a foundation from
which SSE will be able to deploy other
energy-related services and products
as customers increasingly seek help
and advice to reduce their consumption
of electricity and gas.
Smart Metering
‘Smart’ metering is an emerging system
that enables the quantity and value of
electricity and gas used by the customer
to be continuously monitored and allows
information about its use and cost to be
available to the customer and exchanged
with the supplier, through two-way
electronic communications.
‘Smart’ metering is an emerging system that enables
the quantity and value of electricity and gas used by
the customer to be continuously monitored and allows
information about its use and cost to be available to
the customer and exchanged with the supplier, through
two-way electronic communications.
SSE strongly supports smart meters,
and the opportunity they provide to help
customers cut their energy consumption,
while reducing the number of service-based
tasks which are largely administrative and
reactive in nature, and replacing them with
more substantive energy advice, products
and services. They have the potential to
help transform the relationship between
customers and their energy supplier.
Metering Priorities in 2009/10 and Beyond
For Metering, the key priority is the
successful progress of in-sourcing
of work in various parts of Great Britain,
in line with SSE’s long-term objective
of building a national metering business,
and maximising the number of bills issued
to customers on the basis of an actual –
as opposed to estimated – meter reading.
It is also important that SSE’s participation
in the Energy Demand Reduction Project
continues to be successful, with the
lessons learned from it being used to
support a full roll-out of smart meters
throughout the country.//
Energy and Home Services
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of a reorganisation of SSE’s Home Services
businesses, including appliance retailing.
Energy and Home Services Performance
During 2008/09
SSE’s gas boiler, central heating and wiring
protection service (shield) is now in its third
year of operation and at 31 March 2009 had
115,000 customers, an increase of 45,000
on the previous year. The service now covers
43 postcode areas, enabling 65% of SSE’s
existing energy customers to benefit from it.
The talk telecoms package, under which
telephone line rental and calls services
are supplied, now has 217,000 customers,
an increase of 52,000 on the previous year.
In March 2009, SSE also launched a new
broadband service under which customers
are offered unlimited high-speed wireless
broadband, supported by a three-year
partnership agreed with BT Wholesale.
Sales of electrical and gas appliances
have struggled in the light of the recession
and in line with the downturn in sales
experienced across the retail sector,
and this prompted a reorganisation
of SSE’s activities in this area.
Higher energy prices reached in 2008/09
had the effect of renewing customers’
and communities’ interest in the potential
for wind to help meet their electricity
needs in a sustainable way. For example,
after a number of public consultations,
residents on the Orkney island of Sanday
voted in favour of a joint community
wind project with SSE and a planning
application for a community wind turbine
was granted in January 2009.
Energy Services Priorities for 2009/10
and Beyond
SSE’s key priorities in energy services
during 2009/10 are to:
k increase customer numbers;
k develop the range of products available;
k continue to move the shield business
towards profitability; and
k commence construction on the first
community wind energy schemes. //
SSE is a leading participant in the UK
government-sponsored Energy Demand
Reduction Project, in which smart meters
are the subject of a trial, and in 2008/09
installed around 9,000 smart meters in
homes in Perthshire, Oxfordshire and
in south Wales.
Introduction to Energy and Home
Services
‘Energy services’ is a frequently used
term, which has different meanings within
different organisations. For SSE it means
products and services which complement
the supply of electricity and gas.
The Energy Act 2008 includes powers
to enable the Secretary of State for
Energy and Climate Change to make the
necessary arrangements to facilitate the
installation of smart meters throughout
Great Britain. The UK government has
said that smart meters will be rolled
out to all domestic customers by the end
of 2020 and in May 2009 embarked on a
consultation to consider the best model
for rolling out smart meters to 26 million
homes in Great Britain.
SSE’s energy and home services team
offers a range of maintenance and
protection services for customers’ gas
and electrical systems and a full range
of gas and electrical installation services.
It also offers electricity and gas appliances
and telecoms products and community-
focused renewable energy schemes.
Adjusted profit before tax* during
2008/09 reflects the requirements to
make a provision of £9.6m in respect
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Energy-Related Services (continued)
Scottish and Southern Energy
Annual Report 2009
Gas Storage
Introduction to Gas Storage
It is generally recognised that the UK
has insufficient gas storage. This under-
capacity reflects the reliance it was able
to place in past years on gas production
from the North Sea. As North Sea gas
declines, UK imports will continue to
increase to meet demand from domestic
customers, the increasing number of gas-
fired power stations and other industrial
and commercial users. At the same time,
the wholesale gas market has become
increasingly volatile, with significant rises
in prices for gas in the UK, particularly
during days of higher demand and
colder-than-forecast weather.
All of this means there will be a growing
demand in the UK for more gas storage
facilities to help provide security of supply
of gas. Such facilities therefore have a
long-term value, especially if their cycle
rate (the speed at which gas can be
withdrawn from storage and then
replaced) is fast enough.
SSE owns and operates the UK’s largest
onshore gas storage facility at Hornsea
in East Yorkshire, in which around 325
million cubic metres (mcm) of gas can
be contained in a total of nine caverns and
with Statoil (UK) Ltd is developing another
gas storage facility at Aldbrough. To form
such caverns, salt deposits around 2km
underground are leached out by seawater
which, in turn, is replaced by gas under
pressure. Hornsea accounts for around
15% of the total gas storage capacity
in the UK.
At Hornsea, gas can be injected at a rate
of 2mcm per day and withdrawn at a rate
of 18mcm per day, which is equivalent to
the requirements of around four million
homes. The services offered at Hornsea
provide customers with a reliable source
of flexibility with which to manage their
gas supply/demand and respond to
market opportunities.
Gas Storage – Operations
Gas Storage delivered an operating profit*
of £42.7m, during 2008/09, compared with
£50.9m in the previous year. The reduction
reflects the lower prices achieved at the
start of the new storage year.
One of SSE’s priorities for 2008/09 was
to ensure that Hornsea maintained its
excellent record of dependability, and during
the year it was 100% available to customers,
At Hornsea, gas can be injected at a rate of 2mcm
per day and withdrawn at a rate of 18mcm per day,
which is equivalent to the requirements of around
four million homes. The services offered at Hornsea
provide customers with a reliable source of flexibility
with which to manage their gas supply/demand and
respond to market opportunities.
except in instances of planned maintenance.
This enabled customers to manage their
gas market risks and respond to gas
trading opportunities.
Aldbrough, able to inject and deliver gas
rapidly to meet fluctuations in demand
and supply, will provide a valuable source
of flexibility to the UK gas market.
Gas Storage – Investment
SSE’s joint venture with Statoil (UK) Ltd to
develop at Aldbrough what will become the
UK’s largest onshore gas storage facility
made further important progress during
the year, but at a slower rate than originally
expected with the development as a whole
is taking longer than was expected when
it started in 2004. This is the result of a
series of issues, including leaching of
caverns requiring more time than planned
and problems with the installation and
operation of some equipment such as
valves and compressors.
Nevertheless, the gas export capability
of the facility has now been successfully
tested and the first 60mcm of storage
capacity has been importing and
exporting gas during the commissioning
phase and should be in commercial
operation in June 2009. Aldbrough will
provide the first new gas storage facility
to become available in the UK for four
years. Capacity in another two caverns
is currently expected to become available
by the end of 2009/10.
When fully commissioned, currently
expected to be in 2012, it will have the
capacity to inject gas and store up to
370mcm in nine underground caverns.
Aldbrough will be the largest onshore
gas storage facility in the UK and have
the capacity to deliver gas to the National
Transmission System at a rate of 40mcm
per day, equivalent to the average daily
consumption of eight million homes and
the ability to have up to 30mcm of gas
per day injected.
As the UK becomes increasingly
dependent on imported gas to meet
growing demand from new power stations
and industry, gas storage will play an
essential role in meeting its energy needs.
SSE and Statoil (UK) Ltd now expect to
invest a total of over £300m to complete
the Aldbrough phase one development,
with SSE owning two thirds of the
capacity and Statoil (UK) Ltd owning
one third.
Investment in gas storage in the UK will
benefit from the decision by HM Revenue
and Customs in April 2009 to recognise
the purchase of cushion gas, required
to maintain pressure within storage
caverns, as part of the capital cost of a
development. This means it is eligible for
tax relief through plant and machinery
capital allowances.
SSE and Statoil (UK) Ltd have secured
consent to increase the storage capacity
at the Aldbrough site beyond that currently
under development. If developed in full,
this would approximately double the
amount of gas that can be stored, to well
over 700mcm. SSE believes that there
is a case for investing in additional gas
storage facility and is aiming to take
a final decision on whether and how to
invest in a second phase of development
at Aldbrough during 2009/10.
Gas Storage Priorities in 2009/10
and Beyond
SSE’s priorities in Gas Storage during
2009/10 are to:
k maintain its excellent record
of reliability at Hornsea;
k maximise the amount of capacity
at Aldbrough that is available for
commercial storage; and
k make a decision on whether to
proceed with the Aldbrough extension.
Longer-term, SSE will also continue
to look for other opportunities to add
to its gas storage capacity.//
53
Managing Risk
Scottish and Southern Energy
Annual Report 2009
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Introduction
There are many definitions of ‘risk
management’ and the events of 2008
demonstrated that very high profile
organisations with apparently textbook
approaches to the issue can be
overwhelmed by fundamental failures
which well-documented systems and
processes appeared powerless to prevent.
Ticking the right boxes is a responsible
thing to do, but it is no substitute for a
more fundamental responsibility on the
part of companies: to ensure their overall
business model and strategy and culture
is designed with risk firmly in mind.
Limiting Value at Risk
SSE’s strategy is to deliver sustained
real growth in the dividend payable to
shareholders through the efficient operation
of, and investment in, a balanced range of
regulated and non-regulated energy-related
businesses. In practice, this means SSE
derives income and profit from businesses
which are subject to economic regulation
and businesses which are not. At the
same time, those businesses have a
common core: energy.
In the regulated category, SSE is involved
in three separate activities – electricity
transmission, electricity distribution and
gas distribution.
In the latter (non-regulated) category,
SSE is involved in electricity production
and in electricity and gas supply. Within
electricity production, it uses a variety
of sources – coal, gas, oil, biomass, wind
and water – from which to generate power.
These businesses are complemented
by other energy-related activities such
as contracting, connections, metering
and gas storage.
The practical effect of this is to limit both
the extent of any single risk and the value
associated with it, and the need to limit
the value at risk is at the heart of SSE’s
decision-making processes. SSE is the
only company listed on the London Stock
Exchange involved in electricity and gas
distribution and supply, with the associated
business model which is capable of offering
such balance and such a framework for
limiting the value at risk.
Clarity of Financial Goal
SSE’s decision-making processes,
including its assessment and management
of risks, are also supported by the clarity
of its fundamental financial goal for
shareholders – to deliver sustained real
dividend growth – which all members
of the Board are agreed must not be
subverted for any other financial end.
Against this background, SSE believes
it has – and should be seen to have – a
relatively risk-adverse approach, consistent
with this fundamental financial goal.
Within this model, SSE has in place a
comprehensive approach for assessing and
managing risks and maintaining internal
controls, such that neither the company nor
its reputation are undermined by failures or
misjudgements. These are set out below.
Approach to Risk Management
The objectives of SSE’s risk management
policy are to ensure that risk is:
k consistently identified, measured,
monitored and reported across all
business activities;
k managed in a co-ordinated way, with
clear roles and responsibilities; and
k managed within SSE’s specified risk
appetite.
Assessment of Risks
Risks are assessed by management and
reported on in each business unit within
SSE. An overview of the main risks are
set out by the Group Audit department
for the Audit Committee meetings held in
November and May of each year, and also
annually for the Board – most recently at
its meeting held in March 2009, during
which it reviewed principal risk categories
and the effectiveness of SSE’s system of
internal controls. This process involves
an assessment of both the likelihood
and importance of each risk.
The Risk and Trading Committee of the
Board meets monthly to review operational
and financial risks and exposures in energy
trading, generation and treasury.
The policy of the Board is to ensure
proper identification, measurement, and
monitoring of such risks, ensure clarity
of roles and responsibilities, and to ensure
where possible that risks are covered or
hedged within SSE due to the diversity
of energy-related activities.
Risk Categories
The risks are set out under six principal
categories, summarised below. They are:
k Strategic risk is defined as losses
resulting from a fundamental and
long-lasting change to the business
environment within which SSE
operates. Strategic risks which SSE
has to manage include material
changes in economic and financial
conditions and the impact of
climate change.
k Market risk stems from unexpected
adverse movements in commodity
prices and exchange rates. Market
risks which SSE has to manage
include its obligations to supply
customers with electricity and gas.
Related to this, SSE’s Risk and
Trading Committee is authorised
to take on energy market risk within
specified limits. There are also
general market risks from the
competitive market place which
SSE operates in.
k Credit risk arises from the default of a
contractual counter-party resulting in
failure to settle or deliver on liabilities.
Credit risk exists in SSE’s core
business due to its need to purchase
fuel for generating assets and as a
consequence of its energy trading
activity. SSE does not deliberately seek
exposure to credit risk as a means
of generating profit.
k Financial risk covers interest rates,
foreign exchange, liquidity or credit – in
summary, the failure to have sufficient
financial resources to meet obligations
as they fall due.
k Operational risk stems from the
failure of internal processes, systems
or people and from external events
not included in other categories.
Operational risk is inherent in SSE’s
activities due to the relatively complex
nature of its business processes.
k Regulatory and legislation risk covers
environmental, safety, regulatory and
general legislative and public policy
changes which can affect any aspect
of SSE’s business. /
There are many definitions of ‘risk management’ and
the events of 2008 demonstrated that very high profile
organisations with apparently textbook approaches to
the issue can be overwhelmed by fundamental failures
which well-documented systems and processes
appeared powerless to prevent.
54
Managing Risk (continued)
Scottish and Southern Energy
Annual Report 2009
Management of Risk Categories
In addition to SSE’s well-established
policies and procedures on internal
control and risk management, including
managers’ defined responsibilities, and
its active and ongoing programme of audit
reviews, designed to review internal
control environments in key risk areas,
SSE has the following approaches to
managing principal risk categories:
k Strategic risks are minimised by
SSE’s approach of operating and
investing in a balanced range of
regulated and non-regulated energy-
related businesses, thus limiting the
value at risk. The other key feature of
SSE is that it provides energy, which
is something that is needed rather
than just wanted.
k Market risks are managed through
volumetric limits on commodity-related
risks and through the application of a
Value at Risk (VaR) model applied in the
context of the underlying position and
how it could change. The exposure is
subject to financial limits established
by the Board and managed by the Risk
and Trading Committee. Operationally,
the economic risks associated with
this exposure are managed through
a selection of longer- and shorter-
term contracts for commodities.
More fundamentally, SSE manages
generation and supply activities as
a single value chain which, in itself,
is a means of managing risks.
k Credit risks in relation to SSE’s
economically-regulated businesses
are managed in accordance with
industry standards as set out by
Ofgem. The greatest credit risks lie
with the non-regulated Generation
and Supply business, for which specific
credit risk controls that match the risk
profile of those activities are applied.
SSE does not deliberately seek
exposure to credit risk as a means
of generating profit.
k Financial risks are managed through
the application of policies designed to
maintain a balance between continuity
of funding and flexibility, with debt
maturities spread across a broad range
of dates and the majority of interest
rate exposure fixed. Liquidity risk
and Going Concern is fully described
in note 29 to the Accounts. More
broadly, clear authorisation levels
are maintained and there is clear
segregation of accounting duties.
k Operational risks are managed
through the identification of specific
risks within each activity and the
development of associated mitigation
plans and deployment of relevant
Risk Management Model
Strategy
Risk Assessment
k
Culture
k
k
Limited Value at Risk
k
Risk Management
k
k
k
k
k
Open and Transparent Decision-making
k
k
Clarity of Financial Goal
k
k
k
policies. More fundamentally, SSE
prioritises the development and
retention of experienced employees
who have operated in a wide variety
of circumstances and conditions and
whose risk management experience
is used. SSE has in place insurance
policies in respect of all major risks,
including operational, and these are
reviewed annually by the Board.
k Regulatory and legislation risks
are managed by engagement with
regulators, government officials and
other key organisations to ensure
the risks are mitigated.
Appetite For Risk
As stated above, SSE has a generally
risk-averse approach, consistent with
its moderate (but nevertheless
fundamentally important) financial goal
of delivering sustained real growth in
the dividend. Within this, its approach
in respect of regulated businesses is more
risk-averse than is the case in other
activities, where SSE might consider
taking on additional risk where the risk
is very well-understood and can be
mitigated and the potential returns are
clearly attractive (but also credible).
Culture
Also central to SSE’s approach to risk
is its core value of Teamwork, defined
as supporting and valuing colleagues and
working together in an open and honest
way. This doesn’t just allow but encourages
full discussion of the risks and rewards
of any major decision – discussion which
involves people because of what they know,
not simply who they are.
A company’s culture can be a risk
in itself. If mistakes are harshly dealt
with, they will be hidden; if arrogance is
tolerated within an organisation, the risk
of poor decisions goes up. If bonuses
encourage sub-optimal behaviour, sub
optimal behaviour will result. SSE, on
the other hand, regards culture as a risk
management tool. In this context, the
practical application of the Teamwork
value within SSE means the award of
team-based bonuses and a culture of
openness and transparency. The Board
reviewed the organisational culture,
and its impact on the company’s
management and operations, in May
2009 and is satisfied that it is generally
consistent with the company’s publicly-
stated core values of Safety, Service,
Efficiency, Sustainability, Excellence
and Teamwork.
Purpose and Risk
As stated above, SSE’s purpose is to
provide energy, which is something
people need. Its principal financial
goal is to deliver sustained real dividend
growth, which is moderate. In their book,
Built to Last, Jim Collins and Jerry Porras
wrote about companies that do ‘not view
business as ultimately about maximising
profitability’. That is SSE’s view of
sustainable business and it underpins
its approach to risk management in all
aspects of its activities. It means current
management meeting the needs to present
stakeholders, customers, employees,
communities and shareholders without
compromising the ability of future
management to meet their
stakeholders needs. //
55
Corporate Governance Report
Scottish and Southern Energy
Annual Report 2009
Dear Shareholder
I am pleased to introduce our Corporate Governance Report for the year 2008/09.
The Board’s principal objective is to ensure that the Group delivers its strategy whilst
ensuring that this is carried out within a sound framework of corporate governance.
The Board believes that strong corporate governance enhances shareholder value and
this report sets out how the governance framework is implemented across the Group.
The Framework of Corporate Governance
The Board is accountable to the
company’s shareholders for the good
conduct of the company’s affairs.
The following report sets out how the
company applies the principles of the
2006 Combined Code on Corporate
Governance (‘the Code’).
Sir Kevin Smith retired at the 2008 Annual General Meeting after four years of service
on the Board. He was an outstanding Director and made a valuable contribution to
the success of the company. I am pleased that we have been able to appoint Thomas
Andersen as a non-Executive Director from 1 January 2009. Thomas has brought
a wealth of experience and knowledge to the Board having held a number of senior
appointments in the US, the UK and Denmark. His appointment complements very
well the contributions of the other Directors. Following this appointment, the Board
now comprises four Executive Directors and five independent non-Executive Directors,
in addition to myself as Chairman.
Throughout the year the company
monitors developments in corporate
governance best practice. Due regard
is also given to the policy guidelines
of organisations representing major
institutional investors. In addition, internal
procedures are regularly reviewed and
updated by the Board and the various
Board Committees.
During the year Board meeting arrangements were changed. We now have Board
meetings every two months or as business dictates. Usually these are full-day meetings
preceded by dinner with senior managers and other stakeholders which has given the
Board more time to engage in detailed discussions on business and strategic matters.
We also have Board teleconference calls to update the Board on current business
performance in those months when the Board is not holding a full meeting. The year
being reported on reflects a transition to these new arrangements which I believe are
working well and make better use of the Directors’ time.
Combined Code Compliance
The Board continues to be committed
to ensuring that the highest standards
of corporate governance are maintained.
The Board confirms that the company
has, throughout the period under review,
complied with all provisions set out in
Section 1 of the Code.
The Board continued to visit new and existing operational sites. We held our meeting in
June 2008 at Ferrybridge Power Station and the Directors were updated on the flue gas
desulphurisation project and given a tour of the site. The Board meeting in March 2009
was also held on-site at the new operations centre near Havant on the south coast of
England. Our non-Executive Directors are specifically expected to devote some individual
time to operational visits and to meet managers and I am pleased that they were able
to do so. During the year, the Directors also met a wide range of stakeholders as well
as investors and analysts.
We have completed our Board and Committee performance evaluation for the year.
The evaluation process highlighted some areas where improvements could be made
but overall the conclusion was that the Board continues to function well.
Lord Smith of Kelvin
Chairman
20 May 2009
ORGANISATION AND STRUCTURE
Role of the Board
The Board is collectively responsible for
creating and sustaining shareholder value
through the overall management of the
Group whilst ensuring that a sound
system of internal control and risk
management is in place.
The Directors are fully briefed in advance
of Board meetings on all matters to be
discussed, including regular business and
financial reports, and they also receive
copies of analysts’ and brokers’ reports
on the company.
The Board receives detailed financial
and operational information to allow it to
monitor effectively the performance of the
key areas of the business. It also receives
regular updates on the progress and
performance of investments and other
major decisions made by it, together with
business reports and presentations from
senior management.
Memorandum and Articles of Association
The powers of the Directors are determined
by UK legislation and the company’s
Memorandum and Articles of Association,
which are available on the company’s
website (www.scottish-southern.co.uk).
To reflect certain changes to company
law made by the Companies Act 2006,
shareholders voted to adopt new Articles
of Association at the 2008 Annual General
Meeting (AGM). Further amendments/
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Corporate Governance Report (continued)
Scottish and Southern Energy
Annual Report 2009
to the Articles of Association are likely
to be required at the AGM in 2010, to
reflect the full implementation of the
Companies Act 2006.
Board Decisions
A formal schedule of matters is specifically
reserved to the Board for its decision,
including:
k Group strategy;
k annual budget;
k approval of interim and final financial
statements;
k interim dividend payments and
recommendation of final dividends;
k significant changes in accounting
policy and practice;
k the Group’s corporate governance
and system of internal control;
k Board and Committee membership;
k major acquisitions, mergers, disposals
and capital expenditure;
k changes in the capital and structure
of the Group; and
k approval of key policies such as safety,
health and the environment.
The schedule is reviewed regularly by the
Board and is published on the company’s
website (www.scottish-southern.co.uk).
Roles of Chairman and Chief Executive
The roles of the Chairman and the
Chief Executive are separate and
clearly defined.
The Chairman is responsible for the
operation, leadership and governance
of the Board, ensuring that it operates
effectively whilst providing appropriate
challenge to management.
The Chairman regularly meets with
senior managers at locations throughout
the Group. Although not a member, he
regularly attends the Audit Committee
meetings. External engagements
included meetings with analysts and
other representatives of institutional
investors, and he participated in both the
interim and annual results presentations.
Biographical information on the Chairman
is set out on page 64.
The Chief Executive is responsible for
the day-to-day management of Group
business and the implementation of
strategy and policy as agreed by the Board.
In discharging his responsibilities, the
Chief Executive is advised and assisted
by senior management and a number of
specific management committees from
throughout the Group’s businesses.
Biographical information on the Chief
Executive is set out on page 64.
Balance of the Board
The Board consists of four Executive
Directors and five independent non-
Executive Directors, in addition to the
Chairman, Lord Smith of Kelvin. This gives
the Board a good balance of independence
and experience, ensuring that no one
individual or group of individuals has
undue influence over the Board’s
decision-making. The composition of the
Board and its Committees is regularly
reviewed to ensure that this balance and
mix of skills and experience is maintained.
Non-Executive Directors
The responsibilities of the non-Executive
Directors include to:
k scrutinise, measure and review the
performance of management;
k assist in the development of strategy;
k review the financial information;
k ensure systems of internal control
and risk management are appropriate
and effective;
k manage the relationship with the
external Auditor; and
k review the remuneration of and
succession planning for the Board.
Independence and Experience
of non-Executive Directors
The Board has assessed the independence
of the non-Executive Directors against
the criteria set out in the Code and has
concluded that they are all independent
in character and judgement. In line with
the recommendations of the Code, at least
half the Board, excluding the Chairman,
are independent non-Executive Directors.
Lord Smith of Kelvin was also independent
when appointed Chairman.
The non-Executive Directors are chosen for
their wide range of skills and experience.
Their continuing independence of
judgement is confirmed in the annual
Board performance evaluation process.
Non-Executive Directors serve on the
Board Committees of Audit, Nomination
and Remuneration, and one serves on
the Health, Safety and Environmental
Advisory Committee. Further details
on the membership and operation of
these Committees are set out on pages
58 to 61.
The Chairman and non-Executive
Directors met during the year without
the Executive Directors being present.
All of the non-Executive Directors
have been appointed for fixed terms
of three years. Appointment letters are
available on the company’s website
(www.scottish-southern.co.uk).
Senior Independent Director
Susan Rice is the Senior Independent
Director. She is available to meet with
major shareholders on request and she
attended the city presentation of the
Group’s half-year results. In November
2008 she carried out the Chairman’s
performance evaluation, together with
the other non-Executive Directors.
Director Appointments
In accordance with the Code and the
company’s Articles of Association,
all Directors are required to stand
for re-appointment by shareholders
at the first AGM following appointment
to the Board. Thomas Andersen, who
was appointed as an independent non-
Executive Director during the year,
will stand for re-appointment at the
forthcoming AGM. In addition, all
Directors are required to retire by
rotation and stand for re-appointment
at least every three years. Susan Rice
and Gregor Alexander will stand for
re-appointment at this year’s AGM. The
Board evaluation process confirmed that
the performance of the Directors standing
for re-appointment continued to be
effective and that they continue to
demonstrate commitment in their
respective roles. The Code states that
any length of service beyond six years
for a non-Executive Director should be
subject to particularly rigorous review
and should take into account the need
for progressive refreshing of the Board.
It is confirmed that Susan Rice as Senior
Independent Director continues to have
the appropriate experience, knowledge
and independence to remain in this role.
Biographical details for all the Directors
are set out on pages 64 and 65.
Attendance at Board and
Board Committee Meetings
Non-attendance at Board and Committee
meetings is rare, although may arise due
to unforeseen circumstances or prior
commitments which could not be
rearranged. Where a Director is unable
to attend a meeting he or she provides
comments and feedback to either the
Chairman, Committee Chairman or
Company Secretary, who ensure that
the comments received are raised at
the meeting.
The attendance of Directors at Board
meetings and at meetings of the five
principal Board Committees during
2008/09 is set out in Table A opposite.
The Board is currently scheduled to hold
six meetings in 2009/10, together with
update teleconference calls.
57
Scottish and Southern Energy
Annual Report 2009
Table A – Attendance at Meetings
Lord Smith of Kelvin
Gregor Alexander
Thomas Andersen*
Nick Baldwin**
Richard Gillingwater***
Colin Hood
Ian Marchant
René Médori
Alistair Phillips-Davies
Susan Rice
Sir Kevin Smith****
Board
8 meetings
Audit
Committee
3 meetings
Nomination
Committee
2 meetings
Remuneration Risk and Trading
Committee
12 meetings
Committee
3 meetings
Health, Safety and
Environmental
Advisory
Committee
3 meetings
8
8
3
7
8
8
8
8
8
8
3
–
–
1
3
3
–
–
3
–
–
–
2
–
–
2
2
–
2
2
–
2
–
3
–
–
2
3
–
–
–
–
3
1
–
12
–
–
–
–
9
–
12
–
–
–
–
1
–
–
3
–
–
–
–
1
* Thomas Andersen was appointed as a non-Executive Director with effect from 1 January 2009 and he attended all meetings
from that date.
** Nick Baldwin was appointed to the Remuneration Committee and the Nomination Committee on 24 July 2008.
*** Richard Gillingwater was appointed to the Nomination Committee on 24 July 2008.
**** Sir Kevin Smith retired as a non-Executive Director on 24 July 2008 and attended all relevant meetings up to his retirement.
BOARD EFFECTIVENESS
Information and Professional Development
The Directors receive accurate, timely
and clear information, with all Committee
and Board papers being issued for review
in advance of meetings. On joining the
Board, Directors receive a comprehensive
induction course tailored to their individual
requirements which includes meetings
with the Executive Directors and senior
management, visits to key sites, and
meetings with key stakeholders. It also
covers a review of the Group’s governance,
policies, structure and business including
details of the risks and operational issues
facing the Group.
During the year, the Board and Board
Committees were kept up-to-date with
developments. This generally follows a
forward programme where briefings are
given by Executive Directors and senior
management on developments in their
business area. Additional specialist
briefings and presentations were given
on areas such as corporate governance
and company law changes, regulation,
public affairs, health and safety, and
the company’s major business activities.
Separate more informal meetings were
also held with senior management.
The non-Executive Directors have
individual meetings, briefings and site
visits. The briefings focus on subjects
where they have specific knowledge
or expertise, such as energy trading,
operational matters and customer service.
The site visits by individual non-Executive
Directors during the year included a major
power station, and one of the Group’s
main customer service centres.
The Board believes that given the
experience and skills of the Directors and
the briefings referred to above, any further
personal training needs can be left to the
discretion of the individual. The company
makes the necessary resources available
should any Director request training.
There is an agreed procedure for Directors
to be able to take independent professional
advice, if necessary, at the Group’s expense.
The prior approval of the Chairman is
required where such advice is likely to
exceed £10,000. Any advice obtained shall
be made available to the other members
of the Board, if the Board so requests.
All Directors have access to the advice
and services of the Company Secretary.
The company continues to operate
advanced performance coaching for
some of the Executive Directors and for
other members of senior management
which is designed to develop and enhance
individual and Group performance.
Executive Directors’ Other Directorships
Executive Directors may be invited to
become non-Executive Directors of other
companies. Approval may be given to accept
such invitations recognising the benefit to be
derived to the individual and to the company.
Any such appointments are included in the
biographical information set out on page 64.
Conflicts of Interest
During the year a full analysis of the Board
members’ interests and appointments
was carried out by the Company Secretary.
The Board considered and authorised each
Directors’ reported actual and potential
conflicts of interest at the September Board
meeting. In accordance with the company’s
Articles of Association and relevant
legislation, each Director abstained from
approval of their own position. The Board
will continue to monitor and review potential
conflicts of interest on a regular basis. The
Nomination Committee will keep under
review any conflict or potential conflict of
interest situations authorised by the Board
and determine whether it is appropriate
for such matter to remain so authorised.
Performance Evaluation
The Board, the Board Committees and the
individual Directors undergo an annual
process of performance evaluation.
Senior management also participates
in a performance evaluation programme.
During the year the Chairman conducted
the performance evaluation of the Board.
Each Director completed a detailed
questionnaire. The questionnaires covered
the Board and Committee processes, their
effectiveness and where improvements
could be made. Reports were produced
on the key findings and the Chairman of
the Board and the Committee Chairmen
reported these findings to the Board
meeting in January 2009 for discussion.
Directors also participated in detailed
reviews of individual performance which
were carried out in one-to-one meetings
with the Chairman. The process for
evaluating the Chairman was managed
by the Senior Independent Director/
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Corporate Governance Report (continued)
Scottish and Southern Energy
Annual Report 2009
which involved a separate meeting
of the non-Executive Directors chaired
by the Senior Independent Director.
The review concluded that the Board and
its Committees were operating effectively,
continued to set clear objectives and
focussed on the correct areas. Each of the
Directors continued to make an effective
contribution to the work of the Board and
its Committees, was well informed and
demonstrated full commitment to his
or her duties. Some further areas were
identified including a renewed focus on the
future resource requirements of the Group
as it continues to grow. These will be taken
forward in 2009. The new Board meeting
arrangements were considered to be a
significant improvement.
The Board was satisfied that the
performance evaluation process was a
worthwhile exercise and the Directors had
participated in an open and frank basis.
BOARD COMMITTEES
The Board has delegated authority to five
principal Committees to carry out certain
tasks as defined in each Committee’s
respective Terms of Reference. The Terms
of Reference for all Committees are set
by the Board and are reviewed regularly.
The Terms of Reference are available
for inspection on the company’s website
(www.scottish-southern.co.uk). The
Governance Structure is detailed above
and each Committee plays a vital role in
ensuring that high standards of corporate
governance are maintained throughout
the Group. Membership is determined by
the Board, on the recommendation of the
Nomination Committee and in consultation
with each Committee Chairman.
AUDIT COMMITTEE
Role
The Audit Committee assists the Board in
the effective discharge of its responsibilities
for financial reporting and internal control,
together with the procedures for the
identification, assessment and reporting
of risks. It acts independently of the
Executive Directors.
In accordance with its Terms of Reference,
the Committee is authorised by the
Board to:
k ensure that the company’s financial
reports represent an accurate, clear
and balanced assessment of the
company’s position and prospects;
k ensure the efficiency and monitor
the effectiveness of the company’s
Governance Structure
Board of Directors
Audit
Committee
Health, Safety
and Environmental
Advisory Committee
Nomination
Committee
Remuneration
Committee
Risk and
Trading
Committee
operations and internal control and
risk management functions; and
k review the objectivity and
Meetings and Activities in 2008/09
The Audit Committee had three meetings
during the year.
independence of the external Auditors
taking into consideration the scope of
their work and fees paid for both audit
and non-audit services.
During the year the Audit Committee
undertook the following in order to
discharge its responsibilities:
The Committee has unrestricted access
to company documents and information
as well as to employees of the company
and the external Auditors. The Audit
Committee Chairman reports the
outcome of meetings to the Board.
Membership
The members of the Audit Committee who
held office during the year and at the date
of this report are set out in Table B below.
The Company Secretary is Secretary
to the Audit Committee.
All members of the Committee are
independent non-Executive Directors.
In terms of the Code, at least one member
of the Committee must have recent and
relevant financial experience and all
Committee members are expected to
be financially aware. René Médori has
considerable experience through his
position as Finance Director of a major
international listed company.
The Committee normally requests the
Finance Director, Energy Supply Director,
Head of Group Internal Audit and the
external Auditors to attend its meetings.
Senior management including the Group
Treasurer, Group Financial Controller,
Director of Energy Portfolio Management,
Director of Corporate Affairs and Head
of Portfolio Support may also attend to
present reports.
Financial Statements
k reviewed the financial statements in
the 2008 report and accounts and the
interim results. As part of this review the
Committee received from the Auditor
KPMG Audit Plc a report on their audit
of the annual report and accounts and
their review of the interim results; and
k reviewed the annual and interim
results announcements.
Control Environment
and Risk Management
k received six-monthly reviews by
Group Internal Audit setting out the
audit programme, its progress against
the programme, the results of key
audits and other significant findings,
the adequacy of management’s
response and the timeliness of
resolution of actions;
k reviewed and agreed the Group
Internal Audit Plan for the year ending
31 March 2009;
k received six-monthly reports from
energy trading and treasury setting
out strategy, market developments,
any significant risks and the controls
in place to mitigate these risks;
k received six-monthly reviews from
Group Internal Audit on the Internal
Control Risk Assessment setting out
the Group Risk Map and Residual
Risk Map; and
k reviewed Post-Investment Appraisal
Reports and Independent Project
Reviews.
Table B – Members of the Audit Committee
Name
Role
René Médori
Thomas Andersen
Nick Baldwin
Richard Gillingwater
Committee Chairman and
Non-Executive Director
Non-Executive Director
Non-Executive Director
Non-Executive Director
Date of Committee
appointment/resignation
Appointed June 2003
Appointed January 2009
Appointed November 2006
Appointed May 2007
59
Scottish and Southern Energy
Annual Report 2009
External Audit Process
k reviewed the effectiveness of the
overall audit process for 2008/09,
meeting with the Auditors and
management separately to identify
any areas of concern in the preparation
of the financial statements;
k reviewed and agreed the terms of
appointment, areas of responsibility,
associated duties and scope of the
audit as set out in the engagement
letter for the forthcoming year;
k reviewed and agreed the audit fees,
fees for non-recurring work and the
regulatory reporting fee;
k reviewed key accounting and audit
issues; and
k reviewed recommendations made by
the Auditors in its management letter
and the adequacy of management’s
response.
k formulation of remuneration policy
and approval of all aspects of the
Executive Directors’ remuneration,
including bonuses and the granting
of incentives under the company’s
schemes;
k ensuring that an appropriate
NOMINATION COMMITTEE
Role
The Nomination Committee reviews the
structure, composition and balance of
the Board and its Committees and leads
the Board appointment process before
proportion of pay is linked to corporate making recommendations to the Board.
and individual performance; and
k review and approval of the
Chairman’s fees.
Membership
The members of the Remuneration
Committee who held office during the
year and at the date of this report are
set out in Table C below.
The Company Secretary is Secretary
to the Remuneration Committee.
Before an appointment is made the
Committee evaluates the skills,
knowledge and experience of the Board
to ensure that any new appointment
complements these qualities. Candidates
from a wide range of backgrounds are
considered and the selection process will
generally involve interviews with a number
of candidates, using the services of a
professional search firm specialising
in board level recruitment.
Independence of Auditor
k reviewed the extent of non-audit services
provided by the Auditors in accordance
with the established policy where:
– a competitive tender process is
The Committee normally requests
the Director of People and the senior
remuneration adviser to attend its meetings,
and occasionally external advisers.
Meetings and Activities in 2008/09
required where non-audit fees exceed a The Remuneration Committee had three
threshold of £30,000 for general advice meetings during the year.
and £75,000 for tax-related advice;
– the Committee must be satisfied
that the work was best handled
by the Auditors because of their
knowledge of the Group; and
– the Committee must be satisfied that
Full details of Directors’ remuneration,
general policy and developments during
the year are given in the Remuneration
Report set out on pages 66 to 75.
the objectivity and independence of the Evaluation
Auditors was not affected by the work
The annual evaluation was conducted
k reviewed changes in the Audit team; and by the Committee of its composition,
k recommend to the Board that the
role and responsibilities, operation and
effectiveness, the conclusions of which
were agreed and reported to the Board
at its meeting in January 2009.
The Committee also reviews succession
planning and leadership needs in the
course of its work taking into account
the risks and opportunities facing the
company, and from this identifies the
skills and expertise required from the
Board and senior management team.
Membership
The members of the Nomination
Committee who held office during the
year and at the date of this report are
set out in Table D below.
The Company Secretary is Secretary
to the Nomination Committee.
Members do not take part in discussions
about their own appointment. The Board
Chairman would not chair the meeting
when it is dealing with the appointment
of his successor. In this case the/
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Auditors be reappointed.
The non-audit work awarded during the
year included:
k taxation advice including general
consultancy, acquisitions, disposal
and new markets; and
k accounting due diligence.
Full disclosure of the non-audit fees paid
during the year is made in note 4 to the
Financial Statements.
Evaluation
The annual evaluation was conducted
by the Committee of its composition,
role and responsibilities, operation and
effectiveness, the conclusions of which
were agreed and reported to the Board
at its meeting in January 2009.
REMUNERATION COMMITTEE
Role
The principal responsibilities of the
Remuneration Committee are:
Table C – Members of the Remuneration Committee
Name
Susan Rice
Nick Baldwin
Richard Gillingwater
Lord Smith of Kelvin
Sir Kevin Smith
Role
Committee Chairman and
Non-Executive Director
Non-Executive Director
Non-Executive Director
Board Chairman
Non-Executive Director
Date of Committee
appointment/resignation
Appointed November 2006
Appointed July 2008
Appointed July 2007
Appointed November 2006
Retired July 2008
Table D – Members of the Nomination Committee
Name
Role
Date of Committee
appointment/resignation
Lord Smith of Kelvin
Thomas Andersen
Nick Baldwin
Richard Gillingwater
René Médori
Susan Rice
Sir Kevin Smith
Ian Marchant
Committee and Board Chairman Appointed January 2005
Appointed January 2009
Non-Executive Director
Appointed July 2008
Non-Executive Director
Appointed July 2008
Non-Executive Director
Appointed November 2006
Non-Executive Director
Appointed November 2007
Non-Executive Director
Retired July 2008
Non-Executive Director
Appointed October 2002
Chief Executive
60
Corporate Governance Report (continued)
Scottish and Southern Energy
Annual Report 2009
meeting would be chaired by a non-
Executive Director elected by the
remaining members.
Thomas Andersen, with Ian Marchant
attending as appropriate. The Company
Secretary is Secretary to the Committee.
Meetings and Activities in 2008/09
The Nomination Committee had two
meetings during the year.
Following the retirement of Sir Kevin
Smith at the 2008 AGM, the Committee
recommended the appointment of
Thomas Andersen as non-Executive
Director. This appointment was made on
1 January 2009. The Terms of Reference
of the Nomination Committee were
updated in July 2008. The Committee is
now responsible for reviewing conflicts of
interest authorised by the Board. During
the year, the Committee also reviewed
Board Committee membership and senior
management succession planning.
Evaluation
The annual evaluation was conducted
by the Committee of its composition,
role and responsibilities, operation and
effectiveness, the conclusions of which
were agreed and reported to the Board
at its meeting in January 2009.
RISK AND TRADING COMMITTEE
The Risk and Trading Committee
comprises Alistair Phillips-Davies
(Chairman), Ian Marchant, Gregor
Alexander and senior managers from
energy trading, electricity generation,
finance and treasury. It met 12 times
during the year to review and manage
the operational and financial risks and
exposures in energy trading, generation,
and treasury. At each meeting, updates
are provided on generation plant status,
market conditions, commodity exposures,
counterparty credit, trading limits and
controls and treasury. The Assistant
Company Secretary is Secretary to the
Risk and Trading Committee.
HEALTH, SAFETY AND ENVIRONMENTAL
ADVISORY COMMITTEE
The Health, Safety and Environmental
Advisory Committee met three times during
the year and was responsible for ensuring
that health, safety and environmental
policies had been implemented, setting
targets and monitoring performance, and
promoting awareness of these issues
throughout the Group.
The Committee members are Colin Hood
(Chairman), the Group Services Director,
the Director of Generation, the Group
Safety, Health and Environmental
Manager and non-Executive Director,
ACCOUNTABILITY, RISK MANAGEMENT
AND INTERNAL CONTROL
The Board considers risk management
and the system of internal control to be
fundamental to achieving the Group’s
strategy.
The system of internal control is the
Board’s overall responsibility. Reviewing
the system and monitoring its effectiveness
is delegated to the Audit Committee and is
reviewed at least annually by the Board.
The system of internal control is designed
to manage rather than eliminate the risk
of failure to achieve business objectives
and can provide only reasonable and not
absolute assurance against material
misstatement and loss.
The Board and the Audit Committee have
reviewed the effectiveness of the internal
control system in accordance with the
Code for the period from 1 April 2008 to
the date of approval of this Annual Report.
No significant failings or weaknesses have
been identified. However, had there been,
the Board confirms that appropriate
action would have been taken.
Internal control is maintained through an
organisation structure with clearly defined
responsibilities, authority levels and lines
of reporting. The key elements of the
Group’s internal control process are
summarised below:
The Board:
k approves the policies, procedures and
framework for the maintenance of a
sound and effective system of internal
control ensuring:
– the provision of quality internal
reporting by the Audit Committee
and other Board Committees,
management and internal audit;
– the provision of quality reporting
from the external Auditors;
– compliance with the Turnbull
Guidance on Internal Control; and
– compliance with statutory and
regulatory obligations;
k reviews the significant risks identified
by each business unit as well as the
mitigating action against those risks
following review by the Audit
Committee;
k approves and regularly reviews and
updates the Group’s strategy and
business development;
k reviews performance through a system
of reporting based on annual operating
and capital expenditure budgets;
monthly reviews against actual results;
analysis of variances and evaluation
of key performance indicators;
k receives regular reports from the
Chief Executive, the Finance Director
and the other Executive Directors; and
k undertakes an annual evaluation
of the Board, its Committees and
individual Directors.
The Audit Committee:
k assists the Board in the effective
discharge of the responsibilities
for financial reporting and internal
control, acting independently of
management;
k ensures financial reports and formal
announcements represent an accurate,
clear and balanced assessment of the
Group’s position and prospects;
k reviews and ensures the effectiveness
of operational and internal controls,
the reliability of the information and
accounting systems, and the
implementation of established
policies and procedures;
k monitors and reviews the effectiveness
of the internal audit function through
regular reports from the internal audit
department;
k reviews the significant risks identified
by each business unit as well as the
mitigating action against those risks;
k maintains a close relationship with
the external Auditors; and
k reviews the arrangements by which
employees can in confidence raise
concerns about any possible
improprieties in financial and
other matters.
The Executive Directors:
k monitor operational and financial
performance of the Group;
k develop and implement Group
strategy, operational plans, policies,
procedures and budgets;
k assess and control all Group risks; and
k monitor competitive forces in each
area of operation.
The Risk and Trading Committee:
k supports the Audit Committee and
management in managing risks and
exposure in energy trading, generation
and treasury;
k ensures that risk exposure is managed
appropriately;
k sets and approves risk management
polices and trading strategies;
k ensures the effectiveness of
operations and internal controls; and
k ensures risks inherent in business
activities are understood and managed.
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Scottish and Southern Energy
Annual Report 2009
The Health, Safety and Environmental
Advisory Committee:
k together with the Audit Committee and
management, ensures that the health,
safety and environmental policy
statements are being adhered to;
k sets health, safety and environmental
targets for the Group; and
k monitors the performance of the
Group against these targets.
The Internal Audit Department:
k works with the business units to
develop and improve risk management
tools and processes in their business
operations;
k ensures that business risks are
identified, managed and regularly
reviewed and that the key risks are
reported to the Audit Committee
and Board;
k ensures that the business units carry
out regular reviews on their internal
controls relating to the key risks;
k monitors the effectiveness of the
Group’s system of internal control
through the distribution of reports and,
where appropriate, action plans to
senior managers, Directors, the Audit
Committee and external Auditors;
k monitors adherence to the Group’s
key policies and principles; and
k provides the Audit Committee and
Board with objective assurance on
the Group’s control environment.
GOING CONCERN
After making enquiries, the Directors
have a reasonable expectation that the
company and the Group have adequate
resources to continue in operational
existence for the foreseeable future.
The Group expects to issue further debt in
the capital markets during 2009/10 to meet
its funding requirements. The Financial
Statements are therefore prepared on
a going concern basis. Further details
of the Group’s liquidity position and going
concern review are provided in note 29.
COMMUNICATION WITH SHAREHOLDERS
AND MAJOR STAKEHOLDERS
Disclosure Group
An internal Disclosure Group ensures
all appropriate communications are
made to the London Stock Exchange and
shareholders. Copies of all announcements
can be accessed from the company’s
website (www.scottish-southern.co.uk).
Institutional Shareholders
The Board encourages and seeks to build
up a mutual understanding of objectives
between the Group and institutional
shareholders, fund managers and analysts.
It believes that this is fundamental to
ensuring that the Group’s strategy is
understood and that any questions or
issues are dealt with in a constructive way.
The Board receives reports on significant
discussions with shareholders allowing
Directors to form a view of the priorities and
concerns of the company’s stakeholders.
Brokers’ reports and analysts’ briefings
are distributed to Directors.
The Chief Executive and Finance Director
follow an ongoing programme of dialogue,
meetings, presentations and site visits.
The Investor Relations Manager has day-
to-day responsibility for communications
with institutional shareholders.
The Chairman attended the company’s
interim and preliminary results
presentations in May 2008 and November
2008. The Senior Independent Director
also attended the interim results
presentation in November 2008.
As part of the induction programme,
arrangements are made for analysts
to meet with newly appointed Directors.
Private Shareholders
The Board continues to take account
of any concerns of private shareholders
and, on its behalf, the Company Secretary
oversees communication with these
investors.
Annual General Meeting
The company’s AGM gives an opportunity
for the Board to communicate with
shareholders and provides an update
on the performance of the Group.
All Directors attend the AGM and
shareholders are invited to ask questions
and to meet with the Directors and senior
managers both before the meeting and
following the conclusion of the formal
part of the meeting.
In addition, over 250,000 shareholders
chose to receive written notification
of the electronic availability of future
communications. As recognition of the
reduced environmental impact that this
form of communication entails the
company, on behalf of shareholders, has
made a donation in excess of £90,000 to
the World Wildlife Fund’s International
Forest Programme during the year.
Around 80,000 shareholders receive
a hard copy of the Annual Report.
Other Stakeholders
The Board has a programme of events
to meet with a range of external
stakeholders representing the public
sector, investment community,
environmental affairs, and consumer
interests. The purpose of these events is
to explain the Group’s position on a range
of business, policy and public interest
issues and to engage in their views,
suggestions and any areas of concern.
More generally, working with public policy
makers is a vital area for the company,
given the high profile of energy and
environment-related issues in the UK
and elsewhere. The company engages
with stakeholders in seven main ways:
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k constructive engagement with Ofgem,
which is responsible for promoting
competition, wherever appropriate,
and regulating the monopoly
companies which run the gas
and electricity networks;
k ongoing dialogue with Ministers and
officials in government, including the
devolved administrations in the UK;
k submissions to government and
Parliamentary consultations and
inquiries;
k meetings with, and briefings of,
elected members of all parties
in legislatures;
k engagement with local authority
elected members and officials;
k active participation in relevant trade
At the AGM, shareholders are advised
of the proxy votes cast for each resolution
and a report is placed on the company’s
website following the meeting, in addition
to being announced to the London Stock
Exchange.
associations and bodies; and
k discussions and work with non
governmental organisations and
other relevant organisations such
as charities.
Company Communications
Following the introduction of the
Companies Act 2006 shareholders now
have a choice on how to receive their
company communications such as
the Annual Report. The company has
over 370,000 shareholders, and now
communicates with around 41,000
of these shareholders electronically.
The company’s objective is to ensure
that it is able to perform its core
purpose of providing the energy people
need in a reliable and sustainable way.
Its principal public policy goal at present
is to ensure that there is in place a policy
and regulatory framework which is
compatible with the delivery of the
legally-binding EU targets for renewable
energy in 2020.//
62
Directors’ Report
Scottish and Southern Energy
Annual Report 2009
Principal Activities
Scottish and Southern Energy plc is a
holding company. Its subsidiaries are
organised into the main businesses of:
service contract for Gregor Alexander and
the letters of appointment for Thomas
Andersen and Susan Rice are set out
in the Remuneration Report on page 72.
k electricity generation, transmission,
distribution and supply;
k gas storage, distribution and supply;
k electrical and utility contracting;
k home services, supplying a wide range
of electrical and gas appliances and
complementary products; and
k telecommunications.
Business Review
The company is required to set out in
this Directors’ Report a fair review of the
business of the Group and a description of
the principal risks and uncertainties facing
the Group (known as a ‘Business Review’).
The Business Review is required to set out
a balanced and comprehensive analysis
of the development and performance of
the Group’s business during the financial
year ended 31 March 2009 and of the
position of the Group at the end of that
financial year. The information that fulfils
these requirements, and deemed to be
incorporated in this Directors’ Report,
is contained within pages 1 to 61 of
this Annual Report.
Directors
The Directors as at the date of this
report are:
Executive
Ian Marchant, Chief Executive Officer
Gregor Alexander
Colin Hood
Alistair Phillips-Davies
Non-Executive
Lord Smith of Kelvin, Chairman
Thomas Andersen
Nick Baldwin
Richard Gillingwater
René Médori
Susan Rice
Sir Kevin Smith retired on 24 July 2008.
Thomas Andersen was appointed as
a non-Executive Director on 1 January
2009. In accordance with the Articles of
Association (Articles), he will retire from
office at the Annual General Meeting (AGM)
and will offer himself for re-appointment.
Susan Rice and Gregor Alexander retire
by rotation at the AGM and, being eligible,
and in accordance with the Articles, will
offer themselves for re-appointment.
Biographical details of all Directors are
set out on pages 64 and 65. Details of the
The interests of the Directors in the
ordinary shares of the company at
31 March 2009 are set out in the
Remuneration Report on page 74.
Directors’ Insurance and Indemnities
The Directors have the benefit of the
indemnity provision contained in the
company’s Articles. The Directors of the
company have been granted a qualifying
third party indemnity provision which was
in force throughout the financial year
and remains in force. The company also
purchased and maintained throughout
the financial year directors’ and officers’
liability insurance in respect of itself and
for its Directors and Officers.
Results and Dividends
The Group profit attributable to
shareholders for the financial year
amounted to £112.3m. The Directors
recommend a final dividend of 46.2p per
ordinary share which, subject to approval
at the AGM, will be payable on 25
September 2009 to shareholders on the
register at close of business on 21 August
2009. With the interim dividend of 19.8p
per ordinary share paid on 27 March 2009,
this makes a total dividend of 66.0p per
ordinary share.
Share Capital
Details of the company’s authorised and
issued share capital at 31 March 2009,
which includes options granted under the
Group’s employee share option schemes,
are set out in notes 25 and 28 to the
Financial Statements.
Annual General Meeting
The 20th AGM of the company will be held
on 23 July 2009 at 12 noon in the Perth
Concert Hall, Mill Street, Perth PH1 5HZ.
The Notice of Annual General Meeting
2009, which contains full explanations of
the business to be conducted at the AGM,
is set out in the shareholder circular.
Disapplication of Pre-Emption Rights –
Share Placing
At each AGM the Directors seek authority
from shareholders to allot shares for cash
otherwise than pro rata to all shareholders
up to a maximum of 5% of the issued share
capital in any one year. On 7 January 2009
the company issued 42 million new shares
(4.8% of the issued share capital at that
date) through a share placing. The share
placing was priced at 1140p per share,
which raised £479m, to facilitate the
funding of investment opportunities and
the acquisition of value-enhancing assets.
At the 2009 AGM the Directors will again
seek shareholder authority to enable
them to issue up to a maximum of 5%
of the issued share capital. The authority,
if approved, will remain in force until
the 2010 AGM. There is no present
intention of exercising this authority
in the year ending 31 March 2010. The
Directors note the current institutional
shareholder guidelines not to seek to
allot more than 7.5% of the issued share
capital, cumulatively, in any three-year
rolling period, without prior consultation.
Substantial Shareholdings
At 20 May 2009, the following interest
in the issued ordinary share capital
of the company has been disclosed
in accordance with the requirements
of the UK Listing Authority’s Disclosure
and Transparency Rules:
Entity
Number of Shares* Percentage*
Legal & General
Group Plc
43,832,434
5%
* At date of disclosure by relevant entity.
Since the date of disclosure to the
company, the interest of the shareholder
listed above may have increased or
decreased. No requirement to notify the
company of any increase or decrease
would have arisen unless the holding
moved up or down through a whole
number percentage level.
Research and Development (R&D)
R&D is fundamental to the company’s
ability to change and adapt to the
challenges of the future, and in 2008/09
R&D activities were increased further,
building on the work of previous years.
These have included the creation of a
corporate R&D function to work with
coordinators across the business.
The company has been actively involved
through the Energy Research Partnership
in supporting alignment between the
various funding bodies such as the Carbon
Trust, Technology Strategy Board, and
Energy Technologies Institute. It launched
a strategic partnership with Strathclyde
University and is exploring key relationships
with other universities.
During 2008/09 the company invested
£4.4m in R&D activities which included
studies on NOx abatement from its coal-
fired plant, carbon capture, and bio-fuels.
R&D activities in renewable generation
have included a consortium looking to
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Scottish and Southern Energy
Annual Report 2009
reduce the costs of offshore wind. The
Energy Demand Research Project, started
in 2007, is providing valuable insight into
customer behaviour and alongside this
a number of innovative products are
being developed.
SSE Power Distribution has continued to
take an active role in the Ofgem Innovation
Funding Incentive for both distribution
and transmission and has commissioned
projects addressing asset management,
security of supply and active network
management.
Employees
The number of staff directly employed by
the Group at 31 March 2009 was 18,795.
Employees are encouraged to participate
in the business of the company in a
variety of ways. In support of the Board’s
commitment to providing opportunities
for employees to become shareholders,
the company offers Share Incentive Plans
and Sharesave Schemes which are open
to all eligible employees. Employee
participation in these schemes is around
38% and 31% respectively.
opportunities policy aims to ensure that
all employees and job applicants are no
less fairly treated due to age, gender,
sexual orientation, race, disability or
other reasons not justified in law or
relevant to performing their job. The
company is also committed to the
continuing employment of, and the
arranging of appropriate training for, any
employees who become disabled during
the course of employment. The company
aims to ensure that employees have the
right skills to deliver the high standards of
performance that are necessary to achieve
its objectives. Detailed information about
the company’s approach to these and
related matters is set out in its
Corporate Responsibility Report 2009
(see www.scottish-southern.co.uk).
Creditor Payment Policy
It is the company’s policy that payment
terms are agreed at the outset of a
transaction and are adhered to; that bills
are paid in accordance with the contract;
and that there are no alterations to payment
terms without prior agreement. The number
of suppliers’ days represented by trade
creditors was 39 days at 31 March 2009.
The company recognises that progress
is made due to the professionalism,
commitment and teamwork of its
employees. For that reason, and to mark
the tenth anniversary of SSE’s formation,
all eligible employees received during
2008 a special award comprising an
offer, free of charge, of 10 shares in the
company; an online voucher worth £200
for SSE’s retail business and an additional
day’s holiday.
Donations
Charitable donations amounted to
£1,001,000 (2008 – £873,000). There were
no payments for political purposes.
Accounting Policies, Financial
Instruments and Risk
Details of the Group’s accounting
policies, together with details of financial
instruments and risk, are provided at
Notes 1, 2 and 29 to the Accounts.
The company places strong emphasis
on employee communication and
involvement. An employee newspaper is
distributed to employees. Participation
and engagement is encouraged through
team meetings, briefings and the intranet
where employees are informed of the
latest company news from recent media
coverage and about developments within
the business.
The Chief Executive regularly communicates
with employees through his blog and
receives feedback, in addition to live
on-screen question and answer style
‘webchats’. During the year, the senior
management held a series of roadshows
around the Group to present and discuss
the Group’s vision, values and strategy.
The company has in place an extensive
range of policies to safeguard the
interests of its employees and potential
employees. In particular, its equal
Additional Information
Where not provided elsewhere in the
Directors’ Report, the following provides
the information required to be disclosed
by Section 992 of the Companies Act 2006.
Each ordinary share of the company
carries one vote at general meetings
of the company.
Vincent Donnelly
Company Secretary
20 May 2009
There are no restrictions on the transfer
of ordinary shares in the capital of the
company other than certain restrictions
which may from time to time be imposed
by law (for example, insider trading law).
In accordance with the Listing Rules of
the Financial Services Authority, certain
employees are required to seek the
approval of the company to deal in
its shares.
Employees who participate in the Share
Incentive Plans whose shares remain in
the schemes’ trusts give directions to the
trustees to vote on their behalf by way of
a Form of Direction.
The company is not aware of any
agreements between shareholders that
may result in restrictions on the transfer
of securities and/or voting rights.
The rules governing the appointment
of Directors are set out in the Corporate
Governance Report on pages 55 to 61. The
company’s Articles may only be amended
by a special resolution at a general
meeting of shareholders.
The company is not aware of any
significant agreements to which it is
party that take effect, alter or terminate
upon a change of control of the company
following a takeover. The company is
not aware of any contractual or other
agreements which are essential to its
business which ought to be disclosed
in this Directors’ Report.
Auditors
Upon the recommendation of the Audit
Committee and approval of the Board,
resolutions to re-appoint KPMG Audit Plc
as Auditors, and to authorise the Directors
to fix their remuneration, will be proposed
at the forthcoming AGM.
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Each of the Directors who held office
at the date of approval of this Directors’
Report confirms that, so far as each
Director is aware, there is no relevant
audit information of which the company’s
Auditors are unaware and each Director
has taken all the steps that ought to have
been taken in his duty as a Director to
make himself or herself aware of any
relevant audit information and to establish
that the company’s Auditors are aware of
that information.
By Order of the Board
64
Directors’ Biographies and Responsibilities
Scottish and Southern Energy
Annual Report 2009
René Médori
Audit Committee Chairman
René joined the Board as a non-Executive
Director in 2003. He is Finance Director of
Anglo American plc and is a non-Executive
Director of Anglo Platinum and DB (De Beers)
Investments. He is Chairman of the Audit
Committee and a member of the Nomination
Committee.
Gregor Alexander
Finance Director
Gregor was appointed Finance Director and
joined the Board in 2002, having previously
been Group Treasurer and Tax Manager.
He has worked in the energy industry
since 1990, when he joined Scottish Hydro
Electric. Gregor is a Director of Scotia Gas
Networks Limited and is former Chairman
of the Scottish Finance Directors’ Group.
Alistair Phillips-Davies
Energy Supply Director
Alistair was appointed Energy Supply Director
and joined the Board in 2002, having previously
been Director Energy Trading. He has worked in
the energy industry since 1997, when he joined
Southern Electric. Alistair has Board level
responsibility for Energy Trading, Electricity and
Gas Supply, Energy Efficiency, Sales, Marketing
and Energy Services. He chairs the Risk and
Trading Committee.
Ian Marchant
Chief Executive
Ian was appointed Chief Executive in 2002,
having been Finance Director since 1998. He has
worked in the energy industry since 1992, when
he joined Southern Electric. He is a member and
former Chairman of the UK Business Council
for Sustainable Energy, Chairman of the Scottish
Climate Change Business Delivery Group, and
a member of Ofgem’s Environmental Advisory
Group and the Energy Research Partnership.
He is also a non-Executive Director of John
Wood Group plc and Maggie’s Cancer Centres.
Ian is a member of the Nomination Committee
and is Lead Director for the Environment and
Corporate Responsibility.
Colin Hood
Chief Operating Offi cer
Colin was appointed Chief Operating Officer in
2002, having joined the Board as Power Systems
Director in 2001. He has worked in the energy
industry since 1977, when he joined Scottish
Hydro Electric. He has Board level responsibility
for Generation, Power Systems, Customer
Service, Human Resources, IT, Contracting
and Telecoms. Colin is a Director and former
Chairman of Scotia Gas Networks Limited,
a non-Executive Director of First Group plc
and a member of the Forum for Renewable
Energy Developments in Scotland (FREDS).
He is Lead Director for Health and Safety.
Lord Smith of Kelvin
Chairman
Robert joined the Board as a non-Executive
Director in June 2003, was appointed Deputy
Chairman in November 2003 and became
Chairman in 2005. He is Chairman of the Weir
Group plc and a non-Executive Director of 3i
Group plc, Standard Bank Group Limited and
Aegon UK plc. He is also Chairman of Glasgow
2014 Ltd, Chancellor of the University of the
West of Scotland and a member of the Council
of Economic Advisers to the First Minister
of Scotland. Robert is Chairman of the
Nomination Committee and a member
of the Remuneration Committee.
Richard Gillingwater
Non-Executive Director
Richard joined the Board as a non-Executive
Director in 2007. He is Dean of the Cass
Business School and is non-Executive Chairman
of CDC Group plc, a non-Executive Director of
Debenhams plc and Tomkins plc. Richard is a
member of the Audit Committee, Remuneration
Committee, and Nomination Committee.
Susan Rice CBE
Non-Executive Director
Susan joined the Board as non-Executive Director
in 2003 and became Senior Independent Director
in 2007. She is Managing Director of the Lloyds
Banking Group Scotland and Chairman and
Chief Executive of Lloyds TSB Scotland plc.
She is also a non-Executive Director of the Court
of the Bank of England and chairs the Board of
the Edinburgh International Book Festival, along
65
Scottish and Southern Energy
Annual Report 2009
Members of the Board photographed
at SSE’s new operations centre in Havant,
which will be formally opened late in 2009.
From left to right:
René Médori, Gregor Alexander,
Alistair Phillips-Davies, Ian Marchant,
Colin Hood, Lord Smith of Kelvin,
Richard Gillingwater, Susan Rice,
Thomas Andersen, Nick Baldwin.
with several other organisations. Susan chairs
the Remuneration Committee and is a member
of the Nomination Committee.
Thomas Andersen
Non-Executive Director
Thomas joined the Board as a non-Executive
Director in January 2009. He is Chief Executive
of Maersk Oil, a member of the Group Executive
Board AP Moller-Maersk, as well as director or
chairman of a number of companies within the
AP Moller-Maersk Group. He is a member of
the Audit Committee, Nomination Committee
and of the Health, Safety and Environmental
Advisory Committee.
Nick Baldwin
Non-Executive Director
Nick joined the Board as a non-Executive
Director in 2006. Previously, he worked in
the energy industry, culminating in being
Chief Executive of Powergen plc. Nick is
a non-Executive Director of the Nuclear
Decommissioning Authority, the Forensic
Science Service and Sanctuary Housing Group
and is Chairman of the Public Weather Service
Customer Group. He is also Chairman of
TreeHouse Trust. Nick is a member of the
Audit Committee, Remuneration Committee
and Nomination Committee.
Statement of Directors’ Responsibilities
in Respect of the Annual Report and the Financial Statements
The Directors are responsible for preparing the Annual Report
and the Group and parent company financial statements in
accordance with applicable law and regulations.
Company law requires the Directors to prepare Group and
parent company financial statements for each financial year.
Under that law they are required to prepare the Group financial
statements in accordance with IFRS as adopted by the EU and
have elected to prepare the parent company financial statements
on the same basis.
The Group and parent company financial statements are required
by law and IFRS as adopted by the EU to present fairly the
financial position of the Group and the parent company and the
performance for that period; the Companies Act 1985 provides
in relation to such financial statements that references in the
relevant part of the Act to financial statements giving a true and
fair view are references to their achieving a fair presentation.
The parent company financial statements are required by law to
give a true and fair view of the state of affairs of the parent company.
In preparing each of the Group and parent company financial
statements, the Directors are required to:
k select suitable accounting policies and then apply
them consistently;
k make judgements and estimates that are reasonable
and prudent;
k state whether they have been prepared in accordance
with IFRS as adopted by the EU; and
k prepare the financial statements on the going concern
basis unless it is inappropriate to presume that the Group
and the parent company will continue in business.
The Directors are responsible for keeping proper accounting
records which disclose with reasonable accuracy at any time
the financial position of the parent company and enable them to
ensure that its financial statements comply with the Companies
Act 1985. They have a general responsibility for taking such steps
as are reasonably open to them to safeguard the assets of the
Group and to prevent and detect fraud and other irregularities.
Under applicable law and regulation, the Directors are also
responsible for preparing a Directors’ Report, Directors’
Remuneration Report and the Corporate Governance Statement
that comply with that law and those regulations.
The Directors are responsible for the maintenance and
integrity of the corporate and financial information included
on the company’s website. Legislation in the UK governing
the preparation and dissemination of financial statements
may differ from legislation in other jurisdictions.
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Remuneration Report
Scottish and Southern Energy
Annual Report 2009
Dear Shareholder
I am pleased to introduce the Remuneration Report for the year 2008/09.
The report was changed last year to make it easier to understand, with a new layout, greater detail on the operation of the Committee
and on the structure of the remuneration package. These changes have been well received, and they have been further developed
for the sections on Committee Business and Executive Directors’ Remuneration, with an initial report on total remuneration policy
and an increased use of charts and diagrams to explain our policy.
The remuneration report is in three parts:
k At a Glance
This is an overview of total remuneration policy.
k Remuneration Explained
Our approach to total remuneration, outlining the key elements of the policy.
k Remuneration in Detail
These are the detailed disclosures required by the Directors’ Remuneration Report Regulations and which are audited.
Executive Directors’ remuneration is the subject of a great deal of scrutiny which has been intensified by the recent crisis in the
financial markets, with even more attention paid to all aspects of reward. The Committee acknowledges this scrutiny and the need
for transparency surrounding the remuneration for Executive Directors.
As always, the key is to ensure that reward is linked with corporate performance and reflects the skills and contribution of individuals
to the achievement of that performance. In focusing on performance, the Committee is mindful of the need to avoid placing undue
emphasis on the results from any one year, which may reflect unusual or specific factors. It is sustained performance over the
medium and long term that matters.
As you will have seen from the earlier part of the Annual Report, SSE has continued to deliver growth in profit before tax and the
dividend. The Executive Directors are a strong team, with a long-standing and well-regarded track record in the sector in which SSE
operates, and they have again continued to perform well. As one energy analyst put it in February 2009: ‘SSE has a sector-leading
management team that has consistently shown financial discipline.’
The Remuneration Committee has been well briefed on recent remuneration developments and has considered carefully the relevant
benchmark market data. Taking these into account during the past year the Committee is satisfied that the current remuneration
policy is sound and fit for purpose. Therefore no changes have been made to the policy.
The Committee has reviewed its approach to remuneration against best practice for any indications of misguided incentives
or unacceptable risk-taking and is satisfied that there are no environmental, social or governance risks raised as a result
of the reward policy. More fundamentally, SSE’s strategy is one which is designed with risk management at its heart.
As part of the Board evaluation process, the effectiveness of the Remuneration Committee was reviewed, the results of which
indicate that the Committee continues to operate effectively.
Susan Rice
Chairman, Remuneration Committee
20 May 2009
Remuneration Committee Meetings
Susan Rice (Committee Chairman)
Lord Smith of Kelvin
Richard Gillingwater
Nick Baldwin
Number of meetings
Meetings attended
3
3
3
3
3
3
3
3
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Remuneration Report – At a Glance
Scottish and Southern Energy
Annual Report 2009
What are the Principles of the SSE Remuneration Policy?
The core principles of the company’s remuneration policy are to:
k attract and retain Executive Directors who are able to run the company effectively for the benefit of shareholders,
customers and employees
k adopt a competitive and practical approach to overall remuneration which meets the expectations of shareholders
k reinforce the culture and teamwork required to deliver the long-term growth and sustainability of the business,
and hence base salaries for Executive Directors are set at or below the relevant market median
What is SSE’s Total Remuneration Policy?
Summary of Total Remuneration Policy
Fixed
Variable
Base Salary
Short-term – Annual
Long-term – 3 years
Pension – Final Salary
Annual Bonus Plan maximum 100% of salary with
75% paid in cash and 25% deferred in shares
Performance Share Plan (PSP) –
future performance over 3 years
Benefits in Kind (BIK) –
car, private medical
Assessed against corporate financial performance
and team and individual operational measures
50% linked to relative FTSE 100 TSR, 50%
adjusted annual EPS growth RPI +3%-9%
Minimum Shareholding requirement equal to 100% Base Salary
Base Salary/BIK
Pension
Bonus
PSP
What was each Component of the Remuneration?
Target
36%
Stretch
27%
13%
18%
33%
9%
26%
38%
The bar chart shows the four elements of total remuneration with each element shown as a proportion % of total remuneration. Base salary includes
1% benefits in kind – a car allowance and private medical plan. Target performance comprises annual bonus awarded at target level (ie 50% base
salary) and, for the PSP, an assumption that 62.5% of shares under award will vest. Stretch performance is based on a bonus of 100% of base salary
with demanding targets being met. PSP is calculated based on 150% of salary. The pension element is the average of each Executive Director’s
present value of providing a single year of pension.
What was on the Remuneration Committee Agenda for 2008/09?
Meeting
Regular standing items
Other agenda items
May
Approval of: Performance Share Plan New Awards;
Performance Share Plan Vesting Awards; Annual
Bonus Awards; Directors’ Remuneration Report
November Executive Directors’ and Chairman’s remuneration review.
Update on UK Executive Director market remuneration trends.
Review of SSE Group-wide proposed salary increases.
Review of Committee effectiveness
March
Establishment of Bonus performance targets.
Update on UK current and future remuneration
governance and remuneration trends.
Review of Performance Share Plan targets.
Review of Performance Share Plan TSR FTSE 100
constituent group.
Remuneration Governance update.
Initial review of market comparison companies
for remuneration benchmarking.
Market update on Performance Share Plan usage.
Report on Dilution effects of Share Placing.
Remuneration Governance and Trends update.
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Remuneration Report – Remuneration Explained
Scottish and Southern Energy
Annual Report 2009
Introduction
The following is the report of the Board of
Directors in compliance with the Directors’
Remuneration Report Regulations 2002.
The report sets out the company’s policy
on Executive Directors’ remuneration for
the year ended 31 March 2009 and, so far
as is reasonable, for subsequent years.
Any changes in policy for years after 2009
will be described in future Remuneration
Reports which will continue to be subject
to shareholder approval.
The Role of the
Remuneration Committee
The Remuneration Committee’s members
are Susan Rice, who chairs the Committee,
Nick Baldwin, Richard Gillingwater and
Lord Smith of Kelvin. Biographical details
of the current Committee members are
given on pages 64 and 65. The Committee
met on three occasions, further details on
the meetings and the agenda are contained
in the schedule on page 67. In addition to
the formal meetings, informal consultation
takes place outwith Remuneration
Committee meetings.
Under its Terms of Reference (published in
the Corporate Governance section of the SSE
website at www.scottish-southern.co.uk)
the Committee is responsible for:
k setting the total remuneration policy
on behalf of the Board;
k approving the detailed remuneration
terms of the Executive Directors
including their service contracts;
k approving the remuneration of
the Chairman;
k approving the design and performance
targets of incentive schemes; and
k granting awards under the company’s
Long-term Incentive Plans.
The Remuneration Committee regularly
consults the Chief Executive, Ian Marchant,
who attends and assists the Committee in
respect of those Directors reporting to him,
although he is not present when his own
remuneration is under discussion.
In addition, the Director of People, Graham
Juggins, and SSE’s Senior Executive
Remuneration Adviser, Jane Williams,
provided information and advice on the
Directors’ remuneration, including
comparative data drawn from published
remuneration and benefit surveys, and
advice on appropriate awards of bonuses,
long-term incentives and comparator
group pay and performance. The
Company Secretary, Vincent Donnelly,
provided information to the Committee
on developments in corporate governance
guidelines as they affect the Remuneration
Committee. During the year the Committee
received advice and views from Towers
Perrin and from Merrill Lynch, on relevant
aspects of remuneration policy. Both Towers
Perrin and Merrill Lynch were appointed by
the company on behalf of the Committee.
During the year, the committee meetings
covered the following topics as indicated
in the chart on the previous page:
k review of Total Remuneration Policy
for Executive Directors;
k Executive Directors’ and Chairman’s
salary review;
k SSE company Remuneration Policy;
k Bonus target setting and awards;
k awards under the Performance
Share Plan;
k the operation of the Performance Share
Plan, and its performance criteria; and
k review of the Remuneration Report.
The Board as a whole reviews the fees
of the non-Executive Directors, whilst
ensuring that no Director is involved
in decisions on their own pay.
The Remuneration Committee’s
composition, responsibilities and
operation comply with Section B of the
Corporate Governance Code. In forming
remuneration policy, the Committee
has given full consideration to the best
practice provisions set out in the Code.
Total Remuneration Policy
THE PRINCIPLES OF THE POLICY
This has been achieved by providing
remuneration consisting of basic salary
and benefits including participation in
a pension scheme, together with an
Annual Bonus Scheme (some of which is
compulsorily deferred) and a Performance
Share Plan. The Annual Bonus Scheme
requires the achievement of demanding
performance targets against the
company’s core values of safety, service,
efficiency, sustainability, excellence and
teamwork. The Performance Share Plan
has two challenging performance criteria
firstly Total Shareholder Return (TSR)
measured against the FTSE 100 and
secondly Earnings Per Share (EPS)
Growth in excess of RPI.
BENCHMARKING TOTAL REMUNERATION
The Executive Directors’ total remuneration
policy is to remain below median of FTSE
100 and FTSE 50. This demonstrates SSE’s
long-standing commitment to manage costs
effectively to promote financial returns for
shareholders. Further it reflects a culture
in which Executive Directors and Senior
Managers are motivated by building the
company for the future. This is why long-
term growth and sustainability of the
business are of such importance when
determining remuneration policy.
In addition to corporate and individual
performance, the Committee takes
account of total remuneration in
companies that are of similar size
principally in the FTSE 100 and FTSE 50,
some specific comparisons in the utilities
sector, and also general market data from
surveys. The Committee acknowledges
too that SSE operates predominantly
in the UK with a growing portfolio of
overseas renewable development
opportunities secured through Airtricity.
At some future point this overseas
expansion may be reflected in the
comparator groups.
The core principles of the company’s
remuneration policy are to:
THE BALANCE OF FIXED AND
VARIABLE REMUNERATION
k attract and retain Executive Directors
who are able to run the company
effectively for the benefit of shareholders,
customers and employees;
k adopt a competitive and practical
approach to overall remuneration
which meets the expectations
of shareholders; and
k reinforce the culture and teamwork
required to deliver the long-term
growth and sustainability of the
business, and hence base salaries
for Executive Directors are set at or
below the relevant market median.
Given the nature of the company’s
business, the Committee believes that
around half of the total remuneration
should be performance-related, with
up to two thirds where performance is
exceptional. This is demonstrated in the
table on page 67 which shows how the
variable pay increases according to the
achievement of stretch targets. The
Committee is satisfied that the overall
remuneration structure is set at levels
which are reasonable and appropriate to
reward performance sufficiently without
causing any undue risk taking./
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Annual Report 2009
Executive Directors’ Remuneration 2008/09
Performance Measure
Purpose – Link to Strategy
Award Policy
Base Salary
Short-term – Annual Bonus
The specific standards of performance
set by the Remuneration Committee
are commercially confidential. There
are three elements to the Annual Bonus
as follows:
Reflects market data, role, business and
individual performance
Reviewed annually – 1 January
The performance targets are clearly
linked to business objectives in the
three elements as follows:
Corporate
k group financial performance relative
Corporate
k delivery of stretching financial
to budgeted profit before tax
performance target
Maximum award of up to 100% of base
salary. 75% in cash (non-pensionable),
25% compulsorily deferred into shares
which only vest, subject to continued
service, after three years:
Corporate
k 60% for corporate financial
performance – the maximum corporate
financial element is payable if
performance exceeds by 10% or more
the budgeted profit before tax target.
No corporate element is payable if
performance falls 5% below target.
Teamwork
k safety performance
k customer service
k operational efficiency
k business development/sustainability
k promotion of innovation
k effective leadership
Personal
k based on measurable and verifiable
data relating to company values
Long-term – Performance Share Plan
Performance is measured against the
following two elements over a three year
period:
Total Shareholder Return (TSR)
against the FTSE 100
Adjusted Earnings per Share (EPS)
Teamwork
k designed to reflect and support
company core values and delivery
of overall objectives for the Group
Teamwork
k 20% for teamwork
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Personal
k objectives across a number of priority
operational areas that link to the
annual plan and strategy agreed
by the Board
Personal
k 20% for personal objectives
The two elements reflect both internal
and external measures of performance.
Maximum award up to 150% of base
salary each year.
Awards released to the extent
performance conditions are met.
The relative TSR performance measure is
dependent on the company’s relative long-
term share price performance and dividend
return, and therefore brings a market
perspective to the PSP. Further vesting
of this element requires the Committee
to be satisfied with the company’s
underlying financial performance.
50% based on TSR
k 100% vests at or above the 75th
percentile
k 25% vests at median
k straight-line basis between median
and 75th percentile
k no vesting of award if median
performance is not achieved
Adjusted EPS growth is a key internal
measure which is critical to the company’s
long-term success and ties in with the
Group’s strategic goals.
These target ranges are designed to strike
the right balance between being stretching
at the top end, and being achievable and
motivational at the lower end.
50% based on EPS
k 100%: vests where EPS is RPI +9%
above RPI
k 25% vests where EPS is RPI +3%
k straight-line basis between 3% and
9% above RPI
k no vesting if EPS minimum growth
of RPI +3% is not achieved
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Remuneration Report – Remuneration Explained (continued)
Scottish and Southern Energy
Annual Report 2009
SENIOR EXECUTIVES, MANAGERS
AND EMPLOYEES
Executive Directors’ Salaries
There are a number of senior executives
below Board level who have a significant
influence on the performance of the
Group. The Committee remains fully
aware of the need to ensure there is
an appropriate relationship between
Executive Director remuneration, and
the levels of other senior executives’,
managers’ and other employees’
remuneration within the Group. The
Committee considers this information
when reviewing the remuneration of the
Executive Directors and is satisfied that
an appropriate remuneration and benefits
structure exists to recognise and retain
its key executives.
In addition the Committee considers
the levels and type of remuneration
increases for employees within the Group
and any relevant external indices before
committing to any salary increases for
the Executive Directors.
BASE SALARY
The Committee conducted its regular
review of salaries for Executive Directors
in November 2008 as indicated on the
Remuneration Committee Agenda
Table on page 67 and decided that
Executive Directors’ salaries should
increase for the following reasons:
firstly that the salary, bonus and
performance share plans when
benchmarked to the FTSE 100 and
FTSE 50 remain below market median.
Secondly, SSE consistently achieves
challenging financial and business
targets and is continuing with its long-
term growth plans. Thirdly, each of the
Executive Directors have held senior
management roles in which they
have delivered significant results to
shareholders for many years. Since
1998 SSE is one of only 11 FTSE 100
companies to have delivered annually
dividend growth in excess of inflation.
Finally the Committee took into account
other salary reviews in the Group when
considering an appropriate award. The
normal management salary review was
5%. The main collective union agreement
award was 4.4% together with individual
increment progression averaging 1%.
The Executive Directors received a
salary increase of 5% with effect from
1 January 2009. The current salaries
for the Executive Directors are as
follows: Ian Marchant £840,000, Gregor
Alexander £483,000, Colin Hood £630,000,
Alistair Phillips-Davies £483,000. The
Committee will continue to take full
Ian Marchant
Gregor Alexander
Colin Hood
Alistair Phillips-Davies
£840,000
£483,000
£630,000
£483,000
cognisance of the market and governance
trends when reviewing remuneration in
the forthcoming year.
CURRENT INCENTIVE PLANS
Short-term Incentive – Annual Bonus Plan
The important factors which determine
the bonus award under the Annual Bonus
Plan are detailed on page 69. The bonus
for 2008/09 was based on corporate
financial, teamwork and personal targets
set at the beginning of the year. The
bonus paid for these elements was 60%
of salary, compared with a maximum
possible of 100%, and with 75% paid in
respect of 2007/08. It was also lower than
that applied to other annual bonuses
payable within SSE.
This was on the basis of an assessment
by the Committee, which concluded that
the majority of operational and financial
targets were met during the year and that
important steps were taken to position the
company for future long-term success.
There will however be continued focus on
performance throughout SSE’s operations
including critical areas such as safety,
customer service, generation plant
availability and progress in renewable
energy development.
For 2009/10 the structure of the bonus
plan remains at 60% for corporate
financial performance, 20% based on
teamwork, including performance in
Group safety and commitment to the
Group values, and 20% on individual
objectives. For 2009/10 the maximum
and target bonus opportunity will remain
at 100% and 50% respectively of base
salary for the Executive Directors.
Of any bonus awarded, 75% is paid in
cash and 25% deferred into shares which
vest only after three years subject to
continued service. Bonus earnings are
not pensionable.
Long-term Incentives –
Performance Share Plan
Under the rules of the Performance
Share Plan, conditional allocations of
shares up to a maximum of 150% of
salary (100% for the 2006 award) may be
made to Executive Directors and other
senior executives. Since 2007, allocations
equivalent to 150% of salary have been
made to Executive Directors and at lower
rates to other senior executives. The
Committee intends that awards under
the PSP in 2009 should be on similar
terms. Awards will be released after
three years subject to the meeting of
demanding performance conditions
relating to the company’s relative total
shareholder return (TSR) performance
and the company’s adjusted EPS growth.
Further details of the performance
targets are in the table on page 69.
The Committee considers that the use
of these two performance measures,
in these proportions, to be appropriate.
The relative TSR performance measure
is dependent on the company’s relative
long-term share price performance, and
therefore brings a market perspective to
the PSP. Further, vesting of this element
requires the Committee to be satisfied
with the underlying financial performance
of the company. The TSR measure is
balanced by a key internal measure,
adjusted EPS growth, which is critical to
the company’s long-term success and
ties in with the Group’s strategic goals.
The Committee considers that the
achievement of real annual adjusted
EPS growth of 9% above RPI per annum
was, and remains, a suitably demanding
target for maximum vesting in light of
the regulatory regime in which the
company operates.
The first award under the PSP was made
in 2006, and will vest shortly after the
preliminary announcement of results
for 2008/09 in May 2009. Both elements
of the performance condition (relating to
TSR and EPS performance respectively)
were met. TSR outturn was in the upper
quartile of the FTSE 100, and EPS growth
was in excess of RPI +8% at 10.7% per
annum. The Committee has concluded
that this result is a fair reflection of the
company’s financial performance over
the period. Accordingly, the full number of
shares under this award will vest, together
with an additional number of shares
reflecting the notional reinvestment of
dividends during the period. Achievement
of these performance conditions was
independently verified.
71
Scottish and Southern Energy
Annual Report 2009
PENSIONS POLICY
Minimum Shareholding Requirement for Executive Directors
Membership of a relevant pension plan is
encouraged throughout the Group. All the
Executive Directors were members of either
the Southern Electric Pension Scheme or
the Scottish Hydro Electric Pension Scheme
when they were appointed to the Board, and
they remain members. These are both
funded final salary pension schemes. The
Directors’ service contracts provide for a
possible maximum pension of two thirds
final salary at age 60. In relation to Executive
Directors who are subject to the scheme
specific salary cap (which mirrors the
provisions of the previous HM Revenue and
Customs cap arrangements) the company
provides top-up (unfunded) arrangements
which are designed to provide an equivalent
pension on retirement at age 60 to that
which they would have earned if they had
not been subject to the salary cap. The
Executive Directors have no right to any
special or preferential pension benefit terms
upon leaving. However, in common with all
members of the pension schemes who
joined at the time the Directors joined the
schemes, in the case of retirement through
ill-health an unreduced pension based on
service to expected retirement is paid. In the
case of reorganisation or redundancy an
unreduced accrued pension is paid to a
member who has reached the age of 50
or above, with at least five years’ service or,
for a member who has not yet reached that
age, it is payable with effect from 50.
Previous HM Revenue & Customs limits
have ceased to apply to benefits provided
by the pension schemes. If a member’s
accrued fund exceeds the new lifetime
allowance (LTA), the benefits payable by the
scheme from that excess will be subject to
a higher rate of income tax. The company
is maximising the use of the new allowance
thereby providing Executive Directors with
more of their existing benefits via registered
schemes. In the case of Colin Hood, who
was not subject to the previous earnings cap
but is now limited by the LTA, further accrual
is via an unfunded arrangement. There are
no arrangements to compensate members
for any change in their personal tax liability.
SHARE OWNERSHIP POLICY
Share ownership is encouraged throughout
the Group. In addition the Committee
believes that the interests of the Executive
Directors and other senior Executives
should be closely aligned with those of
shareholders. The Performance Share Plan,
Deferred Bonus Plan and employee share
schemes provide considerable alignment.
The company has also adopted a policy that
the Executive Directors and certain
Ian Marchant
Gregor Alexander
Colin Hood
Alistair Phillips-Davies
Minimum number
of shares**
Shares held as at
31 March 2009
75,744
43,553
56,808
43,553
142,204
46,128
92,585*
55,502*
* The shareholding in the above table takes account of certain holdings under the
Deferred Bonus Scheme (net of tax) matured but may not have been exercised.
** Calculated using share price @ 31 March 2009 1,109p.
Total Shareholder Return
300
250
200
150
100
SSE
FTSE 100
Mar 04
Mar 05
Mar 06
Mar 07
Mar 08
Mar 09
TSR Performance Graph
The graph above charts the cumulative TSR of the company since 1 April 2004 compared
to the FTSE 100 Index over the same period. The company is a member of the FTSE 100
Index, and this was considered to be the most relevant index for comparative purposes.
For the purposes of defining the constituents of the FTSE 100, companies moved from the
FTSE as a result of a business transaction will be valued at the date of removal and then
indexed to the FTSE 100 annual outturn. Those companies acquired by another FTSE
constituent will be disregarded as the acquiring company is a FTSE 100 participant.
E
C
N
A
N
R
E
V
O
G
other senior Executives should acquire
and maintain a level of shareholding
approximately equivalent to one year’s
salary, to be attained within a reasonable
timescale. Consent to sell shares under
the company’s Share Dealing Code is not
normally given (unless in exceptional
circumstances or to fund a connected tax
liability) until this level of shareholding is
reached. It is also expected that all non-
Executive Directors should hold a minimum
of 2,000 shares in the company.
The table above contains the shareholdings
of the Executive Directors as at the year-end
and demonstrates that their personal
shareholdings meet the requirements
of the policy.
ALL-EMPLOYEE SHARE SCHEMES
Executive Directors are eligible to participate
in the company’s all-employee share
schemes on the same terms as other
employees. These schemes comprise:
(a) The Sharesave Scheme, a savings-
related share option scheme which
operates within specific tax legislation
(including a requirement to finance
exercise of the option using the proceeds
of a monthly savings contract of up
to £250 per month), and, in common
with all such schemes, exercise of the
option is not subject to satisfaction of a
performance target. The option price is
set at a discount of 10% to market value.
(b) The Share Incentive Plan (the SIP)
allows employees to allocate part of
their pre-tax salary to purchase shares
up to a maximum of £125 per month.
The SIP operates within specific tax
legislation. During the first six months
of the year, the company matched
the first five shares purchased by
participants, and during the second
half of the year participants received
monthly two free matching shares
for each share purchased up to a
maximum of six free shares.
(c) The long service award scheme which
purchases 10, 20, 30, 40 or 50 shares on
behalf of an employee on the occasion
of the employee reaching 10, 20, 30,
40 or 50 years’ service respectively
with the Group./
72
Remuneration Report – Remuneration Explained (continued)
Scottish and Southern Energy
Annual Report 2009
Length of Service and Contract Term
Ian Marchant
Gregor Alexander
Colin Hood
Alistair Phillips-Davies
Industry
service
Length of Board Notice to be given
by the company
service
17
18
31
12
13 years*
6 years
8 years
7 years
12 months
12 months
12 months
12 months
*including 3 years as Finance Director of Southern Electric plc.
Current Non-Executive Directors’ Fees 2008/09
Thomas Andersen
Nick Baldwin
Richard Gillingwater
René Médori
Susan Rice
Lord Smith of Kelvin
Annual fee
£000
Committee
Chair fee
£000
Total fees
£000
50
50
50
50
60
321
–
–
–
12
10
–
50
50
50
62
70
321
Funding of Share Schemes and Dilution
The company’s Sharesave Scheme uses
unissued shares to satisfy the exercise
of share options. As at 31 March 2009,
there were approximately 4.4 million
share options outstanding under this
scheme, and if all the outstanding options
were exercised this would amount to
0.48% of the issued share capital of the
company at that date.
Shares are purchased in the market to
satisfy the exercise of awards under the
Deferred Bonus Plan, the Performance
Share Plan, and the Share Incentive Plan.
The Committee reviewed the effect on the
EPS calculation in the Performance Share
Plan of the share placing of 42 million
shares in January 2009. It was confirmed
that the effect was minimal.
Service Contracts
It is the company’s policy that Executive
Directors should have service contracts
with the company which are terminable
on 12 months’ notice given by either
party. The key aspects of each contract
are as follows:
k The Executive Directors are employed
under service contracts with the
company each dated 11 March 2005;
k They are eligible under the contracts
to participate in the company’s
Executive Directors’ bonus scheme,
the company’s employee share
schemes and Executive incentive plans;
k They are each entitled to a company
car or a cash allowance, membership
of the company’s pension scheme
including life assurance cover equal
to four times salary, and private health
insurance which also covers
dependants; and
k The contracts are each for an
indefinite term ending automatically
on retirement date (age 60), but may
be terminated by 12 months’ notice
given by the company or by 12 months’
notice given by the Director.
The company may at its discretion elect
to terminate any Executive Director’s
contract by making a payment in lieu
of notice equal to the basic salary which
would have been received during the
notice period (excluding any bonus and
any other emolument referable to the
employment). Payments in lieu of notice
may be made in staged payments, and
such payments will either reduce or
cease completely in circumstances
where the departing Executive Director
gains new employment. There is also a
specific provision obliging the departing
Executive to mitigate his/her loss in these
circumstances. There are no special
provisions applying in the event of change
of control.
In the event that an Executive Director
leaves in circumstances such as retirement
or redundancy, the PSP shares will vest at
their normal vesting date, and the number
of shares will be reduced to reflect the
point during the three year performance
period when the Director leaves. If the
Executive Director resigns or the service
contract is terminated for any other reason
any share awards under the Performance
Share Plan will lapse from the effective
date of contract termination.
In the event of a change of control of the
company, performance in the PSP will
be measured to the date of the change
of control and will normally be scaled
down to the period prior to the change
of control.
OUTSIDE APPOINTMENTS
Executive Directors are entitled to accept
a non-Executive appointment outside the
company with the consent of the Board,
as such appointments can enhance
directors’ experience and value to the
company. Any fees received can be
retained by the Director. In 2008/09 Ian
Marchant held a non-Executive Director
position with the John Wood Group plc,
and received £44,000 in fees.
Non-Executive Directors
The remuneration of non-Executive
Directors, apart from the company
Chairman, is agreed by the Board annually,
with the non-Executive Directors concerned
not participating in this process. The fees
are reviewed against companies of similar
size and complexity.
The non-Executive Directors do not have
service contracts but instead have letters
of appointment. They are appointed for
fixed terms of three years, subject to
retirement by rotation and re-appointment
at AGMs in terms of the company’s Articles
of Association. They do not participate
in the Bonus Scheme, Deferred Bonus
Plan, any of the share option schemes, or
contribute to any Group pension scheme.
k The standard non-Executive fee,
inclusive of Committee Memberships,
is £50,000.
k The Chairman of the Audit Committee
received an additional fee of £12,000.
k The Chairman of the Remuneration
Committee received an additional fee
of £10,000.
k The Senior Independent Director
received an additional fee of £10,000.
k The Chairman received an inclusive flat
fee of £317,000, increasing to £332,500
with effect from January 2009.
73
Remuneration Report – Remuneration in Detail
Scottish and Southern Energy
Annual Report 2009
The Auditors are required to report on the information contained in Tables A, B and D.
Table A – Directors’ Emoluments
Executive Directors
Ian Marchant
Gregor Alexander
Colin Hood
Alistair Phillips-Davies
Non-Executive Directors
Thomas Andersen (i)
Nick Baldwin
Richard Gillingwater
René Médori
Susan Rice
Lord Smith of Kelvin (Chairman)
Former Directors
David Payne (ii)
Sir Kevin Smith (iii)
2009
Salary/fee
£000
Bonuses
£000
Benefits
£000
810
466
608
466
13
50
50
62
70
321
-
17
378
217
283
217
–
–
–
–
–
–
-
-
19
16
17
16
–
–
–
–
–
–
-
-
Total
£000
1,207
699
908
699
13
50
50
62
70
321
-
17
2,933
1,095
68
4,096
2008
Total
£000
1,208
689
899
687
0
45
38
57
62
293
24
45
4,047
E
C
N
A
N
R
E
V
O
G
(i) From date of appointment to the Board on 1 January 2009.
(ii) Retired from the Board 26 July 2007.
(iii) Retired from the Board 24 July 2008.
In addition to the annual cash bonus amount for this year, Ian Marchant, Gregor Alexander, Colin Hood and Alistair Phillips-Davies
will be awarded £126k, £72k, £94k and £72k respectively in the form of deferred shares in respect of the bonus due to them for
2008/09. These share awards will not be made until June 2009 and therefore the number of shares to which the Executive Directors
will be entitled will not be known until that date. These shares will, subject to continued employment, be released on the third
anniversary of grant.
Table B – Directors’ Retirement Benefits
Accrued benefit
Years of
industry
service
At 31 March
2009
£000
In
crease in year
including
inflation
£000
Increase in year
excluding
inflation
£000
At 31 March
2009
£000
At 31 March
2008
£000
Transfer value of accrued benefit
Increase
less Directors’
contributions
£000
Increase in
year excluding
inflation
£000
Ian Marchant
Gregor Alexander
Colin Hood
Alistair Phillips-Davies
17
18
31
12
318
181
305
131
45
27
34
21
31
22
20
17
3,972
2,242
5,500
1,552
3,503
1,799
5,181
1,253
452
425
302
282
336
258
436
133
Members of the scheme have the option to pay additional voluntary contributions; neither the contributions nor the resulting benefits
are included in the above table. The retirement age of Executive Directors is 60.
The following is information relating to the pension of Gregor Alexander as a participant in the HM Revenue & Customs approved
Scottish Hydro Electric Pension Scheme.
(i) Dependants’ pensions on death are half of members’ pension entitlements, together with a capital sum equal to four times
pensionable pay. On death in retirement, the Director’s spouse will receive a pension equal to half of that payable to the Director.
In addition, on death within the first five years of retirement, a lump sum is payable equal to the balance outstanding of the first
five years’ pension payments.
(ii) All benefit payments are guaranteed to increase annually by the same percentage as state pensions, which are currently linked
to movements in the UK Retail Price Index./
74
Remuneration Report – Remuneration in Detail (continued)
Scottish and Southern Energy
Annual Report 2009
The following is information relating to the Directors’ pensions of Colin Hood, Ian Marchant and Alistair Phillips-Davies, as participants
in the HM Revenue & Customs approved Southern Electric Group of the Electricity Supply Pension Scheme.
(i) Dependants’ pensions on death are four-ninths of the member’s pensionable pay, together with a capital sum equal to four times
pensionable pay. If death occurs after attaining the age of 55 an additional lump sum between three to five times notional pension
is payable dependent upon age and length of service. On death in retirement, the Director’s spouse will receive a pension equal
to two-thirds of that payable to the Director. In addition, on death within the first five years of retirement, a lump sum is payable
equal to the balance outstanding of the first five years’ pension payments.
(ii) Post retirement increases are expected to be in line with inflation (guaranteed up to the level of 5% per annum and discretionary
above that level). All the Executive Directors have unfunded retirement benefits which are included in their pension benefits above
with provision in respect of their accrued value included in the Company’s Balance Sheet.
Table C – Directors’ Interests
Gregor Alexander
Thomas Andersen
Nick Baldwin
Richard Gillingwater
Colin Hood
Ian Marchant
René Médori
Alistair Phillips-Davies
Susan Rice
Lord Smith of Kelvin
* or date of appointment, if later.
31 March
2009
Shares under
option
Shares held
46,128
2,000
2,119
2,000
28,308
142,204
2,050
31,625
4,632
22,600
151,576
–
–
–
292,664
276,370
–
186,150
–
–
1 April
2008*
Shares held
Shares under
option
32,630
2,000
2,024
2,000
27,967
119,178
2,000
31,353
4,423
22,600
120,508
N/A
–
–
227,324
223,656
–
136,026
–
–
From 31 March 2009 to 20 May 2009, the following changes to the interests of Directors took place:
Under standing orders for reinvestment of PEPs, on 1 April 2009, Ian Marchant acquired 11 shares and Colin Hood acquired 39 shares.
Under a standing order for reinvestment of an ISA, on 6 April 2009 Gregor Alexander acquired 12 shares.
Under the Share Incentive Plan, on 30 April 2009, Ian Marchant, Colin Hood and Gregor Alexander each acquired 12 shares and Alistair
Phillips-Davies acquired 11 shares.
The Register of Directors’ Interests (which is open to shareholders’ inspection) contains full details of Directors’ shareholdings
and options to subscribe for shares.
Table D opposite shows the interests of the Executive Directors in awards granted under the Deferred Bonus Scheme (DBS),
Deferred Bonus Plan 2006 (DBP 2006) and the Performance Share Plan (PSP) and in options granted under the ShareSave Scheme
during the year ended 31 March 2009.
75
Scottish and Southern Energy
Annual Report 2009
Table D – Executive Directors’ Long Term Incentive Interests
Ian Marchant
Colin Hood
Gregor Alexander
Share Plan
DBS4
DBS
DBP 20065
DBP 2006
PSP3
PSP2
PSP
Sharesave
Sharesave
DBS4
DBS
DBS
DBS
DBS
DBP 20065
DBP 2006
PSP3
PSP2
PSP
Sharesave
Sharesave
DBS4
DBS
DBP 20065
DBP 2006
PSP3
PSP2
PSP
Sharesave
Sharesave
Sharesave
Alistair Phillips-Davies
DBS4
DBS
DBS
DBP 20065
DBP 2006
PSP3
PSP2
PSP
Sharesave
Date of
Award
30/06/05
06/06/06
08/06/07
10/06/08
27/07/06
26/07/07
10/06/08
01/10/04
01/10/08
11/07/02
02/07/03
20/07/04
30/06/05
06/06/06
08/06/07
10/06/08
27/07/06
26/07/07
10/06/08
01/10/05
01/10/07
30/06/05
06/06/06
08/06/07
10/06/08
27/07/06
26/07/07
10/06/08
01/10/03
01/10/04
01/10/05
20/07/04
30/06/05
06/06/06
08/06/07
10/06/08
27/07/06
26/07/07
10/06/08
01/10/05
Normal
Exercise Period
(or Vesting Date)
No. of
Shares under
award as at
1 April 2008
Option
Additional
Exercise shares awarded
Price during the year6
No. of
No. of
Shares Shares under
award at
during the year 31 March 2009
released
30/06/08-30/06/15
06/06/09-06/06/16
08/06/10
10/06/11
May 2009
May 2010
May 2011
01/10/09-31/03/10
01/10/11-31/03/12
11/07/05-11/07/12
02/07/06-02/07/13
20/07/07-20/07/14
30/06/08-30/06/15
06/06/09-06/06/16
08/06/10
10/06/11
May 2009
May 2010
May 2011
01/10/10-31/03/11
01/10/10-31/03/11
30/06/08-30/06/15
06/06/09-06/06/16
08/06/10
10/06/11
May 2009
May 2010
May 2011
01/10/08-31/03/09
01/10/09-31/03/10
01/10/10-31/03/11
20/07/07-20/07/14
30/06/08-30/06/15
06/06/09-06/06/16
08/06/10
10/06/11
May 2009
May 2010
May 2011
01/10/10-31/03/11
35,107
46,081
11,962
54,142
75,313
1,051
16,108
19,116
25,249
26,079
33,446
8,598
40,607
56,485
1,492
144
17,386
23,311
6,518
28,301
42,364
1,700
630
298
16,211
17,386
23,311
6,588
28,301
42,364
622p
1274p
886p
1306p
562p
622p
886p
1,865
886p
9,709
77,670
442
7,087
58,253
5,493
44,661
5,463
44,661
35,1077
17,3867
1,7008
46,081
11,962
9,709
54,142
75,313
77,670
1,051
442
16,108
19,116
25,249
26,079
33,446
8,598
7,087
40,607
56,485
58,253
1,492
144
23,311
6,518
5,493
28,301
42,364
44,661
630
298
16,211
17,386
23,311
6,588
5,463
28,301
42,364
44,661
1,865
E
C
N
A
N
R
E
V
O
G
1. Shares which are released under the DBS, DBP 2006, and PSP attract additional shares in respect of the notional reinvestment of dividends. Shares released under
the DBS during the year included the following arising from such notional reinvestment: Ian Marchant – 4,324 shares; Gregor Alexander – 2,141 shares.
2. The performance conditions applicable to awards under the PSP since 2007 are described on page 70.
3. The 2006 award under the PSP was subject to a slightly different target in that full vesting would occur after three years for EPS growth of RPI plus 8% and TSR at
or above 75th percentile, and 30% of the award vesting for median performance for TSR and EPS growth of RPI plus 3%. This award will vest shortly after preliminary
announcement of the company’s results for 2008/09 in May 2009. As described on page 70, the performance conditions were met in full, so that the full number of
shares stated will be released, plus a further number of shares in respect of notional reinvestment of dividends.
4. The DBS was the company’s main long-term incentive arrangement prior to the introduction of the PSP in 2006. Vesting of shares was dependent on continued service
over a three year period. The number of shares placed under option under the DBS depended on meeting financial and non-financial performance criteria in the
financial years preceding the award, and therefore no further performance condition applies to the vesting of DBS options. The final DBS options, which were granted
in June 2006 in relation to 2005/06 performance, will vest in June 2009, but participants may exercise their options during the period indicated in the table.
5. Since 2007, 25% of annual bonus payable to Executive Directors and Senior Managers has been satisfied as a conditional award of shares under the DBP 2006. Vesting
of shares is dependent on continued service over a three year period. In view of the linkage to annual bonus, no further performance condition applies
to the vesting of DBP 2006 awards.
6. The market value of a share on the date on which these awards were made was 1145.5p.
7. The market value of a share on the date on which these awards were realised was 1400p.
8. The market value of a share on the date this option was exercised was 1445p.
The closing market price of the shares at 31 March 2009 was 1109p and the range for the year was 1040p to 1541p. Awards granted during the year were granted under
the DBP 2006 and the PSP. Options were granted under the Sharesave scheme. The aggregate amount of gains made by the Directors on the exercise of share options
and realisation of awards during the year was £840,423.00 (2008 – £838,836.90). No options or awards lapsed in the year.
This report was approved by the Board and signed on its behalf by:
Susan Rice Remuneration Committee Chairman, 20 May 2009
Scottish and Southern Energy
Annual Report 2009
76
Independent Auditor’s Report
to the members of Scottish and Southern Energy plc
We have audited the Group and parent company financial statements (the ‘financial statements’) of Scottish and Southern Energy plc
for the year ended 31 March 2009 which comprise the Consolidated Income Statement, the Consolidated and Parent Company Balance
Sheets, the Consolidated and Parent Company Cash Flow Statements, the Consolidated and Parent Company Statement of Recognised
Income and Expense and the related notes. These financial statements have been prepared under the accounting policies set out
therein. We have also audited the information in the Directors’ Remuneration Report that is described as having been audited.
This report is made solely to the company’s members, as a body, in accordance with section 235 of the Companies Act 1985. Our
audit work has been undertaken so that we might state to the 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 company and the company’s members as a body, for our audit work, for this report, or for the opinions
we have formed.
Respective Responsibilities of Directors and Auditors
The Directors’ responsibilities for preparing the Annual Report, the Directors’ Remuneration Report and the financial statements
in accordance with applicable law and International Financial Reporting Standards (IFRSs) as adopted by the EU are set out in the
Statement of Directors’ Responsibilities on page 65.
Our responsibility is to audit the financial statements and the part of the Directors’ Remuneration Report to be audited in accordance
with relevant legal and regulatory requirements and International Standards on Auditing (UK and Ireland).
We report to you our opinion as to whether the financial statements give a true and fair view and whether the financial statements
and the part of the Directors’ Remuneration Report to be audited have been properly prepared in accordance with the Companies
Act 1985 and, as regards the financial statements, Article 4 of the IAS Regulation. We also report to you if, in our opinion, the Directors’
Report is not consistent with the financial statements. The information given in the Director’s Report includes that specific information
presented in the Chief Executive’s Statement that is cross referenced from the Business Review section of the Director’s Report.
We also report to you if, in our opinion, the company has not kept proper accounting records, if we have not received all the information
and explanations we require for our audit, or if information specified by law regarding Directors’ remuneration and other transactions
is not disclosed.
We review whether the Corporate Governance Statement reflects the company’s compliance with the nine provisions of the
2006 Combined Code specified for our review by the Listing Rules of the Financial Services Authority, and we report if it does not.
We are not required to consider whether the board’s statements on internal control cover all risks and controls or form an opinion
on the effectiveness of the Group’s corporate governance procedures or its risk and control procedures.
We read the other information contained in the Annual Report and consider whether it is consistent with the audited financial
statements. We consider the implications for our report if we become aware of any apparent misstatements or material
inconsistencies with the financial statements. Our responsibilities do not extend to any other information.
Basis of audit opinion
We conducted our audit in accordance with International Standards on Auditing (UK and Ireland) issued by the Auditing Practices
Board. An audit includes examination, on a test basis, of evidence relevant to the amounts and disclosures in the financial statements
and the part of the Directors’ Remuneration Report to be audited. It also includes an assessment of the significant estimates and
judgements made by the Directors in the preparation of the financial statements, and of whether the accounting policies are
appropriate to the Group’s and company’s circumstances, consistently applied and adequately disclosed.
We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order
to provide us with sufficient evidence to give reasonable assurance that the financial statements and the part of the Directors’
Remuneration Report to be audited are free from material misstatement, whether caused by fraud or other irregularity or error.
In forming our opinion we also evaluated the overall adequacy of the presentation of information in the Group financial statements
and the part of the Directors’ Remuneration Report to be audited.
Opinion
In our opinion:
k the consolidated financial statements give a true and fair view, in accordance with IFRSs as adopted by the EU, of the state
of the Group’s affairs as at 31 March 2009 and of its profit for the year then ended;
k the parent company financial statements give a true and fair view, in accordance with IFRSs as adopted by the EU as applied
in accordance with the provisions of the Companies Act 1985, of the state of the parent company’s affairs as at 31 March 2009;
k the financial statements and the part of the Directors’ Remuneration Report to be audited have been properly prepared in
accordance with the Companies Act 1985 and, as regards the financial statements, Article 4 of the IAS Regulation; and
k the information given in the Director’s Report is consistent with the financial statements.
KPMG Audit Plc
Chartered Accountants
Registered Auditor
Edinburgh
20 May 2009
Scottish and Southern Energy
Annual Report 2009
77
Consolidated Income Statement
for the year ended 31 March
2009
Before
exceptional
items and certain
re-measurements
£m
Note
Exceptional
items and certain
re-measurements
(note 5)
£m
3
4
25,424.2
(23,552.7)
1,871.5
(576.5)
–
–
(1,291.7)
(1,291.7)
–
102.7
Before
exceptional
items and certain
re-measurements
£m
15,256.3
(13,509.8)
1,746.5
(605.7)
0.1
Total
£m
25,424.2
(24,844.4)
579.8
(576.5)
102.7
2008
Exceptional
items and certain
re-measurements
(note 5)
£m
–
(187.8)
(187.8)
–
55.0
Total
£m
15,256.3
(13,697.6)
1,558.7
(605.7)
55.1
Revenue
Cost of sales
Gross profit
Operating costs
Other operating income
Operating profit before jointly
controlled entities and associates
Jointly controlled entities and associates:
Share of operating profit
Share of interest
Share of movement on derivatives
Share of tax
Share of profit on jointly controlled
entities and associates
Operating profit
Finance income
Finance costs
Profit before taxation
Taxation
Profit for the year
Attributable to:
Equity holders of the parent
Minority interest
Basic earnings per share (pence)
Diluted earnings per share (pence)
Adjusted earnings per share (pence)
Dividends paid in the year (£m)
13
3
7
7
8
10
10
10
9
1,295.0
(1,189.0)
106.0
1,140.9
(132.8)
1,008.1
246.4
(128.2)
–
(39.3)
78.9
1,373.9
209.7
(369.8)
1,213.8
(300.6)
913.2
–
–
3.8
(1.1)
2.7
(1,186.3)
–
25.8
(1,160.5)
359.6
(800.9)
246.4
(128.2)
3.8
(40.4)
81.6
187.6
209.7
(344.0)
53.3
59.0
112.3
242.6
(127.6)
–
(41.9)
73.1
1,214.0
202.6
(233.9)
1,182.7
(306.8)
875.9
913.2
–
(800.9)
–
112.3
–
875.6
0.3
12.7p
12.8p
108.0p
£551.9m
–
–
4.2
31.2
35.4
(97.4)
–
(1.5)
(98.9)
96.2
(2.7)
(2.7)
–
242.6
(127.6)
4.2
(10.7)
108.5
1,116.6
202.6
(235.4)
1,083.8
(210.6)
873.2
872.9
0.3
101.1p
101.0p
105.6p
£502.8m
The accompanying notes are an integral part of these financial statements.
S
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78
Balance Sheets as at 31 March
Scottish and Southern Energy
Annual Report 2009
Assets
Property, plant and equipment
Intangible assets:
Goodwill
Other intangible assets
Investments in associates and jointly controlled entities
Investments in subsidiaries
Other investments
Trade and other receivables
Retirement benefit assets
Deferred tax assets
Derivative financial assets
Non-current assets
Intangible assets
Inventories
Trade and other receivables
Cash and cash equivalents
Derivative financial assets
Current assets
Total assets
Liabilities
Loans and other borrowings
Trade and other payables
Current tax liabilities
Provisions
Derivative financial liabilities
Current liabilities
Loans and other borrowings
Deferred tax liabilities
Trade and other payables
Provisions
Retirement benefit obligations
Derivative financial liabilities
Non-current liabilities
Total liabilities
Net assets
Equity:
Share capital
Share premium
Capital redemption reserve
Equity reserve
Hedge reserve
Translation reserve
Retained earnings
Total equity attributable to equity holders of the parent
Minority interest
Total equity
Consolidated
Company
Note
2009
£m
2008
restated
£m
12
11
11
13
14
13
17
27
23
29
11
16
17
18
29
22
19
20
24
29
22
23
19
24
27
29
25
26
26
26
26
26
26
26
7,232.2
6,334.3
724.0
253.0
918.7
–
18.3
–
–
100.1
449.2
9,695.5
213.9
366.7
5,659.6
295.9
1,537.7
8,073.8
17,769.3
1,060.1
4,364.9
254.6
13.8
2,451.0
8,144.4
4,336.1
594.7
426.0
60.2
273.5
959.5
6,650.0
14,794.4
2,974.9
460.2
835.3
22.0
0.8
19.6
146.6
1,492.7
2,977.2
(2.3)
2,974.9
659.0
256.9
917.8
–
6.0
–
85.8
43.1
318.9
8,621.8
138.9
251.2
3,400.3
255.3
1,106.5
5,152.2
13,774.0
1,847.6
3,399.9
220.8
9.5
1,229.4
6,707.2
2,073.6
967.3
490.1
107.3
134.9
313.3
4,086.5
10,793.7
2,980.3
435.1
315.7
22.0
3.9
2.3
25.4
2,175.6
2,980.0
0.3
2,980.3
2009
£m
–
–
–
456.9
2,154.2
–
2,066.9
–
32.7
–
4,710.7
–
–
3,465.7
135.1
178.1
3,778.9
8,489.6
916.4
2,635.5
–
–
130.8
3,682.7
2,868.5
–
–
–
–
–
2,868.5
6,551.2
1,938.4
460.2
835.3
22.0
0.8
43.3
–
576.8
1,938.4
–
1,938.4
2008
£m
–
–
–
516.9
2,137.8
–
1,772.7
85.8
–
–
4,513.2
–
–
2,429.2
104.2
1.1
2,534.5
7,047.7
1,696.3
3,580.2
9.0
–
–
5,285.5
612.6
9.6
–
–
–
–
622.2
5,907.7
1,140.0
435.1
315.7
22.0
3.9
7.1
–
356.2
1,140.0
–
1,140.0
These financial statements were approved by the Board of Directors on 20 May 2009 and signed on their behalf by:
Gregor Alexander
Finance Director
Lord Smith of Kelvin
Chairman
Scottish and Southern Energy
Annual Report 2009
79
Statements of Recognised Income and Expense
for the year ended 31 March
Gains on effective portion of cash flow hedges (net of tax)
Transferred to income statement on cash flow hedges (net of tax)
Effective net investment hedge (net of tax)
Actuarial (loss) on retirement benefit schemes (net of tax)
Exchange difference on translation of foreign operations
Jointly controlled entities and associates:
Share of gains/(losses) on effective portion of cash flow hedges (net of tax)
Share of actuarial (losses)/gain on retirement benefit schemes (net of tax)
Net (expense)/income recognised directly in equity
Profit for the year
Total recognised income and expense for the year
Attributable to:
Equity holders of the parent
Minority interests
Consolidated
Company
2009
£m
16.5
–
(102.9)
(200.8)
221.7
3.2
(38.3)
(100.6)
112.3
11.7
11.7
–
11.7
2008
£m
11.6
8.0
(21.1)
(17.4)
46.5
(6.8)
16.4
37.2
873.2
910.4
910.1
0.3
910.4
2009
£m
36.2
–
–
(78.0)
–
–
–
(41.8)
852.0
810.2
810.2
–
810.2
2008
£m
18.0
–
–
(43.3)
–
–
–
(25.3)
550.6
525.3
525.3
–
525.3
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80
Cash Flow Statements for the year ended 31 March
Scottish and Southern Energy
Annual Report 2009
Cash flows from operating activities
Profit for the year after tax
Taxation
Movement on financing and operating derivatives
Exchange loss in relation to foreign investment
Finance costs
Finance income
Share of jointly controlled entities and associates
Income from investment in subsidiaries
Pension service charges less contributions paid
Depreciation and impairment of assets
Amortisation and impairment of intangible assets
Impairment of inventories
Release of provisions
Deferred income released
(Increase) in inventories
(Increase) in receivables
Increase/(decrease) in payables
Increase/(decrease) in provisions
Charge in respect of employee share awards (before tax)
Profit on disposal of property, plant and equipment
Profit on disposal of 50% of Greater Gabbard Offshore Winds
Profit on disposal of fixed asset investment
Loss on disposal of replaced assets
Cash generated from operations
Dividends received from jointly controlled entities
Dividends paid to minority investment holders
Dividends received from subsidiaries
Finance income
Finance costs
Income taxes paid
Payment for consortium relief
Net cash from operating activities
Cash flows from investing activities
Purchase of property, plant and equipment
Purchase of other intangible assets
Deferred income received
Proceeds from sale of property, plant and equipment
Proceeds from disposal of 50% of Greater Gabbard Offshore Winds
Purchase of 50% of Greater Gabbard Offshore Winds
Proceeds from sale of fixed asset investment
Loans to jointly controlled entities
Purchase of Airtricity (note 15)
Purchase of businesses and subsidiaries (note 15)
Cash acquired in purchases
Investment in jointly controlled entities and associates
Investment in Marchwood Power (note 15)
Loans and equity repaid by jointly controlled entities
Increase in other investments
Net cash from investing activities
Consolidated
Company
2009
£m
112.3
(59.0)
1,265.9
–
369.8
(209.7)
(81.6)
–
(49.3)
315.9
14.4
8.2
(47.5)
(16.7)
(127.7)
(2,048.3)
958.0
4.7
14.3
(2.0)
(102.7)
(2.2)
0.3
317.1
39.8
(2.6)
–
74.4
(219.2)
(255.5)
(0.4)
(46.4)
(1,172.2)
(37.5)
24.8
3.8
308.5
(40.0)
2.4
(262.0)
(2.1)
(26.3)
0.1
(44.7)
(19.7)
79.7
(12.5)
(1,197.7)
2008
£m
873.2
210.6
167.1
22.2
233.9
(202.6)
(108.5)
–
(44.4)
267.8
32.5
–
–
(15.1)
(25.9)
(571.5)
725.5
(6.4)
10.8
(65.3)
–
–
0.4
2009
£m
852.0
(40.8)
(37.5)
–
447.0
(256.9)
–
(970.7)
(14.5)
–
–
–
–
–
–
(1,508.9)
(538.0)
–
–
–
–
(2.2)
–
1,504.3
(2,070.5)
35.1
–
–
61.2
(108.6)
(283.6)
(7.6)
1,200.8
(798.8)
(16.9)
8.9
100.6
–
–
–
(50.1)
(1,302.2)
(65.7)
597.3
–
–
10.8
(14.5)
(1,530.6)
–
–
970.7
192.2
(348.2)
(255.3)
(0.4)
(1,511.5)
–
–
–
–
–
–
2.4
–
(2.1)
–
–
–
–
60.0
–
60.3
2008
£m
550.6
(2.4)
1.6
–
251.2
(191.7)
–
(609.3)
(13.4)
–
–
–
–
–
–
(779.0)
990.1
–
–
–
–
–
–
197.7
–
–
979.3
124.9
(201.3)
(289.3)
(7.6)
803.7
–
–
–
–
–
–
–
–
(1,302.2)
–
–
–
–
–
–
(1,302.2)
81
Scottish and Southern Energy
Annual Report 2009
Cash flows from financing activities
Proceeds from issue of share capital
Repurchase of ordinary share capital for cancellation
Dividends paid to company’s equity holders
Employee share awards share purchase
New borrowings
Borrowings acquired in purchases
Repayment of borrowings
Net cash from financing activities
Consolidated
Company
2009
£m
479.6
–
(551.9)
(15.8)
3,203.1
–
(1,835.3)
1,279.7
2008
£m
2.2
(237.0)
(502.8)
(12.4)
2,275.1
(543.0)
(466.6)
515.5
2009
£m
479.6
–
(551.9)
(15.8)
3,266.5
–
(1,696.3)
1,482.1
2008
£m
2.2
(237.0)
(502.8)
(12.4)
1,696.4
–
(349.5)
596.9
Net increase in cash and cash equivalents
35.6
185.7
30.9
98.4
Cash and cash equivalents at the start of year (note 18)
Net increase in cash and cash equivalents
Effect of foreign exchange rate changes
Cash and cash equivalents at the end of year (note 18)
243.1
35.6
14.9
293.6
48.4
185.7
9.0
243.1
104.2
30.9
–
135.1
5.8
98.4
–
104.2
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Scottish and Southern Energy
Annual Report 2009
82
Notes on the Financial Statements
for the year ended 31 March
1. SIGNIFICANT ACCOUNTING POLICIES
General information
Scottish and Southern Energy plc (the Company) is a company domiciled in Scotland. The address of the registered office is
Inveralmond House, 200 Dunkeld Road, Perth PH1 3AQ. The Group’s operations and its principal activities are set out in the Chief
Executive’s Statement at pages 8 to 17. The consolidated financial statements for the year ended 31 March 2009 comprise those of
the Company and its subsidiaries (together referred to as the Group). The Company financial statements present information about
the Company as a separate entity and not about the Group. Under section 230(4) of the Companies Act 1985 the Company is exempt
from the requirement to present its own income statement and related notes.
Basis of preparation
Statement of compliance
The financial statements were authorised for issue by the directors on 20 May 2009. The financial statements have been prepared in
accordance with International Financial Reporting Standards and its interpretations as adopted by the European Union (adopted IFRS).
Going concern
The Directors consider that the Group has adequate resources to continue in operational existence for the foreseeable future and
expects to issue further debt in the capital markets during 2009/10 to meet its funding requirements. The financial statements are
therefore prepared on a going concern basis. Further details of the Group’s liquidity position and going concern review are provided
in note 29 of the financial statements on page 133.
Basis of measurement
The financial statements of the Group and the Company are prepared on the historical cost basis except that the following assets
and liabilities are stated at their fair-value: certain derivative financial instruments, financial instruments classified as available
for sale and the assets and liabilities of the Group pension scheme. The directors believe the financial statements present a true
and fair view. The financial statements of the Group and Company are presented in pounds sterling. Operations and transactions
conducted in currencies other than pounds sterling are included in the consolidated financial statements in accordance with the
Group’s foreign currencies accounting policy.
Use of estimates and judgements
The preparation of financial statements conforming with adopted IFRS requires the use of certain accounting estimates. It also
requires management to exercise judgement in the process of applying the accounting policies. The areas involving a higher level
of judgement or estimation are summarised at pages 89 and 90.
Exceptional items and certain re-measurements
As permitted by IAS 1 Presentation of Financial Statements, the Group has disclosed additional information in respect of jointly
controlled entities and associates, exceptional items and certain re-measurements on the face of the income statement to aid
understanding of the Group’s financial performance. An item is treated as exceptional if it is considered unusual by nature and
scale and of such significance that separate disclosure is required for the financial statements to be properly understood. Certain
re-measurements are re-measurements arising on certain commodity, interest rate and currency contracts which are accounted
for as held for trading or as fair-value hedges in accordance with the Group’s policy for such financial instruments. This excludes
commodity contracts not treated as financial instruments under IAS 39 where held for the Group’s own use requirements.
Standards, amendments and interpretations
The following accounting standards, amendments and interpretations have been adopted by Group from 1 April 2008:
k IFRIC 14 – IAS 19, The Limit on a Defined Benefit Assets, Minimum Funding Requirements and their Interaction
The impact of adopting this interpretation was to increase liabilities recognised in relation to the Southern Electric Pension Scheme
by £89.8m. The following published standards and interpretations are not yet effective and have not been early adopted by the Group:
k IFRIC 12 Service Concession Arrangements
k IFRIC 13 Customer Loyalty Programmes
k IFRIC 15 Agreements for the Construction of Real Estate
k IFRIC 16 Net Investment in a Foreign Operation
k IFRIC 17 Distributions of Non-cash Assets to Owners
k IFRIC 18 Transfers of Assets from Customers
k IFRS 8 Operating Segments
k Amendment to IAS 1 Presentation of Financial Statements – A Revised Presentation
k Amendments to IAS 23 Borrowing Costs
k Amendments to IAS 27 Consolidated Financial Statements and Accounting for Investments in Subsidiaries
k Amendments to IFRS 3 Business Combinations
k Amendments to IAS 39 and IFRS 7
The impact of these new standards has not been fully analysed and this will be assessed in future accounting periods.
83
Scottish and Southern Energy
Annual Report 2009
Basis of consolidation
The financial statements consolidate the financial statements of the Company and its subsidiaries together with the Group’s share
of the results and net assets of its jointly controlled entities and associates.
Subsidiaries
Subsidiaries (including special purpose entities) are those entities controlled by the Group or the Company. Control exists when the
Group has the power, directly or indirectly, to govern the financial and operating policies of an entity in order to obtain benefits from
its activities. In assessing control, potential voting rights that are exercisable or convertible are taken into account. The financial
statements of subsidiaries acquired are consolidated in the financial statements of the Group from the date that control commences
until the date control ceases. All business combinations are accounted for by applying the purchase method of accounting.
The special purpose entities referred to relate to entities in which the Group has a 50% shareholding but whose activities the Group
is deemed to control under SIC-12 Consolidation – Special Purpose Entities.
In the Company, investments in subsidiaries are carried at cost less any impairment charges. Pre-acquisition dividends are accounted
for as a reduction in the cost of investment in the subsidiary.
Associates
Associates are those entities in which the Group has significant influence but not control over the financial and operating policies,
namely where the Group has a shareholding of between 20% and 50% of the voting rights. The consolidated financial statements
include the Group’s share of the total recognised gains and losses of associates on an equity accounted basis, from the date that
significant influence commences until the date that significant influence ceases.
Joint ventures
Jointly controlled entities are those entities over whose activities the Group has joint control, established by contractual agreement. In the
consolidated financial statements, investments are accounted for under the equity method of accounting. Jointly controlled operations are
businesses which use assets and liabilities that are separable from the rest of the Group. In these arrangements, the Group accounts for its
own share of property, plant and equipment, carries its own inventories, incurs its own expenses and liabilities and raises its own finance.
In the Company, investments in jointly controlled entities are carried at cost less any impairment charges.
Transactions eliminated on consolidation
Intra-Group balances and any unrealised gains and losses or income and expenses arising from Intra-Group transactions, are
eliminated in preparing the consolidated financial statements. Unrealised gains and losses arising from transactions with associates
and jointly controlled entities are eliminated to the extent of the Group’s interest in the entity.
Accounting policies
Revenue recognition: energy, services and goods relating to the sale of energy
Revenue is recognised to the extent that it is probable that economic benefits will flow to the Group and that the revenue can be
reliably measured. Revenue comprises sales of energy, use of system income, gas storage facility revenue, the value of services
and facilities provided and goods sold during the year in the normal course of business.
Revenue on energy sales, comprises sales to retail end-user customers including an estimate of the value of electricity and gas
supplied to customers between the date of the last meter reading and the year end. Revenue on energy sales also includes monies
received from the electricity and gas balancing markets in the UK and other wholesale energy market sales. Unread energy sales
are estimated using historical consumption patterns taking account of industry volume reconciliation processes. Revenue associated
with business interruption insurance claims is recognised as revenue in the income statement only when it is virtually certain that
the claim will be successful.
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Revenue from use of energy systems includes an estimation of the volume of electricity distributed or transmitted by customers
based on independently procured electricity settlement systems data. Annual revenue is dependent on being approved by the
industry regulator, Ofgem. Certain circumstances may result in the regulatory ‘allowed’ income being over- or under-recovered
in the financial year. Any over- or under-recovery is included into the calculation of the following year’s regulatory use of system
revenue within agreed parameters. No adjustment is made for over- or under-recoveries in the year that they arise.
Where the Group has an ongoing obligation to provide services, revenues are recognised as the service is performed and amounts
billed in advance are treated as deferred income and excluded from current revenue. For one-off services, such as connections,
revenue is recognised at the date of service. Revenue from fixed-fee service contracts is recognised over the life of the contract,
in relation to the benefit received by the customer.
Gas storage facilities revenues are recognised evenly over the contract period, whilst revenues for the injection and withdrawal
of gas are recognised at the point of gas flowing into or out of the storage facilities.
Sales of goods are recognised when goods are delivered and title has passed, along with the risks and rewards of ownership.
Scottish and Southern Energy
Annual Report 2009
84
Notes on the Financial Statements (continued)
for the year ended 31 March
1. SIGNIFICANT ACCOUNTING POLICIES (continued)
Government grants and customer contributions
A government grant is recognised in the balance sheet initially as deferred income when there is reasonable assurance that it will be
received and that the Group will comply with the conditions attaching to it. Grants that compensate the Group for expenses incurred
are recognised in the income statement on a systematic basis in the same years in which the expenses are incurred. Grants that
compensate the Group for the cost of an asset are recognised in the income statement on a systematic basis over the useful life of
the asset to match the depreciation charge. Customer contributions in respect of major connections and capital grants have been
recorded as deferred income and released to the income statement over the estimated life of the related assets.
Leases
The determination of whether an arrangement contains a lease is dependent on whether the arrangement relates to use and control
of a specific asset. Leases are classified as finance leases if the arrangement transfers substantially all the risks and rewards of
ownership to the lessee. All other leases are categorised as operating leases.
(i)
Operating lease obligations
Payments made under operating leases are recognised in the income statement on a straight-line basis over the term of
the lease. Lease incentives received are recognised in the income statement as an integral part of the total lease expense.
(ii) Finance lease obligations
Assets held under finance leases are capitalised and held as part of property, plant and equipment. The accounting policy
for such arrangements is described on page 85.
Minimum lease payments are apportioned between the finance charge and the reduction of the outstanding liability. The finance
charge is allocated to each year during the lease term in order to produce a constant periodic rate of interest on the remaining
balance of the liability.
Foreign currencies
The consolidated financial statements are presented in pounds sterling, which is the functional currency of the Company and the
Group’s presentational currency. Each entity in the Group determines its own functional currency and items included in the financial
statements of each entity are measured accordingly.
Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. Monetary assets and liabilities
denominated in foreign currencies are translated at the rate of exchange ruling at the balance sheet date. Any gain or loss arising
on the restatement of such items is taken to the income statement with the exception of exchange gains or losses on foreign
currency borrowings that provide a hedge against a net investment in a foreign entity or exchange gains or losses incurred as part
of a qualifying cash flow hedge. Exchange gains or losses on net investment hedges are taken against the consolidated translation
reserve, a separate component of equity, to the extent the hedge is effective. Non-monetary assets that are measured in terms
of historical cost in a foreign currency are translated at the historic rate at the date of transaction.
For the purpose of presenting the consolidated financial statements, the assets and liabilities of the Group’s foreign operations
are translated into pounds sterling at the balance sheet closing rate. The results of these operations are translated at the average
rate in the relevant period. Exchange differences on retranslation of the opening net assets and the results are transferred to the
translation reserve and are reported in the statement of recognised income and expense. Exchange differences on foreign currency
borrowings, foreign exchange contracts or foreign currency swaps used as part of a hedge against net investment in a foreign entity
are transferred to the translation reserve.
Finance income and costs
Finance income comprises interest receivable on funds invested and expected returns on pension scheme assets recognised in
the income statement. Finance costs comprise interest payable on borrowings, the release of discounting on provisions, interest
on pension scheme liabilities and accretion of the debt component on the convertible loan less capitalised interest.
Interest on the funding attributable to major capital projects is capitalised during the years of construction and depreciated as part
of the total cost over the useful life of the asset.
Interest income and costs are recognised in the income statement as they accrue, on an effective interest method. The issue costs
and interest payable on bonds and all other interest payable and receivable is reflected in the income statement on the same basis.
Taxation
Taxation on the profit for the year comprises current and deferred tax. Taxation is recognised in the income statement unless
it relates to items recognised directly in equity, in which case it is recognised in equity.
Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantively enacted
at the balance sheet date, and any adjustment to tax payable in respect of previous years.
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Deferred tax is calculated using the balance sheet liability method, providing for temporary differences between the carrying
amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. The following
temporary differences are not provided for: goodwill not deductible for tax purposes, the initial recognition of assets or liabilities
other than in business combinations that affect neither accounting nor taxable profit, and differences relating to investments in
subsidiaries to the extent that they will probably not reverse in the foreseeable future. The amount of deferred tax provided is based
on the expected manner of realisation or settlement of the carrying amount of assets and liabilities, using tax rates enacted or
substantively enacted at the balance sheet date.
Deferred tax assets and liabilities are offset where there is a legally enforceable right of offset within the same tax authority and
where the Company intends to either settle them on a net basis, or to realise the asset and settle the liability simultaneously.
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits will be available against which the asset
can be utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the related tax benefit will be realised.
Dividends
Dividend income is recognised on the date the Group’s right to receive payments is established.
Property, plant and equipment
(i) Owned assets
Items of property, plant and equipment are stated at cost less accumulated depreciation and impairments. The cost of self-
constructed assets includes the cost of materials, direct labour and an appropriate proportion of other directly attributable costs.
All items of property, plant and equipment are accounted for under the cost model within IAS 16.
Where an item of property, plant and equipment comprises major components having different useful lives, the components
are accounted for as separate items of property, plant and equipment, and depreciated accordingly.
(ii) Leased assets
Leases where the Group assumes substantially all the risks and rewards of ownership are classified as finance leases.
Assets held under finance leases are recognised as part of the property, plant and equipment of the Group at the fair-value or,
if lower, at the present value of the minimum lease payments, each determined at the inception of the lease. The corresponding
liability is included in the balance sheet as a finance lease obligation. Lease payments are apportioned between finance charges
and reduction of lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance
charges are charged directly against income, unless they are directly attributable to qualifying assets, in which case they are
capitalised in accordance with the Group’s general policy on borrowing costs.
Benefits received and receivable as an incentive to enter into an operating lease are also allocated on a straight line basis over
the lease term.
(iii) Hydro civil assets
The Group is obliged under the Reservoirs Act 1975 to maintain its hydro infrastructure network, including its dams, tunnels and
other hydro civil engineering structures (hydro civil assets). All items of property, plant and equipment within hydro civil assets,
with the exception of land, are subject to depreciation.
In accordance with the transition provisions of IFRS 1, the Group identified the carrying value of these assets at privatisation and
has treated this value as deemed cost. Following this assessment, the assets, and all subsequent enhancement and replacement
expenditure, has been subject to depreciation over a useful economic life of 100 years. All subsequent maintenance expenditure
is chargeable directly to the income statement.
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(iv) Depreciation
Depreciation is charged to the income statement to write off cost, less residual values, on a straight line basis over their estimated
useful lives. Depreciation policy, useful lives and residual values are reviewed at least annually, for all asset classes to ensure
that the current method is the most appropriate. The estimated useful lives are as follows:
Hydro civil assets
Power stations
Wind farm developments
Overhead lines, underground cables and other network assets
Gas storage facilities
Other transmission and distribution buildings, plant and equipment
Shop refurbishment, fixtures, equipment, vehicles and mobile plant
Years
100
20 to 60
20 to 25
40 to 80
25 to 50
10 to 45
3 to 10
Scottish and Southern Energy
Annual Report 2009
86
Notes on the Financial Statements (continued)
for the year ended 31 March
1. SIGNIFICANT ACCOUNTING POLICIES (continued)
Heritable and freehold land is not depreciated.
Assets held under finance leases are depreciated over their expected useful lives on the same basis as owned assets or,
where shorter, over the term of the relevant lease.
(v) Subsequent expenditure
It is the Group policy to capitalise qualifying replacement expenditure and depreciate it over the expected useful life of the
replaced asset. Replaced assets are derecognised at this point. Where an item of property, plant and equipment is replaced
and it is not practicable to determine the carrying amount of the replaced part, the cost of the replacement adjusted for inflation
will be used as an approximation of the cost of the replaced part at the time it was acquired or constructed.
Expenditure incurred to replace a component of an item of property, plant and equipment that is accounted for separately
is capitalised. Other subsequent expenditure is capitalised only when it increases the future economic benefits of the item
of property, plant and equipment to which it relates.
Business combinations
The acquisition of subsidiaries is accounted for under the purchase method. The acquired business is measured at the date of
acquisition as the aggregate fair-value of assets, liabilities and contingent liabilities as required under IFRS 3 Business Combinations
excluding non-current assets (or disposal groups) that are classified as held-for-sale, which are recognised and measured at fair-
value less costs to sell. The excess of the cost of acquisition over the fair-value of the acquired business is represented as goodwill.
Intangible assets
(i) Goodwill and impairment testing
Goodwill arising on a business combination represents the excess of the cost of acquisition over the Group’s interest in the fair-value of
the identifiable assets, liabilities and contingent liabilities of a subsidiary, associate or jointly controlled entity at the date of acquisition.
Following initial recognition, goodwill is measured at cost less any accumulated impairment losses. Goodwill is reviewed
for impairment at least on an annual basis.
For the purpose of impairment testing, goodwill is allocated to those cash-generating units expected to benefit from the
combination’s synergies. The cash-generating units used for goodwill impairment testing purposes are the operating units
one level below the Group’s segmental businesses or are the segments themselves. The cash-generating units are therefore
representative of how goodwill was recognised and but do not represent business segments as reported to management.
If the carrying amount of the cash-generating unit exceeds its recoverable amount, an impairment charge will be recognised
immediately in the income statement and will not be subsequently reversed. The recoverable amount is the higher of the cash-
generating unit’s fair-value less costs to sell and its value-in-use. The impairment charge will initially be adjusted against the goodwill
allocated to the cash-generating unit Thereafter, the remaining assets of the cash-generating unit will be written-down proportionately.
Goodwill may also arise upon investments in jointly-controlled entities and associates. Such goodwill is recorded within the
carrying amount of the Group’s investment and any impairment loss is included within the share of result from jointly-controlled
entities and associates.
On disposal or closure of a previously acquired business, any attributed goodwill will be included in determining the profit
or loss on disposal.
(ii) Research and development
Expenditure on research activities is charged to the income statement as incurred. Expenditure on development activities,
whereby research findings are applied to a plan or design for the production of new or substantially improved products or
processes, is capitalised if the product or process is considered to be technically and commercially feasible and the Group
intends to complete the intangible asset for use or for sale.
(iii) Allowances and emissions
The European Emissions trading scheme (EU ETS) has been in operation since 1 January 2005. The IASB withdrew IFRIC 3 Emission
Rights in June 2005 and it has not been replaced with definitive guidance or interpretation for CO2 (‘carbon’) emissions trading.
The Group recognises carbon allowances granted in a period at nominal value (nil value). Carbon allowances purchased are
recorded at cost within intangible assets. A liability is recognised when the forecast level of emissions in any period exceed the
level of allowances held and this is recorded as a current liability. Up to the level of allowances held the liability is measured
at the cost of purchased allowances. When carbon emissions liabilities are forecast to exceed the carbon allowances held,
the net liability is measured at the market price of allowances. Movements in the market value of the liability are recognised
in operating profit. Forward carbon contracts are measured at fair-value with gains or losses arising on re-measurement being
recognised in the income statement. The intangible asset is surrendered at the end of the compliance period reflecting the
consumption of the economic benefit and is derecognised at its carrying value. As a result, no amortisation is booked but an
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Annual Report 2009
impairment charge may be recognised should the carrying value exceed market value. Where allowances granted are used
to settle a liability relating to a previous period, a creditor balance is recorded for the increased liability in the current period.
Under the Renewable Obligations Certificates (ROCs) scheme, certificates obtained from own generation are awarded by a third
party, Ofgem. Self-generated certificates are recorded at market value and purchased certificates are recognised at cost, both
within intangible assets. The liability under the renewables obligation is recognised based on electricity supplied to customers,
the percentages set by Ofgem and the prevailing market price. The intangible asset is surrendered at the end of the compliance
period reflecting the consumption of economic benefit. As a result no amortisation is recorded during the period.
(iv) Development wind assets
Costs capitalised as development wind intangibles represent the costs incurred in bringing individual wind farm projects to the
consented stage. Costs associated with reaching the consent stage include options over land rights, planning application costs
and environmental impact studies. These may be costs incurred directly or part of the fair-value exercise on acquisition of a
controlling interest in a project. Development wind assets are not amortised until the asset is substantially complete and ready
for its intended use. The asset is subject to impairment testing on an annual basis until this time. At the point that the project
reaches the consent stage and is approved by the Board, the carrying value of the project is transferred to property, plant and
equipment as assets under construction. Amortisation is over the expected useful life of the related operational asset. The asset
is derecognised on disposal, or when no future economic benefits are expected from their use.
(v) Other intangible assets
Other intangible assets that have been acquired by the Group including brands are stated at cost less accumulated amortisation and
impairment losses. Software licenses are stated at cost less accumulated amortisation. Expenditure on internally generated brands
is expensed as incurred. Amortisation is charged to the income statement on a straight-line basis over the estimated useful life
of these other intangible assets. The amortisation periods utilised are as follows:
Brand values
Application software licences
Customer lists
Contracts
Years
10
5
5
Shorter of contract term or 5
Impairment testing
The carrying amounts of the Group’s assets, other than inventories or deferred tax assets, are reviewed each financial year to
determine whether there is any indication of impairment. If there is evidence of impairment, the recoverable amount, being the higher
of the fair-value less costs to sell and the value-in-use of the asset, is estimated to determine the extent of any such impairment.
For goodwill and other intangible assets with an indefinite life or not ready for use, the test for impairment is carried out annually.
For financial assets, impairment is determined based on the present value of estimated future cash flows discounted at the effective
rate initially used at inception.
Inventories and work in progress
Inventories are valued at the lower of cost (on a first-in, first-out basis) and net realisable value. Net realisable value is the estimated
selling price in the ordinary course of business, less the estimated costs of completion and selling expenses. The cost of fuel stocks
is based on the weighted average principle. The valuation of work in progress is based on the cost of labour, the cost of contractors,
the cost of materials plus other directly attributable costs.
Recognition of revenue and profit on construction contracts
Where the outcome of a construction contract can be estimated reliably, revenue and costs are recognised by reference to the stage
of completion of the contract activity at the balance sheet date. This is normally measured as the proportion of cost incurred on work
performed to date compared to the estimated total contract cost, except where this would not be representative of the stage of completion.
Variations in contract work, claims and incentive payments are included to the extent that they have been agreed with the customer.
When it becomes probable that total contract costs will exceed total contract revenue, the expected loss is recognised as an expense
immediately in the income statement.
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Employee benefi t obligations
(i) Defi ned benefit pension schemes
The Group operates two defined benefit pension schemes, one of which is operated by the Company. Pension scheme assets
are measured using bid market values. Pension scheme liabilities are measured using the projected unit credit actuarial method
and are discounted at the current rate of return on a high quality corporate bond of equivalent term and currency to the liability.
Any increase in the present value of liabilities within the Group’s defined benefit pension schemes expected to arise from employee
service in the year is charged as service costs to operating profit.
The expected return on the schemes’ assets and the increase during the year in the present value of the schemes’ liabilities
arising from the passage of time are included in finance income and finance costs, respectively. Actuarial gains and losses are
recognised in full in the consolidated statement of recognised income and expense. Pension scheme surpluses, to the extent
that they are considered recoverable, or deficits are recognised in full and presented on the face of the balance sheet.
Scottish and Southern Energy
Annual Report 2009
88
Notes on the Financial Statements (continued)
for the year ended 31 March
1. SIGNIFICANT ACCOUNTING POLICIES (continued)
(ii) Defined contribution pension schemes
The Group also operates a number of defined contribution pension schemes. The assets of the schemes are held separately
from those of the Group in independently administered funds. The amounts charged represent the contributions payable
to the schemes in the year and are charged directly to the income statement.
(iii) Equity and equity-related compensation benefi ts
The Group operates a number of employee share schemes as described in the Remuneration Report and note 28. These schemes
enable Group employees to acquire shares of the Company.
The exercise prices of the sharesave scheme are set at a discount to market price at the date of the grant. The fair-value of the
sharesave scheme option granted is measured at the grant date by use of a Black-Scholes model. The fair-value of the options
granted is recognised as an expense on a straight-line basis over the period that the scheme vests. Estimates are updated for
non-market conditions at each balance sheet date with any adjustment in respect of the current and prior years being recognised
in the income statement.
The costs associated with the other main employee schemes are recognised over the period to which they relate.
The charge related to the equity shares in the Company awarded under the share schemes is treated as an increase in the cost
of investment held by the Company in the subsidiary companies of the Group. Prior year amounts are not material and have
therefore not been adjusted for.
Financial instruments
The Group uses a range of financial instruments to hedge exposures to financial risks, such as interest rate, foreign exchange
and energy price fluctuations in its normal course of business and in accordance with the Group’s risk management policies.
The Group’s risk management policies are further explained in note 29.
Accounting policies under IAS 32 and 39
(i) Interest rate and foreign exchange derivatives
Financial derivative instruments are used by the Group to hedge interest rate and currency exposures. All such derivatives
are recognised at fair-value and are re-measured to fair-value each reporting period. Certain derivative financial instruments
are designated as being held for hedging purposes. The designation of the hedge relationship is established at the inception
of the contract and procedures are applied to ensure the derivative is highly effective in achieving its objective and that the
effectiveness of the hedge can be reliably measured. The treatment of gains and losses on re-measurement is dependent
on the classification of the hedge and whether the hedge relationship is designated as either a ‘fair-value’ or ‘cash flow’ hedge.
Derivatives that are not designated as hedges are treated as if held for trading, with all fair-value movements attributable
to the risk being hedged being recorded through the income statement.
A derivative classified as a ‘fair-value’ hedge recognises gains and losses from re-measurement immediately in the income
statement. Loans and borrowings are measured at cost except where they form the underlying transaction in an effective fair-
value hedge relationship. In such cases, the carrying value of the loan or borrowing is adjusted to reflect fair-value movements
with the gain or loss being reported in the income statement.
A derivative classified as a ‘cash flow’ hedge recognises the portion of gains or losses on the derivative which are deemed
to be effective directly in equity in the hedge reserve. Any ineffective portion of the gains or losses is recognised in the Income
Statement. When hedged cash flows result in the recognition of a non-financial asset or liability, the associated gains or losses
previously recognised in equity are included in the initial measurement of the asset or liability. For all other cash flow hedges,
the gains or losses that are recognised in equity are transferred to the consolidated income statement in the same period in
which the hedged cash flows affect the consolidated income statement.
Hedge accounting is discontinued when the hedging instrument expires or is sold, terminated or exercised, or no longer qualifies
for hedge accounting. At the point of discontinuation, any cumulative gain or loss on the hedging instrument recognised in equity
remains in equity until the forecast transaction affects profit or loss. On settlement, the cumulative gain or loss recognised in
equity is recognised in the income statement.
(ii) Commodity derivatives
Within its regular course of business, the Group routinely enters into sale and purchase derivative contracts for commodities
such as electricity, gas, coal and oil. Where the contract was entered into and continues to be held for the purpose of receipt
or delivery in accordance with the Group’s expected sale, purchase or usage requirements, the contracts are designated as
‘own use’ contracts and are measured at cost. These contracts are not within the scope of IAS 39.
Derivative commodity contracts which are not designated as own use contracts are accounted for as trading derivatives and are
recognised in the balance sheet at fair-value. Where a hedge accounting relationship is designated and is proven to be effective,
the changes in fair-value will be recognised in accordance with the rules noted in part (i) to this note.
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Annual Report 2009
Other commodity contracts, where own use is not established and a hedge accounting relationship is not designated, are
measured at fair-value with gains and losses on re-measurement being recognised in the income statement in cost of sales.
(iii) Embedded derivatives
Derivatives embedded in other financial instruments or other host contracts are treated as separate derivatives where the
characteristics of the derivatives are not closely related to those of the host contracts.
(iv) Net investment hedges
Hedges of net investments in foreign operations are accounted for in a manner similar to cash flow hedges. Any gain or loss
on the effective portion of the hedge is recognised in equity, in the translation reserve, and any gain or loss on the ineffective
portion of the hedge is recognised in the income statement. On disposal of the foreign operation, the cumulative value of any
gains or losses recognised directly in equity is transferred to the income statement.
(v) Convertible bond
The Group has issued a convertible bond which represents debt that can be converted to share capital at the option of the
holder, where the number of shares issued does not vary with changes in their fair-value. This is accounted for as a compound
financial instrument, net of transaction costs. The equity component of the convertible bond is calculated as the excess of the
issue proceeds over the present value of the future interest and principal payments, discounted at the market rate of interest
applicable to similar liabilities that do not have a conversion option. The interest expense recognised in the income statement
is calculated using the effective interest method.
(vi) Cash and cash equivalents
Cash and cash equivalents comprise cash balances and call deposits. Bank overdrafts that are repayable on demand and form
an integral part of the Group’s cash management are included as a component of cash and cash equivalents for the purpose
of the statement of cash flows.
(vii) Trade receivables
Trade receivables do not carry any interest and are measured at cost less an appropriate allowance for irrecoverable receivables.
(viii) Interest-bearing loans and borrowings
All such loans and borrowings are initially recognised at fair-value including transaction costs and are subsequently measured
at amortised cost, except where the loan or borrowing is the hedged item in an effective fair-value hedge relationship.
(ix) Share capital
Ordinary shares are accounted for as equity. Costs associated with the issue of new shares are deducted from the proceeds of issue.
Provisions
A provision is recognised in the balance sheet when the Group has a present legal or constructive obligation as a result of a past event,
and it is probable that an outflow of economic benefits will be required to settle the obligation. If the effect is material, provisions
are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time
value of money and, where appropriate, the risks specific to the liability.
Decommissioning costs
The estimated cost of decommissioning at the end of the useful lives of certain assets is reviewed periodically. Provision is made
for the estimated cost of decommissioning. Decommissioning dates are uncertain but are expected to be between 2009 and 2035.
A corresponding decommissioning asset is recognised and is included within property, plant and equipment. Changes in these
provisions are recognised prospectively. The unwinding of the discount on the provision is included in finance costs and the
depreciation for the asset is straight-line over the expected useful life of the asset.
Critical accounting judgements and key sources of estimation uncertainty
In the process of applying the Group’s accounting policies, management necessarily makes judgements and estimates that have a
significant effect on the amounts recognised in the financial statements. Changes in the assumptions underlying the estimates could
result in a significant impact to the financial statements. The most critical of these accounting judgement and estimation areas are noted.
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(i) Revenue recognition
Revenue on energy sales includes an estimate of the value of electricity or gas supplied to customers between the date of
the last meter reading and the year end. This will have been estimated by using historical consumption patterns and takes into
consideration industry reconciliation processes for total consumption by supplier. At the balance sheet date, the estimated
consumption by customers will either have been billed (estimated billed revenue) or accrued (unbilled revenue). Management
apply judgement to the measurement of the quantum of the estimated consumption and to the valuation of that consumption.
The judgements applied, and the assumptions underpinning these judgements are considered to be appropriate. However,
a change in these assumptions would impact upon the amount of revenue recognised.
Scottish and Southern Energy
Annual Report 2009
90
Notes on the Financial Statements (continued)
for the year ended 31 March
1. SIGNIFICANT ACCOUNTING POLICIES (continued)
(ii) Retirement benefi ts
The assumptions in relation to the cost of providing post-retirement benefits during the period are set after consultation with
qualified actuaries. While these assumptions are believed to be appropriate, a change in these assumptions would impact the
earnings of the Group. The value of scheme assets is impacted by the asset ceiling test which restricts the surplus that can
be recognised to assets that can be recovered fully through refunds or reductions in future contributions.
(iii) Impairment testing
The Group reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication
that the value of those assets is impaired. In assessing for impairment, assets that do not generate independent cash flows
are allocated to an appropriate cash generating unit (CGU). The recoverable amount of the assets, or the appropriate CGU,
is measured as the higher of their fair-value less costs to sell and value in use. Value in use calculations requires the estimation
of future cash flows to be derived from the respective CGUs and to select and an appropriate discount rate in order to calculated
their present value. The fair-values less costs to sell methodology used for the wind farms CGUs also requires the discounting
of cash flows from the projects within the respective CGUs. The estimation of the timing and value of underlying projected cash
flows and the selection of appropriate discount rates involves management judgement. Subsequent changes to these estimates
or judgements may impact the carrying value of the assets within the respective CGUs.
(iv) Provisions and contingencies
The assessments undertaken in recognising provisions and contingencies have been made in accordance with IAS 37. The
evaluation of the likelihood of the contingent events has required best judgement by management regarding the probability
of exposure to potential loss. Should circumstances change following unforeseeable developments, this likelihood could alter.
(v) Financial Instruments – fair-values
The valuation of the financial instruments is based upon published price quotations in active markets and valuation techniques
where such information is not available. Energy commodity contracts are classified as either derivative contracts under IAS 39
or as contracts for the Group’s own use requirements. Only IAS 39 derivatives are accounted for on a fair-value basis. More
detail on this is included in note 29.
(vi) Exceptionals and re-measurements
The criteria for identifying what constitutes an exceptional item are outlined in note 1 Exceptional Items and Certain Re-measurements.
2. CHANGE IN ACCOUNTING POLICY
Intangible assets – allowances and emissions
In the financial statements up to 31 March 2008, the policy in relation to CO2 (‘carbon’) allowances granted was to recognise these
allowances as a current intangible asset at fair-value at the date of grant. Carbon emissions liabilities were measured at the cost
of purchased or granted allowances up to the level of allowances held. As a consequence, to the extent that granted allowances
assets were recognised, an equal and opposite component of the emissions liability was recognised.
In the current year, the Group has ceased to recognise granted allowances at fair-value and instead records these at nominal
value (nil value). This change has been made to simplify disclosures in relation to the EU ETS and will bring the Group in line with
the emerging consensus on treatment of granted allowances.
This change in accounting policy has nil effect on reserves. The restatements to the comparative year balance sheet are as follows:
Impact of change in disclosure:
Other intangible assets
Less: restatement
Other creditors
Less: restatement
Impact on reserves
31 March 2008
£m
31 March 2007
£m
597.8
(202.0)
395.8
(910.4)
202.0
(708.4)
190.6
(19.2)
171.4
(526.1)
19.2
(506.9)
–
–
Other restated amounts
In addition, within the notes to the financial statements, certain items have been reclassified to enhance understanding of the prior year
results and to aid comparability with the current year presentation. Certain provisional fair-value estimates in relation to acquisitions
in the previous year have been agreed and are reflected in the current year. These have no impact on equity or the income statement.
91
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Annual Report 2009
3. SEGMENTAL INFORMATION
Primary reporting format – business segments
The primary segments are as reported for management purposes and reflect the day-to-day management of the business. The Group’s
primary segments are the distribution and transmission of electricity in the north of Scotland, the distribution of electricity in the south
of England (together referred to as Power Systems) and the generation and supply of electricity and sale of gas in Great Britain and
Ireland (Generation and Supply). The Group‘s 50% equity share in Scotia Gas Networks Limited, a business which distributes gas in
Scotland and the south of England (see note 13) is included as a separate business segment where appropriate due to its significance.
Analysis of revenue, operating profit, assets, liabilities and other items by segment is provided below. All revenue and profit before
taxation arise from operations within Great Britain, Ireland and mainland Europe.
(a) Revenue by segment
Power Systems
Scotland
England
Generation and Supply
Retail
Wholesale and trading
Other
Other businesses
Total revenue
2009
£m
292.1
450.9
743.0
8,516.5
15,409.4
440.7
24,366.6
1,077.2
26,186.8
2008
£m
283.6
434.0
717.6
5,648.6
8,353.9
260.5
14,263.0
1,017.8
15,998.4
Intra-segment revenue (i)
2008
£m
2009
£m
104.1
204.1
308.2
8.2
–
20.7
28.9
425.5
762.6
108.4
194.6
303.0
7.0
–
6.1
13.1
426.0
742.1
External revenue
2009
£m
188.0
246.8
434.8
8,508.3
15,409.4
420.0
24,337.7
651.7
25,424.2
2008
£m
175.2
239.4
414.6
5,641.6
8,353.9
254.4
14,249.9
591.8
15,256.3
(i)
Intra-segment revenue is derived from use of system income received by the Power Systems businesses from Generation and Supply, provision
of Contracting, Metering and Connections services, use of Gas Storage facilities, Telecoms infrastructure charges, internal heat and light charges
and other Corporate services. All are provided at arm’s length basis.
Revenue within Generation and Supply includes retail sales from energy supply customers, wholesale and trading revenue and other
sales. Wholesale and trading revenue includes revenues from generation plant output and the gross value of all wholesale power
and gas sales including settled physical and financial trades. These are entered into to optimise the performance of the generation
plants and to support the energy supply business. Purchase trades are included in cost of sales.
Revenue from the Group’s investment in Scotia Gas Networks (SSE share being 2009 – £365.7m; 2008 – £361.2m) is not recorded
in the revenue line in the income statement.
(b) Operating profit by segment
2009
Before
JCE/ exceptional Exceptional
items and
items and
Associate
share of
certain
certain
interest re-measure- re-measure-
ments
and tax (i)
£m
£m
ments
£m
–
–
–
(146.3)
(146.3)
(20.9)
(0.3)
160.4
243.3
403.7
34.2
437.9
811.1
133.8
–
–
–
3.9
3.9
(1,190.2)
–
Adjusted
£m
160.4
243.3
403.7
180.5
584.2
832.0
134.1
Power Systems
Scotland
England
Scotia Gas Networks
Energy Systems
Generation and Supply
Other businesses
Unallocated expenses (ii)
1,550.3
(8.9)
(167.5) 1,382.8
(8.9)
–
(1,186.3)
–
Total
£m
Adjusted
£m
160.4
243.3
403.7
38.1
441.8
(379.1)
133.8
196.5
(8.9)
150.2
232.7
382.9
161.5
544.4
711.1
137.8
1,393.3
(9.8)
2008
Before
JCE/ exceptional Exceptional
items and
items and
Associate
share of
certain
certain
interest re-measure- re-measure
ments
and tax (i)
£m
£m
ments
£m
Total
£m
150.2
232.7
382.9
52.5
435.4
498.5
192.5
150.2
232.7
382.9
22.2
405.1
681.2
137.5
–
–
–
30.3
30.3
(182.7)
55.0
–
–
–
(139.3)
(139.3)
(29.9)
(0.3)
(169.5)
–
1,223.8
(9.8)
(97.4)
–
1,126.4
(9.8)
1,541.4
(167.5) 1,373.9
(1,186.3)
187.6
1,383.5
(169.5)
1,214.0
(97.4)
1,116.6
(i)
The adjusted operating profit of the Group is reported after removal of the Group’s share of interest, fair-value movements on financing derivatives
and tax from jointly controlled entities and associates. The share of Scotia Gas Networks interest includes loan stock interest payable to the
consortium shareholders. The Group has accounted for its 50% share of this, £33.6m (2008 – £35.4m), as finance income (note 7).
(ii) Unallocated expenses comprise corporate office costs which are not directly allocable to particular segments.
S
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Annual Report 2009
92
Notes on the Financial Statements (continued)
for the year ended 31 March
3. SEGMENTAL INFORMATION (continued)
The Group’s share of operating profit from jointly controlled entities and associates has been recognised in the Generation and
Supply segment other than that for Scotia Gas Networks Limited, which is recorded in a separate segment, and PriDE (South East
Regional Prime), which is recognised in Other businesses (£1.4m before tax; 2008 – £1.0m before tax).
(c) Assets and liabilities
Power Systems
Scotland
England
Scotia Gas Networks (iii)
Energy Systems
Generation and Supply
Other businesses
Corporate and unallocated
Less: inter-segment
Segment assets (i)
2009
£m
1,621.7
2,479.6
4,101.3
424.5
4,525.8
2008
£m
1,495.2
2,335.4
3,830.6
501.1
4,331.7
16,069.8
1,640.8
12,763.6
35,000.0
(17,230.7)
17,769.3
12,312.7
1,843.9
9,910.7
28,399.0
(14,625.0)
13,774.0
Segment liabilities (ii)
2009
£m
2008
£m
953.4
1,490.2
2,443.6
–
2,443.6
16,244.8
1,236.5
12,100.2
32,025.1
(17,230.7)
14,794.4
931.8
1,461.2
2,393.0
–
2,393.0
11,435.1
1,429.5
10,161.1
25,418.7
(14,625.0)
10,793.7
(i)
Segment assets consist of property, plant and equipment, goodwill, other intangible assets, financial assets (operating derivatives) and
receivables. Unallocated assets include pension assets, deferred tax assets, financial assets (financing derivatives), investments and cash
and cash equivalents.
(ii) Segment liabilities consist of operating liabilities. Unallocated liabilities include taxation, corporate borrowings, pension liabilities and
deferred taxation.
(iii) The asset balance represents the Group’s net investment in Scotia Gas Networks. The Group’s share of the capital additions in Scotia Gas
Networks is not included within Property, Plant and Equipment.
(d) Capital expenditure
Power Systems
Scotland
England
Generation and Supply
Other businesses
Corporate and unallocated
Capital additions does not include assets acquired in acquisitions.
Capital additions to
intangible assets
(note 11)
Capital additions
to property, plant
and equipment
(note 12)
2009
£m
–
–
–
351.3
–
2.4
353.7
2008
restated
£m
–
–
–
163.2
3.4
10.7
177.3
2009
£m
128.9
185.7
314.6
757.6
218.6
–
1,290.8
2008
£m
100.0
164.4
264.4
351.9
165.9
–
782.2
93
Scottish and Southern Energy
Annual Report 2009
(e) Included within operating profit
Power Systems
Scotland
England
Generation and Supply
Other businesses
Corporate and unallocated
Depreciation/
impairment on property,
plant and equipment (note 12)
Amortisation/
impairment of intangible
assets (note 11)
2009
£m
45.2
75.2
120.4
142.7
52.8
–
315.9
2008
£m
40.5
68.8
109.3
118.2
40.3
–
267.8
2009
£m
–
–
–
4.8
5.5
4.1
14.4
2008
£m
–
–
–
9.7
–
4.0
13.7
The Group’s share of Scotia Gas Networks depreciation (2009 – £52.1m; 2008 – £46.0m) and amortisation (2009 – nil; 2008 – nil)
is not included within operating costs. Property, plant and equipment impairment charges of nil (2008 – £12.2m) are included within
Generation and Supply.
Secondary reporting format – geographical segments
The Group operates in two main geographical areas:
Revenue – external
Total assets (i)
Capital expenditure (ii)
Expenditure on intangible assets (iii)
UK
£m
25,045.7
16,592.4
1,158.7
321.7
2009
Europe
£m
378.5
1,176.9
132.1
32.0
Total
£m
25,424.2
17,769.3
1,290.8
353.7
UK
£m
15,183.4
12,583.6
778.1
174.8
2008
Europe
£m
72.9
1,190.4
4.1
2.5
Total
£m
15,256.3
13,774.0
782.2
177.3
(i) Based on location of assets.
(ii) Capital expenditure on property, plant and equipment (note 12) based on location of assets.
(iii) Capital expenditure on other intangible assets (note 11) based on location of assets.
4. OTHER OPERATING INCOME AND EXPENSE
Group operating costs can be analysed thus:
Distribution costs
Administration costs
Group operating profit is stated after charging (or crediting) the following items:
Depreciation and impairment of property, plant and equipment (note 12)
Impairment of inventories (note 16)
Research and development costs
Operating lease rentals (note 31)
Release of deferred income in relation to customer contributions and capital grants
Gain on disposal of property, plant and equipment (i)
Gain on disposal of fixed asset investments
Loss on disposal of replaced assets
Impairment of intangible asset (note 11)
Amortisation of brand costs (note 11)
Amortisation of intangible assets (note 11)
(i) The prior year gain on disposal of property, plant and equipment includes the exceptional gain on disposal.
2009
£m
205.3
371.2
576.5
2009
£m
315.9
8.2
4.4
220.6
(16.7)
(2.0)
(2.2)
0.3
2.2
1.1
11.1
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2008
£m
214.6
391.1
605.7
2008
£m
267.8
–
3.7
268.9
(15.1)
(65.3)
–
0.4
2.0
1.1
4.2
Scottish and Southern Energy
Annual Report 2009
94
Notes on the Financial Statements (continued)
for the year ended 31 March
4. OTHER OPERATING INCOME AND EXPENSE (continued)
Auditor’s remuneration
Statutory audit services – audit of the Group’s accounts
Statutory audit of subsidiary accounts
Audit of parent and subsidiary entities
Tax services
Other services
2009
£m
0.2
0.6
0.8
0.4
0.4
2008
£m
0.2
0.4
0.6
0.1
0.9
Tax service fees incurred in the year were £0.4m (2008 – £0.1m). In addition to the amounts shown above, the auditor received
fees of £0.04m (2008 – £0.03m) for the audit of the Scottish Hydro-Electric Pension Scheme. Statutory audit of subsidiary accounts
includes £0.3m (2008 – £0.2m) in relation to Airtricity. Other service fees include fees incurred in relation to potential acquisitions
and work in relation to regulatory accounts and returns required by Ofgem. A description of the work of the Audit Committee is set
out on page 58 and includes an explanation of how auditor objectivity and independence is safeguarded when non-audit services
are provided by the auditor.
Amounts paid to the Company’s auditor in respect of services to the Company other than the audit of the Company’s financial
statements have not been disclosed separately as the information is required instead to be disclosed on a consolidated basis.
5. EXCEPTIONAL ITEMS AND CERTAIN RE-MEASUREMENTS
(i) Exceptional items
During the year, the Group disposed of 50% of its equity shareholding in Greater Gabbard Offshore Winds Limited (GGOWL) to
RWE npower renewables Limited, the UK fully owned subsidiary of RWE Innogy GmbH for a total cash consideration of £308.5m.
GGOWL was originally a jointly controlled entity between Airtricity, acquired by SSE in February 2008, and Fluor International
Limited. In May 2008, SSE acquired Fluor’s 50% stake for a cash consideration of £40.0m, while stating its intention to dispose
of it later in the year.
The total proceeds on disposal was £308.5m, which comprised £165.6m reimbursement of 50% of the capital costs already incurred
in developing the project and £142.9m in relation to the 50% of the equity. The gain on sale recognised was £102.7m, which has been
disclosed separately in the income statement as an exceptional item. While no tax charge was recognised in relation to the gain on
disposal, a tax credit was recognised on the reversal of deferred tax related to the derecognition of fair-value items deemed to have
been part of the costs of disposal (£5.7m). Further detail on this transaction is included at note 15.
In the previous financial year, the Group disposed of telecoms sites assets to the Wireless Infrastructure Company Limited, for a
consideration of £79.0m. The gain recognised on this disposal was £55.0m. This gain has been disclosed separately in the income
statement. Also in the previous financial year, the Group incurred an unhedged translation loss of £22.2m on € denominated debt
held in relation to the acquisition of Airtricity Holdings Limited (see note 15). This has been recognised as exceptional following the
Group’s decision to restructure the borrowings associated with this element of the acquisition in order to match sterling exposures
with sterling funding. As a consequence this translation loss was a non-recurring item.
(ii) Certain re-measurements
Certain re-measurements arising from IAS 39 are disclosed separately to aid understanding of the underlying performance
of the Group. This category includes the movement on derivatives as described in note 29.
(iii) Taxation
The Group has separately recognised the tax effect of the exceptional items and certain re-measurements summarised above.
In addition to this, the Group has also separately disclosed in the previous financial year the effect of the change in the base
corporation tax rate of 30% to 28%, which was effective from 1 April 2008. This had an impact on any temporary differences
which existed at 1 April 2008 (note 8).
95
Scottish and Southern Energy
Annual Report 2009
These transactions can be summarised thus:
Exceptional items
Gain on disposal of share in Greater Gabbard Offshore Winds (note 15)
Disposal of telecoms masts assets
Share of change in corporation tax in jointly controlled entities and associates
Exceptional loss on translation
Certain re-measurements
Movement on operating derivatives
Movement on financing derivatives
Share of movement on derivatives in jointly controlled entities (net of tax)
(Loss)/profit before taxation
Exceptional items
Effect of change in corporation tax on deferred tax liabilities and assets
Taxation on other exceptional items
Taxation on certain re-measurements
Taxation
Impact on profit for the year
6. DIRECTORS AND EMPLOYEES
(i) Employee costs
Employee costs:
Wages and salaries
Social security costs
Share-based remuneration (note 28)
Pension costs (note 27)
Less: capitalised as property, plant and equipment
Employee numbers:
Numbers employed at 31 March
2009
£m
102.7
–
–
–
102.7
(1,291.7)
25.8
2.7
(1,263.2)
(1,160.5)
–
5.7
5.7
353.9
359.6
2008
£m
–
55.0
32.4
(22.2)
65.2
(187.8)
20.7
3.0
(164.1)
(98.9)
55.4
(9.9)
45.5
50.7
96.2
(800.9)
(2.7)
Consolidated
2009
£m
530.1
48.0
14.3
35.4
627.8
(79.9)
547.9
2008
£m
433.1
38.9
10.8
36.3
519.1
(60.9)
458.2
Consolidated
Company
2009
Number
18,795
2008
Number
16,892
2009
Number
4
2008
Number
4
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The average number of people employed by the Group (including Executive Directors) during the year was:
Power Systems
Generation and Supply
Contracting, Connections and Metering
Other businesses and corporate services
Consolidated
2009
Number
2,045
8,536
5,714
1,901
18,196
2008
Number
1,938
7,047
5,312
1,480
15,777
Company
2009
Number
2008
Number
–
–
–
4
4
–
–
–
4
4
The costs associated with the employees of the Company, who are the executive Directors of the Group, are borne by Group companies.
No amounts are charged to the Company.
Scottish and Southern Energy
Annual Report 2009
96
Notes on the Financial Statements (continued)
for the year ended 31 March
6. DIRECTORS AND EMPLOYEES (continued)
(ii) Directors’ remuneration and interests
Information concerning Directors’ remuneration, shareholdings, options, long term incentive schemes and pensions is shown in the
Remuneration Report on pages 66 to 75. No Director had, during or at the end of the year, any material interest in any other contract
of significance in relation to the Group’s business.
7. FINANCE INCOME AND COSTS
Recognised in income statement
2009
2008
Finance income:
Return on pension scheme assets
Interest income from short term deposits
Other interest receivable:
Scotia Gas Networks loan stock
Other jointly controlled entities and associates
Other receivable
Total finance income
Finance costs:
Bank loans and overdrafts
Other loans and charges
Interest on pension scheme liabilities
Accretion of convertible debt component (note 22)
Notional interest arising on discounted provisions
Foreign exchange translation of monetary
assets and liabilities
Less: interest capitalised (i)
Total finance costs
Changes in fair-value of financing derivative
assets or liabilities designated at fair-value
through profit or loss
Net finance costs
Finance income
Finance costs
Net finance costs
Before
Exceptional
exceptional
items and certain
items and certain
re-measurements re-measurements
£m
£m
135.3
9.4
33.6
14.6
16.8
209.7
(149.9)
(132.9)
(130.1)
(0.6)
(5.1)
(2.4)
51.2
(369.8)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Before
exceptional
items and certain
re-measurements
£m
Exceptional
items and certain
re-measurements
£m
141.4
4.9
35.4
10.8
10.1
202.6
(52.5)
(81.2)
(117.4)
(4.6)
(3.6)
2.1
23.3
–
–
–
–
–
–
–
–
–
–
–
(22.2)
–
Total
£m
135.3
9.4
33.6
14.6
16.8
209.7
(149.9)
(132.9)
(130.1)
(0.6)
(5.1)
(2.4)
51.2
Total
£m
141.4
4.9
35.4
10.8
10.1
202.6
(52.5)
(81.2)
(117.4)
(4.6)
(3.6)
(20.1)
23.3
(369.8)
(233.9)
(22.2)
(256.1)
–
25.8
25.8
–
20.7
20.7
(160.1)
25.8
(134.3)
(31.3)
(1.5)
(32.8)
209.7
(369.8)
–
25.8
209.7
(344.0)
202.6
(233.9)
–
(1.5)
202.6
(235.4)
(160.1)
25.8
(134.3)
(31.3)
(1.5)
(32.8)
(i) The capitalisation rate applied in determining the amount of borrowing costs to capitalise in the period was 5.46% (2008 – 5.52%).
Recognised in equity
Gains on effective portion of cash flow hedges (i)
Share of gains/(losses) on effective portion of cash flow hedges (i)
(i) Before deduction of tax.
2009
£m
21.7
8.4
30.1
2008
£m
27.2
(9.5)
17.7
97
Scottish and Southern Energy
Annual Report 2009
Adjusted net finance costs are arrived at after the following adjustments:
Net finance costs
(add)/less:
Share of interest from jointly controlled entities and associates
Scotia Gas Networks loan stock
Other jointly controlled entities and associates
Accretion of convertible debt component (note 22)
Ineffective portion of movement on net investment hedge
Movement on financing derivatives
Adjusted finance income and costs
(add)/less:
Return on pension scheme assets
Interest on pension scheme liabilities
Notional interest arising on discounted provisions
Adjusted finance income and costs for interest cover calculations
8. TAXATION
Analysis of charge recognised in the income statement:
2009
£m
(134.3)
(33.6)
(94.6)
(128.2)
0.6
–
(25.8)
(287.7)
(135.3)
130.1
5.1
(287.8)
Current tax
UK corporation tax
Adjustments in respect of previous years
Total current tax
Deferred tax
Current year
Effect of UK corporation tax rate change
Adjustments in respect of previous years
Total deferred tax
2009
2008
Before
Exceptional
exceptional
items and certain
items and certain
re-measurements re-measurements
£m
£m
298.6
(10.1)
288.5
13.8
–
(1.7)
12.1
–
–
–
(359.6)
–
–
(359.6)
Before
exceptional
items and certain
re-measurements
£m
Exceptional
items and certain
re-measurements
£m
315.3
(18.9)
296.4
11.4
–
(1.0)
10.4
13.6
–
13.6
(54.4)
(55.4)
–
(109.8)
Total
£m
298.6
(10.1)
288.5
(345.8)
–
(1.7)
(347.5)
2008
£m
(32.8)
(35.4)
(92.2)
(127.6)
4.6
22.2
(20.7)
(154.3)
(141.4)
117.4
3.6
(174.7)
Total
£m
328.9
(18.9)
310.0
(43.0)
(55.4)
(1.0)
(99.4)
Total taxation charge/(credit)
300.6
(359.6)
(59.0)
306.8
(96.2)
210.6
The charge/(credit) for the year can be reconciled to the profit per the income statement as follows:
Group profit before tax
Less: share of results of associates and jointly controlled entities
(Loss)/profit before tax
Tax on (loss)/profit on ordinary activities at standard UK corporation tax
rate of 28% (2008 – 30%)
Tax effect of:
Expenses not deductible for tax purposes
Non-taxable income
Effect of change of UK corporation tax rate
Impact of foreign tax rates and foreign dividends
Adjustments to tax charge in respect of previous years
Consortium relief not paid for
Utilisation of tax losses
Other items
Group tax (credit)/charge and effective rate
2009
£m
53.3
(81.6)
(28.3)
(7.9)
3.7
(34.4)
–
0.3
(11.8)
(9.1)
(1.5)
1.7
(59.0)
2009
%
28.0
(13.1)
121.5
–
(1.1)
41.7
32.2
5.3
(6.0)
208.5
2008
£m
1,083.8
(108.5)
975.3
292.6
5.6
(0.4)
(55.4)
(0.6)
(21.0)
(9.7)
(0.5)
–
210.6
2008
%
30.0
0.6
–
(5.7)
(0.1)
(2.1)
(1.0)
(0.1)
–
21.6
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Annual Report 2009
98
Notes on the Financial Statements (continued)
for the year ended 31 March
8. TAXATION (continued)
The adjusted current tax charge is arrived at after the following adjustments:
Total taxation (credit)/charge
Effect of adjusting items (see below)
Total taxation (credit)/charge on adjusted basis
(add)/less:
Share of current tax from jointly controlled entities and associates
Exceptional items
Effect of change of UK corporation tax rate
Tax on movement on derivatives
Deferred tax (excluding share of jointly controlled entities)
Adjusted current tax charge and effective rate
The adjusted effective rate is based on adjusted profit before tax being:
Profit before tax
add:
Exceptional items and certain re-measurements
Share of tax from jointly controlled entities and associates
Accretion of convertible debt component (note 22)
Adjusted profit before tax
2009
£m
(59.0)
–
(59.0)
11.9
5.7
–
353.9
(12.1)
300.4
2009
%
208.5
(213.2)
(4.7)
1.0
0.5
–
28.2
(1.0)
24.0
2008
£m
210.6
–
210.6
20.8
(9.9)
55.4
50.7
(10.4)
317.2
2009
£m
53.3
1,160.5
39.3
0.6
1,253.7
2008
%
21.6
(4.5)
17.1
1.7
(0.8)
4.5
4.1
(0.8)
25.8
2008
£m
1,083.8
98.9
41.9
4.6
1,229.2
In the year ended 31 March 2008, it was confirmed that the corporation tax rate applicable to the Group’s UK businesses would change
from 30% to 28% from 1 April 2008. Temporary differences which existed at 1 April 2008 will reverse at 28% rather than 30%, which was
the basis at 31 March 2007. Consequently, the Group recognised the following credits in respect of this in the period to 31 March 2008:
Adjustments recognised in Income Statement in respect of Group entities
Adjustments recognised in Equity in respect of Group entities
Share of adjustments recognised in Income Statement in joint ventures and associates
Share of adjustments recognised in Equity in joint ventures and associates
Tax charge/(credit) recognised directly in equity
Relating to:
Pension scheme actuarial movements
Cash flow and net investment hedge movements
Share based payments
Convertible bond
Change in UK corporation tax rate
£m
55.4
(2.4)
53.0
32.4
(0.5)
84.9
2008
£m
(7.2)
(1.9)
0.1
(1.8)
2.4
(8.4)
2009
£m
(78.1)
(34.5)
2.7
–
–
(109.9)
All tax recognised directly in equity is deferred tax other than £(0.5)m (2008 – £(0.8)m) current tax relating to employee share awards.
99
Scottish and Southern Energy
Annual Report 2009
9. DIVIDENDS
Amounts recognised as distributions from equity:
Final dividend for the previous year of 42.4p (2008 – 39.9p) per share
Interim dividend for the current year of 19.8p (2008 – 18.1p) per share
2009
£m
370.0
181.9
551.9
2008
£m
345.5
157.3
502.8
Proposed final dividend for the current year of 46.2p (2008 – 42.4p) per share
425.2
368.9
The proposed final dividend is subject to approval by shareholders at the Annual General Meeting and has not been included as
a liability in these financial statements. The final dividend paid for the previous year, £370.0m (42.4p, 2008 – 39.9p), was declared
on 29 May 2008, approved at the Annual General Meeting on 24 July 2008 and was paid to shareholders on 26 September 2008.
An interim dividend for the current year, £181.9m (19.8p, 2008 – 18.1p), was paid on 27 March 2009.
10. EARNINGS PER SHARE
Basic earnings per share
The calculation of basic earnings per share at 31 March 2009 is based on the net profit attributable to equity shareholders and a weighted
average number of ordinary shares outstanding during the year ended 31 March 2009. All earnings are from continuing operations.
Adjusted earnings per share
Adjusted earnings per share has been calculated by excluding the charge for deferred tax, net finance income relating to pensions,
items disclosed as exceptional, and the impact of IAS 39.
Basic
Exceptional items and certain re-measurements (note 5)
Basic excluding exceptional items and certain re-measurements
Adjusted for:
Deferred tax (note 8)
Deferred tax from share of jointly controlled entities and associates results
Accretion of convertible debt component (note 7)
Adjusted
Basic
Convertible debt interest (net of tax)
Dilutive effect of convertible debt
Diluted
Exceptional items and certain re-measurements
Diluted excluding exceptional items and certain re-measurements
The weighted average number of shares used in each calculation is as follows:
For basic and adjusted earnings per share
Effect of exercise of share options
Effect of dilutive convertible debt
For diluted earnings per share
Year ended
31 March
2009
Earnings
£m
Year ended
31 March
2009
Earnings
per share
pence
Year ended
31 March
2008
Earnings
£m
Year ended
31 March
2008
Earnings
per share
pence
112.3
800.9
913.2
12.1
27.4
0.6
953.3
112.3
1.2
–
113.5
800.9
914.4
12.7
90.7
103.4
1.4
3.1
0.1
108.0
12.7
0.1
–
12.8
90.5
103.3
872.9
2.7
875.6
10.4
21.1
4.6
911.7
872.9
9.8
–
882.7
2.7
885.4
101.1
0.3
101.4
1.2
2.5
0.5
105.6
101.1
1.1
(1.2)
101.0
0.3
101.3
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
31 March 2009
Number of shares
(millions)
31 March 2008
Number of shares
(millions)
883.0
0.8
883.8
1.7
885.5
863.2
2.0
865.2
8.8
874.0
Scottish and Southern Energy
Annual Report 2009
100
Notes on the Financial Statements (continued)
for the year ended 31 March
Allowances and
certificates
restated
(i)
£m
Development
assets
(ii)
£m
Wind farm
developments
(iii)
£m
Brands
(iv)
£m
Other
intangibles
(v)
£m
11. INTANGIBLE ASSETS
Consolidated
Cost:
At 1 April 2007 reported
Restatement (note 2)
At 1 April 2007 restated
Additions
Acquisitions (note 15)
Transfer to property, plant
and equipment (note 12)
Disposals
Exchange adjustments
At 31 March 2008
Prior year acquisitions (note 15)
Additions
Acquisitions (note 15)
Transfer to property, plant
and equipment (note 12)
Disposals
Exchange adjustments
At 31 March 2009
Goodwill
£m
293.2
–
293.2
1.1
344.8
–
–
19.9
659.0
1.2
–
22.0
–
(17.4)
59.2
724.0
Aggregate amortisation and impairment:
At 1 April 2007 reported
Restatement (note 2)
At 1 April 2007
Charge for the year
At 31 March 2008
Charge for the year
At 31 March 2009
Carrying amount:
At 31 March 2009
At 31 March 2008
At 1 April 2007
–
–
–
–
–
–
–
724.0
659.0
293.2
231.6
(73.1)
158.5
157.0
–
–
(170.2)
–
145.3
–
318.0
–
–
(243.0)
–
220.3
(53.9)
53.9
–
(6.4)
(6.4)
–
(6.4)
213.9
138.9
158.5
1.4
–
1.4
–
–
–
(1.4)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1.4
–
–
–
6.2
223.7
(20.4)
–
13.2
222.7
1.1
33.3
147.9
(213.0)
–
28.3
220.3
–
–
–
(2.0)
(2.0)
(2.2)
(4.2)
216.1
220.7
–
9.0
–
9.0
–
2.2
–
–
0.2
11.4
–
–
–
–
0.4
11.8
(2.6)
–
(2.6)
(1.1)
(3.7)
(1.1)
(4.8)
7.0
7.7
6.4
The Group does not hold any intangible assets with indefinite lives.
Intangible assets have been analysed as current and non-current as follows:
Current
Non-current
Total
restated
£m
554.9
(73.1)
481.8
177.3
584.9
(20.4)
(171.6)
33.7
1,085.7
11.1
353.7
169.9
(213.0)
(260.4)
89.2
19.7
–
19.7
13.0
14.2
–
–
0.4
47.3
8.8
2.4
–
–
–
1.3
59.8
1,236.2
(14.6)
–
(14.6)
(4.2)
(18.8)
(11.1)
(29.9)
29.9
28.5
5.1
(71.1)
53.9
(17.2)
(13.7)
(30.9)
(14.4)
(45.3)
1,190.9
1,054.8
464.6
2009
£m
213.9
977.0
2008
£m
138.9
915.9
1,190.9
1,054.8
(i) Allowances and certificates
Allowances and certificates consist of purchased carbon emissions allowances and generated or purchased Renewable
Obligations Certificates (ROCs). The accounting policy in relation to granted carbon emissions allowances has been changed
from that applied in the previous financial year (see note 2).
(ii) Development assets
Development costs relate to the design, construction and testing of renewable generation devices which the Group believes
will generate probable future economic benefits.
101
Scottish and Southern Energy
Annual Report 2009
(iii) Wind farm developments
Costs capitalised as development wind intangibles including options over land rights represent the costs incurred in bringing
individual wind farm projects to the consented stage. Costs associated with reaching the consent stage include planning
application costs and environmental impact studies. These may be costs incurred directly or at cost as part of the fair-value
exercise on acquisition of a controlling interest in a project. At the point the development reaches the consent stage and is
approved for construction, the carrying value is transferred to Property, Plant and Equipment (note 12). At the point a project
is no longer expected to reach the consent stage, the carrying amount of the project is impaired. The acquisitions in the year
includes all items in note 15 including the investment in the Greater Gabbard Offshore Winds joint venture at 14 May 2008.
(iv) Brands
Included within brands are the acquired brands of Atlantic Electric and Gas and the Airtricity supply brand used in Ireland.
The Group have assessed the economic life of brands to be 10 years and the brands are being amortised over this period.
The charge is reported as part of operating costs.
(v) Other intangible assets
Included within other intangible assets are customer lists, contracts, application software licence fees, software development work,
software upgrades and purchased PC software packages. Amortisation is over the shorter of the contract term or five years.
The Company does not hold intangible assets.
Impairment review of goodwill
Goodwill is allocated to those cash-generating units (CGUs) expected to benefit from the respective business combination for
impairment testing purposes. Certain goodwill valuations have changed in the current year following agreement of final fair
valuations attributable to business combinations concluded in the previous financial year. In particular, the goodwill recognised
on the Airtricity acquisition has been allocated to different CGUs from those disclosed on a provisional basis in the previous year.
This followed a more detailed consideration of the goodwill recognised and its origin. A summary of the change from provisional
to final valuations on the previous year acquisitions is included in note 15. Consequently, the allocation of goodwill to the identified
CGUs associated with the Airtricity group has been restated to more accurately reflect where goodwill is expected to arise through
the strategic development of the respective portfolios.
A summary of the goodwill allocated to CGUs and the group’s primary operating segments is presented below:
Cash-generating unit
Ireland wind farms
UK wind farms
European wind farms
UK Supply
UK Generation
Gas Storage
Other (i)
Operating segment
Generation and Supply
Generation and Supply
Generation and Supply
Generation and Supply
Generation and Supply
Other Businesses
Other Businesses
2009
£m
164.4
241.0
24.3
187.0
40.0
56.2
11.1
724.0
2008
restated
£m
138.4
200.0
19.8
187.0
42.7
56.2
14.9
659.0
(i)
Represents goodwill balances across a number of business units. The amount of goodwill allocated to these units is not significant compared to
the aggregate carrying value of the business units or the aggregate value of goodwill held by the Group. This represents a change in presentation
from the previous year. The conclusion of the impairment tests conducted is that no impairment is required.
The recoverable amount of the UK Supply, UK Generation, Gas Storage and Other CGUs is determined by reference to value-in-use
calculations. These calculations, as a starting point, use pre-tax cash flow projections based on the Group’s five year business model
which has been approved by the board. The Group’s business model is based on past experience and reflects the Group’s view of
markets, prices, risks and its strategic objectives. Commodity prices used are based on observable market data and, where this is
not available, on internal estimates. The recoverable amount of the Airtricity wind farm CGUs is based on the fair-value less costs
to sell methodology. The basis applied has been deemed appropriate as it is consistent with the way in which the economic value
of the individual CGUs is assessed by management and would be by other market participants. The method applied is to determine
fair-value by assessing the discounted pre-tax cash flows expected to be earned by the individual wind farm projects within the
respective CGUs. The three identified CGUs (Ireland wind farms, UK wind farms, European wind farms) share many of the same
risk factors and are discounted accordingly.
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Scottish and Southern Energy
Annual Report 2009
102
Notes on the Financial Statements (continued)
for the year ended 31 March
11. INTANGIBLE ASSETS (continued)
The key assumptions used for the main value-in-use calculations are as follows:
Cash-generating unit
All wind farms (onshore and offshore)
UK Supply
UK Generation
Gas Storage
2009
Discount rate
(%)
2008
Discount rate
(%)
2009 and 2008
Cash flow
projection
period (years)
10.0%-12.0% 7.5%-10.0%
10.1%
11.5-17.1%
12.9%
12.2%
10.5%
11.0%
25
5
15
20
Management have determined the pre-tax cash flows of each CGU based on past performance and its expectations of market
development. Further detail on how these have been derived is included in the specific commentaries. The discount rates used
are pre-tax nominal and reflect specific risks attributable to the relevant operating segments. The discount rates used have been
benchmarked against externally published rates used by comparable quoted companies operating in the respective market sectors.
The inflation rates used are based on publicly available forecasts for the areas of operation of the CGU and internal estimates.
These have been set at 2.5% for all territories. The recoverable amount derived from the value-in-use or fair-value less costs to
sell calculation is compared to the carrying amount of each CGU to determine whether the respective CGUs require to be impaired.
Specific comments on the key value-in-use and fair-value less cost to sell calculations for the main CGUs and the results of the tests
conducted follow:
All wind farm CGUs
For goodwill impairment testing purposes, all wind farm CGUs were established following the acquisition of the Airtricity group
on 15 February 2008. In order to assess the respective recoverable amounts against an appropriate carrying value, goodwill has
been allocated to the main geographic regions in which the business operates. The established wind farm CGUs (Ireland, UK,
rest of Europe) are then assessed by considering the specific market attributes of those regions. Currency cash flows are set
at the exchange rate at the time the impairment test is conducted. Aside from these specific market factors, the basis of review
of the respective CGUs are identical.
Wind farm projects have an estimated useful life of up to 25 years and it is considered appropriate by management to assess the
carrying amount against cash flow projections covering this period. The Ireland and UK wind CGUs include wind farms in operation
and all CGUs include projects in the construction phase or in the development portfolio phase. These development projects are those
which have not received consent or have not concluded all environmental or planning studies and as a consequence the associated
cash flows have been probability adjusted.
Cash inflows for all projects are based on expected generation output from projects based on wind studies and past experience
and are valued at forward power prices based on market information, where available, or internal model assumptions.
Cash outflows are based on planned capital expenditure and expected maintenance costs. The power prices and costs of operation
are the most significant distinguishing factors in the respective CGU regions. Growth is based on the expected output of the respective
wind farms at their available operational capacity over their life cycle.
Outcome of tests
The recoverable amounts of all wind farms CGUs exceeded the respective carrying values at the time of the impairment test. While
cash flow projections are subject to inherent uncertainty, reasonably possible changes in the key assumptions applied in assessing
the fair-value less cost to sell would not cause a change to the conclusion reached.
103
Scottish and Southern Energy
Annual Report 2009
UK Supply
Goodwill carried in relation to the acquisition, in 2001, of SWALEC is attributed to the Group’s UK retail electricity and gas supply
business CGU. The group manages its UK Generation and Supply activities as one integrated business but for the purposes of the
value-in-use calculation only, the projected cash flows of the Supply business are considered independently. This is reliant on
judgement being applied in relation to the margin being earned by the supply business. The margin assumed is based on current
contractual terms and historic gross margin percentages earned. Revenues are based on the expected market share derived from
the market share at the time of the approval of the business model adjusted for forecasted growth. Growth in customer numbers
is anticipated at around 4.5% per annum over the forecast period and cash outflows associated with increased customer service
are incorporated accordingly. This growth rate is supported by reference to both past performance and management expectation.
Margins also take account of forward wholesale energy price curves for both electricity and gas. The CGU excludes the Airtricity
supply business in Ireland, which did not have goodwill attributed to it in any event.
Outcome of test
The recoverable amount of the UK Supply CGU exceeded the respective carrying value at the time of the impairment test. While cash
flow projections are subject to inherent uncertainty, reasonably possible changes in the key assumptions applied in assessing the
value-in-use would not cause a change to the conclusion reached.
UK Generation
Goodwill recognised on the Group’s acquisition of Fiddler’s Ferry and Ferrybridge (FFF) and Medway is attributed to the UK
Generation portfolio CGU. These plants are operated as part of the integrated Generation and Supply business segment. For the
purpose of the value-in-use calculation only, the projected cash flows of the main UK Generation plants have been considered as
an independent CGU. The plants included in this CGU include all gas, coal and hydro generation plants but excludes cash flows from
contract energy plants, combined heat and power plants and embedded generation plants, as these plants operate independently
of the main generation production portfolio.
Assumptions on market prices are made by reference to forward market prices and published market estimations, where available,
and to internal model inputs beyond the observable period. Prices forecast include wholesale power prices and input costs such
as wholesale gas prices, coal and oil prices as well as carbon emissions costs. Forecasts of availability and efficiency are based
on management expectation and past performance. For the projected period, historic average temperatures and rainfall have been
assumed. The period of the cash flow projections applied is between 5 and 10 years but it should be noted that the assets which
are the basis of the review have remaining useful economic lives of between 15 and, in the case of hydro civil assets, 100 years.
The discount rates applied have been standardised at a pre-tax nominal rate of 10.5%. In the previous year, a range of rates were
applied although the higher rate disclosed of 17.1% was for clean-coal technologies, which are not currently part of the Group’s
operating portfolio or its basis of cash projection. Consequently, the comparative needs to be considered in this light. Growth
has been assumed to follow the expected operational availability of the plants within the CGU over the period noted.
Outcome of test
The recoverable amount of the main UK Generation CGU exceeded its carrying value at the time of the impairment test. While cash
flow projections are subject to inherent uncertainty, reasonably possible changes in the key assumptions applied in assessing the
value-in-use would not cause a change to the conclusion reached.
Gas Storage
Goodwill was recognised on the acquisition of the Hornsea gas storage facility in 2002/03. Initial cash flow projections are based
on gross margins expected to be achieved in the period of the five year business model. Beyond this period, cash flows have been
extrapolated at a growth rate lower than the long-term growth rate of the economy for a further period of 15 years, which takes the
CGU toward the end of its expected economic life. This longer period more accurately reflects the long-term infrastructure nature
of these assets and the returns that can be expected to be earned. Assumptions on margin for the business plan period are based
on expected demand for gas storage and take into account published and projected gas wholesale prices, planned capital expenditure
required to maintain the value of the facility and estimated operating costs.
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Outcome of test
The recoverable amount of the gas storage CGU exceeded its carrying value at the time of the impairment test. While cash flow
projections are subject to inherent uncertainty, reasonably possible changes in the key assumptions applied in assessing the
value-in-use would not cause a change to the conclusion reached.
Scottish and Southern Energy
Annual Report 2009
104
Notes on the Financial Statements (continued)
for the year ended 31 March
12. PROPERTY, PLANT AND EQUIPMENT
Consolidated
Cost:
At 1 April 2007
Additions
Acquisitions (iii)
Transfer from intangible assets (note 11) (iv)
Disposals (ii)
Exchange rate adjustments
At 31 March 2008
Prior year acquisitions (note 15)
Additions (vii)
Transfer from intangible assets (note 11) (iv)
Disposals (ii)
Disposal of 50% of Greater Gabbard (v)
Exchange rate adjustments
At 31 March 2009
Depreciation:
At 1 April 2007
Charge for the year
Disposals (ii)
At 31 March 2008
Charge for the year (vi)
Disposals (ii)
Exchange rate adjustments
At 31 March 2009
Net book value
At 31 March 2009
At 31 March 2008
At 1 April 2007
Power generation
and gas storage
assets
£m
Land and
buildings
£m
Vehicles and
Network miscellaneous
equipment
£m
assets
£m
119.4
33.6
–
–
(7.1)
–
145.9
–
65.4
–
–
–
–
211.3
24.2
2.8
–
27.0
4.6
–
–
31.6
4,574.1
324.4
–
–
(23.5)
–
4,875.0
–
368.1
–
(3.4)
–
–
5,239.7
1,826.4
126.8
(9.2)
1,944.0
137.4
(3.3)
–
2,078.1
233.1
31.4
4.8
–
(8.4)
–
260.9
–
43.4
–
(9.4)
–
–
294.9
176.9
16.9
(8.3)
185.5
17.1
(7.4)
(0.1)
195.1
Total
£m
7,959.1
782.2
756.6
20.4
(50.1)
30.7
9,498.9
(4.2)
1,290.8
213.0
(12.8)
(397.4)
124.8
10,713.1
2,917.0
267.8
(20.2)
3,164.6
315.9
(10.7)
11.1
3,480.9
179.7
118.9
95.2
3,161.6
2,931.0
2,747.7
99.8
75.4
56.2
7,232.2
6,334.3
5,042.1
3,032.5
392.8
751.8
20.4
(11.1)
30.7
4,217.1
(4.2)
813.9
213.0
–
(397.4)
124.8
4,967.2
889.5
121.3
(2.7)
1,008.1
156.8
–
11.2
1,176.1
3,791.1
3,209.0
2,143.0
(i)
The net book value of generation and gas storage assets includes decommissioning costs with a net book value of £21.8m, (2008 – £25.0m).
In the year to 31 March 2009 the net book value of decommissioning costs related to office and computer equipment was reduced by £0.7m
to £1.9m (2008 – £2.6m). This arises from the Group’s obligations under the EU Waste Electrical and Electronic Equipment (WEEE) directive.
(ii) Assets disposed includes those assets which have been replaced after damage or obsolescence in the year.
(iii) In the year to 31 March 2008, assets acquired in business combinations included the operational and under construction wind farm assets
of Airtricity and the Combined Heat and Power biomass generation asset at Slough Heat and Power.
(iv) Represents the carrying value of wind farm development assets transferred from intangible assets (note 11) which have reached the consent
(v)
stage and have been approved for construction.
On disposal of 50% of the shareholding of Greater Gabbard Offshore Winds Limited, the value of property, plant and equipment expended to the
date of disposal was part refunded by the acquiring joint venture partner, RWE Innogy, and partly equity accounted on the investment in the joint
venture (see note 15).
(vi) There were no impairment charges in the year against Generation assets (2008 – £12.2m).
(vii) Additions in the year to 31 March 2009 include £310.9m in respect of the capital expenditure incurred in Greater Gabbard Offshore Winds during
the Group’s period of full ownership (100%) from 14 May 2008 to 3 November 2008.
Land is predominantly heritable or freehold. The net book value of other land and buildings includes freehold £120.1m (2008 – £67.9m) and
short leasehold £nil (2008 – £nil). Generation assets comprise generating stations and related plant and machinery and include all hydro
civil assets. Cumulative interest capitalised for the Group, included in the cost of tangible fixed assets amounts to £119.2m (2008 – £68.0m).
At the balance sheet date the cumulative amounts capitalised in respect of assets in the course of construction were as follows:
Generation and gas storage assets
Network assets
Corporate land and buildings
2009
£m
464.9
124.5
58.3
647.7
2008
£m
842.9
88.0
34.2
965.1
105
Scottish and Southern Energy
Annual Report 2009
Included within the assets in the course of construction is the Group’s share of expenditure on the Aldbrough gas storage facility.
Included within property, plant and equipment are the following assets held under finance leases:
Cost
At 1 April 2007 and 31 March 2008
Disposal
At 31 March 2009
Depreciation
At 1 April 2007
Charge for the year
At 31 March 2008
Charge for the year
At 31 March 2009
Net book value
At 31 March 2009
At 31 March 2008
At 1 April 2007
Vehicles and
Network miscellaneous
equipment
£m
assets
£m
5.1
(0.1)
5.0
4.5
0.2
4.7
0.3
5.0
–
0.4
0.6
7.0
–
7.0
6.0
0.2
6.2
0.8
7.0
–
0.8
1.0
The Company does not hold any property, plant or equipment.
13. INVESTMENTS
(a) Associates and Joint Ventures
Scotia Gas Networks
Other jointly
controlled entities
Associates
Investment
£m
Shareholder
loans
£m
Investment
£m
Shareholder
loans
£m
Investment
£m
Shareholder
loans
£m
Consolidated
Share of net assets/cost
At 1 April 2007
Acquisitions (note 15)
New equity investments
Increase in shareholder loans
Repayment of shareholder loans
Dividends received
Share of (loss)/profit after tax
Share of other reserves adjustments
Exchange rate adjustments
At 31 March 2008
Transfer out (i)
Transfer in (ii)
New equity investments
Increase in shareholder loans
Repayment of shareholder loans
Dividends received
Share of profit after tax
Share of other reserves adjustments
Exchange rate adjustments
156.9
–
–
–
–
–
52.6
9.6
–
219.1
–
–
–
–
–
38.1
(54.6)
–
281.9
–
–
–
–
–
–
–
–
281.9
–
–
–
(60.0)
–
–
–
–
63.2
119.7
5.8
–
–
(19.5)
33.8
–
4.1
207.1
(38.0)
36.8
25.5
–
–
(14.5)
9.9
19.5
10.8
At 31 March 2009
202.6
221.9
257.1
98.1
–
–
5.6
(10.8)
–
–
–
–
92.9
–
–
–
22.2
(19.7)
–
–
–
–
95.4
102.2
–
8.1
–
–
(15.6)
22.1
–
–
116.8
–
–
13.6
–
–
(25.3)
33.6
–
–
138.7
–
–
–
–
–
–
–
–
–
–
–
–
3.0
–
–
–
–
–
–
3.0
Total
£m
12.1
(0.1)
12.0
10.5
0.4
10.9
1.1
12.0
–
1.2
1.6
Total
£m
702.3
119.7
13.9
5.6
(10.8)
(35.1)
108.5
9.6
4.1
917.8
(38.0)
36.8
42.1
22.2
(79.7)
(39.8)
81.6
(35.1)
10.8
918.7
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
(i)
At 14 May 2008, the Group acquired 50% of Greater Gabbard Offshore Winds Limited, for a net consideration of £33.4m, including cash of £40.0m
(note 15). At this point, the Group assumed 100% ownership and consequently the carrying value held as investment in jointly controlled entities
was transferred with the equity being fully consolidated in the accounts.
Scottish and Southern Energy
Annual Report 2009
106
Notes on the Financial Statements (continued)
for the year ended 31 March
13. INVESTMENTS (continued)
(ii) At 3 November 2008, the Group disposed of 50% of Greater Gabbard Offshore Winds Limited and consequently recognised the remaining fair-value
equity investment as investment in jointly controlled entities at that point. The Group also has an interest-bearing loan of £183.5m in the venture.
Company
Share of net assets/cost
At 1 April 2007 and 1 April 2008
Repayment of shareholder loans
At 31 March 2009
Scotia Gas Networks
Investment
£m
Shareholder
loans
£m
235.0
–
235.0
281.9
(60.0)
221.9
Total
£m
516.9
(60.0)
456.9
The investment in Scotia Gas Networks is disclosed separately to aid understanding of the Group’s financial performance.
Prior to the investment in Scotia Gas Networks, the Company did not have any investments in joint ventures or associates.
Details of the principal jointly controlled entities, operations and associates are as follows:
Country of
incorporation
31 March 2009 31 March 2008
Holding %
Holding % Principal activity
Jointly controlled entities
PriDE (South East Regional Prime) Limited (ii) England and Wales
England and Wales
Seabank Power Limited (iii)
England and Wales
Scotia Gas Networks Limited (v)
Marchwood Power Limited (i)
England and Wales
Braes of Doune Wind Farm
(Scotland) Limited (vi)
Midas Energy Limited (vi)
Greater Gabbard Offshore Winds Ltd (vi)
St John Hill Limited (vi)
IE CHP (UK & Eire) Limited (iv)
Aquamarine Power Limited (i)
Gothia Airtricity Vind AB (vi)
Green Way Limited (vi)
Scotland
Republic of Ireland
England and Wales
Scotland
Scotland
Scotland
Sweden
Republic of Ireland
Associates
Barking Power Limited (i)
Derwent Co-generation Limited (i)
Vital Holdings Limited (iv)
Insource Energy Limited (iv)
Onzo Limited (iv)
Geothermal International Limited (iv)
England and Wales
England and Wales
England and Wales
England and Wales
England and Wales
England and Wales
50
50
50
50
50
50
50
50
50
50
50
50
30
49.5
30
33.3
24.5
20
50 Defence estates contractor
50 Electricity generation
50
50 Electricity generation
Investment in gas networks
50 Wind generation
50 Wind generation
50 Wind development
50 Wind development
50 Fuel cell power systems
50 Marine energy conversion
– Wind development
– Wind development
30 Electricity generation
49.5 Electricity generation
30 Efficient energy provision
33.3 Energy and waste management
24.5 Energy displays
– Ground source heat pump systems
Jointly controlled operations (unincorporated)
Aldbrough
Beatrice
England
Scotland
66.7
50
66.7
50
Development of gas storage facility
Development of offshore wind farm facility
Location of
operations
31 March 2009
Holding %
31 March 2008
Holding % Principal activity
The above companies’ shares consist of ordinary shares only. All companies operate in Great Britain and Ireland. Seabank Power
Limited and Marchwood Power Limited have accounting periods ending on 31 December. All other companies have accounting
periods ending on 31 March.
(i) Shares held by SSE Generation Limited
(ii) Shares held by Southern Electric Contracting Limited
(iii) Shares held by SSE Seabank Investments Limited
(iv) Shares held by SSE Venture Capital Limited
(v) Shares held by Scottish and Southern Energy plc
(vi) Shares held by Airtricity Holdings Limited (or subsidiaries)
107
Scottish and Southern Energy
Annual Report 2009
At 31 March 2009, the Group had invested £35.8m (2008 – £16.1m) in Marchwood Power Limited. In addition to this, the Group had
provided an interest-bearing loan of £123.0m (2008 – £44.5m) to Marchwood Power, which is reported in Other receivables (note 17).
The material significance of the Scotia Gas Networks Limited investment warrants separate disclosure from other jointly controlled
entities. Accordingly, the result from the Group’s share of these businesses is included as a separate segment in the analysis of Group
operating profit (note 3). The results of Scotia Gas Networks Limited, of which the Group has a 50% share, can be illustrated thus:
2009
2008
Before exceptional
Exceptional
items and certain
items and certain
re-measurements re-measurements
£m
£m
Before exceptional
items and certain
re-measurements
£m
Exceptional
items and certain
re-measurements
£m
Total
£m
Operating profit
Finance costs: excluding loan stock
Finance costs: interest on loan stock
Profit before tax
Taxation
Profit for the year
361.0
(173.0)
(67.1)
120.9
(52.4)
68.5
–
10.8
–
10.8
(3.0)
7.8
361.0
(162.2)
(67.1)
131.7
(55.4)
76.3
323.0
(165.4)
(70.8)
86.8
(42.4)
44.4
–
8.4
–
8.4
52.4
60.8
Total
£m
323.0
(157.0)
(70.8)
95.2
10.0
105.2
SSE share of profit
34.2
3.9
38.1
22.2
30.4
52.6
As an investor, Scottish and Southern Energy plc received £33.6m (2008 – £35.4m) in relation to loan stock interest payable
to the Group.
The balance sheet of Scotia Gas Networks Limited can be summarised as follows (100%):
Scotia Gas Networks Limited
31 March 2009
31 March 2008
Non-current
assets
£m
5,042.0
4,764.2
Current
assets
£m
184.2
161.8
Current
liabilities
£m
Non-current
liabilities
£m
(262.8)
(4,648.0)
(609.2)
(3,878.6)
The financial statements of the Group’s other jointly controlled entities and associates can be summarised as follows (100%):
Jointly controlled entities
31 March 2009
31 March 2008
Associates
31 March 2009
31 March 2008
(b) Other investments
At 1 April 2007
Additions in the year
At 31 March 2008
Additions in the year
Disposals in the year
At 31 March 2009
Current
assets
£m
122.3
147.6
163.9
137.6
Non-current
assets
£m
Current
liabilities
£m
Non-current
liabilities
£m
Revenues
£m
Profit after tax
£m
554.6
443.3
453.3
468.2
(91.6)
(214.6)
(411.6)
(231.7)
(108.0)
(74.7)
(140.8)
(192.4)
Solarcentury
£m
Sigma
£m
RockTron
£m
3.0
1.1
4.1
–
–
4.1
0.5
0.8
1.3
1.1
–
2.4
–
–
–
10.0
–
10.0
320.3
313.4
570.7
292.4
Other
£m
0.6
–
0.6
1.4
(0.2)
1.8
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
21.7
57.0
99.6
62.0
Total
£m
4.1
1.9
6.0
12.5
(0.2)
18.3
Scottish and Southern Energy
Annual Report 2009
108
Notes on the Financial Statements (continued)
for the year ended 31 March
14. SUBSIDIARY UNDERTAKINGS
Details of the principal subsidiary undertakings are as follows:
Country of
incorporation
2009
2008
Holding % Holding %
Principal activity
SSE Services plc (i)
SSE Energy Supply Limited (i)
Airtricity Holdings Limited (i)
SSE Telecommunications Limited (i)
SSE Generation Limited (i)
Medway Power Limited (ii)
Keadby Generation Limited (ii)
Slough Heat and Power Limited (ii)
Scottish Hydro Electric Transmission Limited (iii)
Scottish Hydro Electric Power Distribution plc (iii)
Southern Electric Power Distribution plc (iii)
S+S Limited (iii)
Southern Electric Contracting Limited (iv)
Southern Electric Gas Limited (v)
SSE Hornsea Limited (v)
Neos Networks Limited (vi)
England and Wales
England and Wales
Ireland
Scotland
England and Wales
England and Wales
England and Wales
England and Wales
Scotland
Scotland
England and Wales
Scotland
England and Wales
England and Wales
England and Wales
England and Wales
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
Finance and IT support services
Electricity supply
100
100
100 Wind farm developer
100
100
Telecommunication services
Electricity generation
100
100
100
Electricity generation
Electricity generation
Electricity generation
Transmission of electricity
100
100 Distribution of electricity
100 Distribution of electricity
100
Electricity connections
100
100
100
100
Electrical contractor
Gas supply
Gas storage
Telecommunication services
The above companies’ shares consist of ordinary shares only. All companies operate in Great Britain and Ireland except
for SSE Insurance Limited which operates in the Isle of Man. All companies have accounting periods ending on 31 March.
A full list of Group companies will be included in the company’s annual return and the shares are held by:
(i) Scottish and Southern Energy plc
(ii) Shares held by SSE Generation Limited.
(iii) Shares held by SSE Power Distribution Limited.
(iv) Shares held by SSE Contracting Group Limited.
(v) Shares held by SSE Energy Supply Limited.
(vi) Shares held by SSE Telecommunications Limited.
Investment in subsidiaries
Company
At 1 April 2007
Acquired in the year (i)
Increase in existing investments (ii)
At 31 March 2008
Increase in existing investments (ii)
At 31 March 2009
Total
£m
777.9
1,349.1
10.8
2,137.8
16.4
2,154.2
(i)
In the previous financial year, the Company acquired 100% of the issued share capital in Airtricity Holdings Limited. Details of this acquisition
are included at note 15.
(ii) The increase in existing investments held by the Company relates to equity shares in the Company awarded to the employees of the subsidiaries
of the Group under the Group’s share schemes, which are recognised as in increase in the cost of investment in those subsidiaries as directed
by IFRIC 11. This also includes an additional £2.1m paid in relation to the acquisition of Airtricity Holdings Limited in the previous financial year.
109
Scottish and Southern Energy
Annual Report 2009
Service concession arrangements
In 50:50 partnership with Royal Bank Leasing Limited, the Group has established three companies to provide street lighting services
to councils under the Private Finance Initiative (PFI). These services are thereafter sub-contracted to Southern Electric Contracting
Limited, a wholly owned subsidiary. The companies established are as follows:
Company
Council
Tay Valley Lighting (Stoke on Trent) Limited
Tay Valley Lighting (Newcastle and North Tyneside) Limited
Tay Valley Lighting (Leeds) Limited
Stoke-on-Trent
Newcastle and North Tyneside
Leeds City Council
Under SIC-12 Consolidation – Special Purpose Entities, despite being 50% owned, the Tay Valley Lighting companies are categorised
as subsidiaries and are accounted for accordingly. The debt associated with these companies is non-recourse to the Group. The
arrangements for all three companies are materially similar.
In addition to these, the Group acquired the Seeboard Trading Limited group on 3 March 2008 which performs similar services
under three PFI contracts. The terms of the service concession arrangement are similar to those operated by the Tay Valley Lighting
companies. The council and contract holder within the acquired group are as follows:
Company
Dorset Lighting Limited
Ealing Lighting Limited
Islington Lighting Limited
Characteristics of the arrangements
Council
Dorset County Council
London Borough of Ealing
London Borough of Islington
Description
The contracts are 25 year arrangements to replace ageing street-lighting stock and to subsequently maintain the new assets
throughout each Councils’ areas.
Signifi cant terms
The cash flows under the PFI arrangements come from the unitary charge for these services paid by the Councils. The unitary charge
can only be adjusted if performance under the contract falls below the required standards. Any significant change to the services
proposed by either party is subject to a formal change procedure and agreement to such a change is required by the other party.
Nature and extent of rights and obligations
The assets are part of the public highway and ownership of the assets remains with the Councils. The contract holding companies
are licensed to replace and maintain the assets for the period of the contract. This obligation is passed down to Southern Electric
Contracting Limited or to other companies within the Seeboard Trading group through the operating sub-contract. Any failure to
provide the services to the required standards will result in financial penalties which are taken from the unitary charge.
The companies have 25 year contracts with no extension options. Termination during this period can be initiated through a number
of routes including service provider default, force majeure or the event of a risk becoming uninsurable, authority default, voluntary
authority termination, or termination for a prohibited act or breach of refinancing provisions. In all cases, a formula exists for
calculating compensation payments to the service provider.
Throughout the contract period there are a number of circumstances under which the companies could potentially be required
to provide additional services:
(i) Changes in the law
If circumstances arise where by a change in legislation would mean a change in the way the services are to be provided
the companies would be liable for part of the cost of this change. This liability is capped.
(ii) Final survey
The Councils have the ability to deduct 20% of the unitary charge in the last two years if an independent survey indicates
the assets are unlikely to have a 5-year residual life.
The Group’s exposure to unforeseen obligations is insured.
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Scottish and Southern Energy
Annual Report 2009
110
Notes on the Financial Statements (continued)
for the year ended 31 March
15. ACQUISITIONS AND DISPOSALS
(a) Acquisitions
(i) Greater Gabbard Offshore Winds Limited (GGOWL)
GGOWL was originally a jointly controlled entity between Airtricity, acquired by SSE in February 2008, and Fluor International
Limited. The company was created specifically to develop the Greater Gabbard Offshore wind farm in the outer Thames Estuary.
On 14 May 2008, Airtricity Holdings acquired the remaining 50% equity shareholding in Greater Gabbard Offshore Winds Limited from
Fluor International Limited for cash consideration of £40.0m, increasing its stake from 50% to 100%. Subsequently, on 3 November
2008, Airtricity Holdings sold 50% of its equity shareholding in GGOWL to RWE npower renewables Limited, the UK fully owned
subsidiary of RWE Innogy GmbH. RWE npower renewables also reimbursed SSE for 50% of the capital costs already incurred
in developing the project.
The total proceeds on disposal was £308.5m, which comprised £165.6m reimbursement of 50% of the capital costs incurred in
developing the project and £142.9m in relation to 50% of the equity. The gain on sale recognised was £102.7m, which has been
separately disclosed as an exceptional item.
The transactions can be summarised thus:
Acquisition of 50% on 14 May 2008:
Goodwill
Development assets
Loans
Deferred tax
Net assets
Consideration paid being:
Cash
Loans assumed
Book value of
50% acquired
£m
Fair-value
acquired
£m
–
6.6
(6.6)
–
–
9.4
40.0
(6.6)
(9.4)
33.4
40.0
(6.6)
33.4
On acquisition of the second 50%, the wholly owned GGOWL entity was fully consolidated as a subsidiary in the Group. The fair-values
previously attributed to jointly controlled entities established on acquisition of Airtricity Holdings were consequently transferred
to development assets. The project achieved consent in the period between full consolidation and part-disposal and as a result the
expenditure incurred at the point of board approval was transferred from development assets to property, plant and equipment,
including the previously mentioned fair-values. Consequently, at the point of disposal, a higher project book value in relation to
property, plant and equipment had been recorded than the proceeds reimbursed by RWE Innogy. This can be summarised thus:
Disposal of 50% on 3 November 2008:
Property, plant and equipment
Goodwill
Loans
Deferred tax
Net assets
50% of value of business disposed of:
Consideration paid for 50% being:
Cash received by Group
Less: contribution to loans
Less: costs of disposal
Net proceeds of disposal
Gain on disposal
Book value
£m
397.4
17.4
(331.2)
(9.4)
74.2
37.1
308.5
(165.6)
(3.1)
139.8
102.7
111
Scottish and Southern Energy
Annual Report 2009
(ii) Other acquisitions
In the year, the Group acquired the following companies, all of which are involved in the construction and development of wind farms.
Entity acquired
Aldeia Velha
Riviera Group
Nextwind S.R.L
Airtricity Marao SA
Atlantico SA
Limerick West Windfarm Ltd
Griffin Wind Farm Ltd
Slaheny Energy Ltd
Country of
incorporation
Portugal
Portugal
Italy
Portugal
Portugal
Republic of Ireland
Scotland
Republic of Ireland
Date of acquisition
14 April 2008
26 June 2008
26 June 2008
21 August 2008
14 October 2008
17 October 2008
13 January 2009
20 January 2009
Shareholding
acquired
Provisional
consideration
£m
100 %
60%
60%
90%
90%
100%
89.8%
100%
0.5
1.3
3.2
0.5
–
5.3
42.4
2.4
55.6
The provisional book values and fair-values of the assets and liabilities acquired were as follows:
Goodwill
Development assets
Property, plant and equipment
Cash and cash equivalents
Other net current liabilities
Deferred tax
Net (liabilities)/assets
Less: non-controlling interest
Total consideration
Carrying value of
Fair-value of
acquired entities acquired entities
£m
£m
–
–
6.1
0.1
(6.7)
–
(0.5)
12.6
69.9
0.1
0.1
(6.7)
(12.6)
63.4
(7.8)
55.6
The non-controlling interest values were calculated by taking a proportionate share of the recognised amounts of the acquiring
companies identifiable net assets at the acquisition date. The total consideration was represented by £37.6m cash and £18.0m
deferred consideration.
No significant profit or loss was recognised from these acquisitions in the period to 31 March 2009.
(b) Acquisitions in the previous year
(i) Airtricity
On 15 February 2008, the Company acquired 100% of the issued share capital in Airtricity Holdings Limited (‘Airtricity’) for a combined
consideration of £1,351.2m. The total value of the businesses acquired was £1,005.2m. This included cash assets of €793.2m including
the remaining proceeds of Airtricity’s disposal of its North American business in late 2008.
A comparison of the provisional and final fair-values of the assets and liabilities acquired, and their respective book values,
is shown below:
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Intangible assets
Property, plant and equipment
Investment in jointly controlled entities
Derivatives and other financial assets
Cash and cash equivalents
Other net current assets/(liabilities)
Loans and borrowings
Deferred tax
Net assets
Goodwill
Total consideration
Provisional
carrying value
of acquired
business
£m
Provisional
fair-value
of acquired
business
£m
Final
carrying value
of acquired
business
£m
Final
fair-value
of acquired
business
£m
Change in
fair-value
of assets and
liabilities
£m
62.5
401.4
49.8
(1.9)
594.0
15.3
(517.3)
(3.0)
600.8
228.2
707.0
119.7
13.2
594.0
17.4
(522.3)
(146.4)
1,010.8
338.3
1,349.1
62.5
401.4
49.8
(1.9)
594.0
9.7
(517.3)
(3.0)
595.2
229.3
707.0
119.7
13.2
594.0
12.0
(522.3)
(147.7)
1,005.2
346.0
1,351.2
1.1
–
–
–
–
(5.4)
–
(1.3)
(5.6)
7.7
2.1
Scottish and Southern Energy
Annual Report 2009
112
Notes on the Financial Statements (continued)
for the year ended 31 March
15. ACQUISITIONS AND DISPOSALS (continued)
The changes in the fair-values of the acquired assets and liabilities of the Airtricity group mainly relates to changes in the carrying
values of certain working capital items acquired, changes to the fair-values attributed to the acquired wind farm development assets
and changes to the deferred tax calculated in relation to the fair-value adjustments recognised. The final consideration increased
by £2.1m on settlement of related incidental fees.
Goodwill has arisen in relation to the future development potential of the Airtricity businesses including synergies relating to the
purchase and includes recognition of deferred tax on the fair-value adjustments made. Goodwill has been subject to impairment
test review (note 11).
(ii) Other acquisitions
The group also made the following acquisitions in the previous financial year:
Entity acquired
I&H Brown Toddleburn Limited
Slough Heat and Power Limited
CHP Supply Limited (Republic of Ireland)
Hills Electrical & Mechanical plc
Seeboard Trading Limited
Date of acquisition
20 December 2007
1 January 2008
25 January 2008
8 February 2008
29 February 2008
Shareholding
acquired
Provisional
consideration
£m
100%
100%
100%
100%
100%
4.5
48.7
2.0
0.2
9.5
64.9
All businesses operate in the United Kingdom with the exception of CHP Supply Limited, which is registered in the Republic of Ireland.
A comparison of the provisional fair-values attributed to the acquired businesses and their final fair-values is shown below:
Intangible assets
Property, plant and equipment
Other financial assets
Inventories
Cash and cash equivalents
Other net current assets/(liabilities)
Loans and borrowings
Deferred tax
Other provisions
Net assets
Goodwill
Total consideration
Provisional
carrying value
of acquired
businesses
£m
Provisional
fair-value
of acquired
businesses
£m
Final
fair-value
of acquired
businesses
£m
Change in
fair-value
of assets and
liabilities
£m
–
46.9
–
9.8
3.3
22.7
(25.7)
(8.5)
(0.9)
47.6
11.9
49.6
16.9
9.7
3.3
15.6
(25.7)
(16.1)
(6.8)
58.4
6.5
64.9
20.7
45.4
16.9
5.7
3.3
2.7
(25.7)
(8.6)
(6.8)
53.6
–
53.6
8.8
(4.2)
–
(4.0)
–
(12.9)
–
7.5
–
(4.8)
(6.5)
(11.3)
The decrease in consideration paid in relation to these acquisitions relates to settlement of contingent consideration on the Slough
Heat and Power and Seeboard Trading acquisitions and the recognition of pension liabilities related to the employees of the acquired
Slough Heat and Power group of companies.
On final assessment of the fair-values of the acquired businesses, an increase in the fair-value of intangible assets acquired (primarily
customer lists and contracts) was recognised and a reduction in the deferred tax liabilities acquired was also recorded, relating to
the changes in fair-value adjustments and the recognition of the pension liabilities at Slough Heat and Power. As a consequence,
no goodwill was recognised in relation to the transactions.
113
Scottish and Southern Energy
Annual Report 2009
16. INVENTORIES
Fuel and consumables
Work in progress
Goods for resale
Less: provisions held
Consolidated
2009
£m
345.8
27.4
2.5
(9.0)
366.7
2008
£m
224.5
32.6
2.3
(8.2)
251.2
The Group has recognised £504.9m as a cost of sale in the year (2008 – £798.9m) and have also recognised £8.2m (2008 – £3.4m)
relating to stock write-downs and increases in provisions held. The Company does not hold any inventories.
17. TRADE AND OTHER RECEIVABLES
Current assets
Retail receivables
Wholesale and trading trade receivables
Other trade receivables
Total trade receivables
Amounts owed by subsidiary undertakings
Other receivables
Cash held as collateral
Prepayments and accrued income
Non-current assets
Amounts owed by subsidiary undertakings
Consolidated
Company
2009
£m
994.6
1,978.0
360.7
3,333.3
–
589.0
86.9
1,650.4
5,659.6
–
5,659.6
2008
£m
554.0
1,165.6
322.6
2,042.2
–
389.4
5.6
963.1
3,400.3
–
3,400.3
2009
£m
–
–
–
–
3,052.7
413.0
–
–
3,465.7
2,066.9
5,532.6
2008
£m
–
–
–
–
2,328.5
100.7
–
–
2,429.2
1,772.7
4,201.9
Wholesale and trading trade receivables includes a balance of £190.9m (2008 – nil) in relation to contractual balances due from
British Energy.
Other receivables includes £123.0m (2008 – £44.5m) receivable from Marchwood Power Limited (note 13) and financial assets
totalling £481.7m (2008 – £170.4m). Cash held as collateral relates to amounts deposited on commodity trading exchanges.
Trade receivables and other financial assets are part of the Group’s financial exposure to credit risk as explained in note 29.
18. CASH AND CASH EQUIVALENTS
Bank balances
Call deposits
Cash and cash equivalents
Conso
lidated
Company
2009
£m
145.7
150.2
295.9
2008
£m
125.8
129.5
255.3
2009
£m
12.1
123.0
135.1
2008
£m
0.7
103.5
104.2
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Cash and cash equivalents (which are presented as a single class of assets in the face of the balance sheet) comprise cash at bank
and short term highly liquid investments with a maturity of three months or less.
Cash and cash equivalents (from above)
Bank overdraft (note 22)
Cash and cash equivalents in the statement of cash flows
Conso
lidated
Company
2009
£m
295.9
(2.3)
293.6
2008
£m
255.3
(12.2)
243.1
2009
£m
135.1
–
135.1
2008
£m
104.2
–
104.2
Scottish and Southern Energy
Annual Report 2009
114
Notes on the Financial Statements (continued)
for the year ended 31 March
19. TRADE AND OTHER PAYABLES
Current liabilities
Amounts due to subsidiary undertakings
Trade payables
Other creditors
Accruals and deferred income (i)
Non-current liabilities
Accruals and deferred income (ii)
Consolidated
Company
2009
£m
–
2,603.6
1,023.0
738.3
4,364.9
426.0
4,790.9
2008
restated
£m
–
1,849.0
708.4
842.5
3,399.9
490.1
3,890.0
2009
£m
2,517.2
–
118.3
–
2,635.5
2008
£m
3,526.7
–
53.5
–
3,580.2
–
–
2,635.5
3,580.2
Current accruals and deferred income includes customer contributions of £15.4m (2008 – £14.9m) and government grants of £0.1m (2008 – £0.1m).
(i)
(ii) Non-current accruals and deferred income includes customer contributions of £258.0m (2008 – £246.9m) and government grants of £2.0m
(2008 – £2.1m). Carbon emissions liabilities within other creditors have been restated in the previous financial year (note 2).
20. CURRENT TAX LIABILITIES
Corporation tax
21. CONSTRUCTION CONTRACTS
Contracts in progress at balance sheet date:
Amounts due from contract customers included in trade and other receivables (note 17)
Amounts due to contract customers included in trade and other payables (note 19)
Contract costs incurred plus recognised profits less recognised losses to date
Less: Progress billings
Consolidated
Company
2009
£m
254.6
2008
£m
220.8
2009
£m
–
2009
£m
41.4
(24.4)
221.9
(231.6)
(9.7)
2008
£m
9.0
2008
£m
32.0
(26.8)
189.1
(202.9)
(13.8)
In the year to 31 March 2009, contract revenue of £481.9m (2008 – £403.8m) was recognised.
At 31 March 2009, retentions held by customers for contract work amounted to £1.6m (2008 – £0.9m). Advances received from
customers for contract work amounted to £6.4m (2008 – £4.1m).
At 31 March 2009, amounts of £nil (2008 – £nil) included in trade and other receivables and arising from construction contracts
are due for settlement after more than 12 months.
The Company does not hold any construction contracts.
22. LOANS AND OTHER BORROWINGS
Current
Bank overdraft
Other short-term loans
Obligations under finance leases
Non-current
Loans
Obligations under finance leases
Amounts owed to subsidiary undertakings
Cons
olidated
Company
2009
£m
2.3
1,057.7
1,060.0
0.1
1,060.1
4,335.7
0.4
–
4,336.1
2008
£m
12.2
1,835.3
1,847.5
0.1
1,847.6
2,073.1
0.5
–
2,073.6
2009
£m
–
916.4
916.4
–
916.4
2,628.3
–
240.2
2,868.5
2008
£m
–
1,696.3
1,696.3
–
1,696.3
372.4
–
240.2
612.6
115
Scottish and Southern Energy
Annual Report 2009
(i) Borrowings
Borrowing facilities
The Group has an established €1.5bn Euro Commercial Paper programme. Paper can be issued in a range of currencies
and is swapped back into sterling.
The Group entered into a new £850m committed borrowing facility on 3 April 2009. This facility, which matures in June 2012,
replaces a £650m facility which had been due to expire in November 2009. The new facility will again act as a liquidity backstop
to the Group’s commercial paper issuance.
The Group also has a €150m committed bridge facility, of which €20m was drawn down as at 31 March 2009. This facility was
originally €2.5bn in size and has been nearly fully refinanced during the course of the year. The remaining commitment is due
to expire in June 2009, but this maturity date is extendable for a further 12 months, to June 2010, at SSE’s option.
Analysis of borrowings
Loans and borrowings
Current
Bank overdrafts (i)
Other short-term loans – amortising (ii)
Other short-term loans – non-amortising (iii)
3.75% Convertible bond repayable on 29 October 2009 (vi)
Non-recourse funding (iv)
Total current
Non-current
Bank loans – amortising (ii)
Bank loans – non-amortising (v)
6.125% Eurobond repayable on 29 July 2013
5.75% Eurobond repayable 5 February 2014
Non-recourse funding (iv)
Between two and five years
Bank loans – non-amortising (v)
Non-recourse funding (iv)
5.875% Eurobond repayable on 26 September 2022
8.375% Eurobond repayable on 20 November 2028
5.50% Eurobond repayable on 19 June 2032
4.625% Eurobond repayable on 20 February 2037
6.25% Eurobond repayable on 27 August 2038
4.454% Index linked loan repayable on 27 February 2044
1.429% Index linked bond repayable on 20 October 2056
Over five years
Fair-value adjustment (note 29)
Total non-current
Total
2009
Weighted average
interest rate (vii)
%
2009
Face value
£m
2009
Fair-value
£m
0.50
8.79
2.67
3.75
5.51
6.36
4.93
6.13
5.75
6.10
3.09
5.89
5.88
8.38
5.50
4.63
6.25
2.16
1.52
2009
Carrying
amount
£m
2.3
88.4
900.8
15.6
52.9
2.3
88.4
904.1
15.9
52.9
2.3
90.3
900.9
19.6
55.8
1,063.6
1,068.9
1,060.0
21.4
603.7
555.1
700.0
144.8
22.7
641.3
579.9
729.0
150.1
21.4
605.2
552.9
695.5
144.8
2,025.0
2,123.0
2,019.8
25.0
309.0
300.0
500.0
350.0
325.0
350.0
100.0
109.0
24.9
326.0
311.0
606.1
319.2
247.5
336.9
105.4
106.0
25.0
309.0
296.3
491.8
350.2
323.4
345.3
99.3
109.0
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
2,368.0
2,383.0
2,349.3
–
–
(33.4)
4,393.0
4,506.0
4,335.7
5,456.6
5,574.9
5,395.7
Scottish and Southern Energy
Annual Report 2009
116
Notes on the Financial Statements (continued)
for the year ended 31 March
22. LOANS AND OTHER BORROWINGS (continued)
Loans and borrowings
Current
Bank overdrafts (i)
Other short-term loans – amortising (ii)
Other short-term loans – non-amortising (iii)
Non-recourse funding (iv)
Total current
Non-current
Bank loans – amortising (ii)
Bank loans – non-amortising (v)
3.75% Convertible bond repayable on 29 October 2009 (vi)
Non-recourse funding (iv)
Between two and five years
Bank loans – amortising (ii)
Bank loans – non-amortising (v)
Non-recourse funding (iv)
5.875% Eurobond repayable on 26 September 2022
5.50% Eurobond repayable on 19 June 2032
4.625% Eurobond repayable on 20 February 2037
1.429% Index linked bond repayable on 20 October 2056
Over five years
Total non-current
Total
2008
Weighted average
interest rate (vii)
%
2008
Face value
£m
2008
Fair-value
£m
6.25
7.72
5.46
6.23
7.33
7.32
3.75
6.19
6.40
5.56
6.29
5.88
5.50
4.63
5.29
12.2
23.4
1,804.1
8.5
1,848.2
12.2
24.4
1,803.6
8.5
1,848.7
195.1
336.4
79.3
39.4
650.2
192.1
109.2
50.9
300.0
350.0
325.0
104.0
197.1
343.6
123.3
39.4
703.4
195.3
110.2
50.9
290.8
324.8
260.6
105.9
2008
Carrying
amount
£m
12.2
23.4
1,803.4
8.5
1,847.5
195.1
336.4
76.3
39.4
647.2
192.1
109.2
50.9
296.1
350.3
323.3
104.0
1,431.2
1,338.5
1,425.9
2,081.4
2,041.9
2,073.1
3,929.6
3,890.6
3,920.6
(i) Bank overdrafts are repayable on demand.
(ii) Balances under amortising loans are adjusted for capital repayments or drawings in the financial year. These are held with the European
Investment Bank (EIB) in a combination of fixed and floating rates.
(iii) Balances include commercial paper and cash advances.
(iv) The Tay Valley Lighting companies formed under 50:50 partnership with Royal Bank Leasing Limited to provide street-lighting services are
(v)
categorised as subsidiaries under SIC-12 (note 14). The debt held by these companies is included on consolidation but is non-recourse to the Group.
The floating rate European Investment Bank advances are reset quarterly at a rate normally less than three month LIBOR. Other loans include
a mixture of fixed and floating debt repayable between 2009 and 2014.
(vi) The liability component of the convertible bond is presented separately under IAS 32.
(vii) The weighted average interest rates are as noted. The weighted average interest rates for the Group (including swaps) for the year ended
31 March 2009 was 5.25% (2008 – 5.23%).
117
Scottish and Southern Energy
Annual Report 2009
Convertible bond
The convertible bond was issued on 29 October 2004 in exchange for £300.0m in cash. The bond entitles holders to convert the bond
into ordinary shares at any time up to 24 October 2009 at the applicable conversion share price. With effect from 26 September 2008,
the effective conversion price of the bond changed from £9.00 per ordinary share at the date of issue to £8.88 per ordinary share.
The conversion price is subject to adjustment in certain circumstances set out in the offering circular including payment of dividends
greater than amounts set out in the circular, capital restructuring and change of control. Conversion is at the option of the bond holder.
At 31 March, bond holders had converted debt with a nominal value of £257.6m at the £9.00 per share conversion price and £26.5m
at the £8.88 per share conversion price. Conversion took place in the following periods:
Year to 31 March 2007
Year to 31 March 2008
Year to 31 March 2009
Total to 31 March 2009
Nominal value of
bond converted
£m
Number
of shares
0.1
220.6
63.4
11,111
24,512,537
7,081,333
284.1
31,604,981
The net proceeds received from the issue of the bond have been split between a liability element and an equity component, the liability
element representing the initial fair-value of the debt excluding the embedded option to convert the liability into equity of the Group.
Nominal value of issue of convertible bond
Costs of issue
Net proceeds of convertible bond issued
Less: equity component and accreted debt element
Liability component
At 31 March 2009
£m
At 1 April 2008
£m
15.9
(0.1)
15.8
(0.2)
15.6
79.3
(0.3)
79.0
(2.7)
76.3
On partial conversion, a debt element of £60.7m (2008 – £208.6m) was converted from debt to equity. The costs of issue of the bond
are amortised over the term of the bond. An additional interest charge of £0.6m (2008 – £4.6m) was recorded.
For the purpose of diluted Earnings per Share (EPS), convertible bond interest of £1.7m (2008 – £14.0m) is added back to earnings
and the number of potential ordinary shares to be issued includes the following in respect of this bond:
Weighted average number of shares
(ii) Finance lease liabilities
Future finance lease commitments are as follows:
Amounts payable:
Within one year
Between one and five years
After five years
Less: future finance charge
Present value of lease obligations
2009
Number
of shares
2008
Number
of shares
1,728,352
8,809,685
Present value of
minimum lease payments
2009
2008
£m
£m
0.1
0.3
0.1
0.5
0.1
0.3
0.2
0.6
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Minimum
lease payments
2009
£m
0.1
0.3
0.4
0.8
(0.3)
0.5
2008
£m
0.1
0.4
0.5
1.0
(0.4)
0.6
The average lease term is 7.5 years. For the year ended 31 March 2009, the average effective borrowing rate was 8% (2008 – 8%).
Interest rates are fixed at the contract date. All leases, held by the Group’s telecoms businesses, are on a fixed repayment basis and
no arrangements have been entered into for contingent rental payments. The fair-value of the Group’s lease obligations approximates
their carrying amount. The Group’s obligations under finance leases are secured by the lessors’ rights over the leased assets.
The Company does not have any obligations under finance leases.
Scottish and Southern Energy
Annual Report 2009
118
Notes on the Financial Statements (continued)
for the year ended 31 March
23. DEFERRED TAXATION
The following are the deferred tax liabilities and assets recognised by the Group and movements thereon during the current
and prior reporting periods:
Accelerated
capital
Fair-value
gains/(losses)
allowances on derivatives
£m
£m
Consolidated
At 1 April 2007
Effect of tax rate change – income statement
Effect of tax rate change – equity
Acquisitions
Charge/(credit) to Income Statement
Charge/(credit) to equity
Exchange adjustments
At 1 April 2008
Prior year acquisitions (note 15)
Acquisitions (note 15)
Charge/(credit) to Income Statement (note 8)
Charge/(credit) to equity (note 8)
Exchange adjustments
At 31 March 2009
898.0
(60.2)
–
18.5
4.0
–
0.8
861.1
–
–
24.7
–
1.7
887.5
19.4
1.7
1.1
(1.0)
(50.7)
7.1
(0.1)
(22.5)
–
–
(352.3)
5.2
–
(369.6)
Accelerated
capital
Fair-value
gains/(losses)
allowances on derivatives
£m
£m
Convertible
bond
£m
Retirement
benefit
obligations
£m
Share
based
payments
£m
4.0
(0.2)
–
–
(1.4)
(1.8)
–
0.6
–
–
(0.2)
–
–
0.4
(27.6)
–
1.0
–
20.5
(7.7)
–
(13.8)
–
–
15.3
(78.1)
–
(76.6)
(4.7)
–
0.3
–
(0.3)
0.6
–
(4.1)
–
–
(0.6)
3.2
–
(1.5)
Convertible
bond
£m
Retirement
benefit
obligations
£m
Share
based
payments
£m
Company
At 1 April 2007
Effect of tax rate change – income statement
Effect of tax rate change – equity
Charge/(credit) to Income Statement
Charge/(credit) to equity
At 1 April 2008
Charge/(credit) to Income Statement
Charge/(credit) to equity
At 31 March 2009
–
–
–
–
–
–
–
–
–
(13.6)
0.6
–
12.9
0.3
0.2
10.5
11.8
22.5
4.0
(0.2)
–
(1.4)
(1.8)
0.6
(0.2)
–
0.4
38.4
–
(2.6)
6.2
(18.0)
24.0
6.3
(30.3)
–
–
–
–
–
0.9
0.9
–
–
0.9
Other (i)
£m
(31.4)
3.3
–
145.0
(16.1)
(9.0)
11.1
102.9
(6.2)
12.6
(34.4)
(39.7)
19.2
54.4
Other
£m
(0.9)
0.1
–
(6.3)
(9.0)
(16.1)
(40.4)
–
(56.5)
Total
£m
857.7
(55.4)
2.4
162.5
(44.0)
(10.8)
11.8
924.2
(6.2)
12.6
(347.5)
(109.4)
20.9
494.6
Total
£m
27.9
0.5
(2.6)
11.4
(27.6)
9.6
(23.8)
(18.5)
(32.7)
(i)
Includes deferred tax on fair valuation adjustments in business combinations. Deferred tax recognised on full acquisition of Greater Gabbard
Offshore Winds was derecognised on disposal of 50% of the shareholding.
Certain deferred tax assets and liabilities have been offset, including the asset balances analysed the tables above. The following
is an analysis of the deferred tax balances (after offset) for financial reporting purposes:
Deferred tax liabilities
Deferred tax assets
Net deferred tax liabilities/(assets)
Consolidated
Company
2009
£m
594.7
(100.1)
494.6
2008
£m
967.3
(43.1)
924.2
2009
£m
–
(32.7)
(32.7)
2008
£m
9.6
–
9.6
The deferred tax assets disclosed relate to the Group’s pension scheme liabilities.
At the balance sheet date, the aggregate amount of temporary differences associated with undistributed earnings of subsidiaries for
which deferred tax liabilities have not been recognised was £1.7m (2008 – £2.1m). No liability has been recognised in respect of these
differences because the Group is in a position to control the timing of the reversal of the temporary differences and it is probable
that such differences will not reverse in the foreseeable future.
Temporary differences arising in connection with interests in associates and jointly controlled entities are recorded as part
of the Group’s share of investment in those entities. The aggregate amount of these is a charge of £1.0m (2008 – £10.1m credit).
119
Scottish and Southern Energy
Annual Report 2009
24. PROVISIONS
Consolidated
At 1 April 2008
Charged in the year
Unwind of discount
Released during the year
Utilised during the year
Translation Difference
At 31 March 2009
At 31 March 2009
Non-current
Current
At 31 March 2008
Non-current
Current
Onerous
energy contracts Decommissioning
(ii)
£m
(i)
£m
54.4
–
–
(42.6)
(8.3)
0.2
3.7
3.7
–
3.7
53.1
1.3
54.4
31.5
–
4.7
–
–
–
36.2
36.0
0.2
36.2
31.3
0.2
31.5
Other
(iii)
£m
30.9
12.0
0.4
(4.9)
(4.3)
–
34.1
20.5
13.6
34.1
22.9
8.0
30.9
Total
£m
116.8
12.0
5.1
(47.5)
(12.6)
0.2
74.0
60.2
13.8
74.0
107.3
9.5
116.8
(i)
The onerous energy contracts provision related primarily to future losses on purchase contracts designated as held for own use and were therefore
outside the scope of IAS 39, and future losses on other specific contracts. The purchase contracts have been assessed as no longer being onerous
in the current year following the increase in commodity prices. The remaining other contract losses will be incurred over a maximum period to 2019.
(ii) Provision has been made for the estimated net present cost of decommissioning certain generation and gas storage assets. The estimate
is based on a forecast of clean-up costs at the time of decommissioning discounted for the time value of money. The timing of costs provided
is dependent on the lives of the facilities. In the year to March 2009, the Group has also increased the provision in relation to its projected
decommissioning obligations under the EU Waste Electrical and Electronic Equipment (WEEE) directive, which passed into law on 2 January
2007, by £0.1m to £3.6m (2008 – £3.5m).
(iii) Other provisions include balances held in relation to restructuring, insurance and warranty claims. In addition, the Group has an employer
financed retirement benefit provision for pensions for certain directors and former directors and employees.
The Company does not hold provisions.
25. SHARE CAPITAL
Company
Equity: ordinary shares of 50p each:
Authorised:
At 31 March 2009 and 1 April 2008
Allotted, called up and fully paid:
At 1 April 2008
Issue of shares (i)
Conversion of convertible debt to equity (ii)
Equity placement (iii)
At 31 March 2009
Number
(millions)
£m
1,200.0
600.0
870.1
1.2
7.1
42.0
920.4
435.1
0.6
3.5
21.0
460.2
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
The Company has one class of ordinary share which carries no right to fixed income. The holders of ordinary shares are entitled
to receive dividends as declared and are entitled to one vote per share at meetings of the Company.
(i) The Company issued 1.2 million (2008 – 0.4 million) shares during the year under the savings-related share option schemes, and discretionary
share option schemes for a consideration of £8.1m (2008 – £2.2m).
During the year, on behalf of the Company, the employee share trust purchased 1.1 million shares for a consideration of £15.8m (2008 – 0.8 million
shares, consideration of £12.4m). At 31 March 2009, the trust held 3.7 million shares (2008 – 2.7 million) which had a market value of £41.4m
(2008 – £37.8m).
(ii) During the year, the Company issued a total of 7.1 million shares (2008 – 24.5 million) under the terms of the convertible bond at conversion
rates of £9.00 (4.1 million shares) and £8.88 (3.0 million shares) per ordinary share.
(iii) In the year, the Company issued 42 million shares following the equity placement announcement in January 2009. The shares were issued
at £11.40 and equated to 4.8% of the issued share capital. Transaction costs associated with the placement of £7.3m were netted against
the proceeds from the issue.
Scottish and Southern Energy
Annual Report 2009
120
Notes on the Financial Statements (continued)
for the year ended 31 March
26. RESERVES
Share
Capital
premium redemption
reserve
£m
account
£m
Consolidated
Reconciliation of movement in reserves
At 1 April 2007
Profit for the year
Effective portion of changes in fair-value of cash flow hedges
Transferred to income and expense on cash flow hedges
Effective net investment hedge (net of tax)
Premium on issue of shares
Repurchase of shares
Convertible bond converted to equity
Exchange differences on translation of foreign operation
Actuarial losses on retirement benefit schemes (net of tax)
Jointly controlled entities:
Share of change in fair-value of effective cash flow hedges
Share of actuarial gains on retirement benefit schemes
(net of tax)
Dividends to shareholders
Credit in respect of employee share awards
Investment in own shares
Current and deferred tax recognised in equity in respect
of employee share awards (note 8)
99.1
–
–
–
–
2.0
–
214.6
–
–
–
–
–
–
–
–
At 31 March 2008
Premium on issue of shares
Convertible bond converted to equity
Profit for the year
Effective portion of changes in fair-value of cash flow hedges
Effective net investment hedge (net of tax)
Exchange differences on translation of foreign operation
Actuarial losses on retirement benefit schemes (net of tax)
315.7
458.0
61.6
–
–
–
–
–
Jointly controlled entities:
Share of change in fair-value of effective cash flow hedges
Share of actuarial losses on retirement benefit schemes
(net of tax)
Dividends to shareholders
Credit in respect of employee share awards
Investment in own shares
Current and deferred tax recognised in equity in respect
of employee share awards (note 8)
–
–
–
–
–
–
13.7
–
–
–
–
–
8.3
–
–
–
–
–
–
–
–
–
22.0
–
–
–
–
–
–
–
–
–
–
–
–
–
Equity
reserve
£m
14.6
–
–
–
–
–
–
(10.7)
–
–
–
–
–
–
–
–
3.9
–
(3.1)
–
–
–
–
–
–
–
–
–
–
–
Hedge Translation Retained Minority
interest
reserve
£m
£m
earnings
£m
reserve
£m
Total
£m
(10.5)
–
11.6
8.0
–
–
–
–
–
–
(6.8)
–
–
–
–
–
2.3
–
–
–
16.5
–
(2.4)
–
3.2
–
–
–
–
–
– 2,048.0
872.9
–
–
–
–
–
–
(21.1)
–
–
(239.8)
–
–
–
46.5
–
(17.4)
–
–
–
–
–
–
–
–
16.4
(502.8)
10.8
(12.4)
(0.1)
25.4 2,175.6
–
–
112.3
–
–
–
(200.8)
–
–
–
–
(102.9)
224.1
–
– 2,164.9
873.2
11.6
8.0
(21.1)
2.0
(231.5)
203.9
46.5
(17.4)
0.3
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(6.8)
16.4
(502.8)
10.8
(12.4)
(0.1)
0.3 2,545.2
458.0
58.5
112.3
16.5
(102.9)
221.7
(200.8)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(38.3)
(551.9)
14.3
(15.8)
–
–
(2.6)
–
–
3.2
(38.3)
(554.5)
14.3
(15.8)
(2.7)
–
(2.7)
At 31 March 2009
835.3
22.0
0.8
19.6
146.6 1,492.7
(2.3) 2,514.7
121
Scottish and Southern Energy
Annual Report 2009
Share
Capital
premium redemption
reserve
£m
account
£m
Equity
reserve
£m
Hedge Retained
earnings
reserve
£m
£m
Total
£m
Company
Reconciliation of movement in reserves
At 1 April 2007
Profit for the year
Effective portion of changes in fair-value of cash flow hedges
Premium on issue of shares
Convertible bond converted to equity
Repurchase of ordinary shares for cancellation
Actuarial gains on retirement benefit schemes (net of tax)
Investment in own shares
Increase in investment in subsidiaries
Dividends to shareholders
Current and deferred tax recognised in equity in respect
of employee share awards
Other movements
At 31 March 2008
Premium on issue of shares
Convertible bond converted to equity
Profit for the year
Effective portion of changes in fair-value of cash flow hedges
Actuarial gains on retirement benefit schemes (net of tax)
Investment in own shares
Increase in investment in subsidiaries
Dividends to shareholders
At 31 March 2009
99.1
–
–
2.0
214.6
–
–
–
–
–
–
–
315.7
458.0
61.6
–
–
–
–
–
–
835.3
13.7
–
–
–
–
8.3
–
–
–
–
–
–
22.0
–
–
–
–
–
–
–
–
22.0
14.6
–
–
–
(10.7)
–
–
–
–
–
–
–
3.9
–
(3.1)
–
–
–
–
–
–
0.8
(10.9)
–
18.0
–
–
–
–
–
–
–
–
–
7.1
–
–
–
36.2
–
–
–
–
591.9
550.6
–
–
–
(239.8)
(43.3)
(12.4)
10.8
(502.8)
(0.1)
1.3
356.2
–
–
852.0
–
(78.0)
(15.8)
14.3
(551.9)
708.4
550.6
18.0
2.0
203.9
(231.5)
(43.3)
(12.4)
10.8
(502.8)
(0.1)
1.3
704.9
458.0
58.5
852.0
36.2
(78.0)
(15.8)
14.3
(551.9)
43.3
576.8 1,478.2
The profit for the year attributable to shareholders dealt with in the financial statements of the Company was £852.0m (2008 – £550.6m).
As allowed by section 230 of the Companies Act 1985, the Company has not presented its own income statement. The translation
reserve reported in the previous year has been reported as part of retained earnings brought forward.
The capital redemption reserve comprises the value of shares redeemed or purchased by the company from distributable profits.
The hedge reserve comprises the effective portion of the cumulative net change in the fair-value of cash flow hedge derivative
instruments related to hedged transactions that have not yet occurred.
The equity reserve comprises the equity component of the Group’s convertible bond (note 22).
The translation reserve comprises exchange translation differences on foreign currency net investments offset by exchange
translation differences on borrowings and derivatives classified as net investment hedges under IAS 39.
27. RETIREMENT BENEFIT OBLIGATIONS
Defined benefit schemes
The Group has two funded final salary pension schemes which provide defined benefits based on final pensionable pay. The schemes
are subject to independent valuations at least every three years. The future benefit obligations are valued by actuarial methods on
the basis of an appropriate assessment of the relevant parameters. The Company operates one of these schemes, being the Scottish
Hydro-Electric scheme.
The Group also has an Employer Financed Retirement Benefit scheme and a Group Personal Pension Plan. The Group Personal
Pension Plan operates on a Money purchase basis and has been arranged with Friends Provident. The Company matches employee
contributions up to a specified limit, in most circumstances this is set at 6%. The Company may also provide additional contributions
of 3% after five and ten year’s continuous Company service.
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Scottish and Southern Energy
Annual Report 2009
122
Notes on the Financial Statements (continued)
for the year ended 31 March
27. RETIREMENT BENEFIT OBLIGATIONS (continued)
Pension summary:
Scottish Hydro Electric (Company)
Southern Electric
Scheme type
Defined benefit
Defined benefit
Net actuarial
gain/(loss) recognised in
respect of the pension
asset in the SoRIE
2009
£m
(188.4)
(170.6)
(359.0)
2008
£m
146.3
38.7
185.0
Net pension
(liability)/asset
2009
£m
–
(273.5)
(273.5)
2008
£m
85.8
(134.9)
(49.1)
The Scottish Hydro Electric Pension Scheme net asset of £nil (2008 – £85.8m) is presented after an irrecoverable surplus restriction
of £130.5m (2008 – £210.6m). The Company is only able to recognise the surplus to the extent that it is expected to be recoverable
from estimated reductions to scheme contribution rates.
The individual pension scheme details based on the latest formal actuarial valuations are as follows:
Latest formal actuarial valuation
Valuation carried out by
Value of assets based on valuation
Value of liabilities based on valuation
Valuation method adopted
Average salary increase
Average pension increase
Value of fund assets/accrued benefits
Scottish Hydro Electric
Southern Electric
31 March 2006
31 March 2007
Hymans Robertson Hewitt, Bacon & Woodrow
£970.0m
£942.0m
Projected Unit
5.3%
3.0%
103.0%
£1,101.5m
£1,361.3m
Projected Unit
5.2%
3.2%
80.9%
Both schemes have been updated to 31 March 2009 by qualified independent actuaries. The valuations have been prepared
for the purposes of meeting the requirements of IAS 19. The major assumptions used by the actuaries in both schemes were:
Rate of increase in pensionable salaries
Rate of increase in pension payments
Discount rate
Inflation rate
At
31 March 2009
At
31 March 2008
4.5%
3.0%
6.7%
3.0%
5.0%
3.5%
6.9%
3.5%
The assumptions relating to longevity underlying the pension liabilities at 31 March 2009 are based on standard actuarial mortality
tables, and include an allowance for future improvements in longevity. The assumptions equivalent to future longevity for members
in normal health at age 65 are as follows:
Currently aged 65
Currently aged 45
At
31 March 2009
Male
At
31 March 2009
Female
At
31 March 2008
Male
At
31 March 2008
Female
22
24
24
27
21
23
23
25
The impact on the schemes liabilities of changing certain of the major assumptions is as follows:
Discount rate
Currently aged 45
At 31 March 2009
At 31 March 2008
Increase/
decrease in
assumption
0.1%
1 year
Effect on
scheme
liabilities
+/-1.6%
+/-3.0%
Increase/
decrease in
assumption
0.1%
1 year
Effect on
scheme
liabilities
+/-1.6%
+/-3.0%
123
Scottish and Southern Energy
Annual Report 2009
Valuation of combined pension schemes
Consolidated
Long-term
rate of return
expected at
31 March
2009
%
7.7
4.2
6.7
3.4
Equities
Government bonds
Corporate bonds
Other investments
Total fair-value of plan assets
Irrecoverable surplus
Present value of defined benefit obligation
(Deficit)/surplus in the scheme
Deferred tax thereon
Net pension (liability)/asset
Value at
31 March
2009
£m
665.8
576.7
244.3
300.0
1,786.8
(130.5)
(1,929.8)
(273.5)
76.6
(196.9)
Movements in the defined benefit obligation during the year
At 1 April
Movements in the year:
Service costs
Member contributions
Benefits paid
Interest on pension scheme liabilities
Actuarial gains
At 31 March
Movements in scheme assets during the year
At 1 April
Movements in the year:
Expected return on pension scheme assets
Assets distributed on settlement
Employer contributions
Member contributions
Actuarial (losses)
Irrecoverable surplus
At 31 March
Charges/(credits) recognised
Current service cost (charged to operating profit)
Charged/(credited) to finance costs:
Expected return on pension scheme assets
Interest on pension scheme liabilities
Long-term
rate of return
expected at
31 March
2008
%
Long-term
rate of return
Value at expected at
31 March
2009
%
31 March
2008
£m
Company
Long-term
rate of return
Value at expected at
31 March
31 March
2009
2008
£m
%
8.0
4.5
6.9
5.6
8.0
4.5
6.9
5.6
939.6
481.5
343.0
316.9
2,081.0
(210.6)
(1,919.5)
(49.1)
13.7
(35.4)
7.7
4.2
6.7
4.3
318.2
361.2
94.6
86.0
860.0
(130.5)
(729.5)
–
–
–
Value at
31 March
2008
£m
383.1
268.5
232.3
121.7
1,005.6
(210.6)
(709.2)
85.8
(24.0)
61.8
Consolidated
Company
2009
£m
2008
£m
2009
£m
2008
£m
(1,919.5)
(2,202.3)
(709.2)
(862.1)
(21.8)
(8.1)
96.5
(130.1)
53.2
(1,929.8)
(29.2)
(7.5)
95.0
(117.4)
341.9
(1,919.5)
(8.7)
(3.3)
38.1
(48.0)
1.6
(729.5)
(12.1)
(2.8)
36.3
(46.0)
177.5
(709.2)
Consolidated
Company
2009
£m
2008
£m
1,870.4
2,110.4
135.3
(96.5)
71.1
8.1
(412.2)
80.1
1,656.3
141.4
(95.0)
73.6
7.5
(156.9)
(210.6)
1,870.4
2009
£m
795.0
64.7
(38.1)
14.5
3.3
(190.0)
80.1
729.5
2008
£m
990.2
66.7
(36.3)
13.4
2.8
(31.2)
(210.6)
795.0
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Consolidated
Company
2009
£m
21.8
21.8
(135.3)
130.1
(5.2)
2008
£m
29.2
29.2
(141.4)
117.4
(24.0)
2009
£m
8.7
8.7
(64.7)
48.0
(16.7)
2008
£m
12.1
12.1
(66.7)
46.0
(20.7)
Scottish and Southern Energy
Annual Report 2009
124
Notes on the Financial Statements (continued)
for the year ended 31 March
27. RETIREMENT BENEFIT OBLIGATIONS (continued)
History of surplus/(deficit)
Consolidated
2009
£m
2008
£m
2007
£m
2006
£m
2005
£m
2009
£m
2008
£m
1,786.8
(130.5)
2,081.0
(210.6)
2,110.4
–
2,017.3
–
1,651.3
–
860.0
(130.5)
1,005.6
(210.6)
Company
2007
£m
990.2
–
2006
£m
955.8
–
2005
£m
785.8
–
Total fair-value of plan assets
Irrecoverable surplus
Present value of defined
benefit obligation
(Deficit)/surplus in the scheme
(273.5)
(49.1)
(91.9)
(193.8)
(227.6)
(1,929.8) (1,919.5) (2,202.3) (2,211.1) (1,878.9)
(729.5)
–
(709.2)
(862.1)
(865.6)
(686.9)
85.8
128.1
90.2
98.9
Return on assets
As required by IAS 19, the expected return on assets is based on the long-term expectation of returns for each asset class at the
beginning of the year. The return on equities is 3.5% per annum in excess of the yield on government bonds. Historical markets
are studied and assets with higher volatility are assumed to generate higher returns consistent with widely accepted capital market
principles. The assumed long-term rate of return on each asset class is set out within this note. The overall expected rate of return
on assets is then derived by aggregating the expected return for each asset class over the actual asset allocation at 31 March 2009.
The actual return on plan assets is as follows:
Actual return on plan assets
History of experience gains and losses
Consolidated
Company
2009
£m
2008
£m
2009
£m
(276.9)
(12.0)
(125.3)
2008
£m
35.5
Consolidated
Company
2009
£m
2008
£m
2007
£m
2006
£m
2005
£m
2009
£m
2008
£m
2007
£m
2006
£m
2005
£m
Total actuarial gains and (losses)
recognised in the Statement of
Recognised Income and Expense
before adjustment for taxation
Experience (losses) on scheme
liabilities
(359.0)
185.0
47.4
(14.1)
(18.3)
(188.4)
146.3
17.6
(29.0)
6.2
(222.2)
(122.2)
(40.0)
(123.3)
(38.0)
–
–
–
–
–
The cumulative actuarial gains and losses recognised in the Statement of Recognised Income and Expense before adjustment
for taxation since the adoption of IAS 19 is £318.5m losses (2008 – £81.2m gains).
Defined contribution scheme
The total contribution paid by the Group to defined contribution schemes was £13.6m (2008 – £7.1m).
Employer financed retirement benefit (EFRB) pension costs
The increase in the year in relation to the EFRB was £2.0m (2008 – £1.1m reduction in the provision). This is included in other
provisions (note 24). In addition to the movement in the provision, £0.2m (2007 – £0.6m) was utilised as a result of payments made
to the Southern Electric Pension Scheme.
Staff costs analysis
The pension costs in note 6 can be analysed thus:
Service costs
Defined contribution scheme payments
2009
£m
21.8
13.6
35.4
2008
£m
29.2
7.1
36.3
Expected contribution in the year to 31 March 2010
The Group expects to make contributions of £15.3m and £60.3m to the Scottish Hydro Electric Pension Scheme and the Southern
Electric Pension Scheme in the year to 31 March 2010, respectively.
125
Scottish and Southern Energy
Annual Report 2009
28. EMPLOYEE SHARE-BASED PAYMENTS
The Scottish and Southern Energy Group operates a number of share schemes for the benefit of its employees. Details of these
schemes, all of which are equity-settled, are as follows:
(i) Savings-related share option schemes (‘Sharesave’)
This scheme gives employees the option to purchase shares in the Company at a discounted market price, subject to the
employees remaining in employment for the term of the agreement. Employees may opt to save between £5 and £250 per month
for a period of 3 or 5 years. At the end of this period, the employees have six months to exercise their options by using the cash
saved (including a bonus equivalent to interest). If the option is not exercised, the funds may be withdrawn by the employee and
the option expires.
(ii) Share Incentive Plan (SIP)
This scheme allows employees the opportunity to purchase shares in the Company on a monthly basis. Employees may
nominate an amount between £10 and £125 to be deducted from their gross salary. This is then used to purchase shares
(‘Partnership’ shares) in the market on the final business day of each month. These shares are then held in trust for a period
of 5 years, at which point they are transferred at no further cost to the employee. These shares may be withdrawn at any point
during the 5 years, but tax and national insurance would then be payable on any amounts withdrawn.
In addition to the shares purchased on behalf of the employee, the Company will also match the purchase up to a maximum
of 6 (previously 5) shares (‘Matching’ shares) per month. Again these shares are held in trust for the five years until they are
transferred to the employee. If an employee leaves during the first three years, or removes his/her ‘partnership’ shares,
these ‘matching’ shares are forfeited.
In addition to the above, the following special awards of free shares have been made:
Award made
Free shares per employee
Date at which employee must still be employed
to receive award (in addition to 31 March)
31 March 2005
50
31 March 2007
20
31 March 2008
10
20 August 2005
30 May 2007
1 August 2008
These awards were made to all employees in recognition of their contribution to the success of the company. Under the
arrangements for the awards, the shares will be held in trust for five years, at which point they will be transferred to the
employees at no cost to the employee. These shares may be withdrawn at any point during years four and five, but income
tax and national insurance would then be payable on any amounts withdrawn.
(iii) Deferred bonus scheme
This scheme applied to senior managers and executive directors. Those eligible were awarded shares based on performance
in the year. These shares were purchased shares and are held in trust on behalf of the employee for a period of three years,
at which point the employee is entitled to exercise the award. In addition to shares purchased using the adjusted bonus award,
additional shares will also be purchased by the Trustee using amounts received equivalent to any dividends which would have
been received on the shares held by the trust. If the employee resigns, they lose all outstanding awards.
This scheme has been replaced by the current Annual Bonus Scheme. Under this scheme, 25% of all eligible employees’ annual
bonus is deferred into shares which only vest after three years, subject to continued service. The number of shares awarded is
determined by dividing the relevant pre-tax bonus amount by the share price shortly after the announcement of the results for
the financial year to which the bonus relates.
(iv) Performance Share Plan
This scheme applies to executive directors and senior executives. The level of these awards are subject to certain performance
conditions over the three year performance period, which can be summarised as follows:
S
T
N
E
M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
Date of award
Maximum value of award as a % of base salary
Performance conditions
Total shareholder return (50% of award) (i)
Earnings per share (50% of award) (ii)
Full vesting
25% vesting
30% vesting
Full vesting
25% vesting
30% vesting
27 July 2006
100
26 July 2007
150
10 June 2008
150
> 75th percentile > 75th percentile > 75th percentile
median
–
median
–
–
median
RPI + 8%
–
RPI + 3%
RPI + 9%
RPI + 3%
–
RPI + 9%
RPI + 3%
–
Scottish and Southern Energy
Annual Report 2009
126
Notes on the Financial Statements (continued)
for the year ended 31 March
28. EMPLOYEE SHARE-BASED PAYMENTS (continued)
These awards will vest after three years to the extent that certain performance conditions are met.
(i)
Total Shareholder Return (TSR) target relative to other FTSE 100 companies over the performance period. Pro rata
vesting will take place between the median and 75th percentile, with no vesting if the minimum target is not met.
(ii)
Under the EPS performance condition, pro rata vesting between 3% and the upper level above RPI, with no vesting
if the minimum EPS growth target is not achieved.
As allowed by IFRS 2, only options granted since 7 November 2002, which were unvested at 1 January 2005, have been included.
A charge of £14.3m (2008 – £10.8m) was recognised in the Income Statement in relation to these schemes.
Details used in the calculation of the costs of these schemes are as follows:
(i) Savings-related share option scheme
The movement in savings related share option schemes in the year were as follows:
Consolidated
As at 31 March 2009
Award Date
25 July 2003
16 July 2004
16 July 2004
14 July 2005
14 July 2005
11 July 2006
11 July 2006
10 July 2007
10 July 2007
17 July 2008
17 July 2008
As at 31 March 2008
Award Date
25 July 2003
25 July 2003
16 July 2004
16 July 2004
14 July 2005
14 July 2005
11 July 2006
11 July 2006
10 July 2007
10 July 2007
Option
Price
(pence)
562
622
622
886
886
999
999
1,306
1,306
1,274
1,274
Option
Price
(pence)
562
562
622
622
886
886
999
999
1,306
1,306
Outstanding
at start
of year
786,541
3,516
547,803
359,570
1,127,221
385,885
632,609
309,354
594,317
–
–
Granted
Exercised
Lapsed
–
–
–
–
–
–
–
–
–
358,938
681,826
(775,473)
(3,033)
(3,093)
(350,829)
(4,345)
(3,051)
(1,554)
(288)
–
–
–
(4,332)
(483)
(8,336)
(4,739)
(28,605)
(19,389)
(38,615)
(33,826)
(57,421)
(25,940)
(37,078)
Outstanding
at end
of year
6,736
–
536,374
4,002
1,094,271
363,445
592,440
275,240
536,896
332,998
644,748
Date
from which
exercisable
Expiry
date
1 October 2008 31 March 2009
1 October 2007 31 March 2008
1 October 2009 31 March 2010
1 October 2008 31 March 2009
1 October 2010 31 March 2011
1 October 2009 31 March 2010
1 October 2011 31 March 2012
1 October 2010 31 March 2011
1 October 2012 31 March 2013
1 October 2011 31 March 2012
1 October 2013 31 March 2014
4,746,816
1,040,764
(1,141,666)
(258,764)
4,387,150
Outstanding
at start
of year
3,169
802,001
292,442
565,246
377,722
1,159,491
416,848
669,139
–
–
4,286,058
Granted
Exercised
Lapsed
–
–
–
–
–
–
–
–
316,861
610,452
(1,066)
(5,235)
(285,960)
(1,867)
(5,192)
(458)
(2,825)
(341)
(22)
–
(2,103)
(10,225)
(2,966)
(15,576)
(12,960)
(31,812)
(28,138)
(36,189)
(7,485)
(16,135)
Outstanding
at end
of year
–
786,541
3,516
547,803
359,570
1,127,221
385,885
632,609
309,354
594,317
Date
from which
exercisable
Expiry
date
1 October 2006 31 March 2007
1 October 2008 31 March 2009
1 October 2007 31 March 2008
1 October 2009 31 March 2010
1 October 2008 31 March 2009
1 October 2010 31 March 2011
1 October 2009 31 March 2010
1 October 2011 31 March 2012
1 October 2010 31 March 2011
1 October 2012 31 March 2013
927,313
(302,966)
(163,589)
4,746,816
As share options are exercised continuously throughout the year, the weighted average share price during the period of 1,290p
(2008 – 1,503p) is considered representative of the weighted average share price at the date of exercise. The weighted average
share price of forfeitures is simply the option price to which the forfeit relates.
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Company
As at 31 March 2009
Award Date
25 July 2003
16 July 2004
14 July 2005
10 July 2007
17 July 2008
As at 31 March 2008
Award Date
25 July 2003
16 July 2004
14 July 2005
10 July 2007
Option
price
(pence)
562
622
886
1,306
1,274
Outstanding
at start
of year
Granted
Exercised
Outstanding
at end
of year
Date
from which
cisable
exer
Expiry
date
1,700
1,681
3,655
144
–
7,180
Option
price
(pence)
562
622
886
1,306
–
–
–
–
442
442
(1,700)
–
–
–
–
(1,700)
–
1,681
3,655
144
442
5,922
1 October
1 October
1 October
1 October
1 October
2008
2009
2010
2010
2011
31 March 2009
31 March 2010
31 March 2011
31 March 2011
31 March 2012
Outstanding
at start
of year
Outstanding
at end
of year
Granted
Date
from which
cisable
exer
Expiry
date
1,700
1,681
3,655
–
7,036
–
–
–
144
144
1,700
1,681
3,655
144
7,180
1 October
1 October
1 October
1 October
2008
2009
2010
2010
31 March 2009
31 March 2010
31 March 2011
31 March 2011
No options were forfeited in the year. Of the outstanding options at the end of the year, none were exercisable.
The fair-value of these share options at the measurement date, calculated using the Black-Scholes model, and the assumptions
made in that model are as follows:
July 2003
July 2004
July 2005
July 2006
July 2007
July 2008
3 Year
5 Year
3 Year
5 Year
3 Year
5 Year
3 Year
5 Year
3 Year
5 Year
3 Year
5 Year
Fair-value of option
Expected volatility
Risk free rate
Expected dividends
Term of the option
Underlying price at grant date
Strike price
97p
17%
4.7%
4.6%
3 yrs
630p
562p
105p
17%
4.8%
4.6%
5 yrs
630p
562p
108p
17%
4.7%
4.6%
3 yrs
699p
622p
117p
17%
4.8%
4.6%
5 yrs
699p
622p
126p
15%
4.1%
4.2%
3 yrs
967p
886p
137p
217p
227p
287p
313p
304p
339p
19%
4.7%
4.8%
3 yrs
28%
25%
15%
5.0%
5.8%
4.2%
4.2%
5.3%
4.2%
5 yrs
5 yrs
3 yrs
967p 1,180p 1,180p 1,460p 1,460p 1,397p 1,397p
999p 1,306p 1,306p 1,274p 1,274p
886p
28%
4.9%
4.1%
3 yrs
25%
5.7%
5.2%
5 yrs
19%
4.7%
4.8%
5 yrs
999p
Expected price volatility was determined by calculating the historical volatility of the Group’s share price over the previous 12 months.
(ii) Share Incentive Plan
Matching Shares
Con
solidated
Com
pany
2009
Weighted
average price
(pence)
Shares
Outstanding at start of year
Granted during the year
Forfeited during the year
Exercised during the year
Outstanding at end of year
Exercisable at end of year
994,453
397,958
(103,503)
(28,532)
1,260,376
334,530
1,170
1,260
887
1,290
1,248
1,238
2008
Weighted
average price
(pence)
2009
Weighted
average price
(pence)
Shares
1,034
1,506
1,211
1,503
1,170
747
1,180
260
(140)
–
1,300
560
1,071
1,260
887
–
1,129
817
Shares
750,971
287,023
(26,235)
(17,306)
994,453
204,167
2008
Weighted
average price
(pence)
959
1,507
–
–
1,071
747
Shares
940
240
–
–
1,180
480
As shares are exercised continuously throughout the year, the weighted average share price during the period of 1,290p (2008 – 1,503p)
is considered representative of the weighted average share price at the date of exercise.
The fair-value of shares in the share incentive plan is not subject to valuation using the Black-Scholes model. However, the fair-value
of shares granted in the year is equal to the weighted average price and is based on the price paid for the shares at the grant date
as shares are acquired out of the market as at that date to satisfy awards made under the scheme.
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128
Notes on the Financial Statements (continued)
for the year ended 31 March
28. EMPLOYEE SHARE-BASED PAYMENTS (continued)
Free shares
Consolidated
Company
2009
Weighted
average price
(pence)
Shares
648,230
151,440
(23,360)
(50,581)
725,729
362,567
1,161
1,417
1,161
1,290
1,205
965
2008
Weighted
average price
(pence)
2009
Weighted
average price
(pence)
Shares
965
1,484
1,182
1,503
1,161
–
280
40
–
–
320
200
1,113
1,417
–
–
1,151
965
Shares
433,300
245,020
(22,860)
(7,230)
648,230
–
2008
Weighted
average price
(pence)
965
1,484
–
–
1,113
–
Shares
200
80
–
–
280
–
Outstanding at start of year
Granted during the year
Forfeited during the year
Exercised during the year
Outstanding at end of year
Exercisable at end of year
As shares are exercised continuously throughout the year, the weighted average share price during the period of 1,290p (2008 – 1,503p)
is considered representative of the weighted average share price at the date of exercise.
The fair-value of these shares is not subject to valuation using the Black-Scholes model. However, the fair-value of shares granted
in the year is equal to the weighted average price and is based on the price paid for the shares at the grant date as shares are acquired
out of the market as at that date to satisfy awards made under the scheme.
(iii) Deferred bonus scheme
Outstanding at start of year
Granted during the year
Forfeited during the year
Exercised during the year
Outstanding at end of year
Exercisable at end of year
Consolidated
Company
2009
Weighted
average price
(pence)
Shares
574,484
167,802
(3,715)
(126,096)
612,475
205,434
1,273
1,545
1,273
1,386
1,324
789
Shares
600,030
118,276
(2,189)
(141,633)
574,484
105,330
2008
Weighted
average price
(pence)
2009
Weighted
average price
(pence)
Shares
976
1,455
1,220
1,452
1,273
665
316,349
27,752
–
(52,493)
291,608
104,041
984
1,545
–
1,401
961
789
2008
Weighted
average price
(pence)
924
1,455
–
1,434
984
665
Shares
340,970
33,666
–
(58,287)
316,349
72,635
The fair-value of the deferred bonus shares is not subject to valuation using the Black-Scholes model. However, the fair-value
of shares granted in the year is equal to the weighted average price and is based on the price paid for the shares at the grant date
as shares are acquired out of the market as at that date to satisfy awards made under the scheme.
(iv) Performance Share Plan
Consolidated
Company
2009
Weighted
average price
(pence)
Shares
Outstanding at start of year
Granted during the year
630,567
504,456
Outstanding at end of year
1,135,023
1,347
1,545
1,435
2008
Weighted
average price
(pence)
2009
Weighted
average price
(pence)
Shares
1,220
1,434
1,347
367,877
225,245
593,122
1,345
1,545
1,421
2008
Weighted
average price
(pence)
1,220
1,434
1,345
Shares
151,351
216,526
367,877
Shares
256,554
374,013
630,567
Of the outstanding options at the end of the year, none were exercisable.
The fair-value of the performance share plan shares is not subject to valuation using the Black-Scholes model. The fair-value
of shares granted in the year is equal to closing market price on the date of grant.
29. FINANCIAL INSTRUMENTS AND RISK
This note presents information about the fair-value of the Group’s financial instruments, the Group’s exposure to the risks
associated with those instruments, the Group’s objectives, policies and processes for measuring and managing risk, and the
Group’s management of capital. Further qualitative disclosures are included throughout these consolidated financial statements.
The Group has exposure to the following risks from its use of financial instruments:
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Annual Report 2009
(i) Credit risk
(ii) Liquidity risk and Going Concern
(iii) Commodity risk
(iv) Currency risk
(v)
Interest rate risk
The Board has overall responsibility for the establishment and oversight of the Group’s risk management framework. The Board
established the Risk and Trading Committee, a standing committee of the Board comprising three executive directors and senior
managers from the Generation and Supply and Finance functions, to oversee the control of these activities. This committee is
discussed further in the Directors Report.
The Group’s policies for risk management are established to identify the risks faced by the Group, to set appropriate risk limits
and controls, and to monitor risks and adherence to limits. These policies, and the systems used to monitor activities, are reviewed
regularly by the Risk and Trading Committee.
Exposure to the commodity, currency and interest rate risks noted arise in the normal course of the Group’s business and derivative financial
instruments are entered into to hedge exposure to these risks. The objectives and policies for holding or issuing financial instruments
and similar contracts, and the strategies for achieving those objectives that have been followed during the year are explained below.
The Company is required to disclose information on its financial instruments and has adopted policies identical to that of the Group,
where applicable. Separate disclosure is provided where necessary.
Before detailing the relevant qualitative and quantitative disclosures in relation to the potential risks faced by the Group, details
on the different categories of financial instrument and the carrying and fair-values of each of those categories is provided below.
A. CATEGORIES OF FINANCIAL INSTRUMENTS AND FAIR-VALUES OF THOSE ASSETS AND LIABILITIES
The fair-values of the primary financial assets and liabilities of the Group together with their carrying values are as follows:
Financial assets
Current
Trade receivables
Other receivables
Cash collateral
Cash and cash equivalents
Derivative financial assets
Non-current
Derivative financial assets
Financial Liabilities
Current
Trade payables
Bank loans and overdrafts
Derivative financial liabilities
Non-current
Loans and Borrowings (iii)
Derivative financial liabilities
2009
2009
Amortised Designated
at fair-
value (ii)
£m
cost or
other (i)
£m
2009
Total
carrying
value
£m
2009
Fair-
value
£m
3,333.3
481.7
86.9
295.9
–
–
–
–
–
1,537.7
3,333.3
481.7
86.9
295.9
1,537.7
4,197.8
1,537.7
5,735.5
3,333.3
481.7
86.9
295.9
1,537.7
5,735.5
2008
2008
Amortised Designated
at fair-
value (ii)
£m
cost or
other (i)
£m
2,042.2
170.4
5.6
255.3
–
–
–
–
–
1,106.5
2008
Total
Carrying
value
£m
2,042.2
170.4
5.6
255.3
1,106.5
2008
Fair-
value
£m
2,042.2
170.4
5.6
255.3
1,106.5
2,473.5
1,106.5
3,580.0
3,580.0
–
449.2
449.2
449.2
–
318.9
318.9
318.9
4,197.8
1,986.9
6,184.7
6,184.7
2,473.5
1,425.4
3,898.9
3,898.9
(2,603.6)
(1,060.0)
–
–
–
(2,451.0)
(2,603.6)
(1,060.0)
(2,451.0)
(2,603.6)
(1,068.9)
(2,451.0)
(1,849.0)
(1,847.5)
–
–
–
(1,229.4)
(1,849.0)
(1,847.5)
(1,229.4)
(1,849.0)
(1,848.7)
(1,229.4)
(3,663.6)
(2,451.0)
(6,114.6)
(6,123.5)
(3,696.5)
(1,229.4)
(4,925.9)
(4,927.1)
(4,369.1)
–
33.4
(959.5)
(4,335.7)
(959.5)
(4,472.6)
(959.5)
(2,073.1)
–
–
(313.3)
(2,073.1)
(313.3)
(2,041.9)
(313.3)
(4,369.1)
(926.1)
(5,295.2)
(5,432.1)
(2,073.1)
(313.3)
(2,386.4)
(2,355.2)
(8,032.7)
(3,377.1) (11,409.8) (11,555.6)
(5,769.6)
(1,542.7)
(7,312.3)
(7,282.3)
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Net financial liabilities
(3,834.9)
(1,390.2)
(5,225.1)
(5,370.9)
(3,296.1)
(117.3)
(3,413.4)
(3,383.4)
(i) Recorded at amortised cost or loans and receivables.
(ii) IAS 39 financial instruments.
(iii) Includes non-recourse borrowings.
Scottish and Southern Energy
Annual Report 2009
130
Notes on the Financial Statements (continued)
for the year ended 31 March
A. CATEGORIES OF FINANCIAL INSTRUMENTS AND FAIR-VALUES OF THOSE ASSETS AND LIABILITIES (continued)
The fair-values of the primary financial assets and liabilities of the Company together with their carrying values are as follows:
2009
Amortised
cost or
other (i)
£m
2009
Designated
at fair-
value (ii)
£m
2009
Total
carrying
value
£m
2009
Fair-
value
£m
2008
Amortised
cost or
other (i)
£m
2008
Designated
at fair-
value (ii)
£m
2008
Total
carrying
value
£m
2008
Fair-
value
£m
Financial assets
Current
Cash and cash equivalents
Amounts owed by subsidiary undertakings
Derivative financial assets
135.1
3,052.7
–
3,187.8
–
–
178.1
178.1
135.1
3,052.7
178.1
135.1
3,052.7
178.1
3,365.9
3,365.9
104.2
2,328.5
–
2,432.7
Non-current
Amounts owed by subsidiary undertakings 2,066.9
5,254.7
–
2,066.9
178.1
5,432.8
2,066.9
5,432.8
1,772.7
4,205.4
Financial Liabilities
Current
Bank loans and overdrafts
Convertible bond
Amounts owed to subsidiary undertakings
Derivative financial liabilities
Non-current
Loans and borrowings
Amounts owed to subsidiary undertakings
(900.8)
(15.6)
(2,517.2)
–
–
–
–
(130.8)
(900.8)
(15.6)
(2,517.2)
(130.8)
(900.8)
(19.6)
(2,517.2)
(130.8)
–
–
(3,526.7)
–
(3,433.6)
(130.8)
(3,564.4)
(3,568.4)
(3,526.7)
(2,661.7)
(240.2)
(2,901.9)
33.4
–
33.4
(2,628.3)
(240.2)
(2,868.5)
(6,335.5)
(97.4)
(6,432.9)
(2,841.5)
(240.2)
(3,081.7)
(6,650.1)
(372.4)
(240.2)
(612.6)
(4,139.3)
–
–
1.1
1.1
–
1.1
–
–
–
–
–
–
–
–
–
104.2
2,328.5
1.1
104.2
2,328.5
1.1
2,433.8
2,433.8
1,772.7
1,772.7
4,206.5
4,206.5
–
–
(3,526.7)
–
–
–
(3,526.7)
–
(3,526.7)
(3,526.7)
(372.4)
(240.2)
(612.6)
(414.1)
(240.2)
(654.3)
(4,139.3)
(4,181.0)
Net financial (liabilities)/asset
(1,080.8)
80.7
(1,000.1)
(1,217.3)
66.1
1.1
67.2
25.5
(i) Recorded at amortised cost or loans and receivables.
(ii) IAS 39 financial instruments.
Basis of determining fair-value
Certain assets and liabilities designated and carried at amortised cost are loans and receivables. For certain current assets
and liabilities their carrying value is equivalent to fair-value due to short term maturity.
Assets and liabilities designated at fair-value and the fair-value of other financial assets and liabilities have been determined
by reference to closing rate market values. This basis has been used in valuing interest rate instruments, foreign currency hedge
contracts and denominated long-term fixed rate debt. Commodity contracts fair-values are based on published price quotations.
The fair-values are stated at a specific date and may be different from the amounts which will actually be paid or received
on settlement of the instruments. The fair-value of items such as property, plant and equipment, internally generated brands
or the Group’s customer base are not included as these are not financial instruments.
131
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Annual Report 2009
B. RISKS FROM USE OF FINANCIAL INSTRUMENTS
(i) Credit risk
Credit risk is the risk of financial loss to the Group if a customer or counterparty fails to meet its contractual obligations.
Credit risk arising from the Group’s normal commercial operations is controlled by individual business units operating in accordance
with Group policies and procedures. Generally, for significant contracts, individual business units enter into contracts or agreements
with counterparties having investment grade credit ratings only, or where suitable collateral or other security has been provided.
Counterparty credit validation is undertaken prior to contractual commitment.
Credit risk management for the Group’s regulated businesses is performed in accordance with industry standards as set out by the
Regulator and is controlled by the individual business units. The Group’s greatest credit risks lie with the non-regulated operations
of the Generation and Supply business and the activities carried out by the Group’s Treasury function, for which specific credit risk
controls that match the risk profile of those activities are applied.
Exposure to credit risk in the supply of electricity and gas arises from the potential of a customer defaulting on their invoiced
payables. The financial strength and creditworthiness of business customers is assessed prior to commencing, and for the duration
of, their contract of supply. Domestic customers’ creditworthiness is reviewed from a variety of internal and external information.
Exposure to credit risk in the procurement of wholesale energy and fuel is managed by reference to agreed transaction credit limits
which are determined by whether the counterparty:
(i) holds an investment grade credit rating; or
(ii)
can be assessed as adequately creditworthy in accordance with internal credit rules using information from other external
credit agencies; or
(iii) can provide a guarantee from an investment grade rated entity or post suitable collateral or provide other acceptable
assurances in accordance with group procedures where they have failed to meet the above conditions; or
(iv) can be allocated a non-standard credit limit approved by the Risk Committee within its authorised limits as delegated
by the Group Board.
Credit support clauses or side agreements are typically included or entered into to protect the Group against counterparty failure
or non-delivery. Within the Generation and Supply business, increasing volumes of commodity derivative products are now traded
through cleared exchanges to further mitigate credit risk. Such exchanges are subject to strict regulation by the UK Financial
Services Authority (FSA) and participants in these exchanges are obliged to meet rigorous capital adequacy requirements.
Individual counterparty credit exposures are monitored by category of credit risk and are subject to approved limits. At 31 March
2009, the Group’s Generation and Supply business had pledged £221m (2008 – £135m) of cash collateral and letters of credit and
had received £28m (2008 – £74m) of cash collateral and letters of credit principally to reduce exposures on commodity price risk.
Bank credit exposures, which are monitored and reported on daily, are calculated on a mark-to-market basis and adjusted for
future volatility and probability of default. Any issues relating to these credit exposures are presented for discussion and review
by the Risk Committee.
Cash and cash equivalents comprise cash in hand and deposits which are readily convertible to cash. These are subject to insignificant
risk of change in value or credit risk. Derivative financial instruments are entered into to cover the Group’s market risks – commodity
risk, interest rate risk, currency risk – and are consequently covered elsewhere in this note.
Trade receivables represent the most significant exposure to credit risk and are stated net of collateral held, letters of credit
or other credit enhancements. The trade receivables total includes an allowance for impairment.
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132
Notes on the Financial Statements (continued)
for the year ended 31 March
B. RISKS FROM USE OF FINANCIAL INSTRUMENTS (continued)
Concentrations of risk
Trade receivables recorded by reported segment held at the 31 March were:
Power Systems
Scotland
England
Generation and Supply
Retail customers
Wholesale and trading receivables
Other
Other businesses
2009
£m
20.0
35.6
55.6
994.6
1,978.0
113.5
191.6
3,333.3
2008
£m
18.6
19.7
38.3
554.0
1,165.6
74.7
209.6
2,042.2
The Generation and Supply segment accounts for 92.6% (2008 – 87.9%) of the Group’s trade receivables. Trade receivables associated
with the Group’s 9.05 million electricity and gas customers are recorded in this segment. The Group also has significant receivables
associated with its wholesale and trading activities which are generally settled within 2 to 4 weeks from invoicing. The Group’s exposure
to credit risk is therefore subject to diversification with no exposure to individual customers totalling >10% of trade receivables.
The Group’s biggest customer balance, due from a wholesale electricity customer, is less than 6% (2008 – 5%) of the total.
The ageing of trade receivables at the reporting date was:
Not past due
Past due but not individually impaired:
0-30 days
31-90 days
Over 90 days
Less: allowance for impairment
Net trade receivables
2009
£m
2008
£m
3,008.1
1,873.8
192.6
96.0
163.3
3,460.0
(126.7)
3,333.3
106.0
61.6
116.5
2,157.9
(115.7)
2,042.2
The Group has past due debt which has not had an impairment allowance set aside to cover potential credit losses. The Group has
procedures to pursue customers in significant arrears and believes its impairment policy in relation to such balances is appropriate.
Those debts which are neither past due nor impaired are expected to be recoverable.
The Group has other receivables which are financial assets totalling £481.7m (2008 – £176.0m). The Company does not have
trade receivables.
The movement in the allowance for impairment of trade receivables was:
Balance at 1 April
Increase in allowance for impairment
Impairment losses recognised
Recovery of impairment loss previously recognised
Acquired allowance
Balance at 31 March
2009
£m
115.7
35.2
(39.9)
15.7
–
126.7
2008
£m
85.3
69.5
(50.2)
8.6
2.5
115.7
At the end of each reporting period a review of the provision for bad and doubtful debts is performed. It is an assessment of the
potential amount of trade receivables which will not be paid by customers after the balance sheet date. This amount is calculated
by reference to the age, status and risk of each receivable.
133
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Annual Report 2009
(ii) Liquidity risk and Going Concern
Liquidity risk, the risk that the Group will have insufficient funds to meet its liabilities, is managed by the Group’s Treasury function.
The Group can have significant movements in its liquidity position due to movements in commodity prices, working capital requirements,
the seasonal nature of the business and phasing of its capital expenditure programme.
Treasury is responsible for managing the banking and liquidity requirements of the Group, risk management relating to interest
rate and foreign exchange exposures, and for managing the credit risk relating to the banking counterparties with which it transacts.
Short term liquidity is reviewed daily by Treasury. The department’s operations are governed by policies determined by the Board
and any breaches of these policies are reported to the Risk Committee and Audit Committee. The longer term liquidity position is
reviewed on a regular basis by the Board.
In relation to the Group’s liquidity risk, the Group’s policy is to ensure, as far as possible, that it will always have sufficient liquidity
to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage
to the Company’s reputation.
The Group’s approach to managing liquidity is to seek to ensure that the Group has available committed borrowings and facilities
equal to at least 105% of forecast borrowings over a rolling 12 month period. However due to the level of debt refinancing combined
with the deteriorating conditions in the capital and banking markets during the latter half of 2008, the Group decided to temporarily
relax this test and focus on a shorter rolling period. The Directors consider this to be an acceptable funding policy taking into account
the carrying cost of long term debt compared to short term debt.
The Group uses a cash flow forecast to monitor its ongoing borrowing requirements. Typically, the Group will fund any short term
borrowing positions by issuing commercial paper or borrowing from uncommitted bank lines and will invest in money market funds
when it has a cash surplus. In addition to the borrowing facilities listed at note 21, the Group has £75m of uncommitted bank lines
and a £20m overdraft facility.
On 3 April the Group entered into a new £850m revolving credit facility which will mature in June 2012. A further £150m of bilateral
facilities have been agreed and approved subject to documentation, and these will also mature in June 2012. At the time of signing
the accounts, these facilities were undrawn.
Under the going concern principle, the Group expects to issue medium to long term debt during the year ended 31 March 2010.
In addition, liquidity in the commercial paper market and the availability of undrawn committed bank facilities has enabled the Directors
to conclude that the Group has sufficient headroom to continue as a going concern. In coming to this conclusion the Directors have
taken into account the successful issuance of £2.4bn of medium to long term debt during the year ended 31 March 2009, the Group’s
credit rating, the successful renewal and increase of committed bank facilities and current market conditions. The statement of
going concern is included in the Directors’ Corporate Governance report on page 61.
Treasury also manage the Group’s interaction with its relationship banks (defined as those banks that support the company’s
financing activities through their ongoing participation in the committed lending facilities that are maintained by the Group).
These are each allocated financial limits, subject to the maintenance of a minimum credit rating of ‘A’ or equivalent allocated by
a recognised major ratings group. In respect of short-term cash management, counterparties are subject to review and approval
according to defined criteria.
High volatility in commodity prices during the year has resulted in substantially increased cash amounts being posted in respect
of mark-to-market related margin calls on exchange traded positions. As at 31 March 2009, the value of outstanding cash collateral
posted totalled £86.9m (2008 – £5.6m), representing a net cash outflow during the year of £81.3m.
The contractual cash flows shown in the following tables are the contractual undiscounted cashflows under the relevant financial
instruments. Where the contractual cashflows are variable based on a price, foreign exchange rate or index in the future, the
contractual cashflows in the following tables have been determined with reference to the relevant price, foreign exchange rate,
interest rate or index as at the balance sheet date. In determining the interest element of contractual cashflows in cases where
the Group has a choice as to the length of interest calculation periods and the interest rate that applies varies with the period
selected, the contractual cashflows have been calculated assuming the Group selects the shortest available interest calculation
periods. Where the holder of an instrument has a choice of when to redeem, the amounts in the following tables are on the
assumption the holder redeems at the earliest opportunity.
The numbers in the following tables have been included in the Group’s cash flow forecasts for the purposes of considering
Liquidity Risks as noted above.
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134
Notes on the Financial Statements (continued)
for the year ended 31 March
B. RISKS FROM USE OF FINANCIAL INSTRUMENTS (continued)
The following are the contractual liabilities of financial liabilities excluding the impact of netting agreements.
Liquidity risk
Financial liabilities
Loans and borrowings
Bank overdrafts
Commercial paper
and cash advances
Bank loans – floating
Bank loans – fixed
Unsecured bonds –
fixed
Convertible bond
Non-recourse funding
Airtricity debt
Fair-value adjustment
Finance lease
obligations
2009
2009
Carrying Contractual
2009
0-12
value cash flows months
£m
£m
£m
2009
1-2
years
£m
2009
2-5
years
£m
2009
2008
2008
> 5 Carrying Contractual
2008
0-12
value cash flows months
£m
£m
£m
years
£m
2008
1-2
years
£m
2008
2-5
years
£m
2008
> 5
years
£m
2.3
(2.3)
(2.3)
–
–
–
12.2
(12.2)
(12.2)
–
–
–
900.8
220.0
520.0
(904.2)
(238.1)
(622.9)
(904.2)
(5.9)
(117.8)
–
(74.3)
(57.4)
–
(132.7)
(447.7)
– 1,696.3
150.0
270.2
(25.2)
–
(1,706.7) (1,706.7)
(7.8)
(39.0)
(187.8)
(331.0)
–
(7.5)
(39.3)
–
(145.9)
(173.0)
–
(26.6)
(79.7)
3,263.7 (6,780.4)
(16.5)
(689.8)
–
–
15.6
506.7
–
(33.4)
(195.8)
(16.5)
(74.5)
–
–
5,395.7 (9,254.2) (1,317.0)
0.5
(0.8)
(0.1)
5,396.2 (9,255.0) (1,317.1)
–
(56.0)
–
–
(195.9) (1,843.7) (4,545.0) 1,073.6
76.3
99. 1
542.9
–
(383.6) (2,578.3) (4,975.3) 3,920.6
–
(405.1)
–
–
–
(154.2)
–
–
(0.1)
0.6
(383.7) (2,578.6) (4,975.6) 3,921.2
(0.3)
(0.3)
(2,755.0)
(83.7)
(99.0)
(726.6)
–
(53.4)
(3.0)
(8.6)
(145.9)
–
(53.4)
(80.7)
(8.8)
(214.7)
–
(160.6) (2,487.6)
–
(51.1)
(248.1)
–
–
(30.5)
(117.9)
–
(5,902.0) (1,976.6)
(404.4)
(627.9) (2,893.1)
(0.6)
(0.2)
(0.2)
(0.2)
–
(5,902.6) (1,976.8)
(404.6)
(628.1) (2,893.1)
Derivative financial liabilities
Operating derivatives
designated at
fair-value
Interest rate swaps
used for hedging
Interest rate swaps
designated at
fair-value
Forward exchange
contracts held
for hedging
Forward exchange
contracts designated
at fair-value
79.3
112.3
0.3
3,218.4 (2,892.4) (2,497.0)
(158.3)
(226.0)
(11.1) 1,492.3 3,478.0 2,881.2
496.8
78.0
22.0
(79.3)
(16.1)
(13.1)
(31.1)
(19.0)
12.8
(12.8)
(3.8)
(3.7)
(4.2)
(1.1)
(112.3)
(5.3)
(5.3)
(14.3)
(87.4)
24.4
(24.4)
(1.3)
(1.3)
(3.8)
(18.0)
(21.9)
(20.6)
(0.6)
(0.7)
–
3.8
(88.8)
(58.4)
(21.6)
(8.8)
–
0.2
(16.5)
(16.5)
–
–
3,410.5 (3,122.4) (2,555.5)
(177.3)
(272.1)
–
(9.1)
(117.5) 1,542.7 3,305.5 2,808.6
(46.5)
9.4
(4.8)
(25.2)
465.4
36.0
(7.4)
(4.5)
Other financial liabilities
Trade payables
2,603.6 (2,603.6) (2,603.6)
2,603.6 (2,603.6) (2,603.6)
–
–
–
–
– 1,849.0
– 1,849.0
(1,849.0) (1,849.0)
(1,849.0) (1,849.0)
–
–
–
–
–
–
Total
11,410.3 (14,981.0) (6,476.2)
(561.0) (2,850.7) (5,093.1) 7,312.9
(4,446.1) (1,017.2)
60.8
(592.1) (2,897.6)
Derivative financial assets
Financing derivatives
Operating derivatives
designated at
fair-value
(178.1)
(550.6)
(447.3)
(24.4)
(45.6)
(33.3)
(35.6)
(197.3)
(104.8)
(27.6)
(25.4)
(39.5)
(1,808.8) (1,394.0)
(371.8)
(833.9)
(181.8)
(1,986.9) (1,944.6)
(819.1)
(858.3)
(227.4)
(6.5) (1,389.8) (3,957.9) (3,245.7)
(39.8) (1,425.4) (4,155.2) (3,350.5)
(497.3)
(211.0)
(3.9)
(524.9)
(236.4)
(43.4)
Net total (i)
9,423.4 (16,925.6) (7,295.3) (1,419.3) (3,078.1) (5,132.9) 5,887.5
(8,601.3) (4,367.7)
(464.1)
(828.5) (2,941.0)
(i)
The Group believes the liquidity risk associated with out-of-the-money operating derivative contracts needs to be considered in conjunction with the
profile of payments or receipts arising from derivative financial assets. It should be noted that cash flows associated with future energy sales and
commodity contracts which are not IAS 39 financial instruments are not included in this analysis, which is prepared in accordance with IFRS 7.
135
Scottish and Southern Energy
Annual Report 2009
The Company has the following liquidity maturity profile:
Liquidity risk
2009
2009
Carrying Contractual
2009
0-12
value cash flows months
£m
£m
£m
2009
1-2
years
£m
2009
2-5
years
£m
2009
2008
2008
> 5 Carrying Contractual
2008
0-12
value cash flows months
£m
£m
£m
years
£m
2008
1-2
years
£m
2008
2-5
years
£m
2008
> 5
years
£m
Financial liabilities
Loans and borrowings
Commercial paper
and cash advances
Bank loans – floating
Bank loans – fixed
Unsecured bonds –
fixed
Convertible bond
Fair-value adjustment
900.8
70.0
210.0
(904.2)
(72.3)
(264.8)
(904.2)
(1.9)
(12.5)
–
(70.4)
(12.5)
–
–
(239.8)
– 1,696.3
–
–
–
–
(1,706.7) (1,706.7)
–
–
–
–
–
–
–
–
–
–
–
–
–
2,381.7 (4,516.8)
(16.5)
–
15.6
(33.4)
(155.6)
(16.5)
–
3,544,7 (5,774.6) (1,090.7)
(155.6) (1,722.0) (2,483.6)
–
–
296.1
76.3
–
(238.5) (1,961.8) (2,483.6) 2,068.7
–
–
–
–
(564.4)
(83.7)
–
(17.6)
(3.0)
–
(2,354.8) (1,727.3)
(17.6)
(80.7)
–
(98.3)
(52.9)
–
–
(476.3)
–
–
(52.9)
(476.3)
33.4
Derivative financial liabilities
Interest rate swaps
used for hedging
Interest rate swaps
designated at fair-value 96.8
Forward exchange
contracts held for
hedging
Forward exchange
contracts designated
at fair-value
0.3
0.3
(33.4)
(7.4)
(7.4)
(18.6)
–
20.4
(20.4)
(1.0)
(1.0)
(3.0)
(15.4)
(96.8)
(4.1)
(4.1)
(12.2)
(76.4)
–
–
–
–
–
–
(21.9)
(20.6)
(0.6)
(0.7)
(16.5)
(16.5)
–
–
–
–
(9.8)
(202.8)
(90.8)
(43.4)
(28.8)
(39.8)
130.8
(168.6)
(48.6)
(12.1)
(31.5)
(76.4)
(1.1)
(354.0)
(173.9)
(11.7)
(130.8)
(82.1)
(10.6)
(55.0)
(30.7)
(62.5)
(7.4)
(62.6)
Other financial liabilities
Amounts due to
subsidiary
undertakings
2,517.2 (2,517.2) (2,517.2)
2,517.2 (2,517.2) (2,517.2)
–
–
–
–
– 3,526.7
– 3,526.7
(3,526.7) (3,526.7)
(3,526.7) (3,526.7)
–
–
–
–
–
–
Total
6,192.7 (8,460.4) (3,656.5)
(250.6) (1,993.3) (2,560.0) 5,594.3
(6,235.5) (5,427.9)
(153.3)
(115.4)
(538.9)
Derivative financial assets
Financing derivatives
(178.1)
(550.6)
(447.3)
(24.4)
(45.6)
(33.3)
–
–
–
–
–
–
Net total
6,014.6 (9,011.0) (4,103.8)
(275.0) (2,038.9) (2,593.3) 5,594.3
(6,235.5) (5,427.9)
(153.3)
(115.4)
(538.9)
(iii) Commodity risk
The Group’s Generation and Supply business faces exposure to energy commodity price movements and also to physical commodity
volume requirements as part of its normal course of business. This arises from the Group’s requirement to source gas or electricity
to supply customers, or to procure fuel to produce electricity from its generation assets.
The Group’s strategy is to manage all exposures to commodity risk through volumetric limits and to measure the exposure
by use of a Value at Risk (VaR) model. The exposure is subject to financial limits established by the Board and managed by the
Risk and Trading Committee and is reported to the Committee on a monthly basis and to the Board when certain trigger levels are
exceeded. Within this approach, only certain of the Group’s energy commodity contracts are deemed to constitute financial instruments
under IAS 39. As a result, while the Group manages the commodity price risk associated with both financial and non-financial
commodity contracts, it is only the fair-value of IAS 39 financial instruments which represents the exposure of the Group’s commodity
price risk under IFRS 7. This is a consequence of the accounting policy which requires that commodity contracts which are designated
as financial instruments under IAS 39 should be accounted for on a fair-value basis with changes in fair-value reflected in profit
or equity. Conversely, commodity contracts that are not financial instruments under IAS 39 are accounted for as ‘own use’ contracts.
As fair-value changes in own use contracts are not reflected through profit or equity, these do not represent the IFRS 7 commodity
price risk. Therefore, as the overall Group VaR associated with the Generation and Supply business is monitored for internal risk
management purposes and is outside the scope of IAS 39, these measures are not required to comply with IFRS 7.
Operationally, the economic risks associated with this exposure are managed through a selection of longer and shorter term
contracts for commodities such as gas, electricity, coal and oil, and also the flexibility of the Group’s fleet of generation assets.
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136
Notes on the Financial Statements (continued)
for the year ended 31 March
B. RISKS FROM USE OF FINANCIAL INSTRUMENTS (continued)
Short-term exposures arise from the requirement to match volumes of procured gas, electricity and power station fuel with demand for gas
and electricity by its customers, which can vary from expectations and result in a requirement to close the resulting positions at unfavourable
prices. This aspect of commodity risk is managed through the ability to increase or decrease energy production either in the form of flexible
purchase contracts or assets such as pumped storage generating plant, flexible hydro generating plant, standby oil plant and gas storage.
Longer-term exposures are managed through the Group’s generation plant and longer term contracts (including forwards, futures
contracts and other financial instruments). These, in turn, are used to reduce short-term market exposures.
Certain commodity contracts are entered into primarily for own use purposes to supply to existing customers or to fuel existing power
stations. However, as noted, a number of these contracts do not qualify for own use treatment under IAS 39 and are subject to fair-value
measurement through the income statement. In addition to this, the Group enters into certain contracts to manage commodity price and
volume risk. These are also subject to fair-value measurement through the income statement. Finally, certain other physical contracts are
treated as the hedging instrument in documented cash flow hedging relationships where the hedged item is the forecast future purchase
requirement to meet production or customer demand. The accounting policies associated with such items are explained in note 1.
The consequential commodity risk which derives from these activities is quantified by the use of a Value at Risk (VaR) model which
considers exposures in all commodities and provides an estimate of the potential change to the Groups forecast profits over a given
period and to a given confidence level. The calculated financial risk is controlled through the imposition of a number of risk limits
approved by the Board and monitored and managed by the Risk Committee. The Group’s exposure to Commodity risk is reported
to and monitored by the Risk Committee and to the Board by exception.
The Group’s exposure to commodity price risk according to IFRS 7 is measured by reference to the Group’s IAS 39 commodity
contracts. IFRS 7 requires disclosure of a sensitivity analysis for market risks that is intended to illustrate the sensitivity of the
Group’s financial position and performance to changes in market variables impacting upon the fair-value or cash flows associated
with the Group’s financial instruments.
Therefore, the sensitivity analysis provided discloses the effect on profit or loss and equity at the balance sheet date assuming that
a reasonably possible change in the relevant commodity price had occurred, and been applied to the risk exposures in existence
at that date. The reasonably possible changes in commodity prices used in the sensitivity analysis were determined based on
calculated or implied volatilities where available, or historical data.
The sensitivity analysis has been calculated on the basis that the proportion of commodity contracts that are IAS 39 financial
instruments remains consistent with those at that point. Excluded from this analysis are all commodity contracts that are not
financial instruments under IAS 39.
Commodity prices
UK gas (p/therm)
UK power (£/MWh)
UK coal (US$/tonne)
UK emissions (€/tonne)
UK oil (US$/bbl)
2009
Reasonably possible
increase/decrease
in variable
Base Price (i)
2008
Reasonably possible
increase/decrease
in variable
Base Price (i)
59
49
83
13
62
+/-12
+/-10
+/-18
+/-4
+/-15
63
59
121
22
100
+/-10
+/-7
+/-12
+/-4
+/-10
(i) The base price represents the average forward market price over the duration of the active market curve used to calculate the sensitivity analysis.
The impacts of reasonably possible changes in commodity prices on profit after taxation based on the rationale described are as follows:
Incremental profit/(loss)
Commodity prices combined – increase
Commodity prices combined – decrease
2009
2008
Impact on
profit (£m)
Impact on
equity (£m)
Impact on
profit (£m)
Impact on
equity (£m)
417.4
(417.4)
–
–
(28.9)
28.9
(0.8)
0.8
The sensitivity analysis provided is hypothetical and is based on the Group’s commodity contracts under IAS 39. This analysis should
be used with caution as the impacts disclosed are not necessarily indicative of the actual impacts that would be experienced. It should
also be noted that these sensitivities are based on calculations which do not consider all interrelationships, consequences and
effects of such a change in those prices.
(iv) Currency risk
The Group publishes its consolidated financial statements in sterling but also conducts business in foreign currencies. As a result,
it is subject to foreign currency exchange risk arising from exchange rate movements which will be reflected in the Group’s
transaction costs or in the underlying foreign currency assets of its foreign operations.
137
Scottish and Southern Energy
Annual Report 2009
The Group’s policy is to use forward contracts, swaps and options to manage its exposures to foreign exchange risk. All such
exposures are transactional in nature, and relate primarily to procurement contracts, commodity purchasing and related freight
requirements, commodity hedging, long term plant servicing and maintenance agreements, and the purchase and sale of carbon
emission certificates. The policy is to seek to hedge 100% of its currency requirements arising under all committed contracts
excepting commodity hedge transactions, the requirements for which are significantly less predictable. The policy for these latter
transactions is to assess the Group’s requirements on a rolling basis and to enter into cover contracts as appropriate.
Following the acquisition last year of the Airtricity business, the Group has foreign operations with consequent currency exposure
issues. The refinancing in the current financial year has sought to match the Group’s net assets whose functional cash flows are
denominated in euros, with borrowings held in euros. For net assets whose functional cash flows are in sterling, the Group has
ensured sterling denominated borrowings are in place.
Significant exposures are reported to, and discussed by, the Risk and Trading Committee on an ongoing basis and additionally
form part of the bi-annual Treasury report to the Audit Committee.
At the balance sheet date, the total nominal value of outstanding forward foreign exchange contracts that the Group has committed to is:
Forward foreign exchange contracts
The Group’s exposure to foreign currency risk was as follows:
2009
¥m
DKK
(million)
€m
$m
¥m
Loans and borrowings
Purchase and commodity contract commitments
28,000.0
–
–
181.3
1,092.0
673.6
97.5
1,906.3
Gross exposure
–
181.3
1,765.6
2,003.8
Forward exchange/swap contracts
28,000.0
181.3
333.9
967.5
Net exposure (in currency)
Net exposure (in £m)
–
–
–
–
1,431.7
1,324.7
1,036.3
724.7
–
–
–
–
–
–
2009
£m
1,286.1
2008
£m
916.3
2008
DKK
(million)
€m
$m
–
241.2
1,115.0
203.6
100.0
1,936.6
241.2
1,318.6
2,036.6
241.2
202.4
1,458.9
–
–
1,116.2
888.1
577.7
290.8
This represents the net exposure to foreign currencies, reported in pounds sterling, and arising from all group activities. All sensitivity
analysis has been prepared on the basis of the relative proportions of instruments in foreign currencies being consistent as at the
balance sheet date. This includes only monetary assets and liabilities denominated in a currency other than sterling and excludes
the translation of the net assets of foreign operations but not the corresponding impact of the net investment hedge.
The sensitivity analysis is indicative only and it should be noted that the Group’s exposure to such market rate changes is continually
changing. The calculations are based on linear extrapolations of rate changes which may not reflect the actual result which would
impact upon the Group.
A 10% change in foreign currency exchange rates would have had the following impact on profit after taxation, based on the
assumptions presented above:
S
T
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M
E
T
A
T
S
L
A
C
N
A
N
I
F
I
US Dollars
Euro
DKK
¥
Equity
At
31 March 2009
£m
At
31 March 2008
£m
Income Statement
At
31 March 2009
£m
At
31 March 2008
£m
–
51.9
–
–
51.9
–
39.8
–
–
39.8
58.0
54.1
–
–
112.1
23.3
31.3
–
–
54.6
The impact of a decrease in rates would be an identical reduction in the annual charge. There is no impact on equity as the analysis
relates to the Group’s net exposure at the balance sheet date. Contracts qualifying for hedge accounting are, by definition, part of the
Group’s covered position.
(v) Interest rate risk
Interest rate risk derives from the Group’s exposure to changes in the value of an asset or liability or future cash flows through
changes in interest rates.
Scottish and Southern Energy
Annual Report 2009
138
Notes on the Financial Statements (continued)
for the year ended 31 March
B. RISKS FROM USE OF FINANCIAL INSTRUMENTS (continued)
The Group’s policy is to manage this risk by stipulating that a minimum of 50% of Group borrowings be subject to fixed rates
of interest, either directly through the debt instruments themselves or through the use of derivative financial instruments. Such
instruments include interest rate swaps and options, forward rate agreements and, in the case of debt raised in currencies other
than sterling, cross currency swaps. These practices serve to reduce the volatility of the Group’s financial performance.
Although interest rate derivatives are primarily used to hedge risk relating to current borrowings, under certain circumstances
they may also be used to hedge future borrowings. Any such pre-hedging is unwound at the time of pricing the underlying debt, either
through cash settlement on a net present value basis or by transacting offsetting trades. The floating rate borrowings mainly comprise
commercial paper issued at interest rates of LIBOR plus a variable margin and cash advances from the European Investment Bank (EIB).
The impact of a change in interest rates is dependent on the specific details of the financial asset or liability in question. Changes in
fixed rate financial assets and liabilities, which account for the majority of cash, loans and borrowings, are not measured at fair-value
through the income statement. In addition to this, changes to fixed-to-floating hedging instruments which are recorded under cash
flow hedge accounting also do not impact the income statement. Changes in variable rate instruments and hedging instruments
and hedged items recorded under fair-value hedge accounting are recorded through the income statement. The exposure measured
is therefore based on variable rate debt and instruments.
The net exposure to interest rates at the balance sheet date can be summarised thus:
Interest bearing/earning assets and liabilities:
– Fixed
– Floating
Represented by:
Cash and cash equivalents
Derivative financial liabilities
Loans and borrowings
Finance lease obligations
2009
Carrying
amount
£m
(4,735.9)
(553.5)
(5,289.4)
295.9
(155.7)
(5,429.1)
(0.5)
(5,289.4)
2008
Carrying
amount
£m
(2,381.4)
(1,320.4)
(3,701.8)
255.3
(35.9)
(3,920.6)
(0.6)
(3,701.8)
Following from this, the table below represents the expected impact of a change in 100 basis points in short term interest rates at
the reporting date in relation to equity and income statement. The analysis assumes that all other variables, in particular foreign
currency rates, remain constant. An increase in exchange rates would be a change to either the income statement or equity.
The assessment is based on a revision of the fair-value assumptions included in the calculated exposures in the previous table.
All sensitivity analysis has been prepared on the basis of the proportion of fixed to floating instruments being consistent as at the
balance sheet date and is stated after the effect of taxation.
The sensitivity analysis is indicative only and it should be noted that the Group’s exposure to such market rate changes is continually
changing. The calculations are based on linear extrapolations of rate changes which may not reflect the actual result which would
impact upon the Group.
Income Statement
Equity
2009
£m
6.1
–
6.1
2008
£m
13.2
–
13.2
The impact of a decrease in rates would be an identical reduction in the annual charge. There is no impact on equity as the analysis
relates to the Group’s net exposure at the balance sheet date. Contracts qualifying for hedge accounting are, by definition, part of
the Group’s net exposure.
(vi) Income statement disclosures
For financial reporting purposes, the Group has classified derivative financial instruments into two categories, operating derivatives
and financing derivatives. Operating derivatives include all qualifying commodity contracts including those for electricity, gas, oil, coal
and carbon. Financing derivatives include all fair-value and cash flow interest rate hedges, non-hedge accounted (mark-to-market)
interest rate derivatives, cash flow foreign exchange hedges and non-hedge accounted foreign exchange contracts. Non-hedge
accounted contracts are treated as held for trading.
139
Scottish and Southern Energy
Annual Report 2009
The net movement reflected in the Income Statement can be summarised thus:
Operating derivatives
Total result on operating derivatives (i)
Less: amounts settled (ii)
Movement in unrealised derivatives
Financing derivatives (and hedged items)
Total result on financing derivatives (i)
Less: amounts settled (ii)
Movement in unrealised derivatives
2009
£m
(3,964.8)
2,673.1
(1,291.7)
70.5
(44.7)
25.8
2008
£m
135.7
(323.5)
(187.8)
(116.8)
137.5
20.7
Net income statement impact
(1,265.9)
(167.1)
(i)
Total result on derivatives in the income statement represents the total amounts (charged) or credited to the income statement in respect
of operating and financial derivatives.
(ii) Amounts settled in the year represent the result on derivatives transacted which have matured or been delivered and have been included
within the total result on derivatives.
The net derivative financial assets and (liabilities) are represented as follows:
Derivative financial assets
Non-current
Current
Derivative liabilities
Non-current
Current
Fair-value adjustment to hedge item (loans and borrowings) (note 22)
Total derivative liabilities
Net liability
2009
£m
449.2
1,537.7
1,986.9
(926.1)
(2,451.0)
(3,377.1)
(33.4)
(3,410.5)
(1,423.6)
2008
£m
318.9
1,106.5
1,425.4
(313.3)
(1,229.4)
(1,542.7)
–
(1,542.7)
(117.3)
(vii) Cash flow hedges
The Group designates contracts which qualify as hedges for accounting purposes either as cash flow hedges or fair-value hedges.
Cash flow hedges are contracts entered into to hedge a forecast transaction or cash flow risk generally arising from a change
in interest rates or foreign currency exchange rates and which meet the effectiveness criteria prescribed by IAS 39. The Group’s
accounting policy on cash flow hedges is explained in note 1.
The following table indicates the contractual maturities of the expected transactions and the qualifying cash flow hedges associated:
Cash flow hedges
Interest rate swaps:
Liabilities
Forward exchange
contracts:
Assets
Liabilities
2009
2009
2009
Carrying Expected
0-12
amount cash flows months
£m
£m
£m
2009
1-2
years
£m
2009
2-5
years
£m
2009
2008
2008
> 5 Carrying Expected
2008
0-12
amount cash flows months
£m
£m
£m
years
£m
2008
1-2
years
£m
2008
2-5
years
£m
2008
> 5
years
£m
(10.0)
(10.0)
(4.2)
(2.6)
(3.2)
–
(5.9)
(5.9)
(1.8)
(1.7)
(2.2)
(0.2)
52.2
(0.3)
(556.3)
(21.9)
(489.1)
(20.6)
(10.9)
(0.6)
(23.0)
(0.7)
(33.3)
–
13.1
(3.4)
(114.4)
(88.4)
(32.9)
(57.9)
(21.8)
(21.6)
(19.9)
(8.9)
(39.8)
–
51.9
(578.2)
(509.7)
(11.5)
(23.7)
(33.3)
9.7
(202.8)
(90.8)
(43.4)
(28.8)
(39.8)
Net investment hedge
The Group’s net investment hedge consists of debt issued in the same currency (€) as the net investment in Airtricity. The hedge
compares the element of the net assets of Airtricity whose functional cash flows are denominated in € to the matching portion
of the € borrowings held by the Group. This therefore provides protection against movements in foreign exchange rates.
S
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S
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Scottish and Southern Energy
Annual Report 2009
140
Notes on the Financial Statements (continued)
for the year ended 31 March
B. RISKS FROM USE OF FINANCIAL INSTRUMENTS (continued)
Gains and losses in the hedge are recognised in equity (2009 – £142.9m, 2008 – £30.1m) and will be transferred to the income
statement on disposal of the foreign operation. Gains and losses on any ineffective portion of the hedge are recognised immediately
in the income statement (2009 – £nil, 2008 – £22.2m loss). The loss recognised in the income statement in the previous year was
considered to be exceptional as the Group has ensured that operations within Airtricity whose functional cash flows are denominated
in pounds sterling have been matched by pounds sterling denominated debt.
(viii) Capital management
The Board’s policy is to maintain a strong balance sheet and credit rating so as to maintain investor, creditor and market confidence
and to sustain future development of the business. Details of the capital management objectives, policies and procedures are
included in the Financial Management section of the Business Statement of this report.
From time to time the Group purchases its own shares on the market; the timing of these purchases depends on market prices.
The use of share buy-backs is the Group’s benchmark for investment decisions and is utilised at times when management believe
the Group’s shares are undervalued. No share buy-backs were made during the year.
On 7 January 2009, the Group conducted a book-built, non-pre-emptive placing of 42.0 million new ordinary shares. The shares
were placed at a price of £11.40 each which was within 1% of the average closing price of the shares in the preceding four weeks.
Based on this price, the gross proceeds of the placing were £479.0m, representing approximately 4.8% of the Group’s share capital.
The shares carried the right to the interim dividend paid on 27 March 2009 and carry the right to subsequent dividends.
The placing of shares was one of a series of steps taken which reflects the Group’s flexible and prudent approach to financing
investment. It also enhanced the group’s future options by providing additional sources of funding for appropriate investment
and acquisition opportunities.
In summary, the Group’s intent is to balance returns to shareholders between current returns through dividends and long term
capital investment for growth. In doing so, the Group will maintain its capital discipline and will continue to operate prudently
within the current economic environment.
30. RELATED PARTY TRANSACTIONS
The following transactions took place during the year between the Group and entities which are related to the Group but which are not
members of the Group. Related parties are defined as those in which the Group has control, joint control or significant influence over.
Jointly controlled entities:
Seabank Power Limited
PriDE (South East Regional Prime) Limited
Scotia Gas Networks Limited
Marchwood Power Limited
Greater Gabbard Offshore Winds Limited
Associates:
Barking Power Limited
Derwent Co-generation Limited
Logan Energy Limited
Green Highland Renewables Limited
2009
Sale of goods
and services
£m
2009
Purchase of
goods and
services
£m
2009
Other
transactions
£m
2008
Sale of goods
and services
£m
2008
Purchase of
goods and
services
£m
2008
Other
transactions
£m
5.2
54.3
59.0
–
1.0
0.7
37.4
0.7
0.2
(82.4)
–
(134.7)
–
–
(177.5)
(94.6)
–
–
20.7
–
35.0
104.6
–
(0.1)
–
–
–
19.5
39.2
56.0
–
–
0.7
22.0
–
–
(150.6)
–
(106.9)
–
–
(85.0)
(82.2)
–
–
27.0
–
35.3
2.7
–
0.4
–
–
–
The transactions with Seabank Power Limited, Barking Power Limited and Derwent Co-generation Limited relate to the contracts
for the provision of energy or the tolling of energy under power purchase arrangements. PriDE (South East Regional Prime) Limited
operates a long-term contract with Defence Estates for management of MoD facilities in the South East of England. All operational
activities are sub-contracted to the ventures partners including Southern Electric Contracting Limited. Scotia Gas Networks Limited
has operated the gas distribution networks in Scotland and the South of England from 1 June 2005. The Group’s gas supply activity
incurs gas distribution charges while the Group also provides services to Scotia Gas Networks in the form of a management service
agreement for corporate services, stock procurement services and the provision of the capital expenditure on the development of
front office management information systems. Sales of goods to related parties were made at an arms length price. The transactions
with Marchwood Power Limited relate to fees and loan interest.
During the year, the Group paid non-refundable advance deposits of £2.3m (2008 – £nil) to Onzo Limited (an associated Company).
The balances outstanding with related parties at 31 March were as follows:
141
Scottish and Southern Energy
Annual Report 2009
Consolidated
Jointly controlled entities:
Seabank Power Limited
PriDE (South East Regional Prime) Limited
Greater Gabbard Offshore Winds Limited
Scotia Gas Networks Limited
Marchwood Power Limited
Associates:
Barking Power Limited
Derwent Co-generation Limited
Logan Energy Limited
Amounts owed by
related parties
Amounts owed to
related parties
2009
£m
75.8
6.6
0.2
305.2
154.2
0.1
8.3
–
2008
£m
82.9
–
–
303.7
60.7
0.3
0.1
–
2009
£m
23.1
–
–
0.3
–
17.7
9.5
0.1
2008
£m
57.0
0.4
–
0.4
–
7.5
9.5
–
The amounts outstanding are trading balances, are unsecured and will be settled in cash. No guarantees have been given or received.
No provisions have been made for doubtful debts in respect of the amounts owed by related parties. Aggregate capital loans to jointly
controlled entities and associates are shown in note 13.
During the year, the Company entered into the following transactions with its subsidiaries (note 14):
Company
Loans granted to subsidiaries
Loans repaid by subsidiaries
Interest charged to subsidiaries
Sale of goods
Purchase of goods
Balances outstanding at 31 March:
Loan balances outstanding at the year end
2009
£m
330.0
25.0
143.8
–
–
2008
£m
–
–
124.1
–
–
1,388.1
1,083.1
Remuneration of key management personnel
The remuneration of the executive directors, who are the key management personnel of the Group, is set out below in aggregate.
Short-term employment benefits
2009
£m
3.5
2008
£m
3.4
In addition, the key management personnel receive share based remuneration, details of which are found at note 28. Further
information about the remuneration of individual directors is provided in the audited part of the Directors’ Remuneration Report.
The key management personnel are employed by the Company.
Information regarding transactions with post-retirement benefit plans is included in note 27.
31. COMMITMENTS AND CONTINGENCIES
(i) Capital commitments
Capital expenditure:
Contracted for but not provided
(ii) Operating lease commitments
(a) Leases as lessee:
Amount included in the income statement relating to the current year leasing arrangements
Minimum lease payments – power purchase agreement
Other lease payments
2009
£m
1,451.5
2009
£m
198.9
21.7
220.6
2008
£m
534.7
2008
£m
247.0
21.9
268.9
S
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A
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A
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N
A
N
I
F
I
Scottish and Southern Energy
Annual Report 2009
142
Notes on the Financial Statements (continued)
for the year ended 31 March
At the balance sheet date, the Group had outstanding commitments for future minimum lease payments under non-cancellable
operating leases, which fall due as follows:
Power purchase agreements
Within one year
In second to fifth years inclusive
After five years
Other leases
Within one year
In second to fifth years inclusive
After five years
Total
Within one year
In second to fifth years inclusive
After five years
2009
£m
221.0
483.5
278.2
982.7
23.1
32.3
87.0
142.4
244.1
515.8
365.2
2008
£m
211.1
596.9
331.9
1,139.9
16.9
25.1
72.0
114.0
228.0
622.0
403.9
1,125.1
1,253.9
The average power purchase agreement lease term is 5 years.
The obligations under power purchase agreements with various power generating companies are not deemed to qualify as finance
leases under IAS 17.
(b) Leases as lessor:
The Group leases out two combined heat and power plants under finance leases. The future minimum lease payments under
non-cancellable leases are as follows:
Within one year
In second to fifth years inclusive
After five years
2009
£m
0.3
1.0
0.5
1.8
2008
£m
0.3
1.0
0.8
2.1
During the year ended 31 March 2009 £0.3m was recognised as rental income in the income statement (2008 – £0.3m). Lease payments
are straight line over the term of the lease. The Company has no operating lease commitments as either a lessee or a lessor.
(iii) Guarantees and indemnities
Scottish and Southern Energy plc has provided guarantees on behalf of subsidiary and associated undertakings as follows:
Bank borrowing
Performance of contracts
Purchase of gas
2009
£m
18.3
2,309.0
70.5
2008
£m
34.9
588.7
120.5
Following the acquisition from Fluor International Limited of their 50% stake in Greater Gabbard Offshore Winds Limited in April
2008, the Company entered into guarantees in respect of 100% of the major contracts for this project which is reflected in the above
guarantees. Following the sale of 50% to RWE npower renewables Limited in November 2008, the Company is now indemnified for
50% of these guarantees.
In addition, unlimited guarantees have been provided on behalf of subsidiary undertakings in relation to four contracts in respect of
performance of work and any liabilities arising. Southern Electric Power Distribution plc and the Company have provided guarantees
to the Southern Group of the ESPS in respect of the funding required by the scheme.
Where the Company enters into financial guarantee contracts to guarantee the indebtedness of other companies within its group,
the Company considers these to be insurance arrangements, and accounts for them as such. In this respect, the Company treats
the guarantee contract as a contingent liability until such time as it becomes probable that the Company will be required to make
a payment under the guarantee.
143
Shareholder Information
Scottish and Southern Energy
Annual Report 2009
Company Website –
www.scottish-southern.co.uk
The company’s website contains a
wide range of information including a
dedicated Investor Centre section where
shareholders can find more information
about the services available to them,
download forms, view and update their
shareholding online, manage their
portfolio and view share price and
dividend histories and trading graphs.
Shareholder Services
Scottish and Southern Energy offers
a number of services including:
k elect for eCommunications;
k telephone and internet share dealing
services with ShareGift option;
k merge multiple share accounts; and
k dividend reinvestment plan.
Further information on these services
and other services can be found
on the company’s website at
www.scottish-southern.co.uk>
investor centre>shareholder services.
Shareholder Enquiries
Shareholders can contact the registrar,
Computershare Investor Services PLC
(Computershare), by phoning the dedicated
shareholder helpline on 0845 143 4005,
or writing to them at: The Pavilions,
Bridgwater Road, Bristol BS13 8FB.
Voting Electronically
The website and the Guidance Notes
on the reverse of the Proxy Form contain
information on how shareholders can
appoint their proxy electronically. Online
proxies can be checked and updated up
until 12 noon on 21 July 2009 (48 hours
prior to the AGM).
Share Price Information
The share price of Scottish and
Southern Energy appears on
www.scottish-southern.co.uk.
It also appears in the financial columns
of the national press and on various
broadcast interactive services.
Company Communications
Since 2000 companies have been able
to communicate with shareholders
electronically with regard to certain
types of documentation. Provisions
of the Companies Act 2006 (which
came into force in January 2007)
enable companies to use electronic
communications with shareholders
as the default position, so long as
shareholders are informed of the options
available to them with regard to the
availability of shareholder documentation.
In March 2008 the company wrote to
shareholders as part of a so-called
‘Deemed Consent’ mailing with details of
the different means by which the company
could inform them of the availability of
shareholder documentation. These were
notification of availability of documentation
by means of (1) email alert (2) letter or
(3) by the issue of the documentation
in printed form.
As a result of this programme
approximately 41,000 (of 370,000)
shareholders chose option (1). A further
250,000 shareholders receive written
notification of the electronic availability
of shareholder communications (option 2).
In recognition of the reduced environmental
impact arising from these forms of
communication the company, on behalf
of shareholders, has donated over £90,000
to the World Wildlife Fund’s (‘WWF’)
International Forest Programme since
offering this alternative last year. At present
around 80,000 shareholders receive a
printed copy of the Annual Report.
eCommunications Programme
Shareholders who have not previously
signed up to the Deemed Consent
programme can sign up by visiting the
website www.scottish-southern.co.uk/
ecomms. Shareholders will be asked
to provide their Shareholder Reference
Number.
Benefits of eCommunication
k Shareholders will receive email
notification of the availability of the
half year results and have access
to annual reports and company
announcements.
k Shareholders can lodge their proxy
appointments securely over the
internet.
k A donation of £2 will be made to WWF’s
International Forest Programme.
Keep us Informed
Where delivery of an email fails, the
company is required to recommence
sending paper copies of documents.
Shareholders can help avoid this by:
minor differences in name and address
details. Shareholders can merge multiple
share accounts by completing a Multiple
Share Account Form. Shareholders can
obtain a form by calling the registrar’s
dedicated shareholder helpline on
0845 143 4005.
A donation of £2 will be made to WWF’s
International Forest Programme for every
merged share account.
Dividend Reinvestment Plan (DRP)
The DRP is a simple and cost effective
way to build a shareholding in the
company by using cash dividends
to buy additional shares. Shareholders
can join the DRP by downloading a
Dividend Reinvestment Plan Mandate
Form and Terms and Conditions from
www.scottish-southern.co.uk>investor
centre>shareholder services>dividend
reinvestment or by telephoning the
shareholder helpline on 0845 143 4005
to request a form.
Share Dealing Service
A telephone share dealing service has
been arranged with Stocktrade which
provides a simple way of buying or selling
Scottish and Southern Energy plc ordinary
shares. Full details can be obtained by
telephoning 0845 601 0995 and quoting
reference ‘Low Co 33’.
Also, Computershare Investor
Services PLC offer telephone and
internet share dealing services to
buy or sell SSE ordinary shares.
Further details can be obtained from
www.computershare.com/dealing/uk
or by telephoning 0870 703 0084.
The value of shares can fall and
shareholders may get back less than
they invest. Shareholders should consult
a professional adviser authorised under
the Financial Services and Markets Act
2000 if they are in any doubt about the
suitability of an investment.
Financial Calendar
Annual General Meeting
23 July 2009
k keeping the company informed of
changes to email addresses by visiting
www.scottish-southern.co.uk/ecomms
and following the instructions under
‘address change’; and
k regularly clearing out email inboxes.
Ex dividend date
19 August 2009
Record date
21 August 2009
Multiple Share Accounts
If you receive more than one Annual
Report mailing, this may be due to having
more than one share account due to
Final dividend payable
25 September 2009
Half-year results announcement
11 November 2009
N
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A
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R
O
F
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I
R
E
D
L
O
H
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R
A
H
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144
Shareholder Information (continued)
Scottish and Southern Energy
Annual Report 2009
The Group’s half-year results will be
published on the company’s website
at www.scottish-southern.co.uk on
11 November 2009 and will detail ex
dividend and record dates for the interim
dividend payable in March 2010. Paper
copies of the half-year results are not
distributed to individual shareholders,
although shareholders who have elected
for eCommunications do receive
notification of the half-year results
on the company’s website.
Copy Reports
Copies of the Annual Report and Accounts
2009 can be obtained, free of charge, from
the Company Secretary, Scottish and
Southern Energy plc, Inveralmond House,
200 Dunkeld Road, Perth PH1 3AQ or
by accessing the company’s website
at www.scottish-southern.co.uk.
The company’s Corporate Responsibility
Report 2009 can be viewed at
www.scottish-southern.co.uk.
Image on page 10 reproduced by permission
of the British Geological Survey. © NERC.
All rights reserved. IPR/111-62C
Designed and produced by Tayburn Corporate
Key Performance Indicators
Adjusted Profit Before Tax* – £m
Operating Profit* – £m
2009
2008
2007
2006
2005
1,253.7
Generation and Supply
1,229.2
Energy Systems
1,079.3
Gas Storage
Telecoms
Contracting, Connections
and Metering
873.9
732.1
2007
2008
2009
632.5
471.1
55.9
13.9
711.1
544.4
50.9
14.3
832.0
584.2
42.7
15.5
61.7
68.7
74.8
Dividend – pence per share
Dividend – composition
66.0
Interim 30% (19.8 pence)
Final 70% (46.2 pence)
60.5
55.0
46.5
42.5
37.7
35.0
32.4
30.0
27.5
25.7
1999
2000
2001 2002 2003 2004 2005 2006 2007 2008 2009
Energy Customer Numbers – millions
Energy Customers Numbers – composition
2009
2008
2007
2006
2005
9.05
8.45
7.75
Electricity (residential)
56% (5.10 million)
Gas (residential)
39% (3.50 million)
6.70
6.10
Electricity and Gas (business)
5% (0.45 million)
Capital Expenditure – £m
Capital Expenditure 2008/09 – %
2009
2008
2007
2006
2005
810.3
663.4
502.1
383.5
Corporate Responsibility
1,279.8
Thermal Generation 17
Renewable Generation 41
Power Systems 25
Gas Storage 4
Other 13
Lost-time and Reportable Accidents – per 100,000 hours worked
(2007-2009 figures show Total Recordable Injury Rate)
Power Station CO2 Emissions – kilograms per kWh
Customer Minutes Lost – SEPD
Customer Minutes Lost – SHEPD
2005
2006
2007
2008
2009
N/A
N/A
84
82
0.08
0.62
71
65
0.05
0.55
72
77
0.04
0.50
67
72
0.07
0.49
66
75
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9
Scottish and Southern Energy plc
Annual Report 2009
In producing this report we have chosen production methods
which aim to minimise the impact on our environment. The
paper chosen – Revive 50:50 Silk – contains 50% recovered
waste and conforms to government requirements for
recycled paper. It is also certified as an FSC mixed sources
grade. Both the paper mill and printer involved in this
production are environmentally accredited with ISO 14001.
The printer is also registered as a Carbon Neutral company.
Producing energy in a more sustainable way with new
developments like the Glendoe hydro electric scheme.
Helping make electricity and gas more affordable
by offering a ‘better plan’ and installing insulation.
Ensuring electricity supply is reliable through investing
in networks in England and Scotland.
Providing more capacity for the UK to maintain dependable
supplies of gas through development at Aldbrough.
Stock code 008229
For further information about
Scottish and Southern Energy, please contact:
Scottish and Southern Energy plc
Corporate Affairs
Inveralmond House
200 Dunkeld Road
Perth PH1 3AQ
T: +44 (0)1738 456000
E: info@scottish-southern.co.uk
W: www.scottish-southern.co.uk
Registered in Scotland No. 117119