Winning
New Customers
Stagecoach Group Annual Report
and Financial Statements 2011
SMART
INNOVATION
VALUE
TRAVEL
£1
MEGA
NEW
TECHNOLOGY
CUSTOMER
FOCUS
i
Stagecoach Group overview
Stagecoach Group is a
leading international public
transport company with
bus and rail operations in
the UK and North America.
We employ around 35,000
people and run nearly
13,000 buses and trains.
Budget travel
Total megabus.com brand revenues in UK
and North America, 2003-04 to 2010-11.
£m
90
80
70
60
50
40
30
20
10
0
UK Bus
UK Rail
North America
employees
23,000
8,100
980m
buses and coaches
journeys a year
employees
7,200
2,200
250m
train services a day
journeys a year
employees
3,800
2,700
100m
buses and coaches
vehicle miles a year
Note: all figures are approximate.
Total megabus.com
revenue, 2010-11.
4.8%
North America
UK megabus.com
UK megatrain.com
33.0%
62.2%
03/04
04/05
05/06
06/07
07/08
08/09
09/10
10/11
The chart includes all revenues from megabus.com branded services
in the UK and North America, including 100% of megabus.com
branded services within the Scottish Citylink joint venture.
Operational performance
Customer service
UK rail punctuality
South Western Trains
East Midlands Trains
Virgin Trains
National Rail
UK rail customer satisfaction
South Western Trains
East Midlands Trains
Virgin Trains
National Rail
95
90
85
80
90
85
80
75
2008-09
2009-10
2010-11
Spring 2009
Spring 2010
Spring 2011
Source: Network Rail, Public
Performance Measure Moving
Annual Average.
Source: National Passenger
Survey, Spring Wave, 2009,
2010, 2011.
Note: figures used refer to the measure of train punctuality – also known as PPM (public
performance measure) – which is commonly used throughout Europe. For long distance
operators, such as East Midlands Trains and Virgin Trains, this shows the percentage of trains
arriving within 10 minutes of timetabled arrival at final destination. London and South East
operators (including South Western Trains), and regional operators show the percentage
arriving within five minutes of the timetabled arrival. Data covers the period 1 April 2008
to 31 March 2011. National Rail average is for all franchised train operating companies.
Note: data extracted from National Passenger Survey, Spring Wave, 2009, 2010 and 2011.
Percentages are for overall satisfaction. The National Passenger Survey (NPS) is conducted
twice a year from a representative sample of passenger journeys across the UK. It surveys
passengers’ overall satisfaction and satisfaction with 30 individual aspects of service for each
individual train operating company (TOC). Passenger ratings are totalled for all TOCs across
the country to provide a National Rail average.
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:38 Page 1
Highlights
(cid:486)(cid:3)
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(cid:486)(cid:3)
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(cid:6)(cid:148)(cid:146)(cid:149)(cid:145)(cid:138)(cid:153)(cid:142)(cid:147)(cid:140)(cid:3)(cid:151)(cid:138)(cid:155)(cid:142)(cid:138)(cid:156)(cid:3)(cid:148)(cid:139)(cid:3)(cid:136)(cid:134)(cid:149)(cid:142)(cid:153)(cid:134)(cid:145)(cid:3)(cid:152)(cid:153)(cid:151)(cid:154)(cid:136)(cid:153)(cid:154)(cid:151)(cid:138)(cid:3)(cid:482)(cid:3)(cid:156)(cid:142)(cid:145)(cid:145)(cid:3)(cid:151)(cid:138)(cid:149)(cid:148)(cid:151)(cid:153)(cid:3)
(cid:136)(cid:148)(cid:147)(cid:136)(cid:145)(cid:154)(cid:152)(cid:142)(cid:148)(cid:147)(cid:152)(cid:3)(cid:142)(cid:147)(cid:3)(cid:4)(cid:154)(cid:140)(cid:154)(cid:152)(cid:153)(cid:3)(cid:541)(cid:539)(cid:540)(cid:540)(cid:3)
(cid:9)(cid:154)(cid:151)(cid:153)(cid:141)(cid:138)(cid:151)(cid:3)(cid:146)(cid:138)(cid:140)(cid:134)(cid:135)(cid:154)(cid:152)(cid:448)(cid:136)(cid:148)(cid:146)(cid:3)(cid:138)(cid:157)(cid:149)(cid:134)(cid:147)(cid:152)(cid:142)(cid:148)(cid:147)(cid:3)(cid:137)(cid:151)(cid:142)(cid:155)(cid:142)(cid:147)(cid:140)(cid:3)(cid:151)(cid:138)(cid:155)(cid:138)(cid:147)(cid:154)(cid:138)(cid:3)(cid:3)
(cid:140)(cid:151)(cid:148)(cid:156)(cid:153)(cid:141)(cid:3)(cid:142)(cid:147)(cid:3)(cid:17)(cid:148)(cid:151)(cid:153)(cid:141)(cid:3)(cid:4)(cid:146)(cid:138)(cid:151)(cid:142)(cid:136)(cid:134)(cid:3)
(cid:486)(cid:3)
(cid:486)(cid:3)
(cid:22)(cid:138)(cid:136)(cid:153)(cid:148)(cid:151)(cid:450)(cid:145)(cid:138)(cid:134)(cid:137)(cid:142)(cid:147)(cid:140)(cid:3)(cid:149)(cid:151)(cid:148)(cid:139)(cid:142)(cid:153)(cid:3)(cid:146)(cid:134)(cid:151)(cid:140)(cid:142)(cid:147)(cid:3)(cid:134)(cid:147)(cid:137)(cid:3)(cid:140)(cid:148)(cid:148)(cid:137)(cid:3)(cid:149)(cid:134)(cid:152)(cid:152)(cid:138)(cid:147)(cid:140)(cid:138)(cid:151)(cid:3)(cid:3)
(cid:155)(cid:148)(cid:145)(cid:154)(cid:146)(cid:138)(cid:3)(cid:140)(cid:151)(cid:148)(cid:156)(cid:153)(cid:141)(cid:3)(cid:153)(cid:151)(cid:138)(cid:147)(cid:137)(cid:152)(cid:3)(cid:134)(cid:153)(cid:3)(cid:24)(cid:14)(cid:3)(cid:5)(cid:154)(cid:152)(cid:3)
(cid:486)(cid:3) (cid:24)(cid:14)(cid:3)(cid:21)(cid:134)(cid:142)(cid:145)(cid:3)(cid:154)(cid:147)(cid:137)(cid:138)(cid:151)(cid:149)(cid:142)(cid:147)(cid:147)(cid:138)(cid:137)(cid:3)(cid:135)(cid:158)(cid:3)(cid:148)(cid:149)(cid:138)(cid:151)(cid:134)(cid:153)(cid:142)(cid:148)(cid:147)(cid:134)(cid:145)(cid:3)(cid:137)(cid:138)(cid:145)(cid:142)(cid:155)(cid:138)(cid:151)(cid:158)(cid:3)(cid:134)(cid:147)(cid:137)(cid:3)(cid:3)
(cid:486)(cid:3)
(cid:486)(cid:3)
(cid:136)(cid:154)(cid:152)(cid:153)(cid:148)(cid:146)(cid:138)(cid:151)(cid:3)(cid:152)(cid:134)(cid:153)(cid:142)(cid:152)(cid:139)(cid:134)(cid:136)(cid:153)(cid:142)(cid:148)(cid:147)(cid:3)
(cid:22)(cid:141)(cid:148)(cid:151)(cid:153)(cid:145)(cid:142)(cid:152)(cid:153)(cid:138)(cid:137)(cid:3)(cid:139)(cid:148)(cid:151)(cid:3)(cid:10)(cid:151)(cid:138)(cid:134)(cid:153)(cid:138)(cid:151)(cid:3)(cid:4)(cid:147)(cid:140)(cid:145)(cid:142)(cid:134)(cid:3)(cid:134)(cid:147)(cid:137)(cid:3)(cid:26)(cid:138)(cid:152)(cid:153)(cid:3)(cid:6)(cid:148)(cid:134)(cid:152)(cid:153)(cid:3)(cid:151)(cid:134)(cid:142)(cid:145)(cid:3)
(cid:139)(cid:151)(cid:134)(cid:147)(cid:136)(cid:141)(cid:142)(cid:152)(cid:138)(cid:152)(cid:446)(cid:3)(cid:25)(cid:142)(cid:151)(cid:140)(cid:142)(cid:147)(cid:3)(cid:21)(cid:134)(cid:142)(cid:145)(cid:3)(cid:10)(cid:151)(cid:148)(cid:154)(cid:149)(cid:3)(cid:142)(cid:147)(cid:3)(cid:137)(cid:142)(cid:152)(cid:136)(cid:154)(cid:152)(cid:152)(cid:142)(cid:148)(cid:147)(cid:152)(cid:3)(cid:134)(cid:135)(cid:148)(cid:154)(cid:153)(cid:3)(cid:3)
(cid:134)(cid:3)(cid:139)(cid:151)(cid:134)(cid:147)(cid:136)(cid:141)(cid:142)(cid:152)(cid:138)(cid:3)(cid:138)(cid:157)(cid:153)(cid:138)(cid:147)(cid:152)(cid:142)(cid:148)(cid:147)(cid:3)(cid:134)(cid:153)(cid:3)(cid:26)(cid:138)(cid:152)(cid:153)(cid:3)(cid:6)(cid:148)(cid:134)(cid:152)(cid:153)(cid:3)
(cid:19)(cid:148)(cid:152)(cid:142)(cid:153)(cid:142)(cid:155)(cid:138)(cid:3)(cid:148)(cid:154)(cid:153)(cid:145)(cid:148)(cid:148)(cid:144)(cid:3)(cid:139)(cid:148)(cid:151)(cid:3)(cid:153)(cid:141)(cid:138)(cid:3)(cid:10)(cid:151)(cid:148)(cid:154)(cid:149)(cid:463)(cid:152)(cid:3)(cid:140)(cid:151)(cid:138)(cid:138)(cid:147)(cid:138)(cid:151)(cid:445)(cid:3)(cid:152)(cid:146)(cid:134)(cid:151)(cid:153)(cid:138)(cid:151)(cid:3)(cid:3)
(cid:149)(cid:154)(cid:135)(cid:145)(cid:142)(cid:136)(cid:3)(cid:153)(cid:151)(cid:134)(cid:147)(cid:152)(cid:149)(cid:148)(cid:151)(cid:153)(cid:3)(cid:152)(cid:138)(cid:151)(cid:155)(cid:142)(cid:136)(cid:138)(cid:152)
Financial overview
Group revenue
(cid:489)(cid:135)(cid:158)(cid:3)(cid:137)(cid:142)(cid:155)(cid:142)(cid:152)(cid:142)(cid:148)(cid:147)(cid:490)
UK Bus regions
UK Bus London
UK Rail
North America
00%
12.3%
00%
00%
44.8%
Operating profit
(cid:489)(cid:135)(cid:158)(cid:3)(cid:137)(cid:142)(cid:155)(cid:142)(cid:152)(cid:142)(cid:148)(cid:147)(cid:490)
UK Bus regions
UK Rail
North America
Other (incl JVs)
00%
10.3%
00%
7.8%
00%
19.7%
62.2%
00%
37.3%
00%
5.6%
Adjusted earnings per share
(cid:489)(cid:28)(cid:138)(cid:134)(cid:151)(cid:3)(cid:138)(cid:147)(cid:137)(cid:138)(cid:137)(cid:3)(cid:542)(cid:539)(cid:3)(cid:4)(cid:149)(cid:151)(cid:142)(cid:145)(cid:490)
Dividend per ordinary share
(cid:489)(cid:28)(cid:138)(cid:134)(cid:151)(cid:3)(cid:138)(cid:147)(cid:137)(cid:138)(cid:137)(cid:3)(cid:542)(cid:539)(cid:3)(cid:4)(cid:149)(cid:151)(cid:142)(cid:145)(cid:490)
07
08
09
10
11
11.7p
20.3p
22.9p
18.7p
23.8p
07
08
09
10
11
4.1p
5.4p
6.0p
6.5p
7.1p
Total shareholder return
(cid:489)(cid:9)(cid:142)(cid:155)(cid:138)(cid:3)(cid:158)(cid:138)(cid:134)(cid:151)(cid:3)(cid:136)(cid:148)(cid:146)(cid:149)(cid:134)(cid:151)(cid:134)(cid:153)(cid:142)(cid:155)(cid:138)(cid:3)(cid:149)(cid:138)(cid:151)(cid:139)(cid:148)(cid:151)(cid:146)(cid:134)(cid:147)(cid:136)(cid:138)(cid:3)(cid:153)(cid:148)(cid:3)(cid:542)(cid:539)(cid:3)(cid:4)(cid:149)(cid:151)(cid:142)(cid:145)(cid:3)(cid:541)(cid:539)(cid:540)(cid:540)(cid:490)
-5.2%
-4.3%
-35.0%
3.9%
39.6%
157.7%
Stagecoach Group
First Group
Go-Ahead
National Express
FTSE 350 Travel
and Leisure
FTSE 250
Notes
1. Group revenue:
Revenue is for the year ended 30 April 2011, excluding joint ventures. See Note 2 to the
consolidated financial statements.
2. Operating profit:
The chart shows the breakdown of total operating profit for the year ended 30 April 2011,
excluding intangible asset expenses and exceptional items.UK Bus (London) reported
an operating loss of £5.9m for the year ended 30 April 2011, and is excluded from the
chart. See Note 2 to the consolidated financial statements.
3. Adjusted earnings per share:
See Note 10 to the consolidated financial statements.
4. Dividend per ordinary share:
See Note 9 to the consolidated financial statements.
5. Total shareholder return:
The graph compares the performance of the Stagecoach Group Total Shareholder Return
(‘TSR’) (share value movement plus reinvested dividends) over the 5 years to 30 April 2011
compared with that of First Group, Go-Ahead, National Express, the FTSE Travel and Leisure
All-Share Index, and the FTSE 250 Index.
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:38 Page 2
Contents
Chairman’s statement
Chief Executive’s review
Operating and Financial Review
1
2
3
18 Directors’ biographies
20 Directors’ report
24 Corporate governance report
29 Audit Committee report
30 Nomination Committee report
31
Health, Safety and Environmental
Committee report
STAGECOACH GROUP PLC Company No. SC100764
YEAR ENDED 30 APRIL 2011
32 Directors’ remuneration report
39 Responsibility statement
40 Group independent auditors’ report
41 Consolidated financial statements
Notes to the consolidated financial
46
statements
102 Company independent auditors’ report
103 Company financial statements
104 Notes to the Company financial statements
109 Shareholder information
110 Five year financial summary
Financial summary
Year ended 30 April
Revenue (£m)
Total operating profit (£m)
Non-operating exceptional items (£m)
Net finance costs (£m)
Profit before taxation from continuing operations (£m)
Discontinued operations (£m)
Profit before taxation (£m)
Earnings per share (pence)
Proposed final dividend (pence)
Full year dividend (pence)
*See definitions in Note 36 to the consolidated financial statements.
Results excluding intangible asset expenses
and exceptional items*
Reported results
2011
2010
2011
2010
2,398.8
2,164.4
2,398.8
2,164.4
240.2
–
(34.5)
205.7
–
205.7
23.8p
4.9p
7.1p
192.0
–
(30.7)
161.3
–
161.3
18.7p
–
6.5p
225.0
0.7
(34.5)
191.2
18.5
209.7
24.6p
4.9p
7.1p
179.1
(2.0)
(51.2)
125.9
3.9
129.8
15.6p
–
6.5p
Stagecoach Group plc | page 2
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:38 Page 1
1. Chairman’s statement
I am delighted to report that the Group has continued its good
performance. We have achieved revenue growth in all of our
divisions in the UK and North America as a result of our focus on
safe, good value, high quality bus and rail travel.
The Group’s success is underpinned by the quality and breadth of
its management team, which as well as reducing costs in
responding to changing circumstances has continued to pursue
new opportunities whether those be new, fast-growing services
such as megabus.com or acquisitions such as the October 2010
purchase of the under-performing East London bus business. At
the same time, management has maintained a focus on strong
operational delivery and customer satisfaction.
We took forward-looking decisions during the economic
downturn to continue to invest heavily in our services, and to
maintain our focus on operational performance, customer
service and offering value-for-money travel options to our
passengers. This has supported organic growth across our
transport operations as economic conditions have improved.
Positive trends in the first half of the year have continued and
the Group has achieved good revenue and profit growth in the
full year. Revenue for the year to 30 April 2011 was £2,389.8m
(2010: £2,164.4m). Total operating profit (before intangible
asset expenses and exceptional items) was up 25.1% at £240.2m
(2010: £192.0m), reflecting increased profit in all divisions.
Earnings per share before intangible asset expenses and
exceptional items were 27.3% higher at 23.8p (2010: 18.7p).
In line with the Group’s good performance, the Directors have
proposed a final dividend of 4.9p per share, giving a total
dividend per share for the year up 9.2% at 7.1p (2010: 6.5p). The
proposed final dividend is payable to shareholders on the register
at 2 September 2011 and will be paid on 5 October 2011.
The Group is well funded and its net debt has reduced during the
year ended 30 April 2011. This is a further tangible sign of the
Group's success. We are completing our review of the Group's
capital structure and we expect to announce the conclusions of
our review at or before the Group's Annual General Meeting at
the end of August 2011.
Stagecoach has made a good start to the financial year ending
30 April 2012 and current trading remains in line with our
expectations.
I would like to pay tribute to our former Chairman, Bob Speirs,
who retired from the Board on 31 December 2010 after almost
16 years as a director. His insight, experience and wise advice
have been invaluable to the business and I would like to extend
to him the gratitude and best wishes of the Board for the future.
In May 2011, Will Whitehorn joined the Board as a non-executive
director of the Company. His background in brand development,
together with his wide-ranging experience across a range of
business sectors will bring valuable insight as we look to expand
the reach of our products and services.
On behalf of the Board, I would like to congratulate Sir Brian
Souter, the Group's Chief Executive, on being awarded a
knighthood in the recent Queen's Birthday honours list for his
service to transport and the voluntary sector.
Political support and the environment for public transport are
strong, and the Group is in a good position to benefit from
significant opportunities ahead. Our employees, who serve the
millions of customers we welcome on board our bus and rail
services every day, are a key part of our success and are critical to
our future. I would like to thank them for their strong
contribution over the past year and I am confident the Group will
continue to deliver for our customers and shareholders.
Sir George Mathewson
Chairman
29 June 2011
* Exceptional items are defined in note 4 to the consolidated financial statements on page 58 of this Annual Report
Stagecoach Group plc | page 1
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:38 Page 2
2. Chief Executive’s review
The Group has achieved continued strong financial and operational
performance in the year ended 30 April 2011. All divisions have reported
increased revenue and operating profit.
The Group has had a good year, attracting more people to our greener,
smarter bus and rail services. We are seeing growing evidence of modal
shift as consumers look for better value and more convenient transport
alternatives to the rising cost of motoring and increasing road
congestion.
We are focused on providing value-for-money products, continuing to
invest in our networks, and harnessing the power of the Internet, new
technology and social media to attract new customers and make it easier
for people to access our services. The strong growth of megabus.com
highlights the potential to continue to grow the market for public
transport. The skill and commitment of our people at all levels of the
business have been key to our success.
Across the Group, we are progressing well with our sustainability strategy
to deliver more energy and carbon efficient businesses. Our investment
in environmental management systems, regenerative braking on trains,
our leading position on hybrid electric buses, and the introduction of
eco-driving bus technology are reducing our carbon footprint and
supporting our focus on cost control.
The core strength of our business means we have been able to manage
the impact of reduced public spending on transport, ensuring we
continue to offer attractive fares and networks.
At the heart of our success are our core UK Bus operations, which are
now responsible for nearly 1 billion passenger journeys a year. We
continue to deliver both good value travel to customers and sector-
leading profit margins for our business.
The growth in the UK Bus business is founded on continued investment
in greener buses, market-leading value fares, internet retailing,
sophisticated marketing, customer insight, the roll-out of smartcard
technology, and product innovation. We have recently joined a loyalty
card scheme for sustainable products, which allows consumers to collect
and spend points across a range of participating companies. We believe
this will open up opportunities to attract new customers, as well as
gathering data to further understand what drives consumer choices and
help design new products. We have made good progress with the
restructuring of our London contracted bus operations since we re-
entered the market in October 2010.
In May 2011, the Competition Commission issued the Provisional
Findings and Possible Remedies from its inquiry into the local bus market
in the UK (excluding London and Northern Ireland) and is not proposing
any fundamental change to the regulatory structure of the industry. We
will work closely with the Commission in the months ahead on any
initiatives that will benefit customers. At the same time, we hope this will
act as a springboard for action by local and national government on the
issues that matter to customers, such as bus priority and park and ride.
Positive revenue trends are continuing in our commuter and long-
distance UK rail businesses. Our South Western Trains and East Midlands
Trains franchises have again delivered strong operating performance and
high levels of customer satisfaction. In particular, we have achieved
further improvement in passenger perception on value for money, as
well as other key passenger priorities. This follows our investment in
passenger improvements on trains, at stations and online, delivering
better information and a better overall travel experience.
The Group is pleased to have been shortlisted for the Greater Anglia rail
franchise and, in partnership with Virgin, for the new Inter-city West
Coast franchise. These are very different franchises, each with their own
specific challenges, priorities and opportunities. We are focused on
developing sustainable bids to deliver the Government’s specification,
improve rail services for customers, and ensure value for money for
taxpayers.
The recent reviews on the way forward for the rail industry, including the
final report by Sir Roy McNulty published in May 2011, present
opportunities to unlock further growth in the years ahead and deliver a
more efficient, more passenger-focused railway. We will actively work
with the Government to bring the benefits of our experience to its plans.
The growth engine of our North American business is our budget inter-
city coach brand, megabus.com. We have expanded our network of
successful transport hubs and destination cities in North America and
now cover more than 60 locations in the United States and Canada, with
scope for further growth.
I firmly believe the improving trends mean the Group can look forward
with confidence to the year ahead. We will continue to consider
opportunities in the transport sector to create value for our shareholders.
The strong fundamentals of the Group ensure we are well positioned to
take advantage of emerging opportunities for growth.
Public transport is central to supporting economic growth and meeting
the global challenge of climate change. In the UK, high quality public
transport will be at the heart of the successful delivery of the London
2012 Olympic and Paralympic Games. We believe the outlook for our bus
and rail services is positive. I believe we have the people, the products
and the passion for public transport that will deliver for our customers
and our shareholders.
Sir Brian Souter
Chief Executive
29 June 2011
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3. Operating and Financial Review
Introduction
3.1
The Directors are pleased to present their report on the Group for the year
ended 30 April 2011.
This section 3 contains the Operating and Financial Review, which includes
the information that the Group is required to produce to meet the need for a
business review in accordance with the Companies Act 2006. The Operating
and Financial Review also provides significant information over and above
the statutory minimum. Biographies of each director are contained in section
4 of this Annual Report and the remainder of the Directors’ report is set out
in section 5.
The Operating and Financial Review that follows is intended largely to reflect
the recommendations of the Accounting Standards Board’s reporting
statement of best practice on the Operating and Financial Review.
Cautionary statement
3.2
The Operating and Financial Review has been prepared for the shareholders of
the Company, as a body, and no other persons. Its purpose is to assist
shareholders of the Company to assess the strategies adopted by the Company
and the potential for those strategies to succeed and for no other purpose.
This Operating and Financial Review contains forward-looking statements that
are subject to risk factors associated with, amongst other things, the economic
and business circumstances occurring from time to time in the countries,
sectors and markets in which the Group operates. It is believed that the
expectations reflected in these statements are reasonable but they may be
affected by a wide range of variables which could cause actual results to differ
materially from those currently anticipated. No assurances can be given that
the forward-looking statements in this Operating and Financial Review will be
realised. The forward-looking statements reflect the knowledge and
information available at the date of preparation.
3.3 Description of the business
Stagecoach Group is a leading international public transportation group, with
extensive operations in the UK, United States and Canada. The Group employs
around 34,000 people, and operates bus, coach, train and tram services. The
Group has four main divisions – UK Bus (regional operations), UK Bus
(London), North America and UK Rail.
Stagecoach Group plc is a public limited company that is incorporated,
domiciled and has its registered office in Scotland. Its ordinary shares are
publicly traded and it is not under the control of any single shareholder.
Throughout this Annual Report, Stagecoach Group plc is referred to as “the
Company” and the group headed by it is referred to as “Stagecoach” and/or
“the Group”.
3.3.1 UK Bus (regional operations)
Our UK Bus (regional operations) division connects communities in more than
100 towns and cities across the UK on networks stretching from the Highlands
of Scotland to south west England. These include major city bus operations in
Liverpool, Newcastle, Hull, Manchester, Oxford, Sheffield, Cambridge and
Exeter.
The current structure of the bus market in Great Britain (outside London) was
established by the Transport Act 1985. This is essentially a deregulated
structure: any holder of a Public Service Vehicle operator’s license may operate
bus services, having first registered various details with the relevant traffic
commissioner. The traffic commissioners are responsible for enforcing
compliance with these registered details, including standards of maintenance,
reliability and punctuality.
Our UK Bus (regional operations) division operates a fleet of around 7,000
buses and coaches across a number of regional operating units. Each regional
operating unit is managed independently and is led by a managing director,
reporting directly to the head of the UK Bus division.
In addition to local bus services in towns and cities, Stagecoach operates
express interurban services linking major towns within its regional operating
company areas. The Group also runs the budget inter-city coach service,
megabus.com.
Stagecoach’s bus and coach services in the UK are operated on a commercial
basis in a largely deregulated market. We also operate tendered services,
including schools contracts, on behalf of local authorities. Around 11% of the
UK Bus (regional operations) division’s revenue is receivable from local
authorities in respect of such tendered and school services. Around 26% of the
UK Bus (regional operations) division’s revenue is earned from concessionary
fare schemes, whereby the Group is reimbursed by public authorities for
carrying the elderly and disabled free of charge.
3.3.2 UK Bus (London)
We are the third largest operator in the London bus market, with an estimated
15% share of that market. The UK Bus (London) business operates bus
services under contract to Transport for London, receiving a fixed fee (subject
to adjustment for certain inflation indices) and taking the cost and capital risk.
The business operates from 10 depots and has a fleet of around 1,250 buses
serving routes in and around east and south-east London.
3.3.3 North America
The Group provides transport services in North America. Our businesses
include commuter/transit services, inter-city services, tour and charter,
sightseeing and school bus operations.
The North America business is headed by a Chief Operating Officer.
Stagecoach (excluding its joint ventures) operates approximately 2,700
vehicles in the United States and Canada where our operations are mainly in
the states of New York, New Jersey, Pennsylvania, West Virginia, Ohio, Indiana,
Illinois and Wisconsin and the provinces of Quebec and Ontario. Our services
operate in major cities such as New York City, Newark, Pittsburgh, Chicago and
Milwaukee.
megabus.com operates budget inter-city coach services in North America and
represents a growing proportion of the Division’s revenue.
3.3.4 UK Rail
Stagecoach Group has major rail operations in the UK. The UK train operating
market is split into a number of separate franchises, which are awarded by the
Government for set time periods to a specification set by the Department for
Transport (“DfT”) on the basis of competitive bids. Train operating companies
operate passenger trains on the UK rail network. The UK railway infrastructure
is owned and operated by Network Rail, a “not for dividend” company that
invests any profits into improving the railway. Network Rail runs, maintains
and develops tracks, signalling systems, bridges, tunnels, level crossings and
key stations.
Our principal wholly owned rail businesses are South Western Trains and East
Midlands Trains. South Western Trains incorporates the South West Trains and
Island Line networks. South West Trains runs around 1,700 train services a day
in south west England out of London Waterloo railway station, while Island
Line operates on the Isle of Wight. The South Western franchise is expected to
run until February 2017. From 11 November 2007, we have operated the East
Midlands Trains franchise. The franchise comprises main line train services
running to London St Pancras, regional rail services in the East Midlands area
and inter-regional services between Norwich and Liverpool. The East Midlands
Trains franchise is expected to run until 31 March 2015. We also operate
Supertram, a 28km light rail network incorporating three routes in the city of
Sheffield, on a concession running until 2024. In May 2007, we signed a
contract with Greater Manchester Passenger Transport Executive (“GMPTE”) to
operate and maintain the Manchester Metrolink tram network and
commenced operations under the 10-year contract in July 2007.
South Western Trains, East Midlands Trains and the tram operations each have
a managing director.
Virgin Rail Group
3.3.5 Joint Ventures
3.3.5.1
Stagecoach Group has a 49% shareholding in Virgin Rail Group, which
operates the West Coast Trains rail franchise. The current West Coast Trains
rail franchise runs until March 2012. The other shareholder in Virgin Rail
Group is the Virgin Group of Companies.
Stagecoach’s Group Finance Director is Joint Chairman of Virgin Rail Group.
Virgin Rail Group has a Chief Executive, who reports to the Virgin Rail Group
board, which includes Stagecoach Group and Virgin Group representatives.
Scottish Citylink Coaches Limited
3.3.5.2
In Scotland, Stagecoach has a joint venture (Scottish Citylink Coaches
Limited) with international transport group, ComfortDelGro, to operate
megabus.com and Scottish Citylink coach services. Stagecoach owns 35% of
the share capital of Scottish Citylink Coaches Limited and ComfortDelGro
owns the remaining 65%. The joint venture is the leading provider of express
coach services in Scotland. Stagecoach is responsible for the day-to-day
operational management of the business, which is overseen by a joint board.
New York Splash Tours
3.3.5.3
In North America, Stagecoach has a joint venture, New York Splash Tours LLC,
with Port Imperial Duck Charters LLC. Splash Tours ceased operations in
March 2010.
Twin America
3.3.5.4
In North America, Stagecoach began operating a joint venture, Twin America
LLC, with CitySights NY on 31 March 2009. The joint venture operates
sightseeing services in New York under both the Gray Line and CitySights
brands. The Group holds 60% of the economic rights and 50% of the voting
rights in the joint venture. Twin America LLC is headed by a Chief Executive
and overseen by a joint Board.
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Operating and Financial Review
3.4 Resources and relationships
3.4.1 Resources
Stagecoach Group has a range of resources that underpin its business and
support its strategy. These assist in giving the Group a competitive advantage
in the markets in which it operates.
3.4.1.1 Employees
Stagecoach Group’s most important resource is its employees. We seek to
recruit and retain the best employees in our sector, offering an excellent
package of benefits, which allows us to deliver good customer service to our
passengers. The Group’s individual divisions invest significantly in the training
and development of our people and we operate a successful graduate training
scheme which provides one source of training for the managers of the future.
We also encourage our people to give something back to their local
community and many are regularly involved in fundraising, payroll giving and
in-kind support to a wide range of good causes. Further information about our
commitment to corporate social responsibility is set out on pages 16 and 17.
3.4.1.2 Market research
An important element of the Group’s success in growing its customer base
lies in a track record of product innovation and new ideas on developing
effective public transport systems. The Group has an ongoing programme of
market research. We have a dedicated telemarketing unit in the UK that
communicates with current customers and non-users to build a detailed
profile of what attracts people to use our services.
3.4.1.3 Corporate reputation, brand strength, and market position
Stagecoach is one of the best-known public transport operators in the UK and is
consistently rated highly for the quality of its services in research by Government
and other independent organisations. We value our reputation, both as a public
transport provider and as a key part of the communities in which we operate.
Stagecoach has a strong set of brands that support our strategy of organic
growth in our business and that help maintain our leading market position.
3.4.1.4 Natural resources and manufacturing technology
Operating our bus and rail services requires considerable use of natural
resources, including diesel and electricity. We have arrangements in place to
ensure that these resources are sourced as efficiently as possible and that our
supplies are maintained to ensure the smooth functioning of our business. A
number of experienced manufacturers supply our buses, coaches, trains and
trams, which are produced to detailed specifications relevant to the individual
markets in which they are required.
3.4.1.5 Licences
Various licences are held by Stagecoach giving authority to operate our public
transport services and these are maintained up to date as required.
3.4.2 Contractual and other relationships
Stagecoach Group works closely with a range of bodies in each of the markets
where we provide public transport services. Our stakeholders include:
• Our People – we have established strong working relationships with trade
unions and work in partnership with them on a range of issues, including
training and development, occupational health matters, pensions and other
employee benefits. We also communicate with our people face to face and
through a number of internal publications.
• Investors and the Financial Community – our shareholders and lenders are
critical to our business success. We have a regular programme of meetings
with investors and provide frequent updates to the markets and financial
community on our performance. We are a constituent of the FTSE4Good
index, which sets standards and tracks the performance of the leading
socially responsible companies around the globe.
• Customers – millions of people use our services every day. We conduct
extensive customer research to monitor our performance and to determine
how we can improve the delivery and accessibility of our services.
• Customer Interest Groups – our businesses have a regular and ongoing
dialogue with bus and rail user groups. This includes presentations from
managers on detailed aspects of our service as well as consultation and
information sharing on particular issues.
• Government – our managers have an ongoing dialogue with national and
local government in all our countries of operation to ensure the effective
delivery of government transport policy and to assist in meeting wider
objectives. In the UK, we work closely with the DfT, the Scottish Executive,
Transport Scotland, the Welsh Assembly, and Transport for London (“TfL”).
• Transport Authorities – we work closely with local authorities, including
passenger transport executives, regional transport committees and transit
authorities, in the delivery and planning of bus and rail services. Many of our
businesses have partnership agreements in place to improve the delivery of
public transport in their areas.
• Government Advisory Bodies and Lobbying Groups – we have constructive
dialogue with organisations such as the Commission for Integrated
Transport, which provides advice to the UK Government, and lobbying
groups such as the Campaign for Better Transport.
• Transport and Industry Representation Groups – we are active members of
industry groups, such as the Confederation of Passenger Transport UK
page 4 | Stagecoach Group plc
(which covers buses and light rail), the Association of Train Operating
Companies and the American Bus Association.
• Suppliers – we rely on a range of suppliers to provide goods and services
linked to our bus and rail operations. These include vehicle and rolling stock
manufacturers, fuel suppliers, IT companies and clothing manufacturers.
We have contractual relationships with a number of parties which are essential
to the business of the Group, including:
• The operation of our rail franchises depends upon a number of contractual
relationships, the most critical of which include: contracts with the DfT
governing the terms of the franchises; contracts with Network Rail
governing station and track access arrangements; leases with rolling stock
companies for the lease of trains and; maintenance contracts for the
maintenance of trains.
• All of our businesses have various contractual relationships including
purchase contracts with fuel suppliers, vehicle suppliers, IT companies and
spare part suppliers.
• We have contracts with local authorities, government bodies and other
parties for the supply of bus services on a contracted or tendered basis.
• We have contractual arrangements with banks and other finance providers
for the provision of funds and financial products to the Group.
We are committed to conducting business in a socially responsible way and we
believe this to be consistent with our business objectives and strategy. Indeed,
by taking a responsible approach towards the environment and the wider
community, we believe we will enhance our objective to deliver organic growth.
3.5 Group business objectives and long-term
strategy
3.5.1 Business objectives and long-term strategy
The key elements of Stagecoach Group’s business strategy to deliver long-term
shareholder value are:
• To deliver organic growth across all of the Group’s operations;
• To acquire businesses that are complementary to the Group’s existing
operations, in areas where the Group’s management has proven expertise
and which offer prospective returns on capital in excess of the Group’s
weighted average cost of capital;
• In addition to organic and acquisition growth, to maintain and grow the
Group’s Rail business by bidding for selected rail franchises and to seek to
secure new franchises where the risk/return trade-off is acceptable.
A fundamental objective underlying this strategy is the continued provision of
safe and reliable services to passengers.
Stagecoach Group has demonstrated particular strength in managing bus and
coach businesses that operate scheduled services in a relatively deregulated
environment, although it also operates more regulated bus services where it
believes it can deliver good returns for shareholders. The Group’s focus is on
operations with critical mass in their own local markets. In rail, Stagecoach’s skill
centres on organic revenue and passenger volume growth, the management of
significant change projects, the delivery of improved operational performance,
and driving up customer satisfaction.
Our overall business strategy is supported by a financial strategy whereby we
seek to maintain a long-term efficient capital structure.
3.5.2 Business model
The Group’s business model varies to some extent by division. The business
model is intended to deliver the business objectives and long-term strategy
explained above in that it is designed to add value through organic growth,
targeted acquisitions and rail franchise wins. The overall model of the Group is
based on a relatively decentralised management structure with short chains of
command and close monitoring and direction from the centre. Across the
Group, there is an emphasis on achieving strong operational performance as
an underpin of strong financial performance.
The business model for the Group’s UK Bus (regional operations) and North
America Divisions is designed to be sufficiently flexible to respond to
developments in the markets in which they operate and to changes in
demand. The key features of this business model are:
•
•
•
A decentralised management structure enabling local management
to quickly identify and respond to developments in each local market;
An emphasis on lightly regulated bus operations enabling
management to vary prices, operating schedules and timetables in
response to developments in each local market without significant
hindrance from regulation;
A flexible cost base whereby operating mileage and operating costs
can be flexed in response to changes in demand.
The business model of the UK Bus (London) and UK Rail Divisions is different.
The businesses are more highly regulated and their cost base is less flexible so
there is greater management focus on agreeing the right contractual
arrangements, including appropriate risk-sharing arrangements, and ensuring
these are appropriately managed for the duration of each contract.
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3.5.3 Key Performance Indicators
The Group uses a wide range of key performance indicators (“KPIs”) across its various businesses and at a Group level. The most important of these KPIs at a Group
level focus on five key areas:
•
Safety
•
Profitability
• Organic growth
•
Service delivery
•
Staff retention
KPIs are also shown below for the Group’s largest joint venture, Virgin Rail Group.
3.5.3.1 Safety
The safety of our passengers, staff and others is our first priority. Safety is monitored in various ways, including through a range of KPIs. Businesses acquired or
disposed of in the year are excluded from the safety KPIs.
Five of the more important safety KPI’s are reported below:
UK Bus (regional operations) – number of blameworthy
accidents per 1 million miles travelled
US – number of blameworthy accidents per
1 million miles travelled
South West Trains – workforce lost time injuries
per 1,000 staff
East Midlands Trains – workforce lost time injuries
per 1,000 staff
Virgin Rail Group – West Coast – workforce lost time
injuries per 1,000 staff
Target
Year ended
30 April 2011
Year ended
30 April 2010
Year ended
30 April 2009
21.4
21.9
see below
To decrease each year –
ultimate target is zero
To decrease each year –
ultimate target is zero
7.3
1.8
1.5
2.1
8.8
2.0
1.6
1.9
9.3
1.7
2.6
1.6
Due to development of our safety reporting systems to standardise and enhance the reporting of safety indicators, certain KPIs are not presented above as they
would not be comparable to later years.
3.5.3.2 Profitability
The Group seeks to increase long-term value to its shareholders. While the Group aims to take a long-term perspective on shareholder value, it also monitors
the financial performance of each of its businesses in the shorter term. For the Group as a whole, the key measure of short-term financial performance is
earnings per share before exceptional items and intangible asset expenses (“Adjusted EPS”). Adjusted EPS is calculated based on the profit attributable to equity
shareholders (adjusted to exclude exceptional items and intangible asset expenses) divided by the weighted average number of ordinary shares ranking for
dividend during the relevant period.
Adjusted EPS was as follows:
Adjusted EPS
To increase in excess of inflation
Target
Year ended 30 April
2011
pence
23.8p
2010
pence
18.7p
2009
pence
22.9p
3.5.3.3 Organic growth
A key element underpinning the Group’s strategy is to deliver organic growth in revenue. Organic growth KPIs are not reported for businesses acquired or
disposed of in the year. The following measures of organic growth are monitored in respect of three of the Group’s divisions:
• UK Bus (regional operations) – growth in passenger journeys measured as the percentage increase in the number of passenger journeys relative to the
equivalent period in the previous year.
• Rail – growth in passenger miles measured as the percentage increase in the number of miles travelled by passengers relative to the equivalent period in the
previous year.
• North America – growth in constant currency revenue from continuing operations measured as the percentage increase in revenue relative to the equivalent
period in the previous year.
The measures vary by division reflecting differences in the underlying businesses – for example, a significant proportion of the revenue in North America is not
determined on a “per passenger” basis.
Throughout this Annual Report, references to passenger volume growth for UK Bus or Rail businesses mean growth determined on the basis set out here.
All of these growth KPIs involve a degree of estimation in respect of passenger volumes and are normalised to exclude businesses that have not been held by
the Group for the whole of both periods.
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Operating and Financial Review
The organic growth KPIs were as follows:
Target
Year ended
30 April 2011
Growth %
Year ended
30 April 2010
Growth %
Year ended
30 April 2009
Growth %
UK Bus (regional operations)
passenger journeys
UK Rail passenger miles
– South West Trains
– East Midlands Trains
– Virgin Rail Group – West Coast Trains
North America revenue
Positive growth
each year
0.9%
4.1%
6.9%
9.3%
8.5%
(0.4)%
(1.1)%
(0.4)%
20.4%
(3.4)%
3.2%
2.2%
1.6%
(1.5)%
7.2%
During the year ended 30 April 2009, Virgin Rail Group experienced numerous Network Rail possessions, over-runs and days of poor performance and this is
reflected in the decline in passenger miles shown above for that year.
The declines in passenger volumes at UK Bus (regional operations) and UK Rail, and the decline in North America revenue, in the year ended 30 April 2010
shows the impact of the tough economic conditions during the year. At Virgin Rail Group the impact has been offset by the increase in services following a new
timetable being introduced in December 2008.
3.5.3.4 Service delivery
We aim to provide a reliable service to support our organic growth strategy. Our measures of service delivery include:
• UK Bus (regional operations) – reliability measured as the percentage of planned miles to be operated that were operated.
• Rail – punctuality measured on the basis of the DfT’s Public Performance Measure (moving annual average) being the percentage of trains that arrive at their
final destination within 5 minutes (or 10 minutes for inter-city services) of their scheduled arrival time having called at all scheduled stations. References to
rail punctuality throughout this Annual Report refer to punctuality calculated on this basis.
Due to the nature of the North American business, there is no single measure of service delivery for the North American division as a whole. Service delivery
KPIs are not reported for businesses acquired or disposed of in the year.
The service delivery KPIs were as follows:
UK Bus (regional operations) reliability
UK Rail punctuality
– South West Trains
– East Midlands Trains
– Virgin Rail Group – West Coast Trains
Target
>99.0%
>90.0%
>85.0%
>85.0%
2011
%
99.1%
93.3%
92.0%
86.3%
Year ended 30 April
2010
%
99.3%
93.0%
92.5%
85.3%
2009
%
99.5%
93.3%
89.3%
79.7%
Service delivery at our UK businesses for the year ended 30 April 2011 was adversely affected by the severe winter weather in November and December 2010.
3.5.3.5 Staff retention
The strength of our business is built on the quality of our employees. We monitor staff turnover which is measured as the number of employees who left the
Group (other than through business disposals) during the period as a proportion of the total average employees during the period. Staff retention KPIs are not
reported for businesses acquired or disposed of in the year.
Staff turnover for the last three years in our continuing businesses was as follows:
UK Bus (regional operations)
staff turnover
UK Rail staff turnover
– South West Trains
– East Midlands Trains
– Virgin Rail Group – West Coast
North America staff turnover
Target
To
decrease
each year
2011
%
15.0%
7.4%
4.4%
2.6%
16.5%
Year ended 30 April
2010
%
15.0%
7.4%
7.3%
3.6%
20.1%
2009
%
18.3%
11.3%
8.3%
5.3%
20.2%
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3.6 Overview of financial results
Stagecoach Group has achieved continued strong financial and operational performance for the year ended 30 April 2011.
Revenue by division is summarised below:
REVENUE
2011
2010
2011
2010
Continuing Group operations
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
Intra-Group revenue
Group revenue
£m
Functional
currency
Functional currency
(m)
Growth
%
893.6
133.6
295.1
1,070.0
(2.5)
875.4
Nil
266.1
1,026.7
(3.8)
£
£
US$
£
£
893.6
133.6
461.7
1,070.0
(2.5)
875.4
Nil
426.3
1,026.7
(3.8)
2.1%
–%
8.3%
4.2%%
(34.2)%
2,389.8
2,164.4
Operating profit by division is summarised below:
OPERATING PROFIT
2011
2010
2011
2010
£m
%
margin
£m
%
margin
Functional Functional currency
currency
(m)
14.4%
–
3.4%
4.1%
£
£
US$
£
153.1
(5.9)
30.2
48.4
126.1
Nil
14.6
41.6
Continuing Group operations
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
Group overheads
Restructuring costs
Total operating profit from continuing
Group operations
Joint ventures – share of profit/(loss) after tax
Virgin Rail Group
Citylink
New York Splash Tours
Twin America
Total operating profit before intangible asset
expenses and exceptional items
Intangible asset expenses
Exceptional items
Total operating profit: Group operating profit
and share of joint ventures’ profit after taxation
153.1
(5.9)
19.3
48.4
(11.3)
(2.9)
200.7
28.4
1.8
Nil
9.3
240.2
(15.2)
Nil
225.0
17.1%
(4.4)%
6.5%
4.5%
126.1
Nil
9.1
41.6
(11.6)
(1.2)
164.0
19.2
1.2
(0.9)
8.5
192.0
(11.1)
(1.8)
179.1
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Operating and Financial Review
3.7 Divisional Performance
3.7.1 UK Bus (regional operations)
Financial performance
The financial performance of the UK Bus (regional operations) division for the
year ended 30 April 2011 is summarised below:
Revenue
Like-for-like revenue*
Operating profit*
Operating margin
2011
£m
893.6
883.0
153.1
2010
£m
875.4
864.7
126.1
Change
2.1%
2.1%
21.4%
17.1%
14.4%
270bp
Revenue from our UK Bus regional operations for the year ended 30 April 2011
was up 2.1% to £893.6m, compared to £875.4m in the prior year. Like-for-like
revenue growth was 2.1%. Operating profit was up 21.4% at £153.1m (2010:
£126.1m) which includes the benefit of a £14.3m year-on-year reduction in
fuel costs. Operating margin was 17.1%, compared to 14.4% in 2010.
Passenger revenue growth
We have delivered further revenue and passenger volume growth at our UK
Bus regional operations. Over many years, our UK Bus (regional operations)
volume growth and profit margins have been amongst the best in the sector
and we also offer the best value fares of any major operator. We have seen
increasing signs of modal shift from car to local bus services as road
congestion, the high price of fuel and Government “green taxes” impact on
the cost of motoring. Consumers are seeing the convenience and financial
benefits of switching to a better value and more sustainable mode of
transport. Revenue growth in the year was consistent with our plan for modest
fare rises. Like-for-like passenger volume growth for the year was 0.9%. Our
value fares strategy and focus on organic growth has ensured we have a
vibrant bus business in the UK and we believe the environment for public
transport will support continued modal shift to bus and coach travel.
Cost control
Reduced public sector spending is resulting in reductions in concessionary
revenue, and cuts by local authorities in tendered services. All bus operators
have also faced increasing pressure on fuel and energy costs and from April
2012, will see a reduction in Bus Service Operators’ Grant (BSOG). However, we
have maintained a strong commercial bus network through a mixture of fare
increases at or below inflation and some limited mileage reductions. We will
continue to manage the impact on our business proactively and take these
factors into account in future decisions on bus services, tenders and fares, while
working hard to minimise the effect on our passengers.
Investment
We are driving up the quality of travel for our customers by investing in
greener vehicles, better facilities and improved services. In January 2011, we
announced that we were investing £52m in 360 new Euro 5 buses and
coaches for our regional bus networks across the UK in year to 30 April 2012,
further improving the standard of travel for passengers. This is in addition to
the purchase of more than 60 hybrid electric buses, which was announced in
late 2010. It means the UK Bus Division’s investment in new vehicles outside
London over four years will reach nearly £290m. Stagecoach is leading the way
on investing in new greener buses using state-of-the-art hybrid electric
technology. More than 20% of the 542 vehicles supported by the Department
for Transport’s Green Bus Fund are being purchased by Stagecoach in what is
the biggest investment in low carbon buses outside London. Across our
regional operations, we have placed orders for 142 hybrid electric vehicles, at a
cost of £26.9m. We are also making a multi-million-pound investment in a hi-
tech eco-driving system for our regional bus operations, which will help reduce
fuel consumption and carbon emissions, improve passenger comfort and cut
the risk of accidents. A key element of the initiative is an EcoDriver incentive
scheme giving employees the chance to earn “green points” that are converted
into financial benefits from a potential £900,000 annual bonus pot.
Pricing strategy
Stagecoach has been independently recognised as offering the best value bus
fares of any major UK bus operator. We are continuing to focus on our value
fares strategy to support organic passenger growth, offering our customers
good value travel options through our multi-journey megarider discounted
travel tickets. Investment in smartcard technology is a key part of our ticketing
* See definitions in note 36 to the consolidated financial statements.
page 8 | Stagecoach Group plc
plans for the future and Stagecoach was the first major UK bus operator to
complete the installation of Government-standard smartcard ticket machines
on its entire UK bus fleet outside London. In London, all of the Group’s buses
accept Transport for London’s Oyster card. We have launched our own
smartcard, StagecoachSmart, which can be used by passengers to store their
tickets electronically. Customers also have the option to pay for their travel
through automatic monthly payments. We are rolling out StagecoachSmart
travel cards across our regional bus operations, offering potential for further
integration with other operators’ services where infrastructure and commercial
agreements are in place.
Regulatory developments
The Group continues to respond to the Competition Commission on its
consideration of the local bus market in the UK (excluding London and
Northern Ireland). The Commission published its Provisional Findings and
Possible Remedies in May 2011. Local bus services in the UK have been
subject to detailed and unprecedented scrutiny by the competition
authorities for more than eighteen months and we note that the
Commission is not proposing any fundamental change to the regulatory
structure of the industry. At this stage, the Commission has ruled out both
price controls and forced divestments of bus operations. In addition, the
Commission has acknowledged that there are existing agencies, mechanisms
and legislation, which can address a number of its recommendations. We
have consistently attracted more passengers by investing in our buses and
networks, providing innovative products and offering good value fares. We
will engage with the Commission on measures that we believe will deliver
further improvements to bus passengers, while retaining the many positive
existing initiatives that benefit our customers as a result of the competitive
market in which we operate. At the same time, we will continue to press local
and national government for action on the issues that matter to customers.
We believe the Commission’s report should be a starting point for serious,
consistent and extensive measures to tackle road congestion and deliver
more bus priority.
Business development
Stagecoach has been awarded a major contract to provide transport at the
London 2012 Olympic and Paralympic Games. The contract will involve
transferring the world’s athletes and media between their accommodation
and various Olympic and Paralympic venues in London, as well as transporting
them to and from airports as they arrive and leave the Games. Stagecoach will
be responsible for managing two depots in London, with a total of 1,100 buses
and coaches in operation throughout the event. Around half of the buses and
coaches required will be provided by Stagecoach with the remainder being
supplied by other UK and Irish bus operators.
We are building further on our successful direct marketing and telemarketing
campaigns to attract new customers and retain existing business. We have
built up a database of more than one million customers and targeted specific
demographic groups, such as commuters and mothers, with tailored
campaigns to encourage them to switch from driving to taking public
transport. We are joining the Ice loyalty card scheme for sustainable products,
which brings together companies with superior ethical and environmental
credentials and allows consumers to collect and spend points across a range of
businesses. In addition, we have launched pilot projects in Scotland and
Oxford using social media channels to inform passengers about marketing
promotions and assist the management of customer service, including issues
affecting service reliability.
Our budget services are continuing to attract more and more people looking
for an affordable, reliable and greener travel alternative. In April 2011, we
announced a further expansion of our budget transport services across the UK.
megabus.com added five new locations and now serves over 60 locations
across the UK.
Outlook
UK Bus operators undoubtedly face a number of challenges in the months
ahead. We forecast that in the year ending 30 April 2012, concessionary
revenue and tendered revenue will reduce by around £15m and that fuel costs
will increase. However, we remain positive on the prospects for the Division.
The flexibility we have on fares and service patterns, the rising cost of running a
private car and the strength of our management team, mean that the Division is
well positioned to at least deliver operating profit in the year to 30 April 2012 at
a level similar to that of the year to 30 April 2011. Whilst fares will increase at a
higher average rate than the previous year, our services will remain good value.
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3.7.2 UK Bus (London)
The financial performance of UK Bus (London) since the Group acquired it in
October 2010 to 30 April 2011 is summarised below:
Financial performance
3.7.3 North America
Financial performance
The financial performance of the North America division and North America
joint ventures for the year ended 30 April 2011 is summarised below:
Revenue
Operating loss
Operating margin
14 October 2010 to 30 April 2011
£m
133.6
(5.9)
(4.4)%
The reported operating loss of £5.9m is after taking account of (i) a £3.2m
release from the provision that was recorded as at acquisition in respect of
acquired customer contracts and (ii) £9.9m of costs in relation to rebasing of
staff terms and conditions.
In October 2010, the Group completed the acquisition of the bus business
formerly owned by East London Bus Group Limited (in administration),
acquiring four companies that together operate the business. The cash paid in
respect of the acquisition was £59.5m, inclusive of amounts to settle inter-
company liabilities payable by the acquired business to its former parent
company. The closing enterprise value (being the aggregate of the
consideration paid and the net debt assumed with the acquisition) on the date
of completion was £56.0m, taking account of the cash in the acquired
business at completion. We operated a successful and profitable bus business
in London for several years and are pleased to re-enter the London bus market
at an attractive price.
We have made significant progress in restructuring the acquired business to both
maximise synergies with the wider Group and tackle the structurally high cost
base. Our first step was to put in place a new management team, comprising
Stagecoach personnel from other areas and also incumbent members of the
London management team. The head office accounting and administration
structure of the business was then reduced, with all accounting functions being
integrated with our Shared Service Centre in Stockport.
We have held discussions with the employee trade union representatives and
are pleased with the constructive response to our plans to improve employee
productivity and reduce unit costs significantly, and in doing so secure the
business and jobs for the future. The results include the financial cost of
implementing these changes in working terms and conditions and we will see
material reduction in future payroll costs.
We have also undertaken a full review of the integrity of the financial models
supporting the contract costing and budgeting for bids and set a realistic
return criteria for future tenders. As we have previously reported, it will take
some time for the existing low margin contracts to work through to re-tender,
and the business has already lost some sizeable contracts which will impact
from the year to 30 April 2012.
We have recently announced the planned closure of one of the ten bus depots
from which the business operates. This property rationalisation plan
recognises the significant extra capacity the business has, and will allow us to
improve efficiency by better spreading overheads, yet still leaves sufficient
capacity for future requirements.
In the next six months our focus remains on the cost base of the business, in
particular fleet maintenance costs and working practices, where we anticipate
further economies and efficiency improvements can be achieved.
As a sign of our confidence in the future of the business, in January 2011 we
announced plans to lease more than 160 new state-of-the-art vehicles for our
London operations. Our long-term aspirations are for mid to upper single-
digit operating margins. While we do not underestimate the challenges we
face in improving the financial performance of the acquired business, our plans
are firmly on track and we remain confident we can deliver a good return to
shareholders from the acquisition.
Outlook
As we anticipated when we acquired the London Bus Division, the annual rate
of revenue is likely to fall in the year ending 30 April 2012 but there is good
potential to generate a small operating profit by reducing costs and
relinquishing some under-performing contracts.
Revenue
Wholly owned
Share of joint ventures
Total
Like-for-like revenue
Operating profit
Wholly owned
Share of joint ventures
Total
Operating margin
2011
US$m
461.7
67.7
529.4
457.0
30.2
15.2
45.4
2010
US$m
Change
%
426.3
64.1
490.4
421.1
14.6
12.8
27.4
8.3%
5.6%
8.0%
8.5%
106.8%
18.8%
65.7%
300bp
8.6%
5.6%
Revenue from our wholly owned North American operations for the year to
30 April 2011 was up 8.3% at US$461.7m (2010: US$426.3m), and the
equivalent like-for-like revenue was up by 8.5%. Operating profit was
US$30.2m (2010: US$14.6m), resulting in an operating margin of 6.5%,
compared to 3.4% the previous year. The increased profit and margin reflects
the benefits of revenue growth and reduced fuel costs. Converted to sterling,
revenue for the 12 months to 30 April 2011 was £295.1m (2010: £266.1m).
Operating profit for the 12 months was £19.3m (2010: £9.1m).
megabus.com
megabus.com revenue in the year ended 30 April 2011 was US$75.4m (2010:
US$45.1m) and it continues to be the growth engine of our business in North
America. Passenger demand is strong and we are continuing to expand our
range of destinations. megabus.com now covers around 60 cities from hubs in
Chicago, New York, Philadelphia, Washington D.C. and Pittsburgh. Our strategy
of using transport hubs has helped support the rapid expansion of the product,
maximise the productivity of our fleet and control start-up costs. The market
for budget travel has bucked the trend of the wider economy and we have
created more than 250 jobs over the past two years. Moving forward, we expect
megabus.com to account for an increasing proportion of our North American
business and we are now focusing on the best strategy to exploit further
growth opportunities in other parts of North America.
Other operations
We continue to take steps to match services to demand in the non-
megabus.com parts of our business, as well as focusing on cost control. We
have a flexible business model and have taken action to reduce costs and miles
operated, with vehicles in charter operations redeployed as part of our
megabus.com growth strategy. The economic environment has improved and
in the second half of the year, we have seen positive revenue trends.
Outlook
We are looking to grow megabus.com revenue from US$75.4m in the year
ended 30 April 2011 to over US$110m in the year to 30 April 2012. This will
still largely be served by our existing depot infrastructure but we are already
working on the further expansion of megabus.com beyond April 2012, which
might involve new partnerships and/or infrastructure. New megabus.com
routes are expected to be loss-making initially, which partly masks the success
of the established routes.
Although megabus.com offers the greatest potential to grow the North
American business, the remainder of the business is well positioned to offset
higher fuel costs. The rate at which megabus.com is rolled out to new
locations will have a bearing on the North America operating profit for the
year to 30 April 2012 with a more rapid roll-out resulting in higher start-up
losses. Overall, however, the Division remains well placed to deliver a good
operating profit in the year ending 30 April 2012.
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Operating and Financial Review
3.7.4 UK Rail
Financial performance
The financial performance of the UK Rail division for the year ended 30 April
2011 is summarised below:
Revenue
Like-for-like revenue, excluding tram
Operating profit
Operating margin
2011
£m
1,070.0
1,026.9
48.4
4.5%
2010
£m
1,026.7
968.9
41.6
Change
4.2%
6.0%
16.3%
4.1%
40bp
Revenue from our UK Rail subsidiaries for the year to 30 April 2011 was up by
4.2% to £1,070.0m (2010: £1,026.7m). On a like-for-like basis, revenue
excluding our tram operations is up 6.0%. Operating profit was £48.4m
(2010: £41.6m), giving an operating margin of 4.5% (2010: 4.1%). We have
benefitted from improving passenger volume trends at our South Western
Trains and East Midlands Trains franchises. South Western Trains, which
makes premium payments to the DfT, qualifies for revenue support payment
under the terms of its contract as revenues remain below that forecast when
the contract was originally awarded. The first revenue support payment was
received in March 2011, which covered the period from 1 April 2010. As
expected, East Midlands Trains has made a loss during the year. It qualifies for
revenue support from November 2011.
Operational performance
Operational performance at our East Midlands Trains and South Western
Trains franchises is consistently amongst the highest of the UK train operators.
East Midlands Trains continues to run the most punctual trains of any long
distance franchised train operator in the UK. For the year to 31 March 2011,
punctuality on East Midlands Trains was 92.1%, compared to 87.7% for long-
distance operators. Following the improvements made on its regional routes,
East Midlands Trains has also been named as the UK’s most improved regional
train operator. South Western Trains recorded a record punctuality figure of
93.7% for the same period. The average for London and South East operators
was 91.1% and was 90.9% for all UK franchised rail operators.
Customer satisfaction
Satisfaction amongst our passengers also remains high. The latest National
Passenger Survey, carried out during Autumn 2010, shows South West Trains
passengers are amongst the most satisfied in the London and South East
region. Overall satisfaction was 87% compared to the London and South East
average of 83%. At East Midlands Trains, satisfaction is at its highest ever
level, with 88% of passengers satisfied, compared to a long-distance average
of 87%, marking the biggest improvement of any UK rail operator.
Satisfaction with punctuality continues to be rated highly on both franchises.
Value travel
Our marketing strategy continues to focus on acquiring new customers
through the promotion of value for money fares and on-board services. Our
budget megatrain.com and megabusplus.com tickets, priced from just £1
(plus 50p booking fee), are continuing to prove popular. We have also
launched successful promotions, such as the Red Dot Days at East Midlands
Trains, which have seen almost 20,000 passengers travelling for £5, £10 or
£15. In May 2011, we rolled out a new competitively priced on board catering
offer at East Midlands Trains, where our new online Best Fare Finder and the
introduction of WiFi on board all London services is also having a positive
impact on passenger perception and volumes. The latest National Passenger
Survey found that the perception of value for money has increased by 9% and
4% year-on-year respectively for East Midlands Trains and South West Trains.
Passenger improvements
We are continuing to progress investment of more than £22m to improve
stations across the East Midlands Trains and South West Trains networks. We
are making rail travel better for our customers through a package of
accessibility enhancements, additional car parking spaces and refurbished
toilets and waiting rooms. At East Midlands Trains, we are currently in the
process of a £2.2m project to install new Customer Information Screens (CIS)
at a number of stations. At South West Trains, we have invested in an
industry-leading software innovation at London Waterloo to improve
passenger information during times of major disruption. Passengers are also
benefitting from improvements to our fleet. East Midlands Trains is investing
more than £30m to improve every single train in passenger service across the
franchise. The £10m refurbishment of the Class 158 trains, which are used to
operate services on the busy Liverpool to Norwich route, has now been
completed, as has the £9m refurbishment of the High Speed Trains used on
our main line services to London. We have received a positive response from
passengers to the improved levels of comfort and on-board benefits, such as
the WiFi now available on all trains to London. The refurbishment of the
Meridian fleet is now well underway, and includes luxury leather seats and
improvements to the luggage space as a result of feedback from passengers.
At South West Trains, we are also carrying out an interior refresh of our Class
458 trains to deliver an improved travelling environment.
Policy & Regulatory Developments
The Group has engaged extensively with the Department for Transport and Sir
Roy McNulty on the way forward for reform of the rail industry. The final report
by Sir Roy McNulty on value for money in the UK Rail industry was published in
May 2011, and we believe its recommendations are a major opportunity to
unlock further growth in the years ahead and deliver a more efficient, more
passenger-focused railway. We are supportive of efforts to reduce industry costs
and we believe our achievements at our own franchises demonstrate our ability
to drive out efficiencies in areas under our control, whilst maintaining high
levels of performance and customer satisfaction. We would welcome radical
reform to deliver greater alignment of track and train, which we believe would
benefit all stakeholders in the UK rail network. Our vision of vertical integration
does not necessarily envisage the train operator taking ownership of the
infrastructure or delivering major infrastructure projects but rather it foresees
the train operator having responsibility for infrastructure maintenance and
renewals thereby improving accountability and efficiency. We would relish the
opportunity to participate in a pilot of such vertical integration. We look
forward to working with the Government to improve the railway for the
benefit of passengers, taxpayers and our shareholders.
As part of the Comprehensive Spending Review, the Government retained
the Retail Price Index (“RPI”) +1% formula for regulated fare increases for
January 2011. However, this will change to RPI +3% from January 2012 as part
of a wider policy to shift the funding of the railways more towards the
passenger, so that the taxpayer pays less. All additional income raised by the
decision will be passed through by train operating companies to Government.
Regulated fares account for roughly half of all rail journeys and we will
continue to offer a range of good value fares to suit the different budgets of
our customers.
Rail franchising
The Government announced in December 2010 its early thoughts on rail
franchise reform and its intention for the tendering of specific franchises. We
will continue to evaluate franchise opportunities as they emerge in light of
these policy decisions.
As a major rail operator with a good track record of delivery, we were pleased
to have been shortlisted for the Greater Anglia rail franchise and, in
partnership with Virgin, for the new West Coast franchise. The Greater Anglia
franchise is expected to commence in February 2012 and will run for between
17 and 29 months. The current West Coast franchise is due to end on 31
March 2012. However, the start of the new West Coast franchise has been
delayed until 9 December 2012. Virgin Rail Group (“VRG”) has entered into
bilateral negotiations with the DfT to agree acceptable terms for the
extension of the current franchise to 8 December 2012. The new West Coast
franchise is expected to commence in December 2012 and will run for 14
years (expiring in March 2026) with an option to extend for a further year.
Greater Anglia and West Coast are very different franchises, each with their
own specific challenges, priorities and opportunities. We will continue to work
with local communities and other stakeholders to develop sustainable bids to
deliver the Government’s specification, improve rail services for customers,
and ensure value for money for taxpayers.
The new Greater Anglia franchisee will not take significant passenger revenue
risk, consistent with the short-term nature of the franchise. It will, however,
take cost risk and will operate the train service during the London 2012
Olympics.
The new West Coast franchise will likely include a risk-sharing mechanism
based on GDP rather than revenue and will give the train operator some
increased flexibility to change timetables and fares.
Tram
Stagecoach is Britain’s biggest tram operator and the light rail systems we
operate in Manchester and Sheffield are important to their local
communities. The new management team we appointed for our light rail
operations last year has helped deliver further improvements and is
continuing to work successfully with our Passenger Transport Executive
partners.
Supertram continues to deliver exceptional levels of service reliability and has
achieved good revenue growth. At Metrolink, trams now serve the major
employment centre at Media City in Salford Quay and further track
extensions are scheduled to be completed later in 2011.
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Outlook
Operating profit in the UK Rail Division has been expected for some time to
reduce in the year ending 30 April 2012 and this remains the case given the
change in the premium payments to Government. Thereafter, the availability
of revenue support should help limit the risk of profit falling short of
expectations but the scope to significantly increase UK Rail profit (new
franchise wins excepted) is already recognised as being limited.
3.7.5 Joint Ventures
3.7.5.1 Virgin Rail Group
Financial performance
The Group's share of the financial performance of Virgin Rail Group for the
year ended 30 April 2011 is summarised below:
49% share of Revenue
Operating profit
Net finance income
Taxation
Profit after tax
Operating margin
2011
£m
392.7
39.5
0.2
(11.3)
28.4
10.1%
2010
£m
355.3
25.5
0.2
(6.5)
19.2
7.2%
Change
10.5%
54.9%
-
73.8%
47.9%
290bp
Our share of VRG’s profit after tax for the 12-month period was £28.4m
(2010: £19.2m). Our share of operating profit was £39.5m (2010: £25.5m),
our share of finance income was £0.2m (2010: £0.2m) and our share of
taxation charges was £11.3m (2010: £6.5m).
Passenger revenue growth
VRG has continued to achieve strong passenger revenue growth. Improved
journey times, more frequent services, and good value deals, have all had a
positive impact on passenger trends. Passenger volume growth has been well
ahead of other long-distance train operators, and Business and First Class
traffic has grown in particular as the economy has improved and better
infrastructure performance has delivered more reliable services. Virgin is
winning further market share from domestic airlines as passengers turn their
back on out of town airports and opt instead for city-centre to city-centre
travel. Figures issued by the Association of Train Operating Companies in April
2011 show that on London to Manchester, rail’s market share rose from 69%
in 2008 to 79% in 2010.
Passenger improvements
Investment has continued to improve the Virgin Trains website, provide more
fast ticket machines and increase the number of car parking spaces at stations
to meet the growing demand. As a result, Virgin West Coast continues to be
rated highly by its passengers, with 90% of passengers satisfied in the latest
National Passenger Survey.
Business development
VRG has a proven track record over the last 14 years of providing better rail
services for customers, including the renewal of the entire train fleet and the
introduction of a high-frequency timetable. In the last six years alone, annual
passenger numbers have doubled from 14 million to over 28 million and
Virgin is now delivering industry-leading levels of customer satisfaction. VRG is
negotiating an extension to its existing West Coast franchise and has been
shortlisted for the new West Coast franchise, as explained in section 3.7.4. VRG
is committed to submitting a strong bid to retain the West Coast franchise,
building on the investment and customer improvements made in recent years
and working with local communities along the route, as well as other
stakeholders, to develop these plans.
Outlook
VRG’s profit in the year ended 30 April 2011 benefited from some contractual
settlements with Network Rail that will not repeat in the year to 30 April 2012.
While this might mean a fall in short-term profit, the main strategic focus of
VRG is now on the opportunities presented by the new franchise which VRG is
bidding for.
3.7.5.2 Twin America
Financial performance
60% share of Revenue
Operating profit
Taxation
Profit after tax
Operating margin
2011
US$m
67.7
15.2
(0.6)
14.6
2010
US$m
63.6
14.2
(0.6)
13.6
22.5%
22.3%
Change
6.4%
7.0%
–
7.4%
20bp
We are pleased by the strong financial performance of our Twin America joint
venture in the year ended 30 April 2011. The business has benefited from an
increased number of visitors to New York City. Our share of operating profit
for the year increased to US$15.2m (2010: US$14.2m). The tax treatment of
our share of profit is such that the joint venture’s own profit is partially taxed
but an additional tax charge falls on the joint venture partners and the effect
of that on the Group is included within “taxation” in the consolidated income
statement.
TwinAmerica was notified by the United States Surface Transportation Board
("STB") in February 2011 that its application for formal approval of the joint
venture had not been approved. The STB confirmed that the joint venture, as
currently structured, did require its approval and therefore, having decided not
to approve the joint venture, the STB gave Twin America the option of
separating the business, assets and management of the joint venture.
Alternatively, the joint venture could divest its interstate services, which account
for around 1% of the joint venture's revenues. The latter option would remove
the transaction from STB jurisdiction and place it within the authority of the
New York State Attorney General. The Chairman of the STB agreed on 9 March
2011 to grant an application for a stay of the February decision pending a
forthcoming decision by the STB on Twin America's request to undertake a
further detailed review of the case. Twin America believes customers have
benefitted from good quality, high value, and better co-ordinated services, while
the joint venture has achieved cost savings and other synergies. We will
continue to assist the STB should it move forward with a fresh consideration of
this matter and are prepared to present any further evidence as appropriate to
help inform any future decision. Twin America continues to look for
opportunities to expand both in its current market and beyond New York. On 17
May 2011, Twin America commenced a joint venture in Los Angeles offering
open top double deck, hop on hop off, sightseeing bus services and on 1 June
2011, it started to offer sightseeing tours by boat on the River Hudson around
Manhattan. We believe the outlook for Twin America remains positive and we
are confident of further growth in its revenue and profit.
3.8 Other financial matters
3.8.1 Depreciation and intangible asset expenses
Earnings before interest, taxation, depreciation, intangible asset expenses and
exceptional items (pre-exceptional EBITDA) amounted to £330.5m (2010:
£283.9m) including the Group’s share of its joint ventures’ profit after tax.
Depreciation, including non-exceptional impairment charges, for the year was
£90.3m (2010: £91.9m). The income statement charge for intangible assets
increased from £11.1m to £15.2m, of which £5.1m (2010: £5.1m) related to
joint ventures. The year on year increase reflects amortisation of intangible
assets acquired during the year, primarily as part of acquiring the East London
bus business.
3.8.2 Exceptional items
The following exceptional items, before taxation, arose in the year ended 30
April 2010:
• A loss of £0.1m in relation to the disposal of land and buildings across the
Group.
• A gain of £4.6m being the revision to the estimated insurance provision in
relation to pre-acquisition liabilities.
• A loss of £0.6m being expenses incurred in relation to the acquisition of
our UK Bus (London) operations.
• A loss of £3.2m in relation to the disposal of certain operations in the
United Kingdom.
• A gain of £18.5m on the release of a liability related to previous disposals
of businesses.
The net effect of exceptional items was a pre-tax profit of £19.2m (2010: loss
of £20.4m), of which a gain of £18.5m (2010: £3.9m) was reported as profit
from discontinued operations. A tax charge of £1.3m (2010: credit of £7.4m)
arose in respect of exceptional items resulting in a net after-tax gain from
exceptional items of £17.9m (2010: loss of £13.0m).
3.8.3 Net finance costs
Pre-exceptional net finance costs increased from £30.7m to £34.5m. The
ratio of pre-exceptional EBITDA to net finance costs was 9.6 times for the
year ended 30 April 2011 (2010: 9.2 times), reflecting increased profit.
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Operating and Financial Review
3.8.4 Taxation
The tax charge is analysed in Table A below:
Net cash from operating activities before tax for the year ended 30 April 2011
was £252.2m (2010: £217.1m) and can be further analysed as follows:
3.8.5 Earnings per share
Earnings per share before intangible asset expenses and exceptional items
were 23.8p, compared to 18.7p in 2010. Basic earnings per share increased
from 15.6p to 24.6p.
3.8.6 Fuel Costs
The Group’s operations as at 30 April 2011 consume approximately 370m
litres of diesel fuel per annum. As a result, the Group’s profit is exposed to
movements in the underlying price of fuel.
The proportion of the Group’s projected fuel usage that is currently hedged
using fuel swaps is as follows:
Year ending 30 April
2012
2013
2014
2015
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
96%
50%
77%
76%
51%
38%
28%
61%
–
25%
–
5%
–
13%
–
–
The Group has no fuel hedges in place for periods beyond 30 April 2015.
The Group’s fuel costs include the costs of delivery and duty as well as the
costs of the underlying product. Accordingly, not all of the cost varies with
movements in oil prices.
The Group’s like-for-like diesel fuel costs for the year ending 30 April 2012 are
likely to be higher than for the year ended 30 April 2011 because after taking
account of the fuel hedges in place, the average fuel cost per litre will be higher.
Further information on the Group’s exposure to movements in fuel prices is
provided in note 27 to the consolidated financial statements.
3.8.7 Cash flows
The strong cash generative nature of the Group is once again highlighted by
net cash from operating activities after tax of £231.8m (2010: £216.4m). Net
cash outflows from investing activities were £198.2m (2010: £37.2m) and
net cash used in financing activities was £49.7m (2010: £79.9m).
3.8.8 Net debt
Net debt (as analysed in note 31 to the consolidated financial statements)
reduced from £296.7m at 30 April 2010 to £280.9m at 30 April 2011.
The Group’s net debt at 30 April 2011 is further analysed below:
Unrestricted cash
Cash held within train operating
companies
Restricted cash
Fixed
rate
£m
Nil
Nil
Nil
Total cash and cash equivalents
Sterling bond*
Sterling hire purchase
US dollar finance leases
Canadian dollar finance leases
Loan notes
Preference shares
Nil
(244.8)
(8.4)
(40.4)
(3.4)
Nil
Nil
Floating
rate
£m
174.9
163.1
20.3
358.3
(150.0)
(168.5)
Nil
Nil
(21.1)
(2.6)
Total
£m
174.9
163.1
20.3
358.3
(394.8)
(176.9)
(40.4)
(3.4)
(21.1)
(2.6)
Net debt
(297.0)
16.1
(280.9)
* The split between fixed rate and floating rate sterling bonds is after taking account of the effect of
interest rate derivates that synthetically convert £150.0m of fixed rate debt to floating rate debt.
Operating profit of Group companies
Depreciation
Intangible asset expenses
Impairment of plant and equipment
EBITDA of Group companies
Loss on disposal of plant and equipment
Equity–settled share based payment expense
Working capital movements
Net interest paid
Dividends from joint ventures
Net cash from operating activities before
excess pension contributions
Pension contributions in excess of
pension costs
Net cash inflow from operating activities
before taxation
2011
£m
190.6
90.3
10.1
Nil
291.0
0.9
4.7
(22.7)
(30.1)
28.8
2010
£m
156.2
77.2
6.0
14.7
254.1
2.0
6.3
(10.7)
(53.1)
35.7
272.6
234.3
(20.4)
(17.2)
252.2
217.1
The impact of purchases of property, plant and equipment for the year on net
debt was £164.4m (2010: £154.9m). This comprised cash outflows of
£156.3m (2010: £89.2m) and new hire purchase and finance lease debt of
£8.1m (2010: £65.7m). £14.7m (2010: £53.0m) was received from the
disposal of property, plant and equipment.
3.8.9 Liquidity
The Group has comfortably complied with all of its banking covenants
throughout the financial year. The Group is subject to certain market standard
banking covenants, which include a limit on the level of net debt compared
to EBITDA and a minimum level of EBITDA to interest, in each case as
defined in the relevant agreements.
Our strong financial position is evidenced by:
• The ratio of net debt at 30 April 2011 to pre-exceptional EBITDA for the
year ended 30 April 2011 was 0.8 times (2010: 1.0 times).
• Pre-exceptional EBITDA for the year ended 30 April 2011 was 9.6 times
(2010: 9.2 times) pre-exceptional net finance costs.
• Undrawn, committed bank facilities analysed below totalled £491.5m at
30 April 2011 (2010: £345.9m). This included £67.9m (2010: £24.9m)
that is only available for non-cash utilisation. In addition, the Group
continues to secure new asset finance.
• In February 2011, the Group saw strong appetite from banks for the re-
financing of its core bank facilities and entered into £510.0m of new five-
year, committed facilities.
• The three main credit rating agencies continue to assign investment grade
credit ratings to the Group.
• The Group is cash generative and has the flexibility to vary capital
expenditure and other cash outflows where appropriate.
The Group’s principal lines of credit have been arranged on a bi-lateral basis
with a group of relationship banks which provide bank facilities for general
corporate purposes. These arranged lines of credit allow cash drawdowns to
finance the Group and also include facilities which are dedicated to issuing
performance/season ticket bonds, guarantees and letters of credit.
TABLE A
SUMMARY OF TAX ON PROFIT
Excluding intangible asset expenses and exceptional items
Intangible asset expenses
Exceptional items
Reclassify joint venture taxation for reporting purposes
Reported in income statement
Year ended 30 April 2011
Year ended 30 April 2010
Pre-tax profit
£m
218.1
(15.2)
202.9
0.7
203.6
(12.4)
191.2
Tax
£m
(47.5)
3.1
(44.4)
(1.3)
(45.7)
12.4
(33.3)
Rate
%
21.8%
20.4%
21.9%
185.7%
22.4%
n/a
Pre-tax profit
£m
168.7
(11.1)
157.6
(24.3)
133.3
(7.4)
17.4%
125.9
Tax
£m
(34.6)
1.7
(32.9)
7.4
(25.5)
7.4
(18.1)
Rate
%
20.5%
15.3%
20.9%
30.5%
19.1%
n/a
14.4%
page 12 | Stagecoach Group plc
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:38 Page 13
The Group’s committed bank facilities and related surety arrangements as at
30 April 2011 are analysed below:
717.8m), with a further 2.2m (2010: 2.3m) of ordinary shares held by
employee trusts and not ranking for dividend.
Expiring in
MAIN GROUP FACILITIES
– 2016
– 2014
– 2013
– 2012
LOCAL & SHORT-TERM FACILITIES
– Various
Performance Available for
bonds,
guarantees
etc. drawn
£m
non-cash Available for
utilisation
only
£m
cash
drawings
£m
(66.9)
(34.8)
(70.8)
(51.8)
(33.0)
(7.2)
(9.9)
(17.8)
410.1
Nil
Nil
Nil
Facility
£m
510.0
42.0
80.7
69.6
702.3
(224.3)
(67.9)
410.1
15.7
(2.2)
Nil
13.5
718.0
(226.5)
(67.9)
423.6
The Group’s main bank facilities are committed through to 2016. The Group
issued a £400m 5.75% bond in December 2009, which matures in December
2016.
The Group also maintains facilities in relation to asset finance (“Asset Finance
Facilities”). Asset Finance Facilities are typically agreed in principle one year in
advance and are arranged for the purpose of funding bus vehicle expenditure
and for specific UK Rail operating assets. Asset Finance Facilities include
finance leases, hire purchase agreements and operating leases. The terms of
Asset Finance Facilities are dependent on the underlying assets and typically
range between five and ten years.
Although there is an element of seasonality in the Group’s bus and rail
operations, the overall impact of seasonality on working capital and liquidity
is not considered significant.
The rail operations maintain cash balances to meet working capital
requirements and the franchise agreements restrict the transfer of this cash.
Unless DfT consent is obtained, cash can only be transferred by loan or
dividend to the extent that the relevant train operating company has
distributable profits, and the franchise is compliant with the liquidity
covenants specified in its franchise agreement.
3.8.10 Capital expenditure
Additions to property, plant and equipment for the year were:
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
Other
2011
£m
85.1
17.0
31.4
34.2
0.1
2010
£m
97.1
Nil
14.5
45.1
Nil
167.8
156.7
3.8.11 Business combinations
On 14 October 2010, Stagecoach Bus Holdings Limited ("SBHL"), a Group
subsidiary, completed the acquisition of the bus business formerly owned by
East London Bus Group Limited (in administration). SBHL acquired 100% of
the voting equity interests in four companies that together operate the
acquired business.
The cash paid in respect of the acquisition was £59.5m, comprising £5.4m
for the entire share capital of the acquired companies and £54.1m to settle
inter-company liabilities payable by the acquired companies to their former
parent company. Further details are given in note 16 to the consolidated
financial statements.
The Group has made no other material acquisitions in the year ended
30 April 2011.
3.8.12 Shares in issue
The weighted average number of ordinary shares during the year used to
calculate basic earnings per share was 717.5m (2010: 716.2m). The number of
ordinary shares ranking for dividend at 30 April 2011 was 717.9m (2010:
3.8.13 Net assets
Net assets at 30 April 2011 were £246.2m (2010: £12.7m) with the increase
primarily reflecting the strong results for the year, movements on cash flow
hedges of £23.4m after tax and actuarial gains on Group defined benefit
pension schemes of £52.5m after tax.
3.8.14 Retirement benefits
The reported net assets of £246.2m (2010: £12.7m) that are shown on the
consolidated balance sheet are after taking account of net retirement benefit
liabilities of £97.1m (2010: £202.1m) as analysed in note 26 to the
consolidated financial statements.
The Group recognised pre-tax actuarial gains of £76.5m (2010: losses of
£138.7m) on Group defined benefit pension schemes in the year ended
30 April 2011.
3.8.15 Capital
The Group regards its capital as comprising its equity, cash, gross debt and
any similar items. As at 30 April 2011, the Group’s capital comprised:
2011
£m
2010
£m
Market value of ordinary shares in issue
1,778.0
1,418.6
Cash
Gross debt
358.3
(639.2)
375.7
(672.4)
Net debt (see section 3.8.8)
(280.9)
(296.7)
The Group manages its capital centrally. Its objective in managing capital is to
optimise the returns to its shareholders whilst safeguarding the Group’s ability
to continue as a going concern and as such its ability to continue to generate
returns for its shareholders. The Group also takes account of the interests of
other stakeholders when making decisions on its capital structure.
The capital structure of the Group is kept under regular review and will be
adjusted from time to time to take account of changes in the size or structure
of the Group, economic developments and other changes in the Group’s risk
profile. The Group will adjust its capital structure from time to time by any of
the following: issue of new shares, dividends, return of value to shareholders
and borrowing/repayment of debt. There are a number of factors that the
Group considers in evaluating capital structure. The principal ratios that the
Directors consider are (1) Net Debt to EBITDA, (2) EBITDA to interest and (3)
Net Debt to market capitalisation. It is a matter of judgement as to what the
optimal levels are for these ratios.
3.8.16 Treasury policies and objectives
Risk management is carried out by a treasury committee and a central
treasury department (“Group Treasury”) under policies approved by the
Board. Group Treasury identifies, evaluates and hedges financial risks in close
co-operation with the Group’s operating units. The Board provides written
principles for overall treasury risk management, as well as written policies
covering specific areas, such as foreign exchange risk, interest rate risk, credit
risk, use of derivative financial instruments and investing excess liquidity.
The funding policy is to finance the Group through a mixture of bank, lease
and hire purchase debt, capital markets issues and cash generated by the
business.
See note 27 to the consolidated financial statements, for details of
• the Group’s treasury risk management;
• the Group’s management of interest rate risk;
• the Group’s fuel hedging;
• the Group’s management of foreign currency risk; and
• the Group’s management of credit risk.
Major financing transactions
During the year, the Group entered into various hire purchase and finance
lease arrangements for new assets as described in note 31(f) to the
consolidated financial statements.
Stagecoach Group plc | page 13
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Operating and Financial Review
The following new financing arrangements were put in place during the year
ended 30 April 2011 and subsequently:
• In May 2010, a new c.£20m 3.5-year rail bonding arrangement was agreed
to replace a bank facility that was due to expire in November 2010.
• In February 2011, the Group entered into £510m of new, unsecured bi-
lateral bank facilities that are committed for five years to February 2016.
These new facilities replaced the bank facilities that were due to expire in
March 2012.
• In February 2011, two new one-year rail bonding arrangements of c.£63m
and c.£7m were entered into to replace two arrangements that were due
to expire in March 2011.
• In June 2011, the Group sold vehicles to a bank for c.£8m and leased them
back on an operating lease.
3.8.17 Critical accounting policies and estimates
The Group’s material accounting policies are set out in note 1 to the
consolidated financial statements.
Preparation of the consolidated financial statements in accordance with
International Financial Reporting Standards (“IFRS”) as adopted by the
European Union requires directors to make estimates and assumptions that
affect the reported amounts in the consolidated financial statements and
accompanying notes. Actual outcomes could differ from those estimated. The
Directors believe that the accounting policies and estimation techniques
discussed below represent those that require the greatest exercise of
judgement. The Directors have used their best judgement in determining the
estimates and assumptions used in these areas but a different set of
judgements could result in material changes to the Group's reported financial
performance and/or financial position. The discussion below should be read in
conjunction with the full statement of accounting policies.
Taxation
The Group’s tax charge is based on the pre-tax profit for the year and tax rates
in force. Estimation of the tax charge requires an assessment to be made of the
potential tax consequences of certain items that will only be resolved when
agreed by the relevant tax authorities. Assessment of the likely outcome is
based on historical experience, professional advice from external advisors, and
the current status of any judgmental issues. However, the final tax cost to the
Group may differ from the estimates.
Acquired customer contracts and onerous contracts
The Group has a number of contractual commitments, most significantly in
respect of its rail franchises and its acquired East London bus business. In
certain circumstances, IFRS requires a provision to be recorded for a contract
that is “onerous” or when acquired as part of a business combination, that is
unfavourable to market terms. A contract is considered onerous where it is
probable that the future economic benefits to be derived from the contract are
less than the unavoidable costs under the contract. Determining the amount
of any contract provision necessitates forecasting future cash flows and
applying an appropriate discount rate to determine a net present value. There
is uncertainty over future cash flows. Estimates of cash flows are consistent
with management’s plans and forecasts. The estimate of future cash flows and
the discount rate involves a significant degree of judgment. Actual results can
differ from those assumed and there can be no absolute assurance that the
assumptions used will hold true.
Goodwill and impairment
In certain circumstances, IFRS requires property, plant, equipment and
intangible assets to be reviewed for impairment. When a review for
impairment is conducted, the recoverable amount is assessed by reference to
the net present value of the expected future cash flows of the relevant cash
generating unit (“CGU”) or net realisable value, if higher. The discount rate
applied in determining the present value of future cash flows is based on the
Group’s estimated weighted average cost of capital with appropriate
adjustments made to reflect the specific risks associated with the CGU.
Estimates of cash flows are consistent with management’s plans and forecasts.
The estimation of future cash flows and the discount rate involves a significant
degree of judgement. Actual results can differ from those assumed and there
can be no absolute assurance that the assumptions used will hold true.
Insurance
The Group receives claims in respect of traffic incidents and employee
incidents. The Group protects against the cost of such claims through third
party insurance policies. An element of the claims is not insured as a result of
the “excess” or “deductible” on insurance policies. Provision is made for the
estimated cost to the Group (net of insurance recoveries) to settle claims for
incidents occurring prior to the balance sheet date. The estimation of the
balance sheet insurance provisions is based on an assessment of the expected
settlement on known claims together with an estimate of settlements that
will be made in respect of incidents occurring prior to the balance sheet date
but for which claims have not been reported to the Group. The eventual
settlements on such claims may differ from the amounts provided for at the
balance sheet date. This is of greater risk in “younger” operations with a
shorter claims history from which to make informed estimates of provisions.
Pensions
The determination of the Group’s pension benefit obligation and expense for
defined benefit pension plans is dependent on the selection by the Directors
of certain assumptions used by actuaries in calculating such amounts. Those
assumptions are described in note 26 to the consolidated financial
statements and include among others, the discount rate, expected long-term
rate of return on plan assets, annual rate of increase in future salary levels
and mortality rates. A portion of the plan assets is invested in equity
securities. Equity markets have experienced volatility, which has affected the
value of the pension plan assets. This volatility may make it difficult to
estimate the long-term rate of return on plan assets. The Directors’
assumptions are based on actual historical experience and external data.
While we believe that the assumptions are appropriate, significant differences
in actual experience or significant changes in assumptions may materially
affect the pension obligation and future expense.
Property, plant and equipment
Property, plant and equipment, other than land, are depreciated on a
straightline basis to write off the cost or valuation less estimated residual
value of each asset over their estimated useful lives. Useful lives are estimated
based on a number of factors, including the expected usage of the asset,
expected deterioration and technological obsolescence. If another
depreciation method (for example, reducing balance) was used or different
useful lives or residual values were applied, this could have a material effect
on the Group’s depreciation charge and net profit.
Rail contractual positions
The UK Rail industry is subject to a complex matrix of contractual
relationships. The Group’s train operating companies are party to contractual
relationships with, amongst others, the DfT, Network Rail and rolling stock
lessors. The nature of these contracts is such that there can be uncertainty
and/or disagreement as to amounts receivable or payable by the Group in
accordance with the contracts. The Group makes estimates of the amounts
receivable or payable taking account of the available, relevant information.
Actual outcomes can differ from the estimates made by the Group and there
can be no absolute assurance that the assumptions made by the Group will
hold true.
3.9 Current trading and outlook
Current trading remains in line with our expectations. The improving trends
mean the Group can look forward with confidence to the year ahead. We will
continue to consider opportunities in the transport sector to create value for
our shareholders. The strong fundamentals of the Group ensure we are well
positioned to take advantage of emerging opportunities for growth.
Public transport is central to supporting economic growth and meeting the
global challenge of climate change. In the UK, high quality public transport will
be at the heart of the successful delivery of the London 2012 Olympic and
Paralympic Games. We believe the outlook for our bus and rail services is
positive. We have the people, the products and the passion for public transport
that will deliver for our customers and our shareholders.
3.10 Principal risks and uncertainties
Like most businesses, there are a range of risks and uncertainties facing the
Group and the matters described below are not intended to be an exhaustive
list of all possible risks and uncertainties.
Generally, the Group is subject to risk factors both internal and external to its
businesses. External risks include global political and economic conditions,
competitive developments, supply interruption, regulatory changes, foreign
exchange, materials and consumables (including fuel) prices, pensions
funding, environmental risks, industrial action, litigation and the risk of
terrorism. Internal risks include risks related to capital expenditure,
acquisitions, regulatory compliance and failure of internal controls. Details of
risk management procedures are given on page 27.
The focus below is on those specific risks and uncertainties that the Directors
believe are the most significant to the Group, taking account of the likelihood
of occurrence of each risk and the potential effect on the Group.
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3.10.1 Catastrophic events
There is a risk that the Group is involved (directly or indirectly) in a major
operational incident resulting in significant human injuries or damage to
property. This could have a significant impact on claims against the Group, the
reputation of the Group and its chances of winning and retaining contracts or
franchises.
Our UK Rail businesses are subject to complex contractual arrangements.
Contractual management is an important part of our rail activities because the
way in which contracts are managed can be a significant determinant of
financial performance.
Compliance with franchise conditions is closely managed and monitored and
procedures are in place to minimise the risk of non-compliance.
The Group has a proactive culture that puts health and safety at the top of its
agenda in order to mitigate the potential for major incidents. In the unlikely
event that a major incident did occur, the Group has procedures in place for
responding to such incidents.
3.10.2 Terrorism
There have been multiple acts of terrorism on public transport systems and
other terrorist attacks that whilst not directly targeting public transport have
discouraged travel. There is a risk that the demand for the Group’s services
could be adversely affected by a significant terrorist incident. Such a fall in
demand would have a negative effect on the Group’s revenue and financial
performance. The Group has plans in place designed to reduce the financial
impact of a terrorist incident and these plans take account of the Group’s
experience of managing the North American business during the period of
depressed demand following the major terrorist attack on 11 September 2001.
3.10.3 Economy
The economic environment in the geographic areas in which the Group
operates affects the demand for the Group’s bus and rail services. In particular,
the revenue of the Group’s UK rail operations is historically correlated with
factors such as UK GDP and Central London Employment. In North America, a
greater proportion of the revenue is derived from tour, charter and sightseeing
services than in the UK and these services tend to be more susceptible to
economic changes. The revenue and profit of the Group could therefore be
positively or negatively affected by changes in the economy.
Management monitors actual and projected economic trends in order to
match capacity to demand and where possible, minimise the impact of
adverse economic trends on the Group.
3.10.4 Rail cost base
A substantial element of the cost base in the Group’s UK Rail Division is
essentially fixed because under its UK rail franchise agreements, the Group is
obliged to provide a minimum level of train services and is therefore unable to
flex supply in response to short-term changes in demand. In addition, a
significant part of the cost base is comprised of payments to the infrastructure
provider, Network Rail, and payments under train operating leases which are
committed and do not vary with revenue. Accordingly, a significant proportion
of any change in revenue (for example, arising as a result of the risks described
in sections 3.10.2 and 3.10.3) will impact profit in the UK Rail Division.
This risk is taken account of when bidding for new rail franchises (see 3.10.5)
and for current franchises we look to closely manage those variable costs that
we can control.
3.10.5 Sustainability of rail profits
A significant element of the Group’s revenue and profit is generated by UK rail
franchises. There is a risk that the Group’s revenue and profit could be
significantly affected (either positively or negatively) as a result of the Group
winning new franchises, failing to retain its existing franchises or winning new
franchises on unattractive terms. In order to manage the risks, the Group has
devoted significant management resource and financial investment to bidding
for new rail franchises.
Appropriately experienced personnel are retained to work on rail bids and third
party consultants are engaged to provide additional expertise. The Board
approves the overall rail bidding strategy and the key parameters for each bid.
3.10.6 Breach of franchise
The Group is required to comply with certain conditions as part of its rail
franchise agreements. If it fails to comply with these conditions, it may be
liable to penalties including the potential termination of one or more of the
rail franchise agreements. This would result in the Group losing the right to
continue operating the affected operations and consequently, the related
revenues and cash flows. The Group may also lose some or all of the amounts
set aside as security for the shareholder loan facilities, the performance bonds
and the season ticket bonds. The Group can do more to prevent breaches of
franchise where it has sole control than where it has joint control. As the
holder of a 49% joint venture interest in Virgin Rail Group, the Group has less
control over the joint venture’s operations and that means the Group’s
management may be less able to prevent a breach of the Virgin Rail Group
franchise agreement.
3.10.7 Pension scheme funding
The Group participates in a number of defined benefit pension schemes. There
is a risk that the cash contributions required to these schemes increases or
decreases due to changes in factors such as investment performance, the rates
used to discount liabilities and life expectancies. Any increase in contributions
will reduce the Group’s cash flows.
Decisions on pension scheme funding, asset allocation and benefit promises
are taken by management and/or pension scheme trustees in consultation
with trade unions and suitably qualified advisors. A Pensions Oversight
Committee has been established comprising the Finance Director, a Non-
Executive Director and other senior executives, to oversee the Group’s overall
pensions strategy. The Board participates in major decisions on the funding
and design of pension schemes.
3.10.8 Insurance and claims environment
The Group receives claims in respect of traffic incidents and employee claims.
The Group protects itself against the cost of such claims through third party
insurance policies. An element of the claims is not insured as a result of the
“excess” on insurance policies.
There is a risk that the number or magnitude of claims are not as expected and
that the cost to the Group of settling these claims is significantly higher or
lower than expected. In the US, in particular, there is a risk that given the size of
the “excess”, that a small number of large-value claims could have a material
impact on the Group’s financial performance and/or financial position.
The Group has a proactive culture that puts health and safety at the top of its
agenda and this helps mitigate the potential for claims arising. Where claims
do arise, they are managed by dedicated insurance and claims specialists in
order to minimise the cost to the Group. Where appropriate, legal advice is
obtained from appropriately qualified advisors. The balance between insured
and retained risks is re-evaluated at least once a year and insurance and claims
activity is monitored closely.
3.10.9 Regulatory changes and availability of public
funding
Public transport is subject to varying degrees of regulation across the locations
in which the Group operates. There is a risk that changes to the regulatory
environment could impact the Group’s prospects.
Similarly, many of the Group’s businesses benefit from some form of financial
support from government including direct financial support, the provision of
equipment, government contracts and concessionary fare schemes. There is a
risk that the availability of sufficient government financial support changes due
to regulatory or other reasons. The UK Government’s stated policy to reduce
spending has increased the likelihood of this risk crystallising. The UK Bus
(regional operations) profit for the year ended 30 April 2011 included £78.7m
(2010: £80.m) of Bus Services Operators Grant, £231.4m (2010: £230.0m) of
concessionary revenue and £101.8m (2010: £106.3m) of tendered and school
bus revenue.
In the UK, the study of the UK bus market by the competition authorities is an
example of a regulatory matter affecting our business. Whilst at this stage, we
do not expect this to have a material impact on the Group’s financial
performance or financial position, we continue to monitor developments
closely.
Management closely monitors relevant proposals for changes in the regulatory
environment and communicates the Group’s views to key decision makers and
bodies. The Group actively participates in various industry and national trade
bodies along with domestic and international government forums. The Group
seeks to maintain good, co-operative relationships with all levels of
government, by developing and promoting ideas that offer cost effective ways
of improving public transport.
3.10.10 Management and Board succession
The Group values the continued services of its senior employees, including its
Directors and management who have operational, marketing, engineering,
technical, project management, financial and administrative skills that are
important to the operation of the Group’s business.
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Operating and Financial Review
Succession planning for the Directors and senior management is an important
issue and as such is considered by the Nomination Committee (as described in
section 8.3) and the Board. The appropriate level of management deals with
recruitment and retention of other staff.
3.10.11 Disease
There have been concerns in recent years about the risk of a swine flu
pandemic, which follows previous concerns over bird flu and SARS. There is a
risk that demand for the Group’s services could be adversely affected by a
significant outbreak of disease. Such a fall in demand would have a negative
impact on the Group’s revenue and financial performance. The Group has
plans in place to respond to any significant outbreak of disease.
3.10.12 Information technology
The Group is reliant on information technology for sales, operations and back
office functions. Information technology failures or interruptions could
adversely affect the Group.
An increasing proportion of the Group's sales are made via the Internet. There
is a risk that the Group's capability to make Internet sales either fails or cannot
meet levels of demand and the time taken to implement restorative actions is
unacceptably long due to insufficient resource being available and/or over
reliance on a small number of service providers. This risk could result in
significant levels of lost revenue at a time when the Group is investing in
megabus.com coach operations in North America, of which Internet sales is a
fundamental part. A significant and ongoing megabus.com website failure
could severely affect the megabus.com brand and also give a competitor an
advantage during the time of the failure.
The Group is continually investing in its information technology systems,
people and suppliers to ensure the robustness of its information technology.
It is developing new Internet sales platforms and continues to look to ensure
that it secures reliable service provision.
3.10.13 Treasury risks
Details of the Group’s treasury risks are discussed in note 27 to the
consolidated financial statements, and include the risks arising from
movements in fuel prices.
3.11 Corporate social responsibility
Responsible business remains central to what we do every day – from the
principles that underpin our business, to the way we support our employees
and the steps we take to engage with our stakeholders.
The Group has published separate documents outlining its sustainability
strategy and its approach to corporate social responsibility. These documents
and additional information and case studies are provided on our website at
http://www.stagecoachgroup.com/scg/csr. As a result, this section includes
examples of our initiatives to illustrate our approach to these issues.
We are a key part of communities in the UK and North America, providing
lifeline transport services and significant job opportunities. People and
partnership are central to the success of our approach. Our focus is on growing
our business sustainably, enhancing the communities in which we operate,
delivering value to our shareholders and helping to meet the global challenge
of climate change.
Stagecoach Group is consistently rated highly against the other UK major
transport groups in comparative studies examining social, environmental and
ethical policies and performance. For the second time in three years, the Group
headed the transport sector in the Britain’s Most Admired Companies awards.
Stagecoach was rated in the top 20 companies in 2010 out of the full survey of
more than 200 businesses assessed. The Group was ranked first in the
transport sector for the quality of goods and services, community and
environmental responsibility, and use of corporate assets.
Our corporate responsibility strategy focuses on a number of specific key areas:
• Our people and our customers
• Safety and security
• Accessibility and affordability
• Environmental performance
• Building community relationships
• Corporate governance
Many stakeholders are involved in the success of our business and information
on how we build relationships with them can be found on our website at
http://www.stagecoachgroup.com/scg/csr/stakeholders
During the past year, we have undertaken further initiatives to improve and
make a difference in many of these areas. The information below provides just
a few highlights of our commitment in action.
3.11.1 New Code of Business Conduct
Stagecoach Group has a set of core values and policies in a number of areas:
how we deal with our employees, suppliers, customers, competitors, and the
wider communities in which we work. These values apply to every director and
employee in all our companies across our global operations. The Board of
Directors remains committed to ensuring the correct processes, controls,
governance and culture exist to support the maintenance of these values and
behaviours.
The Group will shortly finalise a new Code of Conduct setting out these key
principles and providing practical examples and advice to act as a guide to
employees’ corporate behaviour. The Code of Conduct will include information
on Stagecoach’s anti-corruption policy and programme, which is supported by
its Board of Directors and overseen by the Group Company Secretary. The
Board of Directors does not tolerate bribery or corruption and periodically
assesses the risk of bribery and corruption. The new Code of Conduct will be
supported by a communications programme to raise awareness among
employees of the importance of living up to the Company's values.
3.11.2 Supporting and recognising our people
Our Healthy Heart Bus initiative – the first of its kind in the UK – is continuing
to benefit employees across the country. The voluntary heart health screening
programme for employees in our UK Bus division is delivered in partnership
with the UK's largest independent hospital provider, BMI Healthcare. A bus
refurbished as a mobile cardio-screening unit is touring our bus depots,
providing free heart health check-ups for thousands of staff. During the year,
we have extended the scope of the scheme to cover all UK Bus employees
regardless of length of service. Employees receive individual advice on ways to
improve their heart health and access further medical tests through their GP if
required.
We also believe it is important to recognise the excellent work our employees
do across our operations in the UK and North America. This year, we extended
the scope of our Stagecoach Champions recognition awards to cover new
categories. Gold, Silver and Bronze awards were presented for excellence in the
areas of safety, environment, community, health, customer service and
innovation.
3.11.3 Promoting safety
A commitment to the highest standards of safety is at the heart of our
business. Public transport remains the safest way to travel and we have a
good safety record. We have a proactive culture across the Group that
ensures the health and safety of our customers and our employees is our top
priority and goes beyond strict adherence to legislative regulations.
Health and safety is monitored and reported on across Stagecoach Group and
immediate action is taken to address issues in our business processes. Our
Health, Safety and Environmental Committee, chaired by a non-Executive
director, considers these issues and monitors a range of relevant performance
indicators. It reports to the Board on these matters.
Our employees are provided with appropriate health and safety training and
encouraged to report any concerns. We expect our suppliers and contractors
to have a similar commitment to complying with appropriate regulations in
this area.
In the UK, we have in place an engineering maintenance regime which is
stricter than legal requirements and this is bolstered by a rolling programme
of operational and engineering audits at our depots.
Trials have been conducted in North America of a device to support existing
processes to promote safety among drivers on overnight duties. The “Nap-
Zapper” device is clipped to the ear of a driver and emits a loud buzz if it detects
signs of driver fatigue. We have also undertaken analysis of lifestyle risks to
drivers, including irregular sleep or work hours and poor exercise and diet.
We were one of a number of bus operators who took part in a multi-agency
exercise in November 2010 to simulate the evacuation of New Jersey
residents from New York City during a man-made or natural disaster.
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• installing new energy efficient hand-driers in facility toilets in the United
States, as well as water coolers which cut landfill waste by removing the need
for bottles.
• introducing energy saving lighting and schemes to recycle oil filters and
aerosol cans at our Canadian operations.
The Group is working with industry partners and the UK Government on
climate change issues, including contributing to the development of policies on
adapting infrastructure to mitigate the impacts of climate change. Stagecoach
is also seeking more pro-bus and coach policies through the Greener Journeys
campaign (www.greenerjourneys.com) and highlighting the need to tackle
energy security risks through its work as part of the UK Industry taskforce on
Peak Oil and Energy Security (www.peakoiltaskforce.net).
We continue to report annually through our website on our carbon footprint
and our progress in reaching our carbon reduction targets. In addition, we
disclose details of our strategy and performance through the Carbon Disclosure
Project ("CDP"), the world’s largest corporate greenhouse gas emissions
database. The Group is the only UK public transport group in the FTSE350
selected for the CDP’s Carbon Disclosure Leadership Index.
Stagecoach has received further independent recognition in the past year for its
environmental initiatives. It won the Travel and Transport category at the 2010
Green Business Awards for its innovative Bio-bus scheme in Kilmarnock where
a fleet of buses run on 100% sustainable biofuel made from used cooking oil
and other food industry by-products. Stagecoach was also a finalist in the
Company of the Year category at the 2011 BusinessGreen Leaders Awards, while
while the Chief Executive, Sir Brian Souter, was shortlisted as Leader of the Year.
3.11.6 Supporting community projects
We help local people share in our success by funding the vital work of local,
national and international charities. During the year ended 30 April 2011,
£0.6m (2010: £0.6m) was donated by the Group to help many worthwhile
causes, including many health charities and local community projects.
The Group has provided financial support for the road safety charity, Brake, as
well as the Railway Children, which works for runaway and abandoned children
who live in or around the world's railway stations. Our funding is also helping
support the work of the National Rail Chaplaincy Service, whose welfare support
is available to all current and retired rail staff members, their families and the
travelling public.
During the year, we have made significant donations to Marie Curie Cancer
Care’s Big Build Appeal, Down’s Syndrome Scotland and Help for Heroes, which
raises money to support members of the Armed Forces who have been
wounded in the service of their country.
We have also provided backing for dozens of smaller initiatives, as well as
offering match funding to complement many fund-raising activities by our
employees for national campaigns or local good causes.
3.11.7 Corporate Governance
Stagecoach Group is committed to the principles of good corporate
governance, as described in section 6.
3.11.8 Further information
Full details of our corporate social responsibility strategy and further case studies
can be found on the Stagecoach Group website at
http://www.stagecoachgroup.com/scg/media/publications/policydocs/
csr-strategy.pdf
A copy of the Group’s sustainability strategy is available online at
http://www.stagecoachgroup.com/scg/media/publications/policydocs/
sustainability_strategy_v2.pdf.
Annual updates on our environmental measures and performance are available
at http://www.stagecoachgroup.com/scg/csr/environment/performance/.
3.11.4 Affordable travel
We believe promoting affordable travel is a key part of driving modal shift
from the private car to greener, smarter public transport. During the year
ended 30 April 2011, Stagecoach has extended the footprint of its budget
travel services in the UK and North America.megabus.com, our low-cost inter-
city coach service, now covers around 60 locations in the UK and around a
further 60 locations in the United States and Canada. megabus.com in North
America won the Leading Provider of Outstanding Car Rental and Bus Deals
category at the Travelzoo awards for the second year in a row, beating off
competition from major global brands. Passengers can also use our discount
rail service, megatrain.com, to travel for as little as £1 (plus booking fee) to
around 30 locations in the UK on the South West Trains, East Midlands Trains
and Virgin Trains networks. megabusplus.com, our innovative budget coach
and rail service, has also expanded during the year. We continue to focus on
offering value-for-money local bus travel in our regional networks across
through the UK. The Group is also investing in technology to make it easier for
customers to find good travel deals. East Midlands Trains’ award-winning
online Best Fare Finder provides a quick and easy way for passengers to access
the cheapest available fare for around 450 different UK train journeys.
3.11.5 Sustainable business
The Group’s five-year sustainability strategy, launched in April 2010, is
progressing well and we have made further progress towards reaching our
goals. We are investing £11m in a range of measures and have set specific
targets for each of our businesses. The Group is targeting an overall reduction of
8% in buildings CO2e (carbon dioxide equivalent) emissions and a cut of 3% in
annual fleet transport CO2e emissions by April 2014. It follows significant
reductions already achieved in previous years. As well as ensuring we meet our
regulatory obligations, we believe our initiatives can help improve efficiency, cut
costs and contribute to the growth of our business.
We held our third annual Green Week in May 2011 to drive forward awareness
of environmental issues in the UK and North America among employees and
customers. As well as demonstrating the measures we are taking across the
Group, Green Week highlighted the environmental and financial benefits of
using public transport. Green roadshows, events, competitions and
demonstrations were held at a number of the Group's bus and rail operations.
Employees were also given the chance to put forward their own green
suggestions, while proceeds from fund-raising initiatives were donated to
environmental charities.
Stagecoach Group continues to take steps to ensure compliance with its
obligations under the Carbon Reduction Commitment Energy Efficiency
Scheme. The Group’s achievement of the prestigious Carbon Trust Standard,
which covers all of its UK operations, will give the business a higher ranking in
the performance league table. The Group intends to apply for recertification for
the Standard or an alternative standard certified by the Department of Energy
and Climate Change during the year ending 30 April 2012.
During the year ended 30 April 2011, the Group’s initiatives to reduce the
impact of its businesses on the environment have included:
• a multi-million-pound investment in a hi-tech eco-driving system in the UK
designed to reduce fuel consumption and improve safety.The scheme also
offers employees the chance to earn “green points” that are converted into
financial benefits from a potential £900,000 annual bonus pot.
• leading the way on investing in greener vehicles, placing orders for more
than 140 hybrid electric buses which deliver a 30% reduction in carbon
emissions compared to standard vehicles.
• launching a fleet of greener buses powered by household rubbish and animal
waste converted into biomethane.
• installing new ‘intelligent’ lighting systems at bus depots and at railway
stations, which use movement sensors to determine the amount of light
required.
• issuing bus drivers across the UK with fleece jackets made from recycled
plastic bottles.
• investing £2.2m in a major regenerative braking project at South West
Trains. The technology, being installed on to more than 200 trains, returns
electricity to the third rail system, allowing trains in close proximity to draw
on the electrical supply.
• using an innovative fuel additive to reduce fuel consumption at East
Midlands Trains, as well as testing an energy-saving train engine standby
mode.
• introducing energy wardens and greener driver training measures at East
Midlands Trains.
Stagecoach Group plc | page 17
Executive Directors
4.1 Sir Brian Souter
Position: Chief Executive
Appointment to the Board: n/a (co-founder)
Age: 57
Committee Membership: None.
External appointments: Chairman, Souter Investments.
Previous experience: A Chartered Accountant, Sir Brian
co-founded Stagecoach, Scottish plc of the year 2008. Sir Brian was
named Businessman of the year at the Insider Elite Awards 2004.
Executive responsibilities: Sir Brian is the architect of the Group’s
strategy and philosophy. He has extensive knowledge of the ground
transportation industry around the world and is responsible for
managing all of the Group’s operations.
4.2 Martin Griffiths
Position: Finance Director
Appointment to the Board: 2000
Age: 45
Committee Membership: Pension Oversight and Health,
Safety and Environmental.
External appointments: Virgin Rail Group (Co-Chairman),
Robert Walters plc (Senior Independent Non-Executive Director),
AG Barr plc (Non-Executive Director).
Previous experience: A Chartered Accountant, Martin Griffiths
is a member and former Chairman of the Group of Scottish Finance
Directors and former Director of Troy Income & Growth Trust plc,
Trainline Holdings Limited, RoadKing Infrastructure (HK) Limited
and Citybus (HK) Limited. He was young Scottish Finance Director
of the year in 2004.
Executive responsibilities: Martin Griffiths is responsible for the
Group’s overall financial policy, taxation, treasury, employee benefits
and pensions management. He supports the Chief Executive in all
aspects of the management of the Group’s operations and new
business development.
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4 Directors’ biographies
Details of corporate governance, including the
operation of the Board of Directors, are given in
section 6 of this Annual Report. A brief biography
of each director is given below.
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
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Non-Executive Directors
4.3 Sir George Mathewson
Position: Non-Executive Chairman
Appointment to the Board: 2006
Age: 71
Committee Membership: Nomination.
External Appointments: Cheviot Asset Management (Chairman),
Arrow global Ltd (Chairman), DBRS Inc (Board member).
Previous Experience: Former Chairman of the Royal Bank
of Scotland Group plc. Former Chief Executive of the Scottish
Development Agency (now Scottish Enterprise). Former Director
of Scottish Investment Trust plc. Former member of the Board of
Directors of the Institute of International Finance. Former member
of the Financial Reporting Council. Former Chairman of Wood
Mackenzie Limited. Former Chairman of Council of Economic
Advisors, Past President of the International Monetary Conference.
4.4 Ewan Brown CBE
Position: Non-Executive Director
Appointment to the Board: 1988
Age: 69
Committee Membership: Pension Oversight (Chair)
and Nomination.
External appointments: Noble Grossart Holdings Ltd
(Non-Executive Director), Royal Society of Edinburgh (Treasurer)
Senior Governor of St Andrew University, Deputy Chair of the
Edinburgh International Festival.
Previous experience: Executive Director of Noble Grossart
until 2003, a former Chairman of TIE and Lloyds TSB Scotland,
Non-Executive Director of the Wood Group and Lloyds Banking
Group plc, Chairman of Creative Scotland 2009 Limited.
4.5 Ann Gloag OBE
Position: Non-Executive Director
Appointment to the Board: n/a (co-founder)
Age: 68
Committee Membership: Health, Safety and Environmental.
External appointments: Mercy Ships (International Board Member).
Previous experience: Ann Gloag co-founded Stagecoach and
served as executive director until 2000.
4.6 Garry Watts MBE
Position: Non-Executive Director (Senior Independent)
Appointment to the Board: 2007
Age: 54
Committee Membership: Audit (Chair), Remuneration
and Nomination.
External appointments: Spire Healthcare Limited (Executive
Chairman), Coca-Cola Enterprises, Inc (Non-Executive Director).
Previous experience: A Chartered Accountant, Garry Watts
is a former Chief Executive of SSL International plc, Non-Executive
Director of the Medicines and Healthcare Products Regulatory
Agency and Protherics plc and Executive Director of Celltech plc,
Finance Director of Medeva plc and partner with KPMG.
4.7 Helen Mahy
Position: Non-Executive Director
Appointment to the Board: 2010
Age: 50
Committee Membership: Health, Safety and Environmental
(Chair), Audit.
External appointments: National Grid plc (Group Company
Secretary and General Counsel, member of Executive Committee);
advisory Board member of Opportunity Now.
Previous experience: Former Non-Executive Director of Aga
Rangemaster Group plc and Group General Counsel and Company
Secretary of Babcock International Group PLC.
4.8 Phil White CBE
Position: Non-Executive Director
Appointment to the Board: 2010
Age: 61
Committee Membership: Audit, Remuneration (Chair)
and Health, Safety and Environmental.
External appointments: Lookers plc (Non-Executive Chairman),
Kier Group plc (Non-Executive Chairman), Unite Group plc
(Non-Executive Chairman).
Previous experience: A Chartered Accountant, Phil White served
as Chief Executive of National Express Group plc from 1997 to 2006.
4.9 Will Whitehorn
Position: Non-Executive Director
Appointment to the Board: 2011
Age: 51
Committee Membership: Remuneration, Nomination.
External Appointments: Loewy Group Ltd (Chairman), Scottish
Exhibition Centre Ltd (Non-Executive Director), ILN Group Limited
(Non-Executive Director). Member of the Science Technology
Facilities Council and member of the First Minister of Scotland’s
‘GlobalScot’ business mentoring network.
Previous Experience: Former President of Virgin Galactic and
Brand Development and Corporate Affairs Director at Virgin Group.
Former Non-Executive Chairman of Next Fifteen Communications
Group plc.
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5. Directors’ report
Principal activity
5.1
The Group’s principal activity is the provision of public transport services in
the UK and North America. A fuller description of the Group’s business is
provided in section 3.3 of this Annual Report.
Business review
5.2
The Group is required to produce a business review complying with the
requirements of the Companies Act 2006. The Group has complied with
these minimum requirements as part of the Operating and Financial Review,
which also provides significant information over and above the statutory
minimum. The Operating and Financial Review, which forms part of the
Directors’ report, is contained in section 3 of this Annual Report.
5.3 Group results and dividends
The results for the year are set out in the consolidated income statement on
page 41.
An interim dividend of 2.2p per ordinary share was paid on 9 March 2011.
The Directors recommend a final dividend of 4.9p per share, making a total
dividend of 7.1p per share in respect of the year ended 30 April 2011. Subject
to approval by shareholders, the final dividend will be paid on 5 October 2011
to those shareholders on the register on 2 September 2011.
5.4 Directors and their interests
The names, responsibilities and biographical details of the current members
of the Board of Directors appear on pages 18 and 19. Janet Morgan and Iain
Duffin left the Board on 30 June 2010. Bob Speirs left the Board on
31 December 2010. Will Whitehorn joined the Board on 1 May 2011. The
participation in full Board meetings and meetings of committees for all
directors who served during the year is provided on page 26. Table A shows
the current directors' interests in the Company’s shares.
Following the introduction of the Financial Reporting Council’s UK Corporate
Governance Code in 2010, all members of the Board shall stand for election
or re-election at every Annual General Meeting, including the Annual General
Meeting to be held in 2011:
The Board reviews its development plans at least annually as part of its
performance evaluation. The assessment involves a consideration of the
balance of skills, knowledge and experience of the Directors. The Board also
considers whether the Directors have sufficient time to properly discharge
their duties, which includes a consideration of any other appointments that
each director has. The Board believes that the performance of each director
continues to be effective and that they continue to demonstrate
commitment to their respective roles. The Board therefore considers it is
appropriate that each of the directors be elected or re-elected at the 2011
Annual General Meeting.
TABLE A
Sir Brian Souter
Martin Griffiths
Ewan Brown
Ann Gloag
Sir George Mathewson
Helen Mahy
Garry Watts
Phil White
Will Whitehorn (holding on
appointment on 1 May 2011 and
29 June 2011)
Number of ordinary shares
30 April and
29 June 2011
30 April and
24 June 2010
108,625,564
202,337
See below
78,192,161
35,800
5,749
20,000
5,088
108,574,304
200,160
See below
78,125,900
35,800
5,691
20,000
5,088
90,361
n/a
Ewan Brown has an indirect interest in the share capital of the Company. He
and his connected parties own approximately 22% (2010: 22%) of the
ordinary shares of Noble Grossart Holdings Limited, which in turn through its
subsidiary, Noble Grossart Investments Limited, held 4,084,999 shares in the
Company at 30 April and 29 June 2011 (2010: 4,084,999).
The Listing Rules of the Financial Services Authority (LR 9.8.6 R(1)) require
listed companies to disclose in their Annual Reports the interests of each
director. The Directors’ interests set out in Table A above have been
determined on the same basis as in previous years and are intended to comply
with the requirements of LR 9.8.6 R(1), which is not the basis used to
determine voting rights for the purposes of notifying major interests in shares
in accordance with the Disclosure and Transparency Rules of the Financial
Services Authority. Accordingly, the interests of Sir Brian Souter and Ann Gloag
shown below do not represent their voting rights determined in accordance
with the Disclosure and Transparency Rules which as at 30 April 2011 were
99,757,689 (2010: 99,651,620) and 66,477,292 (2010: 66,426,031)
respectively.
Full details of options and other share based awards held by the Directors at
30 April 2011 are contained in the Directors’ remuneration report on pages 32
to 38. No Non-Executive Director had an interest in share options or the
Executive Participation Plan at 30 April 2010, 23 June 2010, 30 April 2011 and
29 June 2011.
In addition to their individual interests in shares, Sir Brian Souter and Martin
Griffiths are potential beneficiaries of the Stagecoach Group Employee Benefit
Trust 2003, which held 1,854,213 (2010: 2,003,075) ordinary shares of
56/57th pence each as at 30 April 2011. Martin Griffiths is also a potential
beneficiary of the Stagecoach Group Qualifying Employee Share Trust
(“QUEST”), which held 333,372 (2010: 333,372) ordinary shares of 56/57th
pence each as at 30 April 2011.
No director had a material interest in the loan stock or share capital of any
subsidiary company.
Indemnification of directors and officers
5.5
The Company maintains Directors’ and Officers’ Liability Insurance in respect
of legal action that might be brought against its directors and officers. In
accordance with the Company’s Articles of Association, and as permitted by
law, the Company has indemnified each of its directors and other officers of
the Group against certain liabilities that may be incurred as a result of their
positions with the Group. In May 2010, the indemnities were extended to the
fullest extent permitted by law.
5.6 Substantial shareholdings
By 29 June 2011 (being the latest practical date prior to the date of this report),
the Company had been notified of the following major interests in voting
rights in the Company (other than certain Directors’ shareholdings details of
which are set out in section 5.4 of this report):
Standard Life Investments Ltd
Aegon UK Group of Companies
Blackrock Inc
JPMorgan Chase & Co
Legal & General Group plc
6.15%
5.04%
4.90%
4.74%
3.99%
5.7
Employment policies
The Group employs around 34,000 people.
The Group strives to meet its business objectives by motivating and
encouraging its employees to be responsive to the needs of its customers and
to maintain and, where possible, improve operational performance. The Group
is also committed to providing equality of opportunity to employees. This
applies to appropriate training, career development and promotion
opportunities for all employees regardless of physical disability, gender, sexual
orientation, religion, belief, age, nationality, race or ethnic origin. The Group
gives full consideration to applications for employment from disabled persons
where a disabled person can adequately fulfil the requirements of the job.
Where existing employees become disabled, it is the Group’s policy wherever
practicable to provide continuing employment under normal terms and
conditions and to provide training, career development and promotion to
disabled employees wherever appropriate.
The Group is committed to employee participation and uses a variety of
methods to inform, consult and involve its employees. Employees participate
directly in the success of the business through the Group’s bonus and other
remuneration schemes and are encouraged to invest through participation in
share option schemes.
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The Group periodically arranges meetings that bring together representatives
from management and trade unions. Discussions take place regularly with the
trade unions representing the vast majority of the Group’s employees on a
wide range of issues. The Group also produces a range of internal newsletters
and information circulars that keep employees abreast of developments.
Employees are encouraged to discuss matters of interest to them and subjects
affecting day-to-day operations of the Group with management.
The Group is committed to developing a culture of openness across all its
businesses and ensuring the highest standards of probity and accountability.
The Board actively encourages employees with serious concerns about the
interests of others or the Group to come forward. The Group has a policy in
place called ‘‘Speaking Up” which is designed to ensure processes exist
whereby employees can raise serious concerns constructively without fear of
victimisation, subsequent discrimination or disadvantage.
5.8 Statement of Directors’ responsibilities in
respect of the Annual Report, the Directors’
remuneration report and the financial
statements
The Directors are responsible for preparing the Annual Report, the Directors’
remuneration report and the consolidated and the parent company financial
statements in accordance with applicable law and regulations.
Company law requires the Directors to prepare financial statements for each
financial year. Under that law the Directors have elected to prepare the
consolidated financial statements in accordance with International Financial
Reporting Standards (“IFRSs”) as adopted by the European Union, and the
parent company financial statements and the Directors’ remuneration report
in accordance with applicable law and United Kingdom Accounting Standards
(United Kingdom Generally Accepted Accounting Practice). Under company
law the Directors must not approve the financial statements unless they are
satisfied that they give a true and fair view of the state of affairs of the
Company and the Group and of the profit or loss of the Group for that period.
In preparing those financial statements, the Directors are required to:
• select suitable accounting policies and then apply them consistently;
• make judgements and estimates that are reasonable and prudent;
• state whether IFRSs as adopted by the European Union, and applicable UK
Accounting Standards have been followed, subject to any material
departures disclosed and explained in the consolidated and parent
company financial statements respectively; and
• prepare the consolidated and parent company financial statements on the
going concern basis unless it is inappropriate to presume that the Group or
as the case may be, the Company, will continue in business
The directors are responsible for keeping adequate accounting records that are
sufficient to show and explain the Company’s transactions and disclose with
reasonable accuracy at any time the financial position of the Company and the
Group and enable them to ensure that the financial statements and the
Directors’ remuneration report comply with the Companies Act 2006 and, as
regards the Group financial statements, Article 4 of the IAS Regulation. They
are also responsible for safeguarding the assets of the Company and the Group
and hence for taking reasonable steps for the prevention and detection of
fraud and other irregularities.
The Directors are responsible for the maintenance and integrity of financial
information on the Company’s corporate website, www.stagecoachgroup.com.
Legislation in the United Kingdom governing the preparation and
dissemination of financial statements may differ from legislation in other
jurisdictions.
Each of the Directors, whose names and functions are listed in section 4 of
the annual report confirm that, to the best of their knowledge:
• the consolidated financial statements, which have been prepared in
accordance with IFRSs as adopted by the EU, give a true and fair view of
the assets, liabilities, financial position and profit of the Group; and
• the Directors’ report contained in sections 3 to 5 of this Annual Report
includes a fair review of the development and performance of the business
and the position of the Group, together with a description of the principal
risks and uncertainties that it faces.
5.9 Conflicts of interest
Under the Companies Act 2006, a director has a statutory duty to avoid a
situation where he or she has, or can have, a direct or indirect interest that
conflicts, or may possibly conflict, with the relevant company’s interests. The
Companies Act 2006 allows directors of public companies to authorise
conflicts and potential conflicts where appropriate, if the relevant company’s
articles of association contain a provision to this effect. The Company’s
articles of association give the Directors authority to approve conflict
situations including other directorships held by the Directors.
There are safeguards in place that apply when the Directors decide whether to
authorise a conflict or potential conflict. Firstly, only the Directors who have
no interest in the matter being considered are able to take the relevant
decision and secondly, in taking any decision, the Directors must act in a way
that they consider, in good faith, will be most likely to promote the
Company’s success. The Directors are able to impose limits or conditions
when giving authorisation if they think that this is appropriate.
From the period from 1 May 2010 until the date of this report, the Board
considers that the Directors’ powers of authorisation of conflicts have
operated effectively and those procedures set out above have been properly
followed.
5.10 Suppliers payment policy and practice
It is the Group’s policy to agree appropriate terms of payment with suppliers
for each transaction or series of transactions, and to abide by those terms
based on the timely submission of satisfactory invoices. The policies followed
by each of the major UK operating subsidiaries are disclosed in the financial
statements of those companies. The Company normally settles trade creditors
on 30 to 45 day terms. For the Group as a whole, the trade creditors
outstanding at the year end represented 36 days’ purchases (2010: 35 days).
5.11 Land and buildings
In the opinion of the Directors, there is no material difference between the
open market value of the Group’s interest in land and buildings and its net
book value.
5.12 Financial risk management
Information regarding the Group’s use of financial instruments, financial risk
management objectives and policies and exposure to price, credit, liquidity and
cash flow risks can be found in note 27 to the consolidated financial
statements.
5.13 Charitable and political contributions
The Group made charitable donations of £0.6m (2010: £0.6m) during the
year.
It is the Group’s policy not to make political contributions and, accordingly,
there were no contributions for political purposes during the year (2010: £Nil).
5.14 Authority for company to purchase its
own shares
At the 2010 Annual General Meeting, the Company was granted authority by
its shareholders to repurchase up to 72,006,618 of its ordinary shares. During
the year, no ordinary shares were repurchased. Under the existing authority,
the Company may therefore repurchase up to 72,006,618 ordinary shares.
This authority will expire at the conclusion of the 2011 Annual General
Meeting unless revoked, varied or renewed prior to this date.
A resolution will be proposed at the next Annual General Meeting that the
Company be authorised to repurchase up to approximately 10% of its ordinary
shares at the Directors’ discretion. If passed, the resolution will replace the
authority granted at the 2010 Annual General Meeting and will lapse at the
conclusion of the 2012 Annual General Meeting.
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Directors’ report
5.15 Shareholder and control structure
At 30 April 2011, the Company’s issued share capital comprised two classes of
shares, referred to as “ordinary shares” and “B shares”.
As at 30 April 2011, there were 720,124,950 (2010: 720,066,186) ordinary
shares in issue with a nominal value of 56/57th pence each. The ordinary
shares are admitted to trading on the London Stock Exchange.
On a show of hands at a general meeting of the Company, every holder (and
proxy) of ordinary shares present in person and entitled to vote shall have one
vote (except that in certain circumstances a proxy may have one vote “for” and
one vote “against”) and on a poll, every member present in person or by proxy
and entitled to vote shall have one vote for every ordinary share held. The
notice of a general meeting will specify any deadlines for exercising voting
rights in respect of the meeting concerned.
The holders of ordinary shares are entitled to be paid the profits of the
Company available for distribution and determined to be distributed pro-rata
to the number of ordinary shares held.
There are no restrictions on the transfer of ordinary shares other than:
• certain restrictions may from time to time be imposed by laws and
regulations (for example, insider trading laws);
• pursuant to the Listing Rules of the Financial Services Authority whereby
certain employees of the Group require the approval of the Company to
deal in the Company’s securities; and
• shares held by employee benefit trusts may only be transferred by those
trusts in accordance with the relevant trust deeds.
None of the ordinary shares in issue provide the holders with special control
rights.
As at 30 April 2011, there were 4,087,302 (2010: 5,187,055) B shares in issue
with a nominal value of 63 pence each. On 31 May 2011 all of the remaining B
Shares were redeemed at their nominal value of 63p per share.
Section 5.6 of this Directors’ report gives details of any shareholders (other
than the Directors) that hold major interests in the voting rights in the
Company.
Details of each director’s interests in the share capital of the Company are
given in section 5.4 of this Directors’ report. Two directors of the Company,
Sir Brian Souter and Ann Gloag, who are siblings were interested in 25.9% of
the ordinary shares in issue as at 30 April 2011 (2010: 25.9%). The other
directors of the Company held less than 0.1% of the ordinary shares in issue as
at 30 April 2011 (2010: less than 0.1%).
In addition to the Directors’ individual interests in shares, two employee
benefit trusts held a further 0.3% of the ordinary shares in issue as at 30 April
2011 (2010: 0.3%). The shares held by the trusts are for the benefit of
employees of the Group, and the voting rights are exercised by the trustees.
The Company is not aware of any agreements between shareholders that may
result in restrictions on the transfer of securities and/or voting rights.
Directors are elected by ordinary resolution at a general meeting of holders of
ordinary shares. The Directors have the power to appoint a director but any
person so appointed by the Directors shall hold office only until the next
annual general meeting and shall then be eligible for election by ordinary
resolution at that meeting.
The Company’s Articles of Association may only be amended by special
resolution at a general meeting of holders of ordinary shares.
The powers of the Directors to issue or repurchase ordinary shares are set by
an ordinary resolution at a general meeting of holders of ordinary shares.
Section 5.14 of this Directors’ report sets out the current authority for the
Company to purchase its own shares.
There are a number of agreements that take effect, alter or terminate on a
change of control of the Company such as commercial contracts, bank loan
agreements and employee share plans. The most significant of these are:
• The Group operates the South Western Trains and East Midlands Trains rail
franchises. The Group’s joint venture, Virgin Rail Group, operates the West
Coast Trains franchise. The franchise agreements in respect of these three
franchises each contain provisions that would enable the Department for
Transport to terminate the franchises on a change of control of the
franchise.
• Each of the three rail franchises referred to above lease trains. The leases
generally contain termination rights for the benefit of the lessor on a
change of control of the Group.
• The Group’s bank facilities (including asset finance) contain provisions that
would require repayment of outstanding borrowings and other drawings
under the facilities following a change of control of the Group.
• The Group’s arrangements with surety companies for the issue of rail
performance bonds and season ticket bonds would terminate following a
change of control of the Group.
• The Company’s £400m 5.750% Guaranteed Bonds due 2016 contain
provisions that would require repayment of the outstanding bonds
following a change of control of the Group that was accompanied by a
specified downgrade of certain of the Company’s credit ratings.
The impact of a change of control of the Group on remuneration
arrangements is explained in section 10.19.
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5.16 Disapplication of pre-emption rights
The Company seeks approval at least annually from its shareholders for the disapplication of pre-emption rights. The approval sought is generally to disapply
pre-emption rights in respect of the issue of equity securities for cash up to approximately 5% of those in issue. The following ordinary shares have been issued
on a non pre-emptive basis over the last five years:
Year ended 30 April
2011
2010
2009
Total last 3 years
2008
2007
Total last 5 years
Shares issued on a
non pre-emptive basis
in connection with
employeee share schemes
Shares in issue at
start of year
Shares issued on a non
pre-emptive basis as a percentage
of shares in issue
58,764
587,752
1,333,135
1,979,651
10,360,416
7,398,394
19,738,461
720,066,186
719,478,434
718,145,299
1,100,998,707
1,093,600,313
<0.1%
0.1%
0.2%
0.3%
0.9%
0.7%
1.9%
At 30 April 2011, the Company had 720,124,950 ordinary shares in issue. The cumulative shares issued on a non pre-emptive basis as a percentage of the
ordinary shares in issue at 30 April 2011 were:
Year ended 30 April 2011
Three years ended 30 April 2011
Five years ended 30 April 2011
<0.1%
0.3%
2.7%
During the year ended 30 April 2008, the ordinary shares of the Company were consolidated with 9 shares issued for every 14 shares previously held. No
adjustments have been made to the shares issued as shown in the table above to take account of the consolidation.
5.17 Post balance sheet events
On 31 May 2011, all of the remaining 4,087,302 redeemable ‘B’ preference shares were redeemed at their nominal value of 63p per share. No redeemable ‘B’
preference shares remain in issue.
5.18 Going concern
On the basis of current financial projections and the facilities available, the Directors are satisfied that the Group has adequate resources to continue for the
foreseeable future and, accordingly, consider it appropriate to adopt the going concern basis in preparing the financial statements. As part of the assessment of
going concern, executive management provided a paper to the Audit Committee covering matters such as financial projections, sensitivity analysis, available
debt facilities, credit ratings, financial risk management and bank covenants. The Board’s assessment of going concern takes account of its view of the principal
business risks facing the Group. Section 3.8.9 of this Annual Report comments on liquidity, a key element of the Directors’ assessment of going concern.
5.19 Auditors
In the case of each of the persons who were directors of the Company at the date when this report was approved:
• so far as each of the Directors is aware, there is no relevant audit information (as defined in section 418 of the Companies Act 2006) of which the Company’s
auditors are unaware; and
• each of the Directors has taken all the steps that he/she ought to have taken as a director to make himself/herself aware of any relevant audit information (as
defined) and to establish that the Company’s auditors are aware of that information.
A resolution to re-appoint PricewaterhouseCoopers LLP as auditors to the Company will be proposed at the next Annual General Meeting. A resolution will also
be proposed that the Directors be authorised to fix the remuneration of the auditors.
By order of the Board
Ross Paterson
Company Secretary
29 June 2011
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6. Corporate governance report
6.1
Introduction
The Stagecoach Board is accountable to shareholders for the Group’s
activities and is responsible for the effectiveness of corporate governance
practices within the Group. This section of the report sets out Stagecoach
Group’s corporate governance arrangements. It also includes the disclosures
recommended by the Financial Reporting Council (“FRC”) Combined Code on
Corporate Governance (the “Combined Code”), and describes how the
principles of good corporate governance that are set out in the Combined
Code have been applied. In line with best practice, separate reports are
provided from each of the Audit Committee, Nomination Committee,
Health, Safety and Environmental Committee and Remuneration Committee.
The Stagecoach Board is committed to maintaining a corporate governance
structure appropriate to the Group and its strategy. Good corporate
governance remains central to delivering the Group’s objectives. As explained
later in this report, we have again reviewed the effectiveness of the Board and
its Committees and we consider the corporate governance structure to
remain appropriate for the Group.
Compliance with the Combined Code
6.2
The FRC issued the current edition of the Combined Code in June 2008,
which applies to accounting periods beginning on or after 29 June 2008 and
is available on the FRC’s website at
http://www.frc.org.uk/corporate/combinedcode.cfm. The Directors believe
that throughout the year ended 30 April 2011 the Group complied with all of
the recommendations of the Combined Code. The Group also complies with
the corporate governance requirements of the Financial Services Authority’s
Listing Rules, and Disclosure and Transparency Rules.
In May 2010, the FRC renamed the Combined Code as the UK Corporate
Governance Code and made changes to it. This new edition of the Code (the
“2010 Code”) applies to the Company’s financial year that began on 1 May
2011. Where appropriate, this report sets out changes made to comply with
the 2010 Code.
6.3
Composition of the Board
The Company’s Board now comprises the following directors:
Date of
appointment
if later than
1 May 2010
Independent
Non-
Executive
Director
Other
Director
Independent
Chairman
3
Sir George Mathewson
Chairman
Ewan Brown
Non-Executive Director
Helen Mahy
Non-Executive Director
Garry Watts
Senior Independent
Non-Executive Director
Phil White
Non-Executive Director
1 June 2010
Will Whitehorn
Non-Executive Director
1 May 2011
Ann Gloag
Non-Executive Director
Sir Brian Souter
Chief Executive
Martin Griffiths
Finance Director
3
3
3
3
3
3
3
3
Janet Morgan and Iain Duffin left the Board on 30 June 2010. Robert Speirs
left the board on 31 December 2010.
page 24 | Stagecoach Group plc
The Combined Code suggests that independent non-executive directors
should make up at least half of the Board (excluding the Chairman).
Throughout the period from 1 May 2010 to 30 April 2011, the Board
considers that it complied with this Combined Code requirement. The current
position is shown in the above table.
In determining the independence of non-executive directors, the Board
considers a number of factors. In particular the Board satisfies itself on the
following questions:
• Does the director provide a robust and effective challenge to executive
management?
• Is the director prepared to challenge others’ beliefs, assumptions and
viewpoints for the overall good of the Group and its shareholders?
• Does the director effectively contribute to constructive debate by the
Board and its Committees?
• Is the director willing to defend his or her own beliefs and viewpoints for
the overall good of the Group and its shareholders?
• Does the director have a sufficiently sound and detailed knowledge of the
Group’s business that enables him or her to effectively question strategy
and executive management’s running of the business?
Ewan Brown, one of the five independent non-executive directors shown in
the above table, has served on the Board since 1988 and is a non-executive
director of Noble Grossart, which is an advisor to the Company. The Company
recognises and understands investor concerns over longer-serving non-
executive directors but nevertheless continues to regard Ewan Brown as
independent. Ewan Brown’s long association with the Group enables him to
provide a robust and effective challenge to management because of the
sound and detailed knowledge of the Group’s business that he has developed.
The Board believes that Ewan Brown’s length of service, when taken in the
context of the Board as a whole, enhances his effectiveness as a non-
executive director and that he remains independent in character and
judgement. During the period from the resignation of Bob Speirs as
Chairman on 31 December 2010 until the appointment of Will Whitehorn as
a non-executive director on 1 May 2011 the Board, excluding the Chairman,
comprised seven directors of whom four, including Ewan Brown, were
considered by the Board to be independent. Without the inclusion of Ewan
Brown as independent, the majority of the Board would not have been
independent during this period. Following the appointment of Will
Whitehorn on 1 May 2011, five of the eight of the members of the Board,
excluding the Chairman, are considered by the Board to be independent. .
In recognition of the factors suggested by the Combined Code for
determining independence, Ewan Brown does not serve on the
Remuneration Committee or the Audit Committee and stood for annual
election in 2010. Following the introduction of the 2010 Code, all directors
will stand for election or re-election at the 2011 Annual General Meeting.
6.4 Operation of the Board
The Board is generally scheduled to meet six times each year. Additional
meetings of the Board are held to consider matters arising between scheduled
Board meetings, where a decision of the Board is required prior to the next
scheduled meeting. In addition to the formal meetings of the Board and its
Committees, the Directors are in more frequent but less formal contact with
each other and with the Group’s management on a range of matters.
The Chairman ensures that meetings of the Board and shareholders are
properly conducted and is responsible for setting and moving forward the
Board’s agenda. Leadership of the Board (by the Chairman) is not the same as
the leadership required (from the Group Chief Executive) to turn the Board’s
strategic and policy decisions into actions. The Group Chief Executive has day-
to-day responsibility for all business of the Group and carries out the agreed
strategy and policies of the Board. The split of the Chairman’s and Chief
Executive’s responsibilities is in writing and has been approved by the Board.
The Directors’ biographies appear on pages 18 and 19 of this Annual Report
and illustrate the Directors’ range of experience, which ensures an effective
Board to lead and control the Group. The Non-Executive Directors bring an
independent viewpoint and create an overall balance.
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:39 Page 25
The Executive and Non-Executive Directors have a complementary range of
experience that ensures no one director or viewpoint is dominant in the
decision-making process. The Chairman and the Non-Executive Directors
periodically meet without the Executive Directors being present. In addition,
the Non-Executive Directors, led by the Senior Independent Non-Executive
Director, meet without the Chairman at least annually.
All the Directors meet regularly with other senior management and staff of
the Group, have access to confidential advice from the Company Secretary
and may take independent legal or other professional advice at the Group’s
expense where it is considered necessary for the proper discharge of their
duties as directors. The Company Secretary, whose appointment and removal
is a matter for the Board as a whole, is responsible to the Board for ensuring
the Board procedures are complied with.
All the Directors submit themselves for election by shareholders at the
Annual General Meeting following their appointment. Following the
introduction of the 2010 Code, all directors will stand for election or re-
election at the 2011 Annual General Meeting and future Annual General
Meetings.
Each director receives induction training on appointment and subsequently
such training, briefings and site visits as are considered necessary to keep
abreast of matters affecting their roles as directors. Training can encompass
health, safety, environmental, social and governance matters. The Chairman
endeavours to ensure that all the Directors attend the Annual General
Meeting, providing an opportunity for shareholders to meet the Directors
and to address questions to them.
The number of full Board meetings during the year was six. The full Board
typically meets once a year at an operational location and regular
communication is maintained by the Chairman with other directors between
meetings to ensure all directors are well informed on strategic and
operational issues. In May 2011, the Board visited the Group’s North
American operations. Some of the Directors also attended health and safety
meetings of operating companies during the year. The Health, Safety and
Environmental Committee visits operating locations around the Group to
gain greater understanding of the how the Group addresses health, safety
and environmental matters.
The Board has a number of matters reserved for its consideration, with
principal responsibilities being to agree the overall strategy and investment
policy, to approve major capital expenditure, to monitor performance and risk
management procedures of senior management, to ensure that there are
proper internal controls in place and to consider major acquisitions or
disposals. The Directors have full and timely access to information with Board
papers distributed in advance of meetings. Notable matters that the Board
considered during the year ended 30 April 2011 included:
• The acquisition of the East London Bus Group, completed in October 2010;
• Approval of the new bank facilities committed to February 2016,
completed in February 2011;
• Consideration of the ongoing Greater Anglia and West Coast rail franchise
bids;
• Assessing the Group’s overall strategy in light of developments in the bus
and rail sector;
• Reviewing the composition of the Board and agreeing the appointment of
new directors;
• Evaluating the Group’s capital structure.
The Board keeps the roles and contribution made by each director under
review and changes in responsibilities are made where necessary to improve
the Board’s effectiveness. To provide a more manageable process and better
control, certain of the Board’s powers have been delegated to committees.
Minutes are taken of each meeting of the Board and its Committees. Where
any director has significant concerns that cannot be resolved about the
running of the Group or a proposed action, these concerns are recorded in
the minutes. It is also the Group’s policy that where a director resigns, the
director is asked to provide a written statement to the Chairman of any
concerns leading to his or her resignation.
6.5 Operational management of the Group
The Board delegates the operational management of the Group to the Group
Chief Executive and Group Finance Director (“Executive Directors”). The
Executive Directors maintain day-to-day contact and meet regularly face-to-
face or in video conferences with non-board senior management. There are
three principal operating divisions (UK Bus: headed by a Managing Director,
North America: headed by a Chief Operating Officer and UK Rail: headed by the
Executive Directors,) which each comprise a varying number of autonomous
business units, each headed by a chairman or managing director who is
responsible for the day-to-day performance of the business unit. Each chairman
or managing director is supported by his/her own management teams.
Two of the joint ventures in which the Group has an interest, Virgin Rail
Group and Twin America LLC, are managed independently of the Group. Each
is headed by its own Chief Executive. The Group has two representatives on
the Board of Virgin Rail Group and three representatives on the Board of Twin
America LLC. The other trading joint venture in which the Group has an
interest, Scottish Citylink Coaches Limited, has a joint board. The Group is
responsible for the day-to-day management of that business.
6.6 Performance evaluation
The Board assesses its own performance and the performance of each
individual Board members; this assessment is co-ordinated and directed by the
Chairman with the support of the Company Secretary. The Senior Independent
Non-Executive Director co-ordinates the Board’s assessment of the
performance of the Chairman. As part of the assessment process, the Non-
Executive Directors meet without the Executive Directors being present. The
Non-Executive Directors also meet without the Chairman being present. The
Chairman obtains feedback from each individual director on the performance
of the Board and other Board members – this involves the completion of a
questionnaire and a follow-up discussion. In the same way, the Senior
Independent Non-Executive Director obtains feedback from each individual
director on the performance of the Chairman. A similar process is undertaken
to assess the performance of each of the Board’s committees. From the
effective date of the 2010 Code, the Group plans to use external facilitation of
its performance evaluation no less frequently than every third year.
The Directors have reviewed the effectiveness of the Board as a whole and its
committees. Each director has assessed the effectiveness of the Board and
each committee of which he or she is a member.
The assessment of effectiveness included consideration of:
• The effectiveness of the formal Board and committee meetings;
• The nature and extent of the Board’s interaction with the management of
the Group;
• The timeliness, relevance and accuracy of the information provided to the
Board and its committees;
• The allocation of the Board’s time between differing priorities including
the time spent on strategic considerations relative to other matters; and
• The composition of the Board and its committees.
The Board has considered the results of these assessments and has concluded
that overall the Board and its committees continue to operate in an effective
and constructive manner.
Succession planning for the Chairman was identified as an important area
and the Nomination Committee oversaw the retirement of Bob Speirs, the
appointment of George Mathewson as Chairman and the appointment of
Will Whitehorn as an additional Non-Executive Director.
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Corporate governance report
Composition of Committees
6.7
The composition of the various Board Committees has been updated to reflect the changes in the composition of the Board, as summarised below:
Audit Committee
Number of members of Committee:
3
All members are independent Non-Executive Directors.
Chairman and designated member with recent
and relevant financial experience
Garry Watts
Other members
Helen Mahy
Phil White
Remuneration Committee
Number of members of Committee:
3
All members are independent Non-Executive Directors.
Chairman
Phil White
Other members
Garry Watts
Will Whitehorn
Nomination Committee
Health, Safety and Environmental Committee
Number of members of Committee:
4
Number of members of Committee:
4
All members are independent Non-Executive
except Sir George Mathewson who is
Chairman of the Company
Chairman
Sir George Mathewson
Other members
Ewan Brown
Garry Watts
Will Whitehorn
Chairman
Helen Mahy
Other members
Martin Griffiths
Ann Gloag
Phil White
6.8 Reports from the Committees
Reports from each of the Committees of the Board are set out on pages 29 to 38 of this Annual Report.
6.9 Individual director participation at meetings
The following is a table of participation in full Board meetings, meetings of committees and the Annual General Meeting by director during the year ended
30 April 2011:
PARTICIPATION
IN MEETINGS
Full Board
meetings
Audit
Committee
Remuneration
Committee
Health, Safety
and Environmental
Committee
Nomination
Committee
Annual General
Meeting
Actual
Possible
Actual
Possible
Actual
Possible
Actual
Possible
Actual
Possible
Actual
Possible
Robert Speirs
Sir Brian Souter
Martin Griffiths
Ewan Brown
Iain Duffin
Ann Gloag
Helen Mahy
Sir George Mathewson
Janet Morgan
Garry Watts
Phil White
5
6
6
6
2
5
6
6
2
6
5
5
6
6
6
2
6
6
6
2
6
5
n/a
n/a
n/a
n/a
2
n/a
3
n/a
2
4
2
n/a
n/a
n/a
n/a
2
n/a
3
n/a
2
4
2
n/a
n/a
n/a
n/a
2
n/a
n/a
4
n/a
4
2
n/a
n/a
n/a
n/a
2
n/a
n/a
4
n/a
4
2
n/a
n/a
5
n/a
1
5
5
n/a
1
n/a
3
n/a
n/a
5
n/a
1
5
5
n/a
1
n/a
4
1
n/a
n/a
1
n/a
n/a
n/a
1
0
1
1
n/a
n/a
1
n/a
n/a
n/a
1
1
1
n/a
n/a
1
1
1
1
0
1
1
1
0
1
1
1
1
1
1
0
1
1
1
0
1
1
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6.10 Relations with shareholders
The Board endeavours to present a balanced and understandable assessment
of the Group’s position and prospects in communications with shareholders.
The Group holds periodic meetings with representatives of major
institutional shareholders, other fund managers and representatives of the
financial media.
The programme of investor relations includes presentations in London of the
full-year and interim results and meetings with institutional investors in the
UK and overseas. Investor and analyst feedback is sought after presentations
to ensure key strategies, market trends and actions being taken are being
effectively communicated and shareholder objectives are known. Written
responses are given to letters or e-mails received from shareholders. The
annual report is published in hard copy and on the Group’s website.
The Board receives regular updates on the views of shareholders through
briefings from the Chairman and the Executive Directors, reports from the
Company’s brokers and reports from the Company’s Financial PR consultants.
The Senior Independent Non-Executive Director is available to shareholders
where contact through the normal channels is inappropriate, or has failed to
resolve concerns.
All shareholders are welcome to attend and participate at the Annual General
Meeting and any other general meetings. The Group aims to ensure that all
the Directors are available at the Annual General Meeting to answer
questions. The Annual General Meeting provides an opportunity for
shareholders to question the Chairman and other directors on a variety of
topics and further information is provided at the Annual General Meeting on
the Group’s principal business activities. It is the Company’s policy to propose
a separate resolution at the Annual General Meeting for each substantially
separate issue. Resolutions are taken on a show of hands and details of all
proxy votes lodged forand against, or withheld, in respect of each resolution
are given to the meeting. Details of the proxy votes are also published on the
Group’s website at
http://www.stagecoachgroup.com/scg/ir/shareholder/agm/. The Company
and its registrars have established procedures to ensure that votes cast are
properly received and recorded.
6.11 Risk management
The Group has an ongoing process for identifying, evaluating and managing
the significant risks that it faces. The Board regularly reviews the process.
The principal risks and uncertainties facing the Group are discussed on pages
14 to 16.
The Board considers acceptance of appropriate risks to be an integral part of
business and unacceptable levels of risk are avoided or reduced and, in some
cases, transferred to third parties. Internal controls are used to identify and
manage risk. The Directors acknowledge their responsibility for establishing
and maintaining the Group’s system of internal control, and for reviewing its
effectiveness. The Group’s system cannot provide absolute assurance but is
designed to provide the Directors with reasonable assurance that any risks or
problems are identified on a timely basis and dealt with appropriately. The
Group has established an ongoing process of risk review and certification by
the business heads of each operating unit.
Certain of the Group’s businesses are subject to significant risk. Each identified
business risk is assessed for its probability of occurrence and its potential
severity of occurrence. Where necessary, the Board considers whether it is
appropriate to accept certain risks that cannot be fully controlled or mitigated
by the Group.
The Group’s risk management process was embedded throughout the
businesses for the whole of the financial year ended 30 April 2011 and up to
the date of the approval of this report. The Board has carried out a review of
the effectiveness of the Group’s internal control environment and such reviews
are supported on an ongoing basis by the work of the Audit Committee. The
Board is satisfied that processes are in place to ensure that risks are
appropriately managed.
The Board has designated specific individuals to oversee the internal control
and risk management processes, while recognising that it retains ultimate
responsibility for these. The Board believes that it is important that these
processes remain rooted throughout the business and the managing director
of each operating unit is responsible for the internal control framework within
that unit.
Self-assessment of risk conducted by the Directors and senior management is
ongoing and has been considered at several levels, with each division
maintaining a separate risk profile.
The Group Risk Assurance (or internal audit) function, which is outsourced to
and managed by Deloitte LLP, reports to the Audit Committee and is utilised in
monitoring risk management processes to determine whether internal
controls are effectively designed and properly implemented. A risk-based
approach is applied to the implementation and monitoring of controls. The
monitoring process also forms the basis for maintaining the integrity and
improving where possible the Group’s risk management process in the context
of the Group’s overall goals.
The Audit Committee reviews Group Risk Assurance plans, as well as external
audit plans and any business improvement opportunities that are
recommended by the external auditors.
The Group’s risk management process does not specifically cover joint
ventures, but the Group maintains an overview of joint ventures' business risk
management processes through representation on the boards and in the case
of Virgin Rail Group, its audit committee. Stagecoach management
representatives also meet regularly with representatives of joint ventures to
ensure that they follow appropriate risk management procedures.
6.12 Internal control
The wider process described above and the key procedures noted below,
enable the Directors to confirm that they have reviewed the effectiveness of
the system of internal control of the Group during the year. The key
procedures, which the Directors have established, are as follows:
• an annual budgeting process with periodic re-forecasting of out-turn,
identifying key risks and opportunities. All budgets are presented to a
panel consisting of executive directors and/or senior managers by each
business unit’s management team, before being approved by the Board.
• reporting of financial information to the Board encompassing income
statement, cash flow, balance sheet and key performance indicators. Group
management monitors the results throughout each financial year.
• a Risk Assurance function which reviews key business processes and
business controls, reporting directly to the Audit Committee.
• third party reviews commissioned periodically by the Group of areas where
significant inherent risks have been identified, such as health and safety,
treasury management, insurance provisioning, pensions strategy and
competition policy.
• a decentralised organisational structure with clearly defined limits of
responsibility and authority to promote effective and efficient operations.
• control over the activities of joint ventures through Stagecoach
representation on the boards of the entities together with regular contact
between Stagecoach management and the management of the relevant
entities.
• a performance management appraisal system, which covers the Group’s
senior management based on agreed financial and other performance
objectives, many of which incorporate managing risk.
• significant emphasis on cash flow management. Bank balances are
reviewed on a daily basis and cash flows are compared to budget on a four-
weekly basis.
• reporting to the Board and/or its Committees on specific matters including
updated key risks, taxation, pensions, insurance, treasury management,
foreign exchange, interest and commodity exposures. The Board regulates
treasury management policies and procedures.
Stagecoach Group plc | page 27
• The Audit Committee and the Board review the draft consolidated
financial statements. The Audit Committee receives reports from
management and the external auditors on significant judgements,
changes in accounting policies, changes in accounting estimates and other
pertinent matters relating to the consolidated financial statements.
• The financial statements of all material business units are subject to
external audit.
The Group uses the same firm of auditors to audit all Group companies. The
Group auditors review the audit work papers for material joint ventures that
are audited by a different firm of auditors.
6.14 Pension schemes
The assets of the Group’s pension schemes are held under trust, separate
from the assets of the Group and are invested with a number of independent
fund managers. There are eleven trustees for the principal UK scheme of
whom three are employee representatives nominated by the members on a
regional basis and two are pensioner trustees. The chairman of the trustees of
the principal UK scheme is a professional trustee who served for eight years as
a fund member elected representative on the National Association of Pension
Funds’ investment council. He also sits independently as an elected
representative of all railway employers on the board of the Railways Pension
Scheme, of which he is the Trustee Chairman of the Railways Pension Scheme
trustees. The other trustees of the principal UK scheme include senior Group
and UK Bus executives.
A Pensions Oversight Committee was in operation throughout the year. This
Committee is chaired by a non-executive director, Ewan Brown, and also
comprises one executive director and other members of senior management.
The Committee operates at a strategic level and its remit covers all matters
affecting the Group’s pension schemes from the perspective of the Group’s
shareholders and other stakeholders, and it will consider, develop and
propose recommendations to the Board in respect of such issues as may
arise. The Committee reviews pension scheme funding, investment strategy,
risk management, internal controls surrounding pension matters and the
related administration for all of the employee pension schemes of the Group.
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Corporate governance report
• defined capital expenditure and other investment approval procedures,
including due diligence requirements where material businesses are being
acquired or divested.
• each operating unit maintains internal controls and procedures
appropriate to the business. A written certificate is provided at least
annually by the management of each business confirming that they have
reviewed the effectiveness of the system of internal control during the
year.
• a competition compliance programme, which the Board has approved and
which is subject to regular monitoring.
Any control weaknesses that these procedures identify are monitored and
addressed in the normal course of business. None of the weaknesses
identified in the year to 30 April 2011 have resulted in any material losses,
contingencies or uncertainties that would require disclosure in the Group’s
Annual Report. This process is considered to be an integral part of the
maintenance and improvement of our risk management procedures.
6.13 Process for preparing consolidated financial
statements
The Group has established internal control and risk management systems in
relation to the process for preparing consolidated financial statements. The
key features of these internal control and risk management systems are:
• The Risk Assurance function and management conducts various checks on
internal financial controls periodically.
• Management regularly monitors and considers developments in
accounting regulations and best practice in financial reporting, and where
appropriate, reflects developments in the consolidated financial
statements. Appropriate briefings and/or training are provided to key
finance personnel on relevant developments in accounting and financial
reporting. The Audit Committee is also kept appraised of such
developments.
• A written certificate is provided annually by the management of each
business unit confirming that the internal financial controls have been
reviewed and highlighting any departures from the controls system that
the Group has determined to be appropriate practice.
• The financial statements of each business unit are subject to review by a
local finance manager prior to being submitted to the Group Finance
function.
• The financial statements of each business unit are subject to review by the
Group Finance function for unusual items, unexplained trends and
completeness. Any unexplained items are referred back to local
management to explain.
• The Group Finance function compares the financial statements of each
business unit to the management accounts received during the year and
obtains explanations for any material differences.
• The Group’s consolidation, which consolidates the results of each business
unit and makes appropriate adjustments, is subject to various levels of
review by the Group Finance function.
• The draft consolidated financial statements are reviewed by an individual
independent from those individuals who were responsible for preparing
the financial statements. The review includes checking internal
consistency, consistency with other statements, consistency with internal
accounting records and arithmetical accuracy.
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7. Audit Committee report
7.1
Composition of the Audit Committee
The membership of the Audit Committee is summarised in section 6.7. Garry
Watts is the current Chairman of the Audit Committee and is a Chartered
Accountant, a former audit partner, a former Finance Director and Chief
Executive of FTSE 350 companies and is also a member of the audit
committee of a large quoted (NYSE listed) company. He is competent in both
accounting and auditing matters. The designated Committee member with
recent and relevant financial experience is therefore Garry Watts. Phil White is
a former Finance Director and former Chief Executive of a FTSE 350 company
and is also a Chartered Accountant.
7.2 Operation of the Audit Committee
The Audit Committee met four times during the year and has also met a
further time in June 2011. The Committee retains discretion as to who from
outside the Committee should attend its meetings but generally invites the
following to attend:
• The Group Finance Director;
• The Director of Finance & Company Secretary;
• The Deputy Company Secretary, who is Secretary to the Committee;
• Representatives from the external auditors;
• Representatives from the Risk Assurance Function.
In addition, the Group Tax Director is expected to present to the Committee
at least annually.
Other directors, including the Chairman of the Company, are also welcome to
attend meetings of the Committee and do so from time to time.
The Committee receives reports from major business functions including the
Risk Assurance Function (internal audit), which is outsourced and managed
by Deloitte. It also receives reports from the external auditors. It considers the
scope and results of the audit, the half-year and annual financial statements
and the accounting and internal control systems in place throughout the
Group. The Audit Committee reviews the cost effectiveness, independence
and objectivity of the internal and external auditors.
The terms of reference of the Audit Committee are available on the Group’s
website at
http://www.stagecoachgroup.com/scg/csr/corpgov/committees/audit.pdf
Review of External Auditors
7.3
The Audit Committee has responsibility delegated from the Board for making
recommendations on the appointment, reappointment, removal and
remuneration of the external auditors. There have been no instances of
disagreements between the Board and the Audit Committee relating to the
external auditors.
Subject to the annual appointment of auditors by the shareholders, the Audit
Committee conducts a continuous review of the relationship between the
Group and the auditors. This review includes:
• the consideration of audit fees that should be paid and advance approval
of any other fees in excess of £50,000 per annum which are payable to
auditors or affiliated firms in respect of non-audit activities;
• the consideration of the auditors’ independence and objectivity;
• the nature and scope of the external audit and the arrangements which
have been made to ensure co-ordination where more than one audit firm
or offices of the same firm are involved; and
• discussions on such issues as compliance with accounting standards.
The Committee formally assesses the effectiveness of the external audit
process on an annual basis.
Whilst the Group has no set frequency for tendering the external audit, the
Group’s external audit was last tendered in 2002 and resulted in a change of
external auditors. The audit engagement partner last changed in 2006 and
will change again in 2011. The Group is not aware of any restrictions that
would limit its choice of external auditors.
The Audit Committee, having considered the external auditors’ performance
during their period in office, recommends re-appointment. The audit fees of
£0.8m (2010: £0.7m) for PricewaterhouseCoopers LLP and non-audit related
fees of less than £0.1m (2010: £0.4m) were discussed by the Audit
Committee and considered appropriate given the current size of the Group
and the level of corporate activity undertaken during the year. The
Committee believes that the level and scope of non-audit services does not
impair the objectivity of the auditors and that there is a clear benefit obtained
from using professional advisors who have a good understanding of the
Group’s operations. Other accounting or consulting firms have been used
where the Group recognises them as having particular areas of expertise or
where potential conflicts of interest for the auditors are identified.
7.4 Policy on the Auditors Providing
Non-Audit Services
Procedures in respect of other services provided by the auditors are:
• Audit related services – These are services that the auditors must undertake
or are best placed to undertake by virtue of their role as auditors. Such
services include formalities relating to bank financing, regulatory reports,
and certain shareholder circulars. The auditors would generally provide all
such services.
• Tax consulting – It is the Group’s policy to select the advisor for each
specific piece of tax consulting work who has the most appropriate skills
and experience for the work required. The Group uses a range of advisors
for tax consulting, including the auditors where they are best suited to the
work being undertaken.
• General consulting – For other consulting work, the Group will select an
advisor after taking account of the skills and experience required and the
expected cost of the work. The Group uses a range of advisors for general
consulting, including the auditors where they are best suited to the work
being undertaken. The auditors are only permitted to provide general
consulting when the Group, the Audit Committee and the auditors are
satisfied that there are no circumstances that would lead to a threat to the
audit team’s independence or a conflict of interest that could not be
effectively mitigated.
Review of Risk Assurance Function
7.5
The Audit Committee has the responsibility for making recommendations on
the appointment, reappointment, removal and remuneration of the Group
Risk Assurance Function (internal auditors). There have been no instances of
disagreements between the Board and the Audit Committee relating to the
Risk Assurance Function.
The Audit Committee conducts a continuous review of the relationship
between the Group and the Risk Assurance Function. This review includes a
consideration of independence and objectivity, the overall level of fees, the
quality of the risk assurance process, and the role of the function in the
context of the broader sources of risk assurance.
The Committee formally assesses the effectiveness of the risk assurance
function on an annual basis.
“Speaking Up” Policy
7.6
The Audit Committee reviews the Group’s “Speaking Up” policy, which
provides a mechanism for employees with serious concerns about the
interests of others or the Group to come forward. The Committee ensures
that appropriate arrangements are in place to receive and act proportionately
upon a complaint about malpractice. The Committee takes a particular
interest in any reports of possible improprieties in financial reporting. Any
known instances of fraud affecting the Group are reported to the Audit
Committee.
Garry Watts
Chairman of the Audit Committee
29 June 2011
Stagecoach Group plc | page 29
The succession of Sir George Mathewson as the Chairman of the Company,
taking the place of Robert Speirs with effect from 1 January 2011, was
considered by the Committee and recommended to the Board. In the light of
Sir George’s experience with and knowledge of the Group, the Committee
considered that he was the best candidate for the role.
The Committee also recognises that as co-founder of the Company, the Chief
Executive has had a long and integral association with the Company. This close
association of Chief Executive and Company brings different challenges in
planning for the succession of the Chief Executive. Whilst the Committee
recognises that the Chief Executive remains committed to his role for the
foreseeable future, it nevertheless reviews the succession plans for the Chief
Executive and other executive management. Given the importance of
succession planning, the views of all directors are considered and not just the
views of the members of the Committee.
Sir George Mathewson
Chairman of the Nomination Committee
29 June 2011
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8. Nomination Committee report
8.1
Composition of the Nomination
Committee
The membership of the Nomination Committee is summarised in section
6.7. The Committee also includes, by invitation, the other Non-Executive
Directors, as necessary.
8.2 Operation of the Nomination Committee
The Nomination Committee is responsible for evaluating the balance of skills,
knowledge and experience of the Board, and where appropriate suggesting
new appointments. Based on its assessment, the Committee will prepare a
description of the role and the required attributes for each particular
appointment. The description will include a job specification, the estimate of
the time commitment expected, and the Group’s policy on directors having
other significant commitments. Potential candidates will be asked to disclose
their other commitments and confirm that they will have sufficient time to
meet what is expected of them. The Directors are also required to report any
significant changes in their other commitments as they arise. The Committee
will identify suitable candidates and make proposals for each appointment,
although final appointments are the responsibility of the Board as a whole.
Potential new non-executive directors are chosen based on a shortlist
compiled by the Nomination Committee taking account of known candidates
and candidates suggested by the Group’s advisors. For example, the selection
of the directors appointed to the Board over the last two years were made
following a recruitment process that involved the use of external recruitment
consultants and the consideration of a number of candidates.
Non-executive directors receive a letter of appointment. For any new
appointments, the letter of appointment sets out the expected time
commitment.
No Director of the Company is currently a chairman of a FTSE 100 company.
The terms of reference of the Nomination Committee are available on the
Group’s website at
http://www.stagecoachgroup.com/scg/csr/corpgov/committees/nom.pdf
Following the retirement of Robert Speirs as Chairman and his replacement as
Chairman by Sir George Mathewson, one of the Company’s independent non-
executive directors, the appointment of Will Whitehorn as an additional non-
executive director to the Board helps maintain the balance of skills and
experience of the Board. Will brings with him a background in brand
development and wide-ranging experience across a range of business sectors
that will bring valuable insight to the Board.
8.3
Succession Planning Arrangements
The Board and the Nomination Committee recognise the importance of
succession planning to ensure that the Group continues to prosper in the
longer term. The Group operates a decentralised organisational structure with
clearly defined limits of responsibility and authority, and oversight from head
office. This structure provides the opportunity for managers to develop in
some of the Group’s smaller business units before progressing to wider and
more responsible roles. The Group has a history of developing good managers
who have progressed to take on senior positions within the Group. The Group
operates a graduate recruitment programme, and some of the graduates
recruited have gone on to become managing directors of individual business
units, both in the UK and North America.
The Nomination Committee is mindful of the need to ensure appropriate
succession arrangements are in place for the Directors. The Nomination
Committee and the Board seeks to identify new directors and senior managers
to ensure succession of directors is conducted in a managed way, without
significant disruption to the ongoing business of the Group.
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9. Health, Safety and Environmental Committee report
The Committee reviews the Group’s analysis of health, safety and
environmental risks and its strategies to address those risks. The Committee
receives reports on trends in health and safety indicators across the Group as
well as information on significant incidents involving the Group. Key
performance indicators are provided and reviewed in respect of each major
operating division. Training is provided to the Committee on health, safety
and environmental matters. The Committee liaises with the Remuneration
Committee in determining any health and safety objectives to form part of
the Executive Directors’ personal objectives.
The safety and security of our customers, our people and others is
fundamental to our business. Public transport is the safest way to travel and
health and safety is at the top of our agenda.
Helen Mahy
Chairman of the Health, Safety and Environmental Committee
29 June 2011
9.1
Composition of the Health, Safety and
Environmental Committee
The membership of the Health, Safety and Environmental Committee is
summarised in section 6.7.
The terms of reference of the Health, Safety and Environmental Committee
are available on the Group’s website at http://www.stagecoachgroup.com/
scg/csr/corpgov/committees/health07.pdf
9.2 Operation of the Health, Safety and
Environmental Committee
The Committee considers health, safety and environmental issues across the
Group and reports to the Board on these matters. The Committee also
approves the Group’s overall strategic safety framework. It has access to
internal safety executives and also external consultants, where required.
Executive management is responsible for ensuring that local health and
safety policies and procedures are consistent with the overall framework.
Managers from each of the Group’s key divisions attend meetings of the
Committee, providing the Committee with an opportunity to question and
challenge management on health, safety and environmental matters. The
Committee also receives reports from the Group’s Environmental Strategy
Group, which comprises a number of managers and is responsible for
overseeing the development and implementation of the Group’s
environmental strategy.
The Committee and its members visit operational locations to observe
health, safety and environmental management in practice. Committee
members attend meetings of the Safety Committees of individual business
units from time to time, such as the East Midlands Trains Board Safety Sub
Committee.
Stagecoach Group plc | page 31
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10. Directors’ remuneration report
The Board supports the principles of good corporate governance relating to
directors’ remuneration and has applied them as described below. Those
paragraphs that have been audited have been highlighted as such.
10.1 Composition of the Remuneration
Committee
The membership of the Remuneration Committee is summarised in
section 6.7.
The Committee has responsibility for approving the remuneration and terms
of employment for the Executive Directors and the Chairman, including
pensions rights and any compensation payments for loss of office. The
Remuneration Committee also monitors and makes appropriate
recommendations with respect to the remuneration of other senior
management.
The Committee retained Addleshaw Goddard LLP as its remuneration
consultant to provide access to independent research and advice. Addleshaw
Goddard LLP provided no other services to the Group.
Both the constitution and operation of the Remuneration Committee comply
with the principles and provisions incorporated in the Combined Code. In
preparing the Directors’ remuneration report, the Remuneration Committee
has followed the provisions of the Combined Code. The terms of reference of
the Remuneration Committee are available on the Group’s website at
http://www.stagecoachgroup.com/scg/csr/corpgov/committees/remun.pdf.
10.2 Remuneration of Non-Executive Directors
Other than the Chairman, each non-executive director generally receives the
same level of fixed annual fee. The fee for each non-executive director is set
out in Table 2 on page 34. The Board balances the responsibilities of each
non-executive director (for example, Chairmanship and/or membership of
Committees) such that over the medium-term each non-executive director
has a similar level of workload and commitment.
The Board of Directors as a whole, having given due regard to the required
time commitment and responsibilities, sets the fees and expenses payable to
the non-executive directors. Non-executive directors do not hold any share
options, nor do they participate in any incentive plans or pension schemes
with the exception of Ann Gloag who receives a pension accrued when she
was an executive director. The members of the Remuneration Committee
have no personal interest in the matters to be decided by the Committee
other than as shareholders, have no conflicts of interest arising from cross-
directorships and no day-to-day involvement in running the businesses of the
Stagecoach Group.
10.3 Performance graph
The graph below charts the performance of the Stagecoach Group Total
Shareholder Return (‘‘TSR’’) (share value movement plus reinvested dividends)
over the 5 years to 30 April 2011 compared with that of the FTSE Travel and
Leisure All-Share Index, and the FTSE 250 Index. The FTSE 250 Index has been
selected for this comparison because it is the index used by the Company for
the performance criterion for the 2005 LTIP Scheme, while the FTSE Travel and
Leisure All-Share Index is shown as the Company and a number of its peers
make up a significant element of that index. We have included a further graph
to highlight the Company’s more recent performance, charting TSR for the
year up to 30 April 2011.
Stagecoach 5-Year TSR Comparative Performance to 30 April 2011
400
350
300
250
200
150
100
50
0
Apr 06
Stagecoach TSR
FTSE Travel & Leisure TSR
FTSE 250 TSR
Jul 06 Oct 06 Jan 07 Apr 07
Jul 07 Oct 07 Jan 08 Apr 08
Jul 08 Oct 08
Jan 09 Apr 09
Jul 09 Oct 09
Jan 10 Apr 10
Jul 10 Oct 10
Jan 11 Apr 11
Stagecoach 1-Year TSR Comparative Performance to 30 April 2011
130
125
120
115
110
105
100
90
85
80
Apr 10
Stagecoach TSR
FTSE Travel & Leisure TSR
FTSE 250 TSR
May 10
Jun 10
Jul 10
Aug 10
Sep 10
Oct 10
Nov 10
Dec 10
Jan 11
Feb 11
Mar 11
Apr 11
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10.4 Remuneration Policy
The Remuneration Policy was approved by our shareholders at the 2010
Annual General Meeting. The Remuneration Committee follows the
Combined Code in designing performance-related remuneration schemes.
In determining appropriate levels of remuneration for the Executive Directors,
the Remuneration Committee aims to provide overall packages of terms and
conditions that are competitive in the UK and will attract, retain and motivate
high quality executives capable of achieving the Group’s objectives and to
ensure that they are fairly rewarded for their individual responsibilities and
contributions to the Group’s overall performance. The Remuneration
Committee believes that packages for Executive Directors should contain
significant performance-related elements and that these performance-related
elements should be designed to align the interests of the Executive Directors
and other senior managers with the interests of shareholders. The
Remuneration Committee is able to consider all relevant factors when setting
Executive Directors’ remuneration, including environmental, social and
governance matters. Performance targets are established to achieve
consistency with the interests of shareholders, with an appropriate balance
between short-term and long-term targets. Performance targets can include
financial measures as well as personal targets, such as successful investment,
innovation, staff development, customer satisfaction, regulatory
requirements and achievement of health, safety and environmental targets.
The incentive arrangements for the Executive Directors are structured so as
not to unduly increase environmental, social and governance risks by
inadvertently motivating irresponsible behaviour. A separate Health, Safety
and Environmental Committee report is included in section 9 of this annual
report.
The Remuneration Committee regularly reviews the remuneration of the
Executive Directors, in consultation with the Chief Executive, making
comparisons with peer companies of similar size and complexity and with
other companies in the public transport industry. Proposals for the
forthcoming year are then discussed in the light of the prospects for the
Group. The Remuneration Committee is also kept informed of the salary
levels of other senior executives employed by the Group. With regard to
pensions, the Remuneration Committee has access to reports from pension
scheme trustees and scheme actuaries regarding the cost of pension
obligations.
10.5 Intended balance of remuneration package
The total remuneration for each Executive Director includes meaningful
elements of performance related pay.
It is intended that the balance of the overall remuneration package of the
Executive Directors is broadly structured as shown in Figure 1, with the
proportions shown being based on the expected value of awards. For
example, where the Remuneration Committee has made awards of Incentive
Units under the Long Term Incentive Plan to the Executive Directors
equivalent to say 150% of basic salary, the expected value of the Incentive
Units at the time of award to a director is less than 150% of basic salary
because of the challenging performance conditions that apply. Likewise, while
Executive Directors can earn a cash settled annual bonus of up to 50% of
basic salary, the maximum award is only earned to the extent that the
challenging performance objectives are met.
Figure 1: Balance of Executive Directors’ expected remuneration
package
Basic salary and other
benefits/allowances
Cash–settled performance-
related bonus
Deferred shares settled
performance-related bonus
Long term incentive plan
Pension benefits accrued in
year (excluding inflation)
Figure 2 provides a further analysis of the intended balance of Executive
Directors’ pay between fixed elements (for example, basic salary and pension
benefits), variable short-term elements (for example, annual cash bonuses)
and variable long-term elements (for example, awards under share based
incentive schemes).
Shareholders are invited specifically to approve all new long-term
remuneration plans (whether equity-settled or cash-settled plans) and any
significant changes to existing plans, except where changes are otherwise
permitted by the Listing Rules. The current arrangements were approved by
shareholders at the 2005 Annual General Meeting and the Committee
considers that they remain appropriate.
Figure 2: Balance of Executive Directors’
remuneration package
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Elements of pay
Elements of pay
Variable - long-term Variable - short-term
Fixed
The Remuneration Committee believes that remuneration packages should
reward the efforts of all staff since a motivated workforce is a key element of
Group performance. The Committee recognises that the Executive Directors
bear the greatest responsibility for delivering corporate strategy that
underpins long-term sustainable performance. So while the Remuneration
Committee’s report focuses on the incentive schemes for Executive Directors
and senior executives, there are also a number of other performance-related
bonus schemes of more general application within Group companies not
discussed in this report.
10.6 Remuneration of Executive Directors and
other executives (audited)
The remuneration of the Executive Directors and other executives may
comprise a number of elements from the following:
• Basic salary;
• Performance-related annual cash bonuses;
• The Executive Participation Plan (“EPP”);
• Benefits in kind and other allowances;
• Pension arrangements;
• Share options (no awards made since 2004); and
• The Long Term Incentive Plan (“LTIP”).
The participation of the two Executive Directors in the above arrangements
during the year ended 30 April 2011 is summarised in Table 1 on page 34.
The Executive Directors have not received executive share options since
December 2004.
Each Executive Director’s remuneration package is tailored to the individual
to ensure an appropriate balance of reward for responsibilities, motivation,
retention and share participation, whilst ensuring the overall packages are
appropriate to recruit and retain high quality executives capable of
achieving the Group’s objectives.
Directors’ remuneration for the year ended 30 April 2011 is shown in Table
2 and Table 3 on page 34, along with information on share options and
LTIP awards in sections 10.12 and 10.14 respectively.
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Directors’ remuneration report
TABLE 1 – DIRECTORS’ PARTICIPATION
Basic
Salary/Annual
bonus
EPP
Benefits in
kind
Pension
Share
Options
YES
Sir Brian Souter
Martin Griffiths
YES
*The Executive Directors have not received awards of executive share options following the approval of the EPP and LTIP at the 2005 AGM.
NO*
NO*
YES
YES
YES
YES
YES
YES
LTIP
YES
YES
TABLE 2 – DIRECTORS’ REMUNERATION
(amounts in £000)
Salary/fees
Performance
related bonus
(cash)**
Performance related
bonus - deferred
shares (EPP)**
Benefits in
kind
Non-pensionable
allowances†
Total
2011
2010
2011
2010
2011
2010
2011
2010
2011
2010
2011
2010
Executive directors
Sir Brian Souter
Martin Griffiths
Non-Executive Directors
Ewan Brown
Iain Duffin (resigned 30 June 2010)
Ann Gloag
Helen Mahy
Sir George Mathewson
Janet Morgan (resigned 30 June 2010)
Robert Speirs (retired 31 December 2010)
Garry Watts
Phil White (appointed 1 June 2010)
564
382
47
8
47
47
84
8
207
47
43
553
374
44
44
44
15
44
44
150
44
Nil
129
172
96
187
129
172
96
187
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Total
1,484 1,356
301
283
301
283
22
23
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
45
17
19
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
36
Nil
87
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
87
Nil
85
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
85
844
836
47
8
47
47
84
8
207
47
43
762
852
44
44
44
15
44
44
150
44
Nil
2,218 2,043
† Non-pensionable allowances represent additional taxable remuneration paid to provide pension benefits. The non-pensionable allowance for Martin Griffiths above of £87,080
(2010: £84,660) is stated gross of notional pension contributions under the salary sacrifice arrangements, which is in practice deducted from the allowance that is made to him,
so he actually received £78,107 (2010: £73,824).
** Sir Brian Souter waived elements of his remuneration, with the amounts waived being used to support funding medical screening for the employees of the UK Bus division.
The amounts shown in Table 2 for Sir Brian Souter therefore reflect reductions of £250,000 for both 2010 and 2011 apportioned equally to the cash and deferred shares
bonus.The salary for Sir Brian Souter above of £564,000 (2010: £553,000) is stated gross of notional pension contributions that are deducted as part of participating in the
pension salary sacrifice arrangement. His notional pension contributions during the year were £49,605 (2010: £49,522). These contributions are shown within the increase in
transfer value less pension contributions in Table 3.
TABLE 3 – DIRECTORS’ PENSION
BENEFITS (amounts in £000)
Additional
accrued benefits
in the year
Excluding Including
inflation
inflation
Accrued
pension
Accrued lump
sum
Transfer value
of increase
(excluding inflation)
Increase in
transfer value less
Directors’ contributions
Transfer
value of
pension
2011
2010
2011
2010
2011
2010
2007
2006
2011
2010+
Executive directors
705
Sir Brian Souter*
135
Martin Griffiths*
*Sir Brian Souter and Martin Griffiths participated in pension salary sacrifice arrangements during the year. The Directors’ contributions set against the increase in transfer value in
the table above include salary sacrificed by the directors and paid directly to the pension scheme by the employer.
5,817
443
5,673
415
761
149
369
50
144
28
348
45
300
30
77
19
44
14
94
17
+The transfer value of pension for 2010 has been updated to reflect market conditions at 30 April 2011.
Martin Griffiths was subject to the statutory pensionable earnings cap that
existed until 5 April 2006 and since then the Company has continued to
impose a notional pensionable earnings cap. The Company makes cash
contributions to Martin Griffiths for the part of his salary that exceeds the
notional earnings cap. Only basic salary is pensionable. The additional cash
contribution equates to one-third of the excess above the notional earnings
cap. Sir Brian Souter joined the pension scheme prior to the application of the
statutory pensionable earnings cap and was therefore not subject to such cap
and is therefore not subject to the notional earnings cap.
Directors who are members of the Stagecoach Group Pension Scheme have the
option to pay additional voluntary contributions (‘‘AVCs’’). Neither the contributions
nor the resulting benefits of any AVCs are included in the tables above.
Each of the elements of remuneration is discussed further below.
10.7 Basic salary
The salary of each Executive Director is reviewed at 1 May each year. Account
is taken of individual achievements, together with any changes in
responsibilities that may have occurred and, as stated above, the salaries for
similar roles in comparable companies. The Remuneration Committee also
takes into account pay conditions throughout the Group. In recognition of
the challenging macro-economic environment and the need for strong cost
controls and restraint on pay settlements across the Group, the pay review
performed as of 1 May 2010 determined that there should be a 2% increase
to basic salaries of the Executive Directors and other senior executives.
10.8 Performance-related annual cash bonuses
At the start of each financial year, the Committee agrees specific objectives
for each Executive Director. Following the end of each financial year, the
Remuneration Committee determines the performance-related annual bonus
for each Executive Director for the year just ended. This is based on the
Director’s performance in achieving the objectives agreed. These comprise
both financial objectives for the Group and personal objectives for each
director. For each Executive Director, the Group financial objectives for the
year ended 30 April 2011 were to better the Group’s financial targets with
respect to measures of earnings before interest and taxation, earnings per
share, and net debt. The personal objectives are specific to each Executive
Director and may cover matters such as safety targets, environmental targets,
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successful investment, innovation, staff development, customer satisfaction,
successful business acquisitions/disposals and regulatory requirements.
For the year ended 30 April 2011, Sir Brian Souter and Martin Griffiths each
had a maximum potential bonus of up to 100% of basic salary, 70% for
meeting demanding financial objectives and 30% for meeting personal
objectives. In accordance with the rules of the EPP, 50% of any actual bonus
will be deferred as shares under the EPP.
In making its judgement of performance for the last financial year, the
Remuneration Committee had particular regard to the results as recorded
elsewhere in the Annual Report, and relative total return to shareholders over
the year, as well as other strategic developments and operating
improvements. Performance related bonuses awarded to the Executive
Directors in respect of the year ended 30 April 2011 are shown in Table 4
below.
TABLE 4 – DIRECTORS’ BONUSES
Director
Sir Brian Souter
Martin Griffiths
Actual bonus as a
percentage of
basic salary
Cash
Shares
23%*
45%
23%*
45%
Maximum potential
bonus as a
percentage of
basic salary
Cash
50%
50%
Shares
50%
50%
*As noted in Table 2, Sir Brian Souter waived entitlement to cash and deferred shares
bonus awards during the year. Save for the waiver, he would have been entitled to a
bonus of 90% of basic salary divided equally between cash and deferred shares.
10.9 Executive Participation Plan
The 2005 Executive Participation Plan (‘‘EPP’’) was approved at the 2005
Annual General Meeting.
The intention of the EPP is to further align the interests of managers with
shareholders by ensuring managers have a greater direct interest in the
performance of the Group’s shares purchased out of an element of their
bonus awards. The EPP is such that the executives can benefit from both
capital growth (i.e. increases in share price) and dividend yield. The EPP is also
designed to provide an incentive for managers to remain with the Group and
forms a core part of the Group’s succession and management development
plans.
Awards under the EPP can be made to Executive Directors and other
managers. Participants are required to sacrifice part of their actual annual
bonus award and are awarded deferred shares with an initial market value
approximately equal to the amount of the actual cash bonus foregone.
Absolute and full entitlement to the shares is deferred for three years.
There are no specific performance conditions attaching to the release of
deferred shares because the annual bonus is already subject to performance
conditions and there are no awards of matching shares in respect of annual
bonuses - the EPP requires executives to invest an element of their annual
bonus (normally a minimum of 50% of any annual bonus award) in the
Company’s shares. The EPP is an effective retention programme in that
participants would lose their entitlement to the deferred shares if they left of
their own volition during the three-year deferral period.
Where an individual receives an award under the EPP, he or she generally does
not also receive an award of executive share options in the same financial
year. Awards made to the Executive Directors under the EPP, are shown in
Table 5.
10.10 Benefits in kind and other allowances
The benefits in kind shown in Table 2 on page 34 for the year ended 30 April
2011 are made up as follows:
• Sir Brian Souter received £21,600 (2010: £17,200) of cash allowance in lieu
of company car and £256 (2010: £252) in re-imbursement of home
telephone expenses.
• Martin Griffiths received £21,670 (£2010: £18,000) of cash allowance in
lieu of company car, £995 (2010: £884) of healthcare benefits and £530
(2010: £556) in re-imbursement of home telephone expenses.
10.11 Pension arrangements
Under the terms of their service agreements Executive Directors are entitled
to become members of one of the Stagecoach Group’s defined benefit
pension schemes or, if preferred, to receive payment of a proportion of salary
for personal pension schemes. For pension purposes, the Executive Directors
have a normal retirement age of 60. The Stagecoach Group pension
schemes were designed to provide a pension for Executive Directors
equivalent to up to two-thirds of final pensionable salary completed up to
normal retirement age.
Following the new pensions regime introduced in the UK by the Pensions Act
2004, the Group introduced a notional pensionable earnings cap to replace
the previous statutory pensionable earnings cap in the Group’s main pension
scheme. Further to this, during the year ended 30 April 2007, the Group also
introduced an annual cap of 3.5% on pensionable salary growth under the
scheme and this cap also applies to the notional pensionable earnings cap.
Pension benefits accruing to Martin Griffiths under the Stagecoach Group
defined benefit scheme are limited both by the notional pensionable
earnings cap and by the 3.5% cap on pensionable salary growth as explained
above. The Company makes cash contributions to Martin Griffiths for the
part of his basic salary that exceeds the notional cap. Life assurance of four
times basic annual salary is provided under the scheme.
10.12 Share options (audited)
Executive Share Options
The Executive Directors are generally not expected to receive further awards
of executive share options following the approval of the EPP and LTIP by
shareholders at the 2005 Annual General Meeting.
TABLE 5 ––
EPP AWARDS
Grant Date
Sir Brian Souter
26 June 2008
10 Dec 2009
28 June 2010
Martin Griffiths
26 June 2008
10 Dec 2009
28 June 2010
As at
1 May 2010
(deferred shares)
Awards granted
in year
(deferred shares)
Dividends
in year
(deferred shares)
Vested
in year
(deferred shares)
As at
30 April 2011
(deferred shares)
Vesting
Date
Expected total
value of award at
time of grant
Closing share
price on date
of grant
104,944
344,599
Nil
449,543
74,803
245,626
Nil
320,429
Nil
Nil
49,552
49,552
Nil
Nil
96,465
96,465
1,105
3,630
522
5,257
788
2,588
1,016
4,392
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
106,049
348,229
50,074
504,352
75,591
248,214
97,481
421,286
26 June 2011
10 Dec 2012
28 June 2013
252,527
525,259
96,222
2.6825
1.6060
1.9020
26 June 2011
10 Dec 2012
28 June 2013
179,998
374,400
187,000
2.6825
1.6060
1.9020
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Directors’ remuneration report
SAYE Share Options
In August 2008, all eligible UK employees were invited to participate in a new
SAYE scheme with a three-year duration starting in September 2008. One
director held options issued under this SAYE scheme. Further details on this
are shown in Table 6 below
10.13 Satisfaction of share awards
Under the rules of the Company’s share schemes, and consistent with
guidance issued by the Association of British Insurers (‘‘ABI’’), there are limits
on the number of share options and other awards that can be granted that
may be satisfied by the issue of new shares. Following the consolidation of
ordinary shares related to the returns of value in 2004 and 2007, which
effectively halved the number of ordinary shares in issue, the number of
executive share options that had been granted in the previous 10 years
exceeded 5% of the issued number of ordinary shares. Also, the running total
of share capital allocated to all share options including all-employee SAYE
options in the previous 10 years was effectively doubled through the
consolidation process to 10.2%, and so exceeded the 10% guideline for the
issued ordinary shares. It was not possible, therefore, to satisfy any new
grants of share options or EPP awards with newly issued shares since to do so
would have exceeded both the 5% and 10% limits under the share schemes
rules. Accordingly, the Board and the Remuneration Committee determined
that all future grants of executive share options and EPP awards will be
satisfied with existing shares until such time as there is sufficient headroom
available under the original limits for the issue of new shares.
However, and in order to support the issuance of shares for all-employee
schemes, such as the SAYE, Shareholder approval to change the limit to
12.8% was obtained at the 2008 Annual General Meeting on 29 August
2008 so that 5% of the new 12.8% limit may be allocated for issuing new
shares to satisfy all-employee share schemes, such as the SAYE.
In the 10 years prior to 30 April 2011, the Company had granted share
options (not lapsed) over executive and SAYE share schemes as follows:
TABLE 7
Executive Options
SAYE Options
Total
Share options to be satisfied
from new issue shares
Expressed as a percentage of
the issued share capital as
at 30 April 2011
49,248,108
22,583,542
71,831,650
6.9%
3.1%
10.0%
The Group’s Employee Share Ownership Trusts are used to acquire and
finance shares to meet contingent obligations under share based incentive
schemes that are not expected to be satisfied through the issue of new
shares. At 30 April 2011, these trusts held 2,187,585 (2010: 2,336,447)
56/57th ordinary shares in the Company, representing 0.3% (2010: 0.3%) of
the total issued ordinary shares. The Company follows the ABI guideline that
the shares held by Employee Share Ownership Trusts should not exceed 5% of
the total shares in issue. The Employee Share Ownership Trusts have waived
the right to receive dividends on the shares held by them.
10.14 Long Term Incentive Plan
To be used for Executive Directors and a small number of senior executives,
the 2005 Long Term Incentive Plan (‘‘LTIP’’) was approved at the 2005
Annual General Meeting. The LTIP introduces stringent performance criteria
related to total shareholder return (‘‘TSR’’) over a three-year assessment
period. TSR is calculated as the movement in share value after taking account
of re-invested dividends. TSR is measured against a comparator group, which
is the list of FTSE 250 companies. Details of LTIP awards made to the
Directors are shown in Table 8 below.
Under the LTIP, executives are awarded Incentive Units at the discretion of the
Remuneration Committee with each Incentive Unit having a nominal value
TABLE 6 –
SAYE OPTIONS
Martin Griffiths
TABLE 8
LTIP
Grant date
Sir Brian Souter
30 June 2008
10 Dec 2009
28 June 2010
9 Dec 2010
Martin Griffiths
30 June 2008
10 Dec 2009
28 June 2010
9 Dec 2010
At 1 May 2009
No.of ordinary shares
Options Granted
over No. or
ordinary shares
At 1 May 2010
and 30 April 2011
No of ordinary shares
Exercise
price £
Date from which
excercisable
Expiry
date
3,733
2.51775
1 Oct 2011
31 March 2012
As at 30 April
2010
(incentive
units)
216,372
534,482
Nil
Nil
Awards
granted in
year
(incentive
units)
Nil
Nil
222,281
203,512
750,854
425,793
146,516
361,925
Nil
Nil
Nil
Nil
150,552
137,840
508,441
288,392
Dividends
in year
(incentive
units)
As at 30 April
2011
(incentive
units)
Vesting Date*
Expected
total value of
award at
time of grant
£
2,227
5,502
2,288
2,095
12,112
1,508
3,725
1,549
1,419
8,201
30 June 2011
10 Dec 2012
28 June 2013
9 Dec 2013
213,856
238,382
115,275
121,863
30 June 2011
10 Dec 2012
28 June 2013
9 Dec 2013
144,812
161,421
78,076
82,539
218,599
539,984
224,569
205,607
1,188,759
148,024
365,650
152,101
139,259
805,034
Closing
Share price
on date of
grant
£
2.8000
1.6060
1.9030
2.0785
2.8000
1.6060
1.9030
2.0785
The LTIP awards granted on 28 June 2007 would in the normal course of events have vested on 28 June 2010. As noted in the 2010 Remuneration Report, the Remuneration Committee
considered it appropriate to bring forward the vesting date of the award to 31 March 2010. The awards were re-tested on the original due vesting date to consider whether vesting on 28 June
2010 would have delivered a lower or different amount and it was found that the earlier vesting had resulted in an understatement of the award level and unit price. Adjusting payments were
made to reflect vesting of 100% of the available units at a unit price of £1.903 to reflect actual performance over the original performance period.
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equal to one of the Company’s ordinary shares. The maximum awards
granted in relation to any financial year for an individual is limited to
Incentive Units with an aggregate nominal value not exceeding 1.5 times the
individual’s basic salary.
The Company intends to settle all such awards in cash but would support the
settlement in shares via an employee share ownership trust where executives
wish to increase their holdings in the Company’s shares. The individual would
also need to remain with the Company for three years from the date of an
award in order to receive full entitlement to the LTIP units.
For all LTIP awards granted up to 30 April 2009, vesting of the LTIP units is
subject to two quantitative TSR-based performance criteria and also to a
qualitative underpin. The qualitative underpin was that LTIP units will only
vest if the Remuneration Committee is satisfied with the underlying financial
performance of the Group. The two quantitative conditions for LTIP awards
granted up to 30 April 2009 are:
• Firstly, no awards vest unless the total shareholder return of the Group
over the three-year testing period is positive.
• Secondly, the element of the awards that vest is based on how the Group’s
total shareholder return compares to a comparator group, being the list of
FTSE 250 companies.
For LTIP awards granted up to 30 April 2009, the number of LTIP units that
would be released after the three years is calculated as follows:
• If TSR is negative no LTIP units are released;
• If TSR is positive but is less than the median TSR of the comparator group,
no LTIP units are released;
• If TSR exceeds the median of the comparator group, 33% of the LTIP units
are released;
• If TSR is in the top quartile of the comparator group, 100% of the LTIP
units are released;
• If TSR is higher than the median but less than the top quartile, the
proportion of LTIP units to be released would be between 33% and 100%
depending on the exact ranking against the comparator group.
For LTIP awards granted from 1 May 2009 the performance conditions are
set so as to provide a lower payout for median performance against the
comparator group, and to increase the performance target from top quartile
to top decile at which maximum payout levels may occur based on granting
Incentive Units with an aggregate nominal value of 1.5 times basic salary. In
addition the use of a positive TSR has been replaced with the requirement for
the Committee to have the authority to reduce any awards if it is not satisfied
that the TSR performance is consistent with the underlying financial
performance of the Group.
For LTIP awards granted from 1 May 2009 the number of LTIP units that
would be released after the three years is calculated as follows:
• If TSR exceeds the median of the comparator group, then only one-sixth
(16.67%) of the LTIP units awarded will be released;
• For 100% of the LTIP units awarded to be released then the TSR must be in
the top decile of the comparator group;
• If TSR is higher than the median but less than the top decile then the
proportion of LTIP units to be released would be between 16.67% and
100% of the units awarded depending on the actual ranking against the
comparator group.
An independent third party will calculate the TSR measures for the purposes
of determining the extent to which the performance condition is satisfied.
Other than on retirement, if participants choose to leave the Group, the
awards would lapse.
10.15 Review of share based incentive schemes
The principal share based incentive schemes for the Executive Directors and
other executives are the EPP and the LTIP, which are described earlier in this
Directors’ remuneration report. The EPP and the LTIP schemes were adopted
by shareholders at the Annual General Meeting of the Company held in
August 2005 following a review by the Remuneration Committee of the
Group’s share based payments and other incentive arrangements.
The Remuneration Committee believes that the operation of the Group’s
share based incentive schemes, the potential award levels under the schemes,
the nature of the performance conditions and timing of vesting remain
appropriate in light of the Group’s circumstances and future prospects.
To support participation by its employees in the shares of the Company,
shareholder approval shall be sought at the 2011 Annual General Meeting for
two new employee share schemes as follows:
• A new Share Incentive Plan ("SIP") intended to take advantage of the tax
beneficial status of a share incentive plan approved by Her Majesty's
Revenue & Customs. Participation to this approved plan will be open to all
eligible UK employees; and
• A new Unapproved Share Option Plan to replace the existing executive
share option plan that expired on 25 June 2011.
The new Unapproved Share Option Plan will be available for use with all
employees other than directors of the Company who may not participate. The
rules of each of the above new plans will contain provisions consistent with
relevant ABI guidelines such that the use of new ordinary shares will be
limited to ten per cent of the issued share capital of the Company from time
to time, taking into account ordinary shares issued or to be issued over the
previous ten year period under any other employees' share plans adopted by
the Company. Furthermore, no employee may during a financial year receive
in aggregate awards under the Unapproved Option Plan and awards under
the Company’s 2005 Long Term Incentive Plan over shares worth more than
one and a half times his or her total remuneration in that period.
10.16 Shareholding targets
The Executive Directors and certain other senior executives are expected to
accumulate significant shareholdings in the Company. In the case of
Executive Directors, they are each expected to accumulate shares in the
Company with a value of at least 100% of basic salary. These targets were first
introduced in 2005 and Executive Directors were allowed five years to
accumulate the appropriate level of shares.
The Executive Directors have significant effective interests in the Company’s
ordinary shares ensuring alignment of Executive Directors’ and Shareholders’
objectives. The effective interests of Executive Directors as at 30 April 2011
were:
TABLE 9
Sir Brian Souter
Martin Griffiths
Ordinary shares
Shares held under share
options
Deferred Shares under
Executive Participation Plan
108,625,564
202,337
Nil
3,733
504,352
109,129,916
421,286
627,356
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Directors’ remuneration report
10.17 Directors’ service agreements
The details of the Executive Directors’ service contracts are summarised in the
table below:
TABLE 10 – EXECUTIVE DIRECTORS’ SERVICE CONTRACTS
Name of director
Date of contract
Sir Brian Souter
Martin Griffiths
2 April 1993 (amended
26 January 1996)
8 August 2000 (amended
29 November 2001 and
10 April 2003)
Notice period
12 months
12 months
It is the Company’s policy that Executive Directors should have 12-month
rolling service contracts providing for a maximum of one year’s notice. Due to
the nature of the Group’s businesses, the service contracts contain restrictive
covenants that will be rigorously applied.
Non-executive directors are appointed by a letter, which makes no specific
provision for notice periods. The letters of appointment do not contain any
contractual entitlement to a termination payment and the directors can be
removed in accordance with the Company’s Articles of Association. Non-
executive directors are subject to election and re-election by shareholders as
described on pages 24 and 25.
10.18 Early termination
If the Company terminates an executive director’s contract, the costs for
which the Company is liable will vary depending on length of service. The
costs will include a termination payment of up to one times annual salary and
the value of one year’s additional retirement benefits. There are no
arrangements otherwise to enhance or accelerate pension benefits on
termination or early retirement.
10.19 Change of control
The following apply where there is a change in control of the Company:
• Executive directors are entitled to normal termination benefits as outlined
above, except where the director is offered and has refused employment
on terms and conditions that were no less favourable to those in place
prior to the change of control;
• With respect to Executive Share Options, options can be exercised within
six months of the change of control. For options currently outstanding,
the extent to which the performance condition is applied shall be
determined by the Remuneration Committee;
• Under the EPP, shares deferred would automatically vest on a change of
control;
• Under the LTIP, Incentive Units would vest on a pro-rata basis taking
account of the proportion of the vesting period that had expired and the
TSR performance condition.
10.20 Outside appointments
Executive directors are able to accept substantive external appointments,
provided that approval is given by the Board. The fees from such
appointments are retained by the director, recognising the level of personal
commitment and expertise required for non-executive roles. Details of
remuneration earned where an Executive Director serves as a non-executive
director elsewhere are disclosed in note 34 to the consolidated financial
statements.
10.21 Transactions in which Directors have had a
material interest (audited)
10.21.1 Noble Grossart Limited
Ewan Brown (Non-Executive Director) is a former executive director and
current non-executive director of Noble Grossart Limited that has previously
provided advisory services to the Group. Total fees payable to Noble Grossart
Limited in respect of the year ended 30 April 2011 amounted to £Nil (2010:
£13,333). At 30 April 2011, Noble Grossart Investments Limited, a subsidiary of
Noble Grossart Limited, held 4,084,999 (2010: 4,084,999) ordinary shares in
the Company, representing 0.6% (2010: 0.6%) of the Company’s issued
ordinary share capital.
10.21.2 Alexander Dennis Limited
Sir Brian Souter (Chief Executive) and Ann Gloag (Non-Executive Director)
collectively hold 37.9% (30 April 2010: 37.9%) of the shares and voting rights
in Alexander Dennis Limited. Noble Grossart Investments Limited (see
10.21.1 above) controls a further 28.4% (30 April 2010: 28.4%) of the shares
and voting rights of Alexander Dennis Limited. None of Sir Brian Souter, Ann
Gloag or Ewan Brown is a director of Alexander Dennis Limited nor do they
have any involvement in the management of Alexander Dennis Limited.
Furthermore, they do not participate in deciding on and negotiating the
terms and conditions of transactions between the Group and Alexander
Dennis Limited.
For the year ended 30 April 2011, the Group purchased £87.1m (2010:
£48.9m) of vehicles from Alexander Dennis Limited and £5.7m (2010:
£3.4m) of spare parts and other services. As at 30 April 2011, the Group had
£1.3m (2010: £0.4m) payable to Alexander Dennis Ltd.
10.21.3 Argent Energy Group Limited
Sir Brian Souter (Chief Executive) and Ann Gloag (Non-Executive Director)
collectively hold 39.3% (30 April 2010: 39.3%) of the shares and voting rights
in Argent Energy Group Limited. Neither Sir Brian Souter nor Ann Gloag is a
director of Argent Energy Group Limited nor do they have any involvement in
the management of Argent Energy Group Limited. Furthermore, they do not
participate in deciding on and negotiating the terms and conditions of
transactions between the Group and Argent Energy Group Limited.
For the year ended 30 April 2011, the Group purchased £2.0m (2010: £0.4m)
of biofuel from Argent Energy Group. As at 30 April 2011, the Group had
£0.2m (2010: £Nil) payable to Argent Energy Group.
10.22 Remuneration policy approval
An ordinary resolution to receive and approve this Directors’ remuneration
report will be proposed at the 2011 Annual General Meeting.
On behalf of the Board
Phil White
Chairman of the Remuneration Committee
29 June 2011
page 38 | Stagecoach Group plc
78189_Front FINAL_78189_StCchV10_FRONT 05/07/2011 11:40 Page 39
11. Responsibility statement
The Directors confirm that to the best of their knowledge:
• The consolidated financial statements, prepared in accordance with the applicable United Kingdom law and in conformity with IFRS, as adopted by the
European Union, give a true and fair view of the assets, liabilities, financial position and profit of the Group and the undertakings included in the
consolidation taken as a whole; and
• The Chairman’s statement, Chief Executive’s review and Directors’ report (incorporating the Operating and Financial Review) include a fair review of the
development and performance of the business and the position of the Group and the undertakings included in the consolidation taken as a whole, together
with a description of the principal risks and uncertainties that they face.
Signed on 29 June 2011 on behalf of the Board by:
Sir Brian Souter
Chief Executive
Martin A Griffiths
Finance Director
Stagecoach Group plc | page 39
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 40
Independent auditors’ report to the members of
Stagecoach Group plc (Company No. SC100764)
We have audited the consolidated financial statements of Stagecoach Group
plc for the year ended 30 April 2011 which comprise the Consolidated income
statement, the Consolidated statement of comprehensive income, the
Consolidated balance sheet, the Consolidated statement of changes in equity,
the Consolidated statement of cash flows and the related notes. The financial
reporting framework that has been applied in their preparation is applicable
law and International Financial Reporting Standards (“IFRSs”) as adopted by
the European Union.
Respective responsibilities of directors and
auditors
As explained more fully in the Statement of Directors’ responsibilities in
respect of the Annual Report, the Directors’ remuneration report and the
financial statements set out on page 21, the Directors are responsible for the
preparation of the consolidated financial statements and for being satisfied
that they give a true and fair view. Our responsibility is to audit and express
an opinion on the consolidated financial statements in accordance with
applicable law and International Standards on Auditing (UK and Ireland).
Those standards require us to comply with the Auditing Practices Board’s
Ethical Standards for Auditors.
This report, including the opinions, has been prepared for and only for the
Company’s members as a body in accordance with Chapter 3 of Part 16 of the
Companies Act 2006 and for no other purpose. We do not, in giving these
opinions, accept or assume responsibility for any other purpose or to any
other person to whom this report is shown or into whose hands it may come
save where expressly agreed by our prior consent in writing.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in
the financial statements sufficient to give reasonable assurance that the
financial statements are free from material misstatement, whether caused by
fraud or error. This includes an assessment of: whether the accounting
policies are appropriate to the Group’s circumstances and have been
consistently applied and adequately disclosed; the reasonableness of
significant accounting estimates made by the Directors; and the overall
presentation of the financial statements. In addition, we read all the financial
and non-financial information in the Annual Report to identify material
inconsistencies with the audited financial statements. If we become aware of
any apparent material misstatements or inconsistencies we consider the
implications for our report.
Opinion on financial statements
In our opinion the consolidated financial statements:
• give a true and fair view of the state of the Group’s affairs as at 30 April
2011 and of its profit and cash flows for the year then ended;
• have been properly prepared in accordance with IFRSs as adopted by the
European Union; and
• have been prepared in accordance with the requirements of the
Companies Act 2006 and Article 4 of the lAS Regulation.
Opinion on other matters prescribed by the
Companies Act 2006
In our opinion:
• the information given in the Directors’ report for the financial year for
which the consolidated financial statements are prepared is consistent
with the consolidated financial statements; and
• the information given in the Corporate governance report set out on
pages 24 to 28 with respect to internal control and risk management
systems and about share capital structures is consistent with the financial
statements.
Matters on which we are required to report by
exception
We have nothing to report in respect of the following:
Under the Companies Act 2006 we are required to report to you if, in our
opinion:
• certain disclosures of directors’ remuneration specified by law are not
made; or
• we have not received all the information and explanations we require for
our audit; or
• a corporate governance statement has not been prepared by the parent
company.
Under the Listing Rules we are required to review:
• the Directors’ statement, set out on page 23, in relation to going concern;
• the part of the Corporate governance statement relating to the company’s
compliance with the nine provisions of the June 2008 Combined Code
specified for our review; and
• certain elements of the report to shareholders by the Board on Directors’
remuneration.
Other matter
We have reported separately on page 102 on the parent company financial
statements of Stagecoach Group plc for the year ended 30 April 2011 and on
the information in the Directors’ remuneration report that is described as
having been audited.
Michael Timar (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Glasgow
29 June 2011
page 40 | Stagecoach Group plc
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 41
Consolidated income statement
For the year ended 30 April 2011
2011
2010
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items (note 4)
£m
Notes
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items (note 4)
£m
Results for
the year
£m
CONTINUING OPERATIONS
Revenue
Operating costs
Other operating expense
Operating profit of Group companies
Share of profit of joint ventures
after finance income and taxation
Total operating profit: Group operating profit and
share of joint ventures’ profit after taxation
Non-operating exceptional items
Profit before interest and taxation
Finance costs
Finance income
Profit before taxation
Taxation
Profit for the year from continuing operations
DISCONTINUED OPERATIONS
Profit for the year from discontinued operations
TOTAL OPERATIONS
Profit after taxation for the year
attributable to equity
shareholders of the parent
Earnings per share from continuing
and discontinued operations
– Adjusted basic/Basic
– Adjusted diluted/Diluted
Earnings per share from continuing operations
– Adjusted basic/Basic
– Adjusted diluted/Diluted
Dividends per ordinary share
– Interim paid
– Final proposed
2
3
5
2
2
2
4
6
6
8
4
10
10
10
10
9
9
2,389.8
(2,066.7)
(122.4)
Nil
(10.1)
Nil
2,389.8
(2,076.8)
(122.4)
2,164.4
(1,947.2)
(53.2)
200.7
(10.1)
190.6
39.5
(5.1)
34.4
240.2
Nil
240.2
(39.9)
5.4
205.7
(35.1)
(15.2)
0.7
(14.5)
Nil
Nil
(14.5)
1.8
225.0
0.7
225.7
(39.9)
5.4
191.2
(33.3)
164.0
28.0
192.0
Nil
192.0
(41.5)
10.8
161.3
(27.2)
Nil
(7.8)
Nil
(7.8)
(5.1)
(12.9)
(2.0)
(14.9)
(20.5)
Nil
(35.4)
9.1
Results for
the year
£m
2,164.4
(1,955.0)
(53.2)
156.2
22.9
179.1
(2.0)
177.1
(62.0)
10.8
125.9
(18.1)
170.6
(12.7)
157.9
134.1
(26.3)
107.8
Nil
18.5
18.5
Nil
3.9
3.9
170.6
5.8
176.4
134.1
(22.4)
111.7
23.8p
23.5p
23.8p
23.5p
18.7p
18.5p
18.7p
18.5p
24.6p
24.3p
22.0p
21.7p
2.2p
4.9p
15.6p
15.4p
15.1p
14.9p
6.5p
Nil
The accompanying notes form an integral part of this consolidated income statement.
Interim dividends of £15.8m were paid during the year ended 30 April 2011 (2010: £46.6m).
A final dividend of 4.9 pence per share is proposed in respect of the year ended 30 April 2011 (2010: Nil).
Stagecoach Group plc | page 41
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 42
Consolidated statement of comprehensive income
For the year ended 30 April 2011
Profit for the year attributable to equity shareholders of the parent
Other comprehensive income/(expense)
Foreign exchange differences on translation of foreign operations (net of hedging)
Actuarial gains/(losses) on Group defined benefit pension schemes
Share of actuarial (losses)/gains on joint ventures’ defined benefit pension schemes
Share of other comprehensive (expense)/income on joint ventures’ cash flow hedges
Net fair value gains on cash flow hedges
Net fair value losses on available for sale investments
2011
Notes
£m
176.4
(5.4)
76.5
(0.7)
(0.1)
52.6
Nil
122.9
26
27(j)
15
Transfers to the income statement
Cash flow hedges reclassified and reported in profit for the year
27(j)
(21.8)
Tax on items taken directly to or transferred from equity
Tax on foreign exchange differences on translation of foreign operations (net of hedging)
Tax effect of actuarial (gains)/losses on Group defined benefit pension schemes
Tax effect of share of actuarial losses/(gains) on joint ventures’ defined benefit pension schemes
Tax effect of share of other comprehensive (expense)/income on joint ventures’ cash flow hedges
Tax effect of share based payments
Tax effect of cash flow hedges
27(j)
Total comprehensive income for the year attributable to
equity shareholders of the parent
The accompanying notes form an integral part of the consolidated statement of comprehensive income.
(0.4)
(24.0)
0.2
Nil
Nil
(7.4)
(31.6)
245.9
2010
£m
111.7
6.0
(138.7)
0.2
1.8
38.3
(0.2)
(92.6)
61.8
Nil
38.8
(0.1)
(0.5)
0.7
(28.0)
10.9
91.8
page 42 | Stagecoach Group plc
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 43
Consolidated balance sheet (statement of financial position)
As at 30 April 2011
2011
Notes
£m
ASSETS
Non-current assets
Goodwill
Other intangible assets
Property, plant and equipment
Interests in joint ventures
Available for sale and other investments
Derivative instruments at fair value
Retirement benefit asset
Deferred tax asset
Other receivables
Current assets
Inventories
Trade and other receivables
Derivative instruments at fair value
Foreign tax recoverable
Cash and cash equivalents
Total assets
LIABILITIES
Current liabilities
Trade and other payables
Current tax liabilities
Borrowings
Derivative instruments at fair value
Provisions
Non-current liabilities
Other payables
Borrowings
Derivative instruments at fair value
Deferred tax liabilities
Provisions
Retirement benefit obligations
Total liabilities
Net assets
EQUITY
Ordinary share capital
Share premium account
Retained earnings
Capital redemption reserve
Own shares
Translation reserve
Cash flow hedging reserve
Total equity
11
12
13
14
15
27(j)
26
24
20
19
20
27(j)
21
22
23
27(j)
25
22
23
27(j)
24
25
26
28
30
30
30
30
30
30
2010
£m
99.4
16.1
796.2
56.7
1.9
5.5
Nil
1.3
17.6
994.7
24.1
200.3
25.7
1.4
375.7
627.2
95.3
24.2
924.3
58.1
2.1
20.7
23.7
Nil
19.4
1,167.8
26.6
221.5
50.8
1.4
358.3
658.6
1,826.4
1,621.9
529.6
20.4
62.5
0.1
56.9
669.5
24.3
592.1
0.1
46.8
126.6
120.8
910.7
1,580.2
246.2
7.1
9.8
(217.4)
416.3
(14.6)
1.7
43.3
246.2
524.6
19.1
50.8
4.0
46.6
645.1
20.4
626.1
7.3
19.2
89.0
202.1
964.1
1,609.2
12.7
7.1
9.8
(433.5)
415.6
(13.3)
7.1
19.9
12.7
These financial statements have been approved for issue by the Board of Directors on 29 June 2011. The accompanying notes form an integral part of
this consolidated balance sheet.
Sir Brian Souter
Chief Executive
Martin A Griffiths
Finance Director
Stagecoach Group plc | page 43
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 44
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page 44 | Stagecoach Group plc
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78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 45
Consolidated statement of cash flows
For the year ended 30 April 2011
Cash flows from operating activities
Cash generated by operations
Interest paid
Interest received
Dividends received from joint ventures
Net cash flows from operating activities before tax
Tax paid
Net cash from operating activities after tax
Cash flows from investing activities
Acquisition of subsidiaries, net of cash acquired
Disposals and closures of subsidiaries and other businesses, net of cash disposed of
Purchase of property, plant and equipment
Disposal of property, plant and equipment
Purchase of intangible assets
Purchase of other investments
Movement in loans to joint ventures
Net cash outflow from investing activities
Cash flows from financing activities
Issue of ordinary shares for cash
Redemption of ‘B’ shares
Investment in own ordinary shares by employee share ownership trusts
Sale of own ordinary shares by employee share ownership trusts
Repayments of hire purchase and lease finance
Proceeds of sale and leaseback transaction
Movement in other borrowings
Dividends paid on ordinary shares
Sale of tokens
Redemption of tokens
Net cash used in financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at the beginning of year
Exchange rate effects
2011
Notes
£m
31
16
17
31
9
253.5
(35.6)
5.5
28.8
252.2
(20.4)
231.8
(57.0)
1.2
(156.3)
14.7
(0.4)
(0.4)
Nil
(198.2)
Nil
(0.7)
(1.8)
0.5
(24.1)
Nil
(5.1)
(15.8)
1.4
(4.1)
(49.7)
(16.1)
375.7
(1.3)
Cash and cash equivalents at the end of year
21
358.3
2010
£m
234.5
(58.5)
5.4
35.7
217.1
(0.7)
216.4
(2.5)
1.6
(89.2)
53.0
(0.9)
(0.6)
1.4
(37.2)
0.3
(2.1)
(0.2)
0.8
(58.7)
3.6
53.3
(76.7)
3.2
(3.4)
(79.9)
99.3
277.3
(0.9)
375.7
Cash and cash equivalents for the purposes of the consolidated cash flow statement comprise cash at bank and in hand, overdrafts and other short-
term highly liquid investments with maturities at the balance sheet date of twelve months or less.
The accompanying notes form an integral part of this consolidated statement of cash flows.
Stagecoach Group plc | page 45
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Notes to the consolidated financial statements
Note 1 IFRS accounting policies
These consolidated financial statements are presented in accordance with International Financial Reporting Standards (“IFRS”), as adopted by the
European Union.
The principal accounting policies adopted in the preparation of these consolidated financial statements are set out below. These policies have been
consistently applied to all the years presented, unless otherwise stated.
• Basis of preparation
The consolidated financial statements have been prepared in accordance with IFRS and International Financial Reporting Interpretations Committee
(“IFRIC”) interpretations as adopted by the European Union (and therefore comply with Article 4 of the EU IAS Regulation), and with those parts of the
Companies Act 2006 applicable to companies reporting under IFRS. The consolidated financial statements have been prepared under the historical
cost convention as modified by financial assets and financial liabilities (including derivative instruments) at fair value.
The consolidated financial statements are presented in pounds sterling, the presentational currency of the Group, and the functional currency of the
Company and all values are rounded to the nearest one hundred thousand (£0.1m) except where otherwise indicated.
• New accounting standards adopted during the year
The following new standard has been applied by the Group for the first time for the financial year beginning 1 May 2010:
• IFRS 3 (revised), ‘Business combinations’. The revised standard continues to apply the acquisition method to business combinations but with some
significant changes compared with the previous version of IFRS 3. For example, all acquisition-related costs should be expensed. The standard was
applied to the acquisition of the East London bus business on 14 October 2010. Acquisition-related costs of £0.6m have been recognised in the
consolidated income statement, which previously would have been included in the consideration for the business combination.
The following new standards, amendments to standards and interpretations are mandatory for the first time for the financial year beginning 1 May
2010, but do not have any significant effect on the consolidated financial statements of the Group:
• Amendments resulting from April 2009 Annual Improvements to IFRSs
• IFRS 1 (revised), ‘First time adoption of IFRSs – revised and restructured’
• IFRS 1 (amended), ‘First time adoption of IFRSs – amendments relating to oil and gas assets and determining whether an arrangement contains a
lease’
• IFRS 2 (amended), ‘Share-based payment – amendments relating to group cash-settled share-based payment transactions’
• IAS 27 (amended), ‘Consolidated and separate financial statements – consequential amendments arising from amendments to IFRS 3’
• IAS 28 (amended), ‘Investments in associates – consequential amendments arising from amendments to IFRS 3’
• IAS 31 (amended), ‘Investments in joint ventures – consequential amendments arising from amendments to IFRS 3’
• IAS 32 (amended), ‘Financial instruments: presentation – amendments relating to classification of rights issues’
• IAS 39 (amended), ‘Financial instruments: recognition and measurement – amendments for eligible hedged items’
• IAS 39 (amended), ‘Financial instruments: recognition and measurement – amendments for embedded derivatives when reclassifying financial
instruments’
• IFRIC 17, ‘Distributions of non-cash assets to owners’
• IFRIC 18, ‘Transfers of assets from customers’
• New standards and interpretations not applied
The International Accounting Standards Board (“IASB”) and IFRIC have issued the following standards and interpretations with an effective date for
financial years beginning on or after the dates disclosed below and therefore after the date of these financial statements.
International Accounting Standards and Interpretations
Amendments resulting from May 2010 Annual Improvements to IFRSs
IFRS 1
IFRS 1
IFRS 1
IFRS 7
Effective date
1 January 2011 and later
1 July 2010
1 January 2011
1 July 2011
First-time adoption of International Financial Reporting Standards (revised January 2010)
First-time adoption of International Financial Reporting Standards (revised May 2010)
First-time adoption of International Financial Reporting Standards (revised December 2010)
Financial Instruments: Disclosures – Amendments enhancing disclosures
about transfers of financial assets.
Financial Instruments – Classification and measurement (revised November 2009)
Consolidated Financial Instruments
Joint Arrangements
Disclosures of interests in other entities
Fair value measurement
Presentation of Financial Statements (revised June 2011)
Income Taxes – Limited scope amendment (recovery of underlying assets)
Employee Benefits (revised June 2011)
Related Party Disclosures (revised November 2009)
Consolidated and separate financial statements (amended in 2011)
Investments in Associates and joint ventures (amended in 2011)
Financial Instruments: Presentation – Amendment re classification of rights issue.
Amendment re Prepayments of a Minimum Funding Requirement
Extinguishing Financial Liabilities with Equity Instruments
IFRS 9
IFRS 10
IFRS 11
IFRS 12
IFRS 13
IAS 1
IAS 12
IAS 19
IAS 24
IAS 27
IAS 28
IAS 32
IFRIC14
IFRIC19
1 July 2011
1 January 2013
1 January 2013
1 January 2013
1 January 2013
1 January 2013
1 July 2012
1 January 2012
1 January 2013
1 January 2011
1 January 2013
1 January 2013
1 February 2011
1 July 2010
1 July 2010
The Directors are currently reviewing the requirements of the above standards and interpretations to determine whether they will have a material
impact on the Group’s financial statements in the period of initial application.
• Comparatives
Where appropriate, comparative figures for the previous year have been adjusted to conform to changes in presentation. These changes have no
impact on the consolidated income statement or on consolidated net assets.
page 46 | Stagecoach Group plc
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Note 1 IFRS accounting policies (continued)
• Basis of consolidation
The consolidated financial statements include the financial statements of the Company, its subsidiary undertakings and joint ventures made up to
30 April in each year.
The consolidated income statement includes the results of businesses purchased from the effective date of acquisition and excludes the results of
disposed operations and businesses sold from the effective date of disposal.
• Subsidiaries and joint ventures
(i) Subsidiaries
Subsidiaries, which are those entities in which the Group has an interest of more than one half of the voting rights or otherwise has power to
govern the financial and operating policies so as to obtain benefits from their activities, are consolidated.
Subsidiaries are consolidated from the date on which control is transferred to the Group and are no longer consolidated from the date that control
ceases. The purchase method (also known as the acquisition method) of accounting is used to account for the acquisition of subsidiaries. The cost
of an acquisition is measured as the fair value of the assets given up, shares issued or liabilities undertaken at the date of acquisition. The excess of
the cost of acquisition over the fair value of acquiree’s identifiable assets, liabilities and contingent liabilities is recorded as goodwill. Costs
attributable to the acquisition are expensed to the consolidated income statement.
Intercompany transactions, balances, income and expenses are eliminated on consolidation.
(ii) Associates and joint ventures
Investments in joint ventures are accounted for using the equity method of accounting.
Under the equity method of accounting, the Group’s consolidated income statement includes the Group’s share of profits less losses of joint
ventures, while the share of net assets of joint ventures is included in the Group’s consolidated balance sheet. Where the Group’s share of losses in
a joint venture exceeds its interest in that enterprise, the Group does not recognise further losses, unless it has incurred obligations or made
payments on behalf of the joint venture.
The Group’s reported interest in joint ventures includes goodwill on acquisition.
The Group applies its own accounting policies and estimates when accounting for its share of joint ventures making appropriate adjustments
where necessary, having due regard to all relevant factors.
• Presentation of income statement and exceptional items
Where applicable, income statement information has been presented in a columnar format, which separately highlights intangible asset expenses and
exceptional items. This is intended to enable users of the financial statements to determine more readily the impact of intangible asset expenses and
exceptional items on the results of the Group.
Exceptional items are defined in note 36.
• Use of estimates
The preparation of financial statements in conformity with IFRSs as adopted by the EU requires the use of estimates and assumptions that affect the
reported amounts of assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses for the period.
Although these estimates and assumptions are based on management’s best knowledge, actual results may ultimately differ from those estimates and
assumptions used.
The key sources of estimation uncertainty that have a significant risk of causing material adjustments to the carrying amounts of assets and liabilities
within the next financial year are the measurement of tax assets and liabilities, the measurement of contract provisions, the measurement of
retirement benefit obligations, the measurement and impairment of goodwill and other non-current assets, the measurement of insurance provisions
and the measurement of receivables and payables in relation to rail contracts. The measurement of tax assets and liabilities requires an assessment to
be made of the potential tax consequence of certain items that will only be resolved when agreed by the relevant tax authorities. The measurement of
contract provisions requires estimates of future cash flows relating to the relevant contracts and the selection of a suitable discount rate. The
measurement of retirement benefit obligations requires the estimation of life expectancies, future changes in salaries, inflation, the expected return on
scheme assets and the selection of a suitable discount rate (see note 26). The Group determines whether goodwill arising on business combinations is
impaired on an annual basis and this requires the estimation of value in use of the cash generating units to which the goodwill is allocated. This
requires estimation of future cash flows and the selection of a suitable discount rate (see note 11). The estimation of the insurance provisions is based
on an assessment of the expected settlement on known claims together with an estimate of settlements that will be made in respect of incidents
occurring prior to the balance sheet date but for which claims have not been reported to the Group. The estimation of receivables and payables in
relation to rail contracts requires an estimate of the likely outcomes based on interpreting the applicable contracts.
Those accounting policies that the Directors believe require the greatest exercise of judgement are described on page 14.
• Revenue
Revenue represents gross revenue earned from public transport services and excludes payments received on account. Amounts receivable for tendered
services and concessionary fare schemes are included as part of revenue. Where appropriate, amounts are shown net of rebates and VAT. Revenues
incidental to the Group’s principal activity (including advertising income and maintenance income) are reported as miscellaneous revenue (see note 5).
Rail revenue includes amounts attributable to the train operating companies, based principally on agreed models of route usage, by Railway
Settlement Plan Limited (which administers the income allocation system within the UK rail industry) in respect of passenger receipts. Franchise
agreement receipts or payments from or to the Department for Transport (“DfT”) are treated as other operating income (see note 5).
Revenue is recognised by reference to the stage of completion of the customer’s travel or services provided under contractual arrangements as a
proportion of total services to be provided. Cash received for the sale of season tickets and travelcards is deferred within liabilities and recognised in
the income statement over the period covered by the relevant ticket.
Stagecoach Group plc | page 47
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Notes to the consolidated financial statements
Note 1 IFRS accounting policies (continued)
• Revenue (continued)
Income from advertising and other activities is recognised as the income is earned.
Finance income is recognised using the effective interest method as interest accrues.
Under the contractual terms of its franchise agreements to operate rail services, the Group has revenue sharing arrangements with the DfT. As a
result of these arrangements, the Group may be liable to make payments to the DfT or receive amounts from the DfT based on calculations that
involve comparison of actual revenue with the target revenue specified in the relevant franchise agreement. The Group recognises revenue share
amounts payable or receivable in the income statement in the same period in which it recognises the related revenue. Revenue share amounts
payable (if any) are classified within other operating expense and revenue share amounts receivable (if any) are classified within other operating
income.
• Performance incentive payments
Performance incentive payments made to Network Rail by the Group in respect of train service delivery are recognised in the same period that the
performance relates to and are shown as other operating costs.
• Government grants
Grants from government are recognised where there is reasonable assurance that the grant will be received and the Group will comply with all attached
conditions. Government grants relating to costs are deferred and recognised in the income statement over the period necessary to match them with
the costs they are intended to compensate. Government grants relating to the purchase of property, plant and equipment are recorded as liabilities and
are credited to the income statement on a straight-line basis over the expected lives of the related assets. Amounts are held as deferred grant income
within trade and other payables.
Revenue grants receivable in respect of the operation of rail franchises in the UK are credited to the income statement in the period in which the related
expenditure is recognised in the income statement or where they do not relate to any specific expenditure, in the period in respect of which the grant is
receivable. These rail franchise grants are classified within other operating income.
• Share based payments
The Group issues equity-settled and cash-settled share based payments to certain employees.
Equity-settled transactions
The cost of equity-settled transactions with employees is measured by reference to the fair value at the date at which they are granted and is
recognised as an expense over the vesting period. In valuing equity-settled transactions, no account is taken of any non-market based vesting
conditions and no expense is recognised for awards that do not ultimately vest as a result of a failure to satisfy a non-market based vesting condition.
None of the Group’s equity-settled transactions have any market based performance conditions.
Fair value for equity-settled share based payments is estimated by use of the Black-Scholes pricing model.
At each balance sheet date, before vesting, the cumulative expense is calculated based on management’s best estimate of the number of equity
instruments that will ultimately vest taking into consideration the likelihood of achieving non-market based vesting conditions. The movement in this
cumulative expense is recognised in the income statement, with a corresponding entry in equity.
Where an equity-settled award is cancelled by the Group or the holder, it is treated as if it had vested on the date of cancellation and any cost not yet
recognised in the income statement for the award is expensed immediately. Any compensation paid up to the fair value of the award at the
cancellation or settlement date is deducted from equity, with any excess over fair value being treated as an expense in the income statement.
Cash-settled transactions
The cost of cash-settled transactions is measured at fair value. Fair value is estimated initially at the grant date and at each balance sheet date
thereafter until the awards are settled. Market based performance conditions are taken into account when determining fair value.
Fair value for cash-settled share based payments (being only those that relate to the Long Term Incentive Plan) is estimated by use of a
simulation model.
During the vesting period, a liability is recognised representing the estimated fair value of the award and the portion of the vesting period expired as at
the balance sheet date. Changes in the carrying amount of the liability are recognised in the income statement for the period.
Choice of settlement
The Company can choose to settle awards under the Long Term Incentive Plan in either cash or equity, although it currently expects to settle all such
awards in cash. Awards under the Long Term Incentive Plan are accounted for as cash-settled transactions (see above).
• Operating profit
Operating profit is stated after charging restructuring costs and after the share of after-tax results of joint ventures but before finance income, finance
costs, non-operating exceptional items, taxation and profit from discontinued operations.
• Taxation
Tax, current and deferred, is calculated using tax rates and laws enacted or substantively enacted at the balance sheet date. Management periodically
evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation.
Corporation tax is provided on taxable profit at the current rate applicable. Tax charges and credits are accounted for through the same primary
statement as the related pre-tax item.
Deferred income tax is provided in full, using the liability method, on temporary differences arising between the tax bases of assets and liabilities and
their carrying amounts in the financial statements. Deferred income tax is measured at tax rates that are expected to apply in periods in which the
temporary differences reverse based on tax rates and law enacted or substantively enacted at the balance sheet date.
Deferred tax assets are recognised to the extent that it is probable that future taxable profit will be available against which the temporary differences
can be utilised.
page 48 | Stagecoach Group plc
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Note 1 IFRS accounting policies (continued)
• Taxation (continued)
Deferred income tax is provided on temporary differences arising on investments in subsidiaries and joint ventures, except where the timing of the
reversal of the temporary difference can be controlled and it is probable that the temporary difference will not reverse in the foreseeable future.
• Segment reporting
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker, who is responsible
for allocating resources and assessing performance of operating segments, which for this purpose has been identified as the Board of Directors.
• Foreign currency translation
The financial statements of foreign operations are maintained in the functional currencies in which the entities transact business. The trading results of
foreign operations are translated into sterling using average rates of exchange. The assets and liabilities of foreign operations, including goodwill and fair
value adjustments arising on acquisition, are translated into sterling using rates of exchange at the relevant balance sheet date. Exchange differences arising
on the translation of the opening net assets and results of overseas operations, together with exchange differences arising on net foreign currency
borrowings and foreign currency derivatives, to the extent they hedge the Group’s investment in overseas operations, are recognised as a separate
component of equity being the translation reserve. Further information on the Group’s accounting policy on hedges of net investments in a foreign entity
is provided on page 53.
Foreign currency monetary assets and liabilities are translated into the respective functional currencies of the Group entities at the rates of exchange
ruling at the balance sheet date. Foreign currency transactions arising during the year are translated into the respective functional currencies of Group
entities at the rate of exchange ruling on the date of the transaction. Foreign currency differences arising on retranslation are recognised in profit or loss.
On disposal of a foreign subsidiary, the amount of any exchange differences relating to the subsidiary that has been deferred in the translation reserve is
recognised in the income statement within the reported gain or loss on disposal.
The principal rates of exchange applied to the consolidated financial statements were:
US Dollar:
Year end rate
Average rate
Canadian Dollar:
Year end rate
Average rate
2011
2010
1.6680
1.5646
1.5827
1.5823
1.5307
1.6020
1.5504
1.7189
• Business combinations and goodwill
On the acquisition of a business, fair values are attributed to the identifiable assets, liabilities and contingent liabilities of the acquiree. Goodwill
represents the excess of the fair value of the consideration given for a business over the fair value of such net assets. The fair value of intangible assets
and acquired customer contract provisions on the acquisition of a business are amortised to the income statement in line with the projected cash flows.
Goodwill arising on acquisitions is capitalised and is subject to impairment review, both annually and when there are indications that the carrying value
may not be recoverable. Prior to 1 May 2004, goodwill was amortised over its estimated useful life; such amortisation ceased on 30 April 2004 but
goodwill amortisation expensed prior to 1 May 2004 was not reversed. Goodwill that arose prior to 1 May 2004 is measured at the amount recognised
under the Group’s previous accounting framework, UK GAAP.
Goodwill arising on acquisitions in the year ended 30 April 1998 and earlier periods was written off directly to equity in accordance with the UK
accounting standards then in force. Under IFRS 1 and IFRS 3, such goodwill remains eliminated against reserves.
For the purpose of impairment testing, goodwill is allocated to each of the Group’s cash generating units expected to benefit from the combination.
Cash generating units to which goodwill has been allocated are tested for impairment annually, or more frequently when there is an indication that the
unit may be impaired. If the recoverable amount of the cash generating unit is less than the carrying amount of the unit, then the impairment loss is
allocated first to reduce the carrying amount of any goodwill allocated to the unit and then to the other assets of the unit pro-rata on the basis of the
carrying amount of each asset in the unit. The recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use,
the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time
value of money and the risks specific to the cash generating unit. An impairment loss recognised for goodwill is not reversed in a subsequent period.
Any impairment of goodwill is recognised immediately in the income statement.
Where goodwill (other than that already written off directly to equity) forms part of a cash generating unit and all or part of that unit is disposed of, the
associated goodwill is included in the carrying amount of the disposed operation when determining the overall gain or loss on disposal.
• Impairment of non-current assets
Property, plant and equipment, intangible assets (excluding goodwill), financial assets and other non-current assets are reviewed for impairment
whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.
An impairment loss is recognised for the amount by which the carrying amount of the asset exceeds its recoverable amount, which is the higher of fair
value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest level for which there are separately
identifiable cash flows. Non-financial assets other than goodwill that have suffered an impairment are reviewed for possible reversal at each reporting
date.
In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market
assessments of the time value of money and the risks specific to the asset. Any impairment loss is recognised immediately in the income statement.
Marketing costs incurred during the start-up phase of a new activity are charged to the income statement as incurred.
Stagecoach Group plc | page 49
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Notes to the consolidated financial statements
Note 1 IFRS accounting policies (continued)
• Intangible assets
Intangible assets acquired separately from a business combination are initially capitalised at cost and subsequently measured at cost less accumulated
amortisation and accumulated impairment losses. The initial cost recognised is the aggregate amount paid plus the fair value of any other
consideration given to acquire the asset. Intangible assets acquired as part of a business combination are capitalised, separately from goodwill, at fair
value at the date of acquisition if the asset is separable or arises from contractual or legal rights and its fair value can be measured reliably and are
subsequently measured at fair value less accumulated amortisation and accumulated impairment losses.
Amortisation is calculated on the straight-line method to write-off the cost or fair value at acquisition (as the case may be) of each asset over their
estimated useful lives shown below. Intangible assets relating to rail franchises of a finite duration are amortised over the life of the franchise.
Customer contracts
Right to operate rail franchises
over the life of the contract (1 to 5 years for current contracts)
over the life of the franchise (10 years from February 2007 to February 2017 for South Western
Trains franchise and 7 years and 4 months from November 2007 to March 2015 for East Midlands
Trains franchise)
between 2 and 5 years for current contracts
2 to 7 years
Non-compete contracts
Software costs
• Property, plant and equipment
Property, plant and equipment acquired as part of a business combination is stated at fair value at the date of acquisition and is subsequently measured
at fair value on acquisition less accumulated depreciation and any provision for impairment. All other property, plant and equipment is stated at cost
less accumulated depreciation and any provision for impairment. Cost includes the original purchase price of the asset and the costs attributable to
bringing the asset to its working condition for its intended use.
Depreciation is calculated on the straight-line method to write off the cost, fair value at acquisition or deemed cost of each asset to their residual values
over their estimated useful lives as follows:
Heritable and freehold buildings and long leasehold properties
Short leasehold properties
IT and other equipment, furniture and fittings
Passenger Service Vehicles (“PSVs”) and transportation equipment
Motor cars and other vehicles
50 years
period of lease
3 to 10 years
7 to 16 years
3 to 5 years
Freehold land is not depreciated.
The useful lives and residual values of property, plant and equipment are reviewed at least annually and, where applicable, adjustments are made on a
prospective basis.
An item of property, plant or equipment is derecognised upon disposal. An item on which no future economic benefits are expected to arise from the
continued use of the asset is impaired if it is continued to be used by the Group. Gains and losses on disposals are determined by comparing the
proceeds received with the carrying amount of the asset and are included in the income statement. Any gain or loss on derecognition of the asset is
included in the income statement in the period of derecognition.
Repairs and maintenance are charged to the income statement during the financial period in which they are incurred. The cost of major renovations is
included in the carrying amount of the asset when it is probable that future economic benefits in excess of the originally assessed standard of
performance of the existing asset will flow to the Group. Major renovations are depreciated over the remaining useful life of the related asset.
• Inventories
Inventories are stated at the lower of cost and net realisable value after making due allowance for obsolete or slow moving items. Cost is determined
using the first-in, first-out (“FIFO”) or average cost method. Net realisable value is the estimated selling price in the ordinary course of business, less the
costs of completion and selling expenses.
• Pre-contract costs
The costs associated with securing new rail franchises are expensed as incurred, except when at the time the costs are incurred it is probable that a
contract will be awarded, in which case they are recognised as an asset and are charged to the income statement over the life of the franchise.
• Hire purchase and lease obligations
Assets acquired under hire purchase and finance lease arrangements, where substantially all the risks and rewards of ownership of the asset have passed
to the Group, are capitalised at the commencement of the lease at the fair value of the leased asset or, if lower, at the present value of the minimum
lease payments. Fixed lease payments are apportioned between the finance costs, and the reduction of the lease liability so as to achieve a constant
rate of interest on the remaining balance of the liability. Finance costs are charged directly against income and are reported within finance costs in the
consolidated income statement.
Assets capitalised under finance leases and other similar contracts are depreciated over the shorter of the lease terms and their useful economic lives.
Assets capitalised under hire purchase contracts are depreciated over their useful economic lives.
Rentals under operating leases are charged on a straight-line basis over the lease term.
The principal restriction on assets held under finance lease or hire purchase agreements is a restriction on the right to dispose of the assets during the
period of the agreement.
• Tokens
Tokens issued by National Transport Tokens Limited, a subsidiary of the Group, to facilitate public passenger travel in the United Kingdom are credited
to a token redemption provision to the extent they are expected to be redeemed by customers. Redemptions are offset against this provision and
associated handling commission paid to third parties is included in operating costs. Funds from the sale of tokens required for token redemption are
included as a financing activity in the consolidated statement of cash flows.
page 50 | Stagecoach Group plc
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Note 1 IFRS accounting policies (continued)
• Tokens (continued)
The estimate of the balance sheet provision for token redemptions is remeasured at each balance sheet date and is based on the value of tokens issued
by the Group but not yet redeemed or cancelled at the balance sheet date. Allowance is made for the estimated proportion of tokens in issue that will
never be redeemed. This allowance is estimated with reference to historic redemption rates. At 30 April 2011, it has been estimated that 97% (30 April
2010: 97%) of tokens in issue will be redeemed.
• Restructuring provisions
Provisions for restructuring are recognised when the Group has a present legal or constructive obligation as a result of past events and a reliable
estimate of associated costs can be made.
• Insurance
The Group receives claims in respect of traffic incidents and employee claims. The Group protects against the cost of such claims through third party
insurance policies. An element of the claims is not insured as a result of the “excess” or “deductible” on insurance policies.
Provision is made on a discounted basis for the estimated cost to the Group to settle claims for incidents occurring prior to the balance sheet date. The
estimate of the balance sheet insurance provisions is based on an assessment of the expected settlement of known claims together with an estimate of
settlements that will be made in respect of incidents occurring prior to the balance sheet date but for which claims have not yet been reported to the
Group. The provision is set after taking account of advice from third party actuaries.
• Retirement benefit obligations
The Group contributes to a number of pension schemes as described in note 26.
In respect of defined benefit schemes, obligations are measured at discounted present value whilst scheme assets are recorded at market value. In
relation to each scheme, the recognised net asset is limited to the present value of economic benefits available in the form of any future refunds from
the plan or reductions in future contributions to the scheme. An economic benefit is available to the Group if it is realisable during the life of the
scheme or on settlement of the scheme liabilities.
The operating and financing costs of defined benefit plans are included within operating profit and are disclosed separately in the notes to the financial
statements; service costs are spread systematically over the working lives of employees and financing costs are recognised in the periods in which they
arise. Actuarial gains and losses are recognised immediately in the statement of comprehensive income. Mortality rates are considered when
retirement benefit obligations are calculated.
Past service costs and adjustments are recognised immediately in income, unless the changes to the pension plan are conditional on the employees
remaining in service for a specified period (the vesting period), in which case the past service costs are amortised using a straight-line method over the
vesting period.
Curtailments arise where the Group makes a material reduction in the number of employees covered by a pension scheme or amends a defined benefit
pension scheme’s terms such that a material element of future service by current employees will qualify for no or significantly reduced benefits.
Settlements arise when the Group enters into a transaction that eliminates all or part of the Group’s obligations for benefits provided under a defined
benefit pension scheme. The gain or loss arising on a settlement or curtailment comprises the resulting change in the net pension asset or liability, and
such gain or loss is recognised in the income statement when the settlement or curtailment occurs. Where the gain or loss is related to a disposal of a
business, it is included within the reported gain or loss on disposal within profit or loss from discontinued operations.
A full actuarial valuation is undertaken triennially for each scheme and updated annually using independent actuaries following the projected unit
credit method. The present value of the scheme obligations is determined by discounting the estimated future cash outflows using interest rates of
high quality corporate bonds which have terms to maturity equivalent to the terms of the related obligations. Experience adjustments and changes in
assumptions which affect actuarial gains and losses are reflected in the actuarial gain or loss for the year.
The liability or asset recognised for the relevant sections of the Railways Pension Scheme represents only that part of the net deficit (or surplus) of each
section that the employer expects to fund (or recover) over the life of the franchise to which the section relates.
For defined contribution schemes, the Group pays contributions to separately administered pension schemes. Once the contributions have been paid,
the Group has no further payment obligations. The Group’s contributions to defined contribution schemes are charged to the income statement in the
period to which the contributions relate.
• Financial instruments
The disclosure of the accounting policies that follow for financial instruments are those that apply under IFRS 7 ‘Financial Instruments: Disclosures’, IAS
32 ‘Financial Instruments: Presentation’ and IAS 39 ‘Financial Instruments: Recognition and measurement’.
Financial assets
Financial assets are classified, as appropriate, as financial assets at fair value through profit or loss; loans and receivables; held-to-maturity investments
or as available for sale. They include cash and cash equivalents, trade receivables, other receivables, loans, other investments and derivative financial
instruments. The Group determines the classification of its financial assets at initial recognition. When financial assets are recognised initially, they are
measured at fair value, normally being the transaction price plus, in the case of financial assets not at fair value through profit or loss, directly
attributable transaction costs. The subsequent measurement of financial assets depends on their classification, as follows:
Financial assets at fair value through profit or loss: Financial assets classified as held for trading and other assets designated as such on inception are
classified as financial assets at fair value through profit or loss where the assets meet the criteria for such classification. Financial assets are classified as held
for trading if they are acquired for sale in the short-term. Derivatives are also classified as held for trading unless they are designated as hedging
instruments. Assets in this category are carried on the balance sheet at fair value with gains or losses recognised in the income statement.
Loans and receivables: Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active
market, do not qualify as trading assets and have not been designated as either at fair value through profit or loss or available for sale. Such assets are
carried at amortised cost using the effective interest method. Gains and losses are recognised in the income statement when the loans and receivables
are derecognised or impaired, as well as through the amortisation process. Trade receivables are recognised initially at fair value and subsequently
measured at amortised cost using the effective interest method, less provision for impairment. Where the time value of money is material, receivables
are discounted to the present value at the point they are first recognised and are subsequently amortised to the invoice amount by the payment due
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Notes to the consolidated financial statements
Note 1
IFRS accounting policies (continued)
• Financial instruments (continued)
Financial assets (continued)
date. A provision for impairment of trade receivables is established when there is objective evidence that the Group will not be able to collect all
amounts due according to the original terms of the receivables. Significant financial difficulties of the debtor, probability that the debtor will enter
bankruptcy or financial reorganisation, and default or delinquency in payments are considered in evaluating whether a trade receivable is impaired. The
amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the
original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the loss is
recognised in the income statement within ‘Other external charges’. When a trade receivable is uncollectable, it is written off against the allowance
account for trade receivables. An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss
was recognised. For financial assets measured at amortised cost, the reversal is recognised in profit or loss.
Held-to-maturity investments: The Group has no financial assets classified as held-to-maturity investments.
Available for sale financial assets: Available for sale financial assets are those non-derivative financial assets that are designated as such or are not
classified in any of the above categories. These are included in non-current assets unless the Group intends to dispose of them within 12 months of the
balance sheet date. After initial recognition, available for sale financial assets are measured at fair value, with gains or losses being recognised as a
separate component of equity until the asset is derecognised or until the asset is determined to be impaired, at which time the cumulative gain or loss
reported in equity is included in the income statement.
The Group assesses at each balance sheet date whether there is objective evidence that a financial asset or group of financial assets is impaired. In the
case of equity securities classified as available for sale, a significant or prolonged decline in the fair value of the security below its cost is considered an
indicator that the securities are impaired. If any such evidence exists for available for sale financial assets, the cumulative loss - measured as the
difference between the acquisition cost and the current fair value, less any impairment loss on that financial asset previously recognised in profit or loss
- is removed from equity and is recognised in the income statement. Impairment losses recognised in the income statement on equity instruments are
not reversed through the income statement.
Financial liabilities
When a financial liability is recognised initially, the Group measures it at its fair value plus, in the case of a financial liability not at fair value through
profit or loss, transaction costs that are directly attributable to the issue of the financial liability. Financial liabilities include trade payables, other
payables, borrowings and derivative financial instruments. Subsequent measurement depends on its classification as follows:
Financial liabilities at fair value through profit or loss: Financial liabilities classified as held for trading and derivative liabilities that are not designated as
effective hedging instruments are classified as financial liabilities at fair value through profit or loss. Such liabilities are carried on the balance sheet at
fair value with gains or losses being recognised in the income statement.
Other: All other financial liabilities not classified as fair value through profit or loss are measured at amortised cost using the effective interest method.
Fair values
The fair value of quoted investments is determined by reference to appropriate market prices at the close of business on the balance sheet date. Where
there is no active market, fair value is determined using valuation techniques. These include using pricing models and discounted cash flow analysis.
Derivative financial instruments
Derivative financial instruments are initially recognised at fair value on the date on which a derivative contract is entered into and are subsequently re-
measured at fair value. Derivatives are carried as assets when the fair value is positive and as liabilities when the fair value is negative.
For those derivatives designated as hedges and for which hedge accounting is desired, the hedging relationship is documented at its inception. This
documentation identifies the hedging instrument, the hedged item or transaction, the nature of the risk being hedged and how effectiveness will be
measured throughout its duration. Such hedges are expected at inception to be highly effective.
For the purpose of hedge accounting, hedges are classified as:
–
–
–
Fair value hedges when hedging the exposure to changes in the fair value of a recognised asset or liability;
Cash flow hedges when hedging exposure to variability in cash flows that is either attributable to a particular risk associated with a recognised
asset or liability or a highly probable forecast transaction, including intra-group transactions; or
Hedges of net investment in a foreign entity.
Net gains or losses arising from changes in the fair value of all other derivatives, which are classified as held for trading, are taken to the income
statement. These may arise from derivatives for which hedge accounting is not applied because they are either not designated or not effective as
hedging instruments from an accounting perspective.
The treatment of gains and losses arising from revaluing derivatives designated as hedging instruments depends on the nature of the hedging
relationship, as follows:
Fair value hedges: For fair value hedges, the carrying amount of the hedged item is adjusted for gains and losses attributable to the risk being hedged;
the derivative is remeasured at fair value and gains and losses from both the derivative and the hedged item are taken to the income statement.
The Group discontinues fair value hedge accounting if the hedging instrument expires or is sold, terminated or exercised, the hedge no longer meets
the criteria for hedge accounting or the Group revokes the designation.
For hedged items carried at amortised cost, the hedge adjustment is amortised through the income statement such that it is fully amortised by
maturity.
Cash flow hedges: For cash flow hedges, the effective portion of the gain or loss on the hedging instrument is recognised in the statement of
comprehensive income, while the ineffective portion is recognised in the income statement. Amounts recorded in the statement of comprehensive
income are transferred to the income statement when the hedged transaction affects profit or loss, such as when a forecast sale or purchase occurs. For
cash flow hedges of forecast fuel purchases, the transfer is to operating costs within the income statement.
If the hedging instrument expires or is sold, terminated or exercised without replacement or rollover, or if its designation as a hedge is revoked,
amounts previously recorded in the statement of recognised income remain in equity until the forecast transaction occurs and are then transferred to
the income statement. If a forecast transaction is no longer expected to occur, amounts previously recognised in the statement of comprehensive
income are transferred to the income statement immediately.
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Note 1
IFRS accounting policies (continued)
• Financial instruments (continued)
Hedges of net investment in a foreign entity: For hedges of the net investment in a foreign entity, the effective portion of the gain or loss on the hedging
instrument is recorded in the statement of comprehensive income, while the ineffective portion is recognised in the income statement. Amounts
recorded in the statement of comprehensive income are transferred to the income statement when the foreign entity is sold.
Non-derivative financial liabilities can be designated as hedges of a net investment in a foreign entity and are subject to the same requirements as
derivative hedges of a net investment in a foreign entity.
Cash and cash equivalents
For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held at call with banks and other short-term
highly liquid investments.
Interest bearing loans and borrowings
Borrowings are recognised initially at the proceeds received, net of transaction costs incurred. Borrowings are subsequently stated at amortised cost
using the effective yield method subject to any adjustments in respect of fair value hedges; any difference between proceeds (net of transaction costs)
and the redemption value is recognised in the income statement over the period of the borrowings. Interest on borrowings to purchase property, plant
and equipment is expensed in the income statement.
Borrowings are classified as current liabilities unless the Group has an unconditional right to defer or rollover settlement for at least 12 months after
the balance sheet date.
Trade and other payables
Trade and other payables are generally not interest bearing and are stated at amortised cost which approximates to nominal value due to creditors days
being relatively low.
Preferred shares
Preferred shares, which are redeemable on a specific date or at the option of the shareholder, or which carry non-discretionary dividend obligations, are
classified as liabilities. The dividend on these preferred shares is recognised in the income statement as an interest expense.
Share capital and dividends
Ordinary shares are classified as equity.
Incremental external costs directly attributable to the issue of new ordinary shares are shown in equity as a deduction, net of tax, from the proceeds.
Where the Company, its subsidiaries or employee share ownership trusts sponsored by the Company purchase ordinary shares in the Company, the
consideration paid, including any attributable incremental external costs net of income taxes, is deducted from equity. Where such shares are
subsequently sold or reissued, any consideration received is included in equity.
Dividends on ordinary shares are recorded in the Group’s financial statements in the period in which they are approved by the Group’s shareholders, or
in the case of interim dividends, in the period in which they are paid.
The accounting policy in relation to preferred shares and dividends payable on such shares is included in the accounting policy for financial instruments
above.
Note 2 Segmental information
Management has determined the operating segments based on the reports reviewed by the Board of Directors that are used to make strategic
decisions. The Group is managed, and reports internally, on a basis consistent with its four continuing operating segments, being UK Bus (regional
operations), UK Bus (London), North America and UK Rail. The Group’s IFRS accounting policies are applied consistently, where appropriate, to each
segment.
The segmental information provided in this note is on the basis of four operating segments as follows:
Segment name
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
Service operated
Coach and bus operations
Bus operations
Coach and bus operations
Rail operations
Country of operation
United Kingdom
United Kingdom
USA and Canada
United Kingdom
The basis of segmentation is consistent with the Group’s last annual financial statements for the year ended 30 April 2010, except that the new UK Bus
(London) operating segment consists of the East London Bus business acquired by the Group in October 2010. Management has determined that the
East London Bus business should be treated as a separate operating segment as it is managed separately to our UK Bus regional operations and is
reported separately to the Board of Directors, reflecting the different risk profile of the business.
The Group has interests in three trading joint ventures: Virgin Rail Group that operates in UK Rail, Citylink that operates in UK Bus (regional operations)
and Twin America LLC that operates in North America. The results of these joint ventures are shown separately in notes 2(c) and 2(g). The Group has
an interest in a non-trading joint venture, New York Splash Tours LLC, which operated in North America until trading ceased in the year ended 30 April
2010.
(a) Revenue
Due to the nature of the Group’s business, the origin and destination of revenue is the same in all cases. As the Group sells bus and rail services to
individuals, it has few customers that are individually “major”. Its major customers are typically public bodies that subsidise or procure transport services
– such customers include local authorities, transport authorities and the UK Department for Transport.
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Notes to the consolidated financial statements
Note 2 Segmental information (continued)
(a) Revenue (continued)
Revenue split by segment was as follows:
Continuing operations
UK Bus (regional operations)
UK Bus (London)
North America
Total bus continuing operations
UK Rail
Total Group revenue
Intra-Group revenue – UK Bus (regional operations)
Reported Group revenue
(b) Operating profit
Operating profit split by segment was as follows:
Continuing operations
UK Bus (regional operations)
UK Bus (London)
North America
Total bus continuing operations
UK Rail
Total continuing operations
Group overheads
Intangible asset expenses
Restructuring costs
Total operating profit of continuing
Group companies
Share of joint ventures’ profit
after finance income and taxation
Total operating profit:
Group operating profit and share of joint ventures’
profit after taxation
2011
£m
893.6
133.6
295.1
1,322.3
1,070.0
2,392.3
(2.5)
2,389.8
2010
£m
875.4
Nil
266.1
1,141.5
1,026.7
2,168.2
(3.8)
2,164.4
2011
2010
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items
£m
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items
£m
Results for
the year
£m
Results for
the year
£m
153.1
(5.9)
19.3
166.5
48.4
214.9
(11.3)
Nil
(2.9)
Nil
Nil
Nil
Nil
Nil
Nil
Nil
(10.1)
Nil
153.1
(5.9)
19.3
166.5
48.4
214.9
(11.3)
(10.1)
(2.9)
200.7
(10.1)
190.6
39.5
(5.1)
34.4
126.1
Nil
9.1
135.2
41.6
176.8
(11.6)
Nil
(1.2)
164.0
28.0
(2.6)
Nil
Nil
(2.6)
Nil
(2.6)
Nil
(6.0)
0.8
(7.8)
(5.1)
123.5
Nil
9.1
132.6
41.6
174.2
(11.6)
(6.0)
(0.4)
156.2
22.9
240.2
(15.2)
225.0
192.0
(12.9)
179.1
The reported operating loss for UK Bus (London) of £5.9m is after taking account of (i) a £3.2m release from the provision that was recorded as at
acquisition in respect of acquired customer contracts and (ii) £9.9m of costs in relation to rebasing of staff terms and conditions.
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Note 2 Segmental information (continued)
(c) Joint ventures
The share of profit from joint ventures was further split as follows:
Continuing
Virgin Rail Group (UK Rail)
Operating profit
Finance income (net)
Taxation
Goodwill charged on investment in continuing joint ventures
Citylink (UK Bus, regional operations)
Operating profit
Taxation
New York Splash Tours LLC (North America)
Operating loss
Twin America LLC (North America)
Operating profit
Taxation
Share of profit of joint ventures after finance
income and taxation
(d) Gross assets and liabilities
Assets and liabilities split by segment were as follows:
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
Central functions
Joint ventures
Borrowings and cash
Taxation
Total
2011
2010
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items
£m
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items
£m
Results for
the year
£m
Results for
the year
£m
39.5
0.2
(11.3)
28.4
Nil
28.4
2.5
(0.7)
1.8
Nil
Nil
9.7
(0.4)
9.3
Nil
Nil
Nil
Nil
(5.1)
(5.1)
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
39.5
0.2
(11.3)
28.4
(5.1)
23.3
2.5
(0.7)
1.8
Nil
Nil
9.7
(0.4)
9.3
25.5
0.2
(6.5)
19.2
Nil
19.2
1.7
(0.5)
1.2
(0.9)
(0.9)
8.9
(0.4)
8.5
Nil
Nil
Nil
Nil
(5.1)
(5.1)
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
25.5
0.2
(6.5)
19.2
(5.1)
14.1
1.7
(0.5)
1.2
(0.9)
(0.9)
8.9
(0.4)
8.5
39.5
(5.1)
34.4
28.0
(5.1)
22.9
2011
Gross liabilities
£m
(240.0)
(92.1)
(76.3)
(411.6)
Gross
assets
£m
733.9
146.0
266.9
232.5
Net assets/
(liabilities)
£m
493.9
53.9
190.6
(179.1)
Gross
assets
£m
693.3
Nil
271.7
196.6
1,379.3
(820.0)
559.3
1,161.6
29.3
58.1
358.3
1.4
(38.4)
Nil
(654.6)
(67.2)
(9.1)
58.1
(296.3)
(65.8)
25.2
56.7
375.7
2.7
2010
Gross liabilities
£m
(323.9)
Nil
(83.7)
(416.6)
(824.2)
(69.8)
Nil
(676.9)
(38.3)
Net assets/
(liabilities)
£m
369.4
Nil
188.0
(220.0)
337.4
(44.6)
56.7
(301.2)
(35.6)
1,826.4 (1,580.2)
246.2
1,621.9
(1,609.2)
12.7
Central assets and liabilities include the token provision, interest payable and receivable and other net assets of the holding company and other head
office companies.
Segment assets and liabilities are determined by identifying the assets and liabilities that relate to the business of each segment but excluding intra-
Group balances, cash, borrowings, taxation, interest payable, interest receivable and the token provision.
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Notes to the consolidated financial statements
Note 2 Segmental information (continued)
(e) Capital expenditure on property, plant and equipment
The capital expenditure on property, plant and equipment is shown below and is on an accruals basis, not on a cash basis, and includes expenditure on
property, plant and equipment through business combinations.
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
2011
£m
85.1
99.3
31.4
34.2
250.0
2010
£m
98.2
Nil
14.5
45.1
157.8
Capital expenditure, excluding business combinations is analysed in section 3.8.10 of the Operating and Financial Review.
(f) Capital expenditure on intangible assets
The capital expenditure on intangible assets (including goodwill) is shown below and includes acquisitions through business combinations.
UK Bus (regional operations)
UK Bus (London)
UK Rail
(g) Earnings before interest, tax, depreciation and amortisation (“EBITDA”)
The results of each segment are further analysed below:
Year ended 30 April 2011
2011
£m
0.5
21.4
Nil
21.9
2010
£m
2.2
Nil
0.9
3.1
EBITDA
pre-exceptional
items
£m
Joint venture
interest and
tax
£m
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail – subsidiaries
UK Rail – joint venture (Virgin
Rail Group)
UK Bus – joint venture (Citylink)
North America – joint ventures
(Splash Tours and
Twin America)
Group overheads
Restructuring costs
213.9
(3.2)
40.4
54.0
39.5
2.5
9.7
(11.2)
(2.9)
Nil
Nil
Nil
Nil
(11.1)
(0.7)
(0.4)
Nil
Nil
EBITDA
including joint
venture interest Depreciation
and tax
£m
213.9
(3.2)
40.4
54.0
28.4
1.8
9.3
(11.2)
(2.9)
expense
£m
(60.8)
(2.7)
(21.1)
(5.6)
Nil
Nil
Nil
(0.1)
Nil
Operating profit
pre intangibles
and exceptional
items
£m
Intangible
asset
expenses
£m
Exceptional
items
£m
Allocation
of restructuring
costs
£m
153.1
(5.9)
19.3
48.4
28.4
1.8
9.3
(11.3)
(2.9)
(1.2)
(6.3)
(0.1)
(2.5)
(5.1)
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
(0.3)
(0.3)
(0.7)
(1.3)
Nil
Nil
Nil
(0.3)
2.9
Nil
Operating
profit
£m
151.6
(12.5)
18.5
44.6
23.3
1.8
9.3
(11.6)
Nil
225.0
342.7
(12.2)
330.5
(90.3)
240.2
(15.2)
Year ended 30 April 2010
EBITDA
pre-exceptional
items
£m
Joint venture
interest and
tax
£m
EBITDA
Depreciation
including joint
venture interest & impairment
and tax
£m
expense
£m
Operating profit
pre intangibles
and exceptional
items
£m
Intangible
asset
expenses
£m
Exceptional
items
£m
Allocation
of restructuring
costs
£m
Operating
profit
£m
UK Bus (regional operations)
North America
UK Rail – subsidiaries
UK Rail – joint venture (Virgin
Rail Group)
UK Bus – joint venture (Citylink)
North America – joint ventures
(Splash Tours and
Twin America)
Group overheads
Restructuring costs
180.9
29.2
58.3
25.5
1.7
8.0
(11.3)
(1.2)
291.1
Nil
Nil
Nil
(6.3)
(0.5)
(0.4)
Nil
Nil
(7.2)
180.9
29.2
58.3
19.2
1.2
7.6
(11.3)
(1.2)
(54.8)
(20.1)
(16.7)
Nil
Nil
Nil
(0.3)
Nil
126.1
9.1
41.6
19.2
1.2
7.6
(11.6)
(1.2)
(3.1)
(0.4)
(2.5)
(5.1)
Nil
Nil
Nil
Nil
(2.6)
Nil
Nil
Nil
Nil
Nil
Nil
0.8
283.9
(91.9)
192.0
(11.1)
(1.8)
(0.2)
(0.3)
0.3
Nil
Nil
Nil
(0.2)
0.4
Nil
120.2
8.4
39.4
14.1
1.2
7.6
(11.8)
Nil
179.1
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Note 3 Operating costs
Operating costs were as follows:
Materials and consumables
Staff costs (note 7)
Depreciation on property, plant and equipment
– owned assets
– assets held under hire purchase agreements and finance leases
Loss on disposal of plant and equipment
Impairment of plant and equipment
Repairs and maintenance expenditure on property, plant and equipment
Amortisation of intangible assets (note 12)
Network Rail charges
Operating lease rentals payable
– plant and equipment
– property
Other external charges
– exceptional
– non-exceptional
Restructuring costs
– exceptional
– non-exceptional
2011
£m
289.7
941.9
59.0
31.3
0.9
Nil
31.4
10.1
225.3
136.0
8.5
Nil
339.8
Nil
2.9
2010
£m
300.0
826.6
46.0
31.2
2.0
14.7
18.2
6.0
222.7
146.1
7.1
2.6
331.4
(0.8)
1.2
Total operating costs
2,076.8
1,955.0
Amounts payable to PricewaterhouseCoopers LLP and their associates by the Company and its subsidiary undertakings in respect of audit and non-
audit services are shown below:
Fees payable to the Company’s auditors for the audit of the Company’s financial statements and
consolidated financial statements
Fees payable to the Company’s auditors for the audit of the Company’s subsidiaries pursuant to legislation
Total audit fees
Assurance services pursuant to legislation
Other assurance services (see below)
Tax advisory services
Provision of training and related materials
Non-audit fees
Total fees payable by the Group to its auditors
2011
£000
25.0
794.9
819.9
NiNil
28.4
Nil
2.9
31.3
851.2
2010
£000
20.0
710.5
730.5
Nil
323.0
55.6
2.0
380.6
1,111.1
The fees payable to the auditors for other assurance services of £323,000 shown above for the year ended 30 April 2010 include £295,000 in relation
to the issue of corporate bonds and the proposal to acquire certain businesses of, or merge with, National Express Group plc. This related to work that
was best undertaken by the auditors in respect of a shareholder circular, a review of the adequacy of the Group’s working capital and advice on the
accounting and legal structuring of the proposal.
In addition to the fees detailed above, PricewaterhouseCoopers LLP received US$120,000 (2010: US$110,000) in relation to the audit of our joint
venture, Twin America LLC.
A description of the work of the Audit Committee is set out in the Audit Committee Report on page 29, and includes an explanation of how auditor
independence is safeguarded when non-audit services are provided by the auditors.
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Notes to the consolidated financial statements
Note 4 Exceptional items and intangible asset expenses
The Group highlights amounts before intangible asset expenses and exceptional items as well as clearly reporting the results in accordance with IFRS.
Exceptional items are defined in note 36.
Information on exceptional items is provided in section 3.8.2 of the Operating and Financial Review.
The items shown in the column headed “Intangibles and exceptional items” on the face of the consolidated income statement for the year ended 30
April 2011 can be further analysed as follows:
2011
Exceptional
items
Intangible
asset expenses
Intangibles and
exceptional items
Operating costs
Intangible asset expenses
Share of profit of joint ventures
Goodwill charged on investment in joint ventures
Non-operating exceptional items – continuing operations
Loss on sale of properties
Revision to the estimated insurance provision relating to pre-acquisition liabilities
Expenses incurred in relation to acquisition of East London bus business
Loss on disposal of operations (note 17)
Non-operating exceptional items – continuing operations
Intangible asset expenses and exceptional items – continuing operations
Tax effect of intangible asset expenses and exceptional items
Intangible asset expenses and exceptional items after
taxation – continuing operations
Resolution of certain liabilities re disposals – discontinued operations
£m
Nil
Nil
(0.1)
4.6
(0.6)
(3.2)
0.7
0.7
(1.3)
(0.6)
18.5
£m
£m
(10.1)
(10.1)
(5.1)
Nil
Nil
Nil
Nil
Nil
(15.2)
3.1
(12.1)
Nil
(5.1)
(0.1)
4.6
(0.6)
(3.2)
0.7
(14.5)
1.8
(12.7)
18.5
The items shown in the column headed “Intangibles and exceptional items” on the face of the consolidated income statement for the prior year
comparatives can be further analysed as follows:
2010
Exceptional
items
Intangible
asset expenses
Intangibles and
exceptional items
Operating costs
Restructuring costs – release of unutilised provision
Costs of participation in the Competition Commission study of the
UK local bus market
Intangible asset expenses
Share of profit of joint ventures
Goodwill charged on investment in joint ventures
Non-operating exceptional items – continuing operations
Gain on sale of properties
Loss on disposal of operations (note 17)
Loss on exit from certain operations
Expenses incurred in relation to proposal to acquire certain businesses of, or
merge with, National Express Group plc
Non-operating exceptional items – continuing operations
Exceptional finance costs
Loss on ineffective interest rate swaps following issuance of sterling bond
Intangible asset expenses and exceptional items – continuing operations
Tax effect of intangible asset expenses and exceptional items
Intangible asset expenses and exceptional items after
taxation – continuing operations
Resolution of certain liabilities re disposals – discontinued operations
£m
0.8
(2.6)
Nil
(1.8)
Nil
4.3
(3.2)
(0.8)
(2.3)
(2.0)
(20.5)
(24.3)
7.4
(16.9)
3.9
£m
Nil
Nil
(6.0)
(6.0)
(5.1)
Nil
Nil
Nil
Nil
Nil
Nil
(11.1)
1.7
(9.4)
Nil
£m
0.8
(2.6)
(6.0)
(7.8)
(5.1)
4.3
(3.2)
(0.8)
(2.3)
(2.0)
(20.5)
(35.4)
9.1
(26.3)
3.9
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Note 4 Exceptional items and intangible asset expenses (continued)
The “goodwill charged on investment in joint ventures” is an annual charge for goodwill in relation to our investment in Virgin Rail Group. On
adoption of IFRS, the Group took the exemption offered under IFRS 1 not to restate prior period business combinations. Accordingly, the goodwill
arising under UK GAAP on the acquisition of the 49% stake in Virgin Rail Group was carried over to IFRS. However, Virgin Rail Group’s only significant
business is the operation of the West Coast Trains rail franchise, which has a finite duration as the franchise ends on a particular date. We therefore have
to reduce the goodwill in relation to Virgin Rail Group with an annual charge to reflect the fact that we should have no goodwill left at the end of the
current West Coast Trains rail franchise. Whilst IFRS generally prohibits the amortisation of goodwill, the treatment adopted is a result of an anomaly on
the first-time adoption of IFRS that would not arise if IFRS were applied to new acquisitions of businesses.
Note 5 Other operating (expense)/income
Other operating (expense)/income was as follows:
Miscellaneous revenue
Rail franchise premia
Rail revenue support
2011
£m
94.3
(284.8)
68.1
(122.4)
2010
£m
87.7
(148.7)
7.8
(53.2)
Miscellaneous revenue comprises revenue incidental to the Group’s principal activities. It includes commissions receivable, advertising income,
maintenance income, railway station access income, railway depot access income, fuel sales and property income.
Rail franchise premia is the amount of financial premia payable to the Department for Transport (“DfT”) in respect of the operation of UK passenger rail
franchises.
Rail revenue support is the amount of additional financial support receivable from the DfT in certain circumstances where a train operating company’s
revenue is below target.
Note 6 Finance costs and income
Net finance costs included:
Finance costs
Interest payable and other facility costs on bank loans, loan notes and overdrafts
Hire purchase and finance lease interest payable
Interest payable and other finance costs on bonds
Fair value losses on financial instruments not qualifying as hedges:
Foreign exchange derivative contracts
Unwinding of discount on provisions
Interest payable on interest rate swaps qualifying as cashflow hedges
Finance income
Interest receivable
Interest receivable on interest rate swaps qualifying as fair value hedges
Exchange gains on retranslation of US$ bonds
Net finance costs before exceptional items
Exceptional item
Ineffective interest rate swaps
Net finance costs
2011
£m
5.7
6.8
23.5
Nil
3.9
Nil
39.9
(2.2)
(3.2)
Nil
(5.4)
34.5
Nil
34.5
2010
£m
4.5
7.3
16.1
5.1
3.7
4.8
41.5
(4.0)
(1.3)
(5.5)
(10.8)
30.7
20.5
51.2
No interest (2010: £Nil) was capitalised during the year.
At 1 May 2009, the US$293.1m of US$ notes and a US$20.0m foreign currency derivative contract were designated as a hedge of overseas net
investments. On 7 July 2009, this hedge relationship was de-designated. On the same day, the Group took out US$ derivative contracts, with notional
amounts totalling US$342.0m to give certainty of the sterling value of the redemption payment that would be made by the Group when the US$ notes
matured on 16 November 2009. Exchange gains on the US$ notes in the period from 7 July 2009 to 16 November 2009 of £5.5m are included within
finance income above. The notional value of the derivative contracts exceeded the outstanding US$ notes in order to take account of the tax effect of
the transactions.
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Notes to the consolidated financial statements
Note 7 Staff costs
Total staff costs were as follows:
Staff costs
Wages and salaries
Social security costs
Pension costs (note 26)
Share based payment costs (excluding social security costs)
– Equity-settled
– Cash-settled
Summary of directors’ remuneration
Aggregate emoluments (including bonuses awarded in deferred shares)
Amount waived by a director
Gains made by directors on exercise of share options
Payments made in the year under the Long Term Incentive Plan
2011
£m
823.7
68.8
42.2
4.7
2.5
941.9
2011
£m
2.5
(0.3)
2.2
Nil
2.2
Nil
2.2
2010
£m
714.1
58.8
44.8
6.3
2.6
826.6
2010
£m
2.3
(0.3)
2.0
0.1
2.1
2.2
4.3
In the table above, awards made under the Executive Participation Plan are shown in the year in respect of which the award was made and the amount
is included at its fair value on the grant date. Awards made under the Long Term Incentive Plan are shown in the year in which the payments are made
and the amount is included at the gross amount payable.
Key management personnel are considered to be the Directors and further information on their remuneration, share options, incentive schemes and
pensions is contained within the Directors’ remuneration report on pages 32 to 38.
The average monthly number of persons employed by the Group during the year (including executive directors) was as follows:
UK operations
UK administration and supervisory
Overseas
2011
number
24,802
3,140
3,857
31,799
The average monthly number of persons employed by the Group during the year, split by segment, was as follows:
2011
number
18,294
2,429
3,857
7,090
129
31,799
UK Bus (regional operations)
UK Bus (London)
North America
UK Rail
Central
page 60 | Stagecoach Group plc
2010
number
23,240
2,912
3,774
29,926
2010
number
18,842
Nil
3,774
7,177
133
29,926
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 61
Note 8 Taxation
(a) Analysis of charge in the year
Current tax:
UK corporation tax at 27.8% (2010: 28%)
Prior year over provision for corporation tax
Foreign tax (current year)
Foreign tax (adjustments in respect of prior years)
Total current tax
Deferred tax:
Origination and reversal of temporary differences
Adjustments in respect of prior years
Total deferred tax
Total tax on profit
(b) Factors affecting tax charge for the year
2011
2010
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items
£m
Notes
Performance
pre intangibles
and
exceptional items
£m
Intangibles and
exceptional
items
£m
Results for
the year
£m
Results for
the year
£m
26.3
(2.2)
0.4
(0.2)
24.3
7.4
3.4
10.8
35.1
(1.8)
Nil
Nil
Nil
(1.8)
Nil
Nil
Nil
(1.8)
24.5
(2.2)
0.4
(0.2)
22.5
7.4
3.4
10.8
33.3
12.7
(0.9)
0.4
1.0
13.2
14.9
(0.9)
14.0
27.2
(9.1)
Nil
Nil
Nil
(9.1)
Nil
Nil
Nil
(9.1)
3.6
(0.9)
0.4
1.0
4.1
14.9
(0.9)
14.0
18.1
Profit before taxation – continuing operations
Profit multiplied by standard rate of corporation tax applying to the year in the UK of 27.8% (2010: 28%)
Effects of:
Intangible asset allowances/deductions
Non-deductible expenditure/(non-taxable income)
Utilisation of tax losses not previously recognised as deferred tax assets
Foreign taxes differences
Adjustments to tax charge in respect of prior years
Tax effect of share of results of joint ventures
Change in UK corporation rate to 26% from 1 April 2011
Total taxation (note 8a)
2011
£m
191.2
53.2
1.2
1.6
(11.6)
1.6
1.0
(8.4)
(5.3)
33.3
2010
£m
125.9
35.3
1.4
(0.2)
(13.5)
1.3
(0.8)
(5.4)
Nil
18.1
(c) Factors that may affect future tax charges
There are no temporary differences associated with investments in overseas subsidiaries for which deferred tax liabilities have not been recognised.
Gross deductible temporary differences of £72.8m (2010: £105.8m) have not been recognised due to restrictions in the availability of their use.
Temporary differences in respect of the revaluation of land and buildings and in respect of rolled over capital gains are fully offset by temporary
differences in respect of capital losses.
In the 2010 budget on 22 June 2010, the UK Government announced its intention to reduce the UK corporate income tax rate from 28% to 24% by 1%
per annum over a four-year period.
Furthermore on 23 March 2011, the UK Government announced its intention to further reduce the rate with effect from 1 April 2011 by another 1% to
26% creating a 23% main rate by 2014.
The deferred tax balances as at 30 April 2011 have been determined with reference to the enacted UK corporate income tax rate of 26%. The rate change
reduction to 25% which is proposed to take effect from 1 April 2012 had not been substantively enacted at the balance sheet date. Had the reduction to
25% been substantively enacted the estimated impact of this reduction on the deferred tax liability would have been a reduction of £1.8m.
(d) Tax on items taken directly or transferred from equity
The components of tax on items taken directly to or transferred from equity are shown in the consolidated statement of comprehensive income on
page 42.
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Notes to the consolidated financial statements
Note 9 Dividends
Dividends payable in respect of ordinary shares are shown below. Dividends payable in respect of ‘B’ Shares are included as an expense in finance costs.
Amounts recognised as distributions in the year
Dividends on ordinary shares
Final dividend in respect of the previous year
Interim dividends in respect of the current year
Amounts recognised as distributions to equity holders in the year
Dividends proposed but neither paid nor included as liabilities in the
financial statements
Dividends on ordinary shares
Final dividend in respect of the current year
2011
2010
2011
pence per share
pence per share
£m
Nil
2.2
2.2
4.2
6.5
10.7
Nil
15.8
15.8
2010
£m
30.1
46.6
76.7
4.9
Nil
35.2
Nil
The dividends proposed or declared and the actual dividends recognised as distributions can differ slightly due to the number of shares at the balance
sheet date being different to the number outstanding at the record date.
Note 10 Earnings per share
Basic earnings per share (”EPS“) have been calculated by dividing the profit attributable to equity shareholders by the weighted average number of
ordinary shares in issue during the year, excluding any ordinary shares held by employee share ownership trusts.
The diluted earnings per share was calculated by adjusting the weighted average number of ordinary shares outstanding to assume conversion of all
dilutive potential ordinary shares in relation to share options and long-term incentive plans. In respect of share options, a calculation was performed to
determine the number of ordinary shares that could have been acquired at fair value (determined based on the average annual market share price of
the Company’s ordinary shares) based on the monetary value of the subscription rights attached to outstanding share options. The number of ordinary
shares calculated as above was compared with the number of ordinary shares that would have been issued assuming the exercise of the share options.
The difference was added to the denominator as an issue of ordinary shares for no consideration and no adjustment was made to earnings
(numerator).
Basic weighted average number of ordinary shares
Dilutive ordinary shares
– Executive Share Option Scheme
– Long Term Incentive Plan
– Executive Participation Plan
2011
no. of shares
million
717.5
0.3
3.2
4.1
2010
no. of shares
million
716.2
0.6
3.1
3.7
Diluted weighted average number of ordinary shares
725.1
723.6
Profit after taxation (for basic EPS calculation)
Intangible asset expenses (see note 4)
Exceptional items before tax (see note 4)
Tax effect of intangible asset expenses and exceptional items (see note 4)
Profit for the year from discontinued operations (see note 4)
Profit for adjusted EPS calculation
2011
£m
176.4
15.2
(0.7)
(1.8)
(18.5)
170.6
2010
£m
111.7
11.1
24.3
(9.1)
(3.9)
134.1
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Note 10 Earnings per share (continued)
Earnings per share before intangible asset expenses and exceptional items is calculated by adding back intangible asset expenses and exceptional items
after taking account of taxation, as shown on the consolidated income statement on page 41. This has been presented to allow shareholders to gain a
further understanding of the underlying performance. The basic and diluted earnings per share can be analysed as follows:
Basic
– Continuing operations
– Discontinued operations
Adjusted basic
– Continuing operations
– Discontinued operations
Diluted
– Continuing operations
– Discontinued operations
Adjusted diluted
– Continuing operations
– Discontinued operations
2011
2010
Weighted
average number
of shares
Million
Earnings
per share
Pence
Weighted
average number
of shares
Million
Earnings
per share
Pence
Earnings
£m
717.5
717.5
717.5
717.5
717.5
717.5
725.1
725.1
725.1
725.1
725.1
725.1
22.0
2.6
24.6
23.8
Nil
23.8
21.7
2.6
24.3
23.5
Nil
23.5
107.8
3.9
111.7
134.1
Nil
134.1
107.8
3.9
111.7
134.1
Nil
134.1
716.2
716.2
716.2
716.2
716.2
716.2
723.6
723.6
723.6
723.6
723.6
723.6
15.1
0.5
15.6
18.7
Nil
18.7
14.9
0.5
15.4
18.5
Nil
18.5
Earnings
£m
157.9
18.5
176.4
170.6
Nil
170.6
157.9
18.5
176.4
170.6
Nil
170.6
There have been no ordinary share transactions between the balance sheet date and the date of approval of this report that would have significantly
changed the number of ordinary shares outstanding at 30 April 2011.
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Notes to the consolidated financial statements
Note 11 Goodwill
The movements in goodwill were as follows:
Cost and net book value
At beginning of year
Acquired through business combinations
Disposals
Foreign exchange movements
At end of year
2011
£m
99.4
3.7
(2.5)
(5.3)
95.3
2010
£m
99.9
1.7
Nil
(2.2)
99.4
For the purpose of impairment testing, all goodwill that has been acquired in business combinations has been allocated to three individual cash
generating units (”CGUs”) on the basis of the Group’s operations. Each cash generating unit is an operational division. The UK Bus (regional
operations) and UK Bus (London) cash generating units operate coach and bus operations in the United Kingdom. The North America Bus cash
generating unit operates coach and bus operations in the US and Canada. No goodwill has been allocated to the Group’s rail operations.
The cash generating units are as follows:
Carrying amount of goodwill
Carrying value of intangible assets with indefinite useful lives
UK Bus
(regional operations)
UK Bus
(London)
North America
2011
£m
32.4
Nil
2010
£m
34.8
Nil
2011
2011
£m
3.6
Nil
£m
59.3
Nil
2010
£m
64.6
Nil
Basis on which recoverable amount has been determined
Value in use
Value in use
Value in use Value in use
Value in use
Period covered by approved management plans
used in value in use calculation
5 years
5 years
5 years
5 years
Pre-tax discount rate applied to cash flow projections
10.3%
11.8%
10.3%
13.3%
5 years
14.8%
Growth rate used to extrapolate cash flows
beyond period of management plan
Difference between above growth rate and long-term
average growth rate for market in which unit operates
2.0%
2.0%
2.0%
1.7%
2.0%
Nil
Nil
Nil
Nil
Nil
The calculation of value in use for each cash generating unit shown above is most sensitive to the assumptions on discount rates and growth rates and
in the case of UK Bus (London), the number of new contracts won and the terms of such contracts.. The assumptions used are considered to be
realistically achievable in light of economic and industry measures and forecasts.
The principal risks and uncertainties are set out in section 3.10 of the Operating and Financial Review.
The cost base of the UK Bus (regional operations) and North American Bus operations can be flexed in response to changes in revenue and there is
scope to reduce capital expenditure in the medium-term if other cash flows deteriorate. Risks to the cash flow forecasts remain, however, and are
described in section 3.10. The cost base of UK Bus (London) is less flexible because the business is contractually committed to operate the majority of
its services.
The discount rates have been determined with reference to the estimated post-tax Weighted Average Cost of Capital (“WACC”) of the Group. The
WACC has been estimated as at 30 April 2011 at 7.6% based on:
• The market capitalisation and net debt of the Group as at 30 April 2011 as an indication of the split between debt and equity;
• A risk-free rate of 3.3%;
• A levered beta for the Group of 1.0;
• A marginal pre-tax cost of debt of 5.6%.
The pre-tax discount rate for each CGU has been determined by adjusting the Group’s WACC for the risk profile and effects of tax on each of the
relevant CGUs.
The Directors believe that in the case of each of the cash generating units shown above, any reasonably possible change in the key assumptions on
which the recoverable amount of the unit is based would not cause its carrying amount to exceed its recoverable amount.
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Note 12 Other intangible assets
The movements in other intangible assets were as follows:
Year ended 30 April 2011
Cost
At beginning of year
Additions
Acquired through business combinations
Disposals
Foreign exchange movements
At end of year
Accumulated amortisation
At beginning of year
Amortisation charged to income statement
Disposals
Foreign exchange movements
At end of year
Net book value at beginning of year
Net book value at end of year
Customer
contracts
Non-compete
contracts
Rail
franchises
Software
costs
£m
£m
£m
£m
18.6
Nil
17.8
(0.2)
Nil
36.2
(17.1)
(7.1)
0.2
Nil
(24.0)
1.5
12.2
12.7
Nil
Nil
Nil
(0.4)
12.3
(12.3)
(0.3)
Nil
0.4
(12.2)
0.4
0.1
19.7
Nil
Nil
Nil
Nil
19.7
(6.6)
(2.1)
Nil
Nil
(8.7)
13.1
11.0
1.7
0.4
Nil
(0.1)
Nil
2.0
(0.6)
(0.6)
0.1
Nil
(1.1)
1.1
0.9
Total
£m
52.7
0.4
17.8
(0.3)
(0.4)
70.2
(36.6)
(10.1)
0.3
0.4
(46.0)
16.1
24.2
Intangible assets include customer contracts purchased as part of the Group’s business combinations, non-compete contracts, the right to operate UK
Rail franchises and software costs.
The amortisation of each of the above intangible assets is included within the operating costs line of the income statement.
Intangible assets arising during the year (including any acquired through business combinations) and the amortisation periods are as follows:
Subsidiaries – UK Bus (regional operations) additions
Subsidiaries – UK Bus (London) additions
Year ended 30 April 2010
Cost
At beginning of year
Additions
Acquired through business combinations
Disposals
Foreign exchange movements
At end of year
Accumulated amortisation
At beginning of year
Amortisation charged to income statement
Disposals
Foreign exchange movements
At end of year
Net book value at beginning of year
Net book value at end of year
Amortisation
period
years
1-3
1-5
Intangible
additions
£m
0.4
17.8
18.2
Customer
contracts
Non-compete
contracts
Rail
franchises
Software
costs
£m
£m
£m
£m
18.1
Nil
0.5
Nil
Nil
18.6
(15.6)
(1.5)
Nil
Nil
(17.1)
2.5
1.5
17.3
Nil
Nil
(4.1)
(0.5)
12.7
(11.1)
(2.0)
0.6
0.2
(12.3)
6.2
0.4
19.7
Nil
Nil
Nil
Nil
19.7
(4.4)
(2.2)
Nil
Nil
(6.6)
15.3
13.1
0.8
0.9
Nil
Nil
Nil
1.7
(0.3)
(0.3)
Nil
Nil
(0.6)
0.5
1.1
Total
£m
55.9
0.9
0.5
(4.1)
(0.5)
52.7
(31.4)
(6.0)
0.6
0.2
(36.6)
24.5
16.1
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Notes to the consolidated financial statements
Note 13 Property, plant and equipment
The movements in property, plant and equipment were as follows:
Year ended 30 April 2011
Land and
buildings
£m
Passenger
service vehicles
£m
Other plant
and equipment
£m
Cost
At beginning of year
Additions
Acquired through business combinations
Disposals of subsidiaries
Disposals
Foreign exchange movements
Reclassifications
At end of year
Depreciation
At beginning of year
Depreciation charged to income statement
Disposals of subsidiaries
Disposals
Foreign exchange movements
Reclassifications
At end of year
Net book value at beginning of year
Net book value at end of year
Included in the above net book value at end of year are:
Assets on hire purchase
Leased passenger service vehicles
Short leasehold land and buildings
Long leasehold land and buildings
Year ended 30 April 2010
Cost
At beginning of year
Additions
Acquired through business combinations
Disposals
Foreign exchange movements
Transferred from assets held for sale
Reclassifications
At end of year
Depreciation
At beginning of year
Depreciation charged to income statement
Impairment charged to income statement
Disposals
Foreign exchange movements
Transferred from assets held for sale
Reclassifications
At end of year
Net book value at beginning of year
Net book value at end of year
Included in the above net book value at end of year are:
Assets on hire purchase
Leased passenger service vehicles
Short leasehold land and buildings
Long leasehold land and buildings
237.2
10.7
39.7
(0.6)
(0.6)
(2.6)
Nil
283.8
(29.1)
(5.7)
0.2
0.2
1.0
Nil
(33.4)
208.1
250.4
Nil
Nil
29.8
57.5
1,001.7
117.4
41.0
(6.5)
(70.2)
(21.4)
(3.0)
1,059.0
(453.6)
(73.5)
3.5
62.7
11.6
3.0
(446.3)
548.1
612.7
224.1
64.2
Nil
Nil
161.6
39.7
1.5
(0.6)
(11.8)
(0.1)
3.0
193.3
(121.6)
(11.1)
0.5
3.2
(0.1)
(3.0)
(132.1)
40.0
61.2
Nil
Nil
Nil
Nil
Land and
buildings
£m
Passenger
service vehicles
£m
Other plant
and equipment
£m
226.5
11.2
0.4
(5.2)
(0.5)
4.8
Nil
237.2
(21.3)
(5.9)
Nil
0.6
(0.1)
(2.4)
Nil
(29.1)
205.2
208.1
Nil
Nil
27.1
26.3
968.4
94.5
0.7
(53.9)
0.3
Nil
(8.3)
1,001.7
(444.4)
(64.4)
Nil
47.5
1.2
Nil
6.5
(453.6)
524.0
548.1
238.5
78.5
Nil
Nil
154.2
51.0
Nil
(52.4)
0.5
Nil
8.3
161.6
(97.7)
(6.9)
(14.7)
4.7
(0.5)
Nil
(6.5)
(121.6)
56.5
40.0
Nil
Nil
Nil
Nil
Total
£m
1,400.5
167.8
82.2
(7.7)
(82.6)
(24.1)
Nil
1,536.1
(604.3)
(90.3)
4.2
66.1
12.5
Nil
(611.8)
796.2
924.3
224.1
64.2
29.8
57.5
Total
£m
1,349.1
156.7
1.1
(111.5)
0.3
4.8
Nil
1,400.5
(563.4)
(77.2)
(14.7)
52.8
0.6
(2.4)
Nil
(604.3)
785.7
796.2
238.5
78.5
27.1
26.3
During the year ended 30 April 2010, we reached agreement with the DfT on a commercial settlement in favour of South Western Trains in respect of certain
elements of the smartcard project which had been subject to delay. In light of elements of the smartcard project not being delivered on time we reviewed the
carrying value of plant and equipment held in relation to the smartcard project and recorded a £14.7m impairment charge.
Heritable and freehold land amounting to £94.3m (2010: £91.4m) has not been depreciated.
Depreciation of £31.3m (2010: £31.2m) has been charged in the year in respect of assets held under hire purchase or finance lease agreements.
Included in the net book value of property, plant and equipment is £27.2m (2010: £10.2m) in respect of assets under construction that the Group expects to be
sold to Network Rail following the completion of each asset’s construction.
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Note 14 Interests in joint ventures
The principal joint ventures are:
Virgin Rail Group Holdings Limited
Scottish Citylink Coaches Limited
New York Splash Tours LLC
Twin America LLC
Country of
incorporation
Number of
shares in issue
at 30 April 2011
Nominal value
of share capital
in issue at
30 April 2011
United Kingdom
United Kingdom
USA
USA
34,780
1,643,312
n/a
n/a
£3,478
£1,643,312
n/a
n/a
% interest
held
49%
35%
50%
60%
The Group has four joint ventures: Virgin Rail Group Holdings Limited, Scottish Citylink Coaches Limited (“Citylink”), New York Splash Tours LLC and
Twin America LLC.
Virgin Rail Group Holdings Limited is the holding company of Virgin Rail Group Limited, which in turn is the holding company of West Coast Trains
Limited. The Virgin Rail Group Holdings shareholders’ agreement provides for joint decision making on key matters and equal representation on the
Board. As a consequence, the investment has been accounted for as a joint venture.
The Citylink shareholder agreement provides for joint and unanimous decision making on all key matters and therefore the investment has been
accounted for as a joint venture.
In North America, Stagecoach has two joint ventures, New York Splash Tours LLC, with Port Imperial Duck Charters LLC and Twin America LLC, with
CitySights NY. New York Splash Tours LLC currently has no share capital but is governed by a joint venture agreement.
Stagecoach began operating Twin America LLC, a joint venture with CitySights NY, on 31 March 2009. In return for transferring certain assets to the
joint venture, the Group holds 60% of the economic rights and 50% of the voting rights. Twin America LLC has no share capital and is governed by a
joint venture agreement, which provdes for joint decision making on key matters.
The Directors undertook an impairment review as at 30 April 2011 of the carrying value of the Group’s joint venture interests and concluded that there
had been no impairment loss. The movements in the carrying values were as follows:
Cost
At beginning of year
Share of recognised profit
Share of actuarial (losses)/gains on defined benefit
pension schemes, net of tax
Share of net fair value (losses)/gains on cash
flow hedges, net of tax
Dividends received in cash
Foreign exchange movements
At end of year
Amounts written off
At beginning of year
Goodwill charged to income statement
At end of year
Net book value at beginning of year
Net book value at end of year
Virgin Rail
Group
£m
55.8
28.4
(0.5)
(0.1)
(17.1)
Nil
66.5
(48.2)
(5.1)
(53.3)
7.6
13.2
Citylink
Twin
America LLC
£m
3.4
1.8
Nil
Nil
(1.3)
Nil
3.9
Nil
Nil
Nil
3.4
3.9
£m
45.7
9.3
Nil
Nil
(10.4)
(3.6)
41.0
Nil
Nil
Nil
45.7
41.0
Total
2011
£m
104.9
39.5
(0.5)
(0.1)
(28.8)
(3.6)
111.4
(48.2)
(5.1)
(53.3)
56.7
58.1
Total
2010
£m
111.8
28.9
0.1
1.3
(35.7)
(1.5)
104.9
(43.1)
(5.1)
(48.2)
68.7
56.7
In addition to the above interests in joint ventures, a loan receivable from New York Splash Tours LLC of £2.8m (2010: £3.1m) is reflected in note 20.
New York Splash Tours LLC has net liabilities as at 30 April 2011 of £3.5m (2010: £3.8m). The Group has not recognised its share of the net liabilities
but has assessed the loan receivable for impairment and a provision for impairment of £2.8m (2010: £3.1m) has been held against the receivable.
A loan payable to Scottish Citylink Coaches Limited of £1.7m (2010: £1.7m) is reflected in note 22.
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Notes to the consolidated financial statements
Note 14 Interests in joint ventures (continued)
The Group’s share of the net assets of its joint ventures is analysed below:
Non-current assets
Current assets
Current liabilities
Share of net assets
Goodwill
Virgin Rail
Group
£m
3.8
89.6
(84.4)
9.0
4.2
13.2
The Group’s share of post-tax results from joint ventures is analysed below:
Citylink
£m
0.1
3.3
(2.1)
1.3
2.6
3.9
Citylink
£m
11.4
(8.9)
2.5
Nil
(0.7)
Twin
America LLC
£m
13.4
6.3
(5.8)
13.9
27.1
41.0
Twin
America LLC
£m
43.3
(33.6)
9.7
Nil
(0.4)
Total
2011
£m
17.3
99.2
(92.3)
24.2
33.9
58.1
Total
2011
£m
447.4
(395.7)
51.7
0.2
(12.4)
Virgin Rail
Group
£m
392.7
(353.2)
39.5
0.2
(11.3)
Total
2010
£m
18.5
95.8
(99.0)
15.3
41.4
56.7
Total
2010
£m
405.5
(370.3)
35.2
0.2
(7.4)
28.0
Revenue
Expenses
Operating profit
Finance income (net)
Taxation
Share of joint ventures’
profit after taxation
28.4
1.8
9.3
39.5
A net actuarial loss after taxation of £0.5m (2010: gain of £0.1m) was recognised in addition to the above in relation to Virgin Rail Group’s defined benefit
pension schemes. A net loss after taxation of £0.1m (2010: gain of £1.3m) was recognised in addition to the above in relation to fair value gains on fuel
derivative contracts held by Virgin Rail Group.
Note 15 Available for sale and other investments
The movements in available for sale and other investments were as follows:
Cost / valuation
At beginning of year
Additions
Disposals
Net fair value losses
Foreign exchange movements
At end of year
Amounts written off
At end of year
Disposals
At end of year
Net book value at beginning of year
Net book value at end of year
2011
£m
3.7
0.4
(1.8)
Nil
(0.2)
2.1
(1.8)
1.8
Nil
1.9
2.1
2010
£m
3.3
0.6
Nil
(0.2)
Nil
3.7
(1.8)
Nil
(1.8)
1.5
1.9
Note 16 Business combinations
(i) East London Bus
On 14 October 2010, Stagecoach Bus Holdings Limited ("SBHL"), a Group subsidiary, completed the acquisition of the bus business formerly owned by
East London Bus Group Limited (in administration). SBHL acquired 100% of the voting equity interests in four companies that together operate the
acquired business. The acquired business is the third largest bus operator in the London market, and has an estimated 15% share of that market. 99%
of its revenue is from Transport for London. The business operates bus services under contract to Transport for London whereby it receives a fixed fee
(subject to adjustment for certain inflation indices) for operating the services and takes the cost and capital risk.
The cash paid in respect of the acquisition was £59.5m, comprising £5.4m for the entire share capital of the acquired companies and £54.1m to settle
inter-company liabilities payable by the acquired companies to their former parent company. The consideration payable was calculated on the basis that
the acquired business had aggregate cash balances of approximately £6.7m at close of business on the day prior to completion, giving a transaction
enterprise value of £52.8m. The consideration was fully paid in cash and there is no contingent consideration. The aggregate cash balances at
acquisition were £3.5m, with the movement of £3.2m reflecting net payments on the day of acquisition. These payments were in line with the Group’s
expectations.
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Note 16 Business combinations (continued)
(i) East London Bus (continued)
Goodwill of £3.6m arose on the acquisition of the East London bus business and represents:
the benefits that the Group expects to obtain from synergies with its other businesses;
•
the benefits that the Group expects to obtain from applying its own management expertise to improve the operational and financial performance
•
of the acquired business;
the value of the assembled workforce of the East London bus business and;
the value of the arrangements with Transport for London, over and above the existing contracts for particular bus services, but which cannot be
reliably valued as a separate asset.
•
•
None of the goodwill arising from the acquisition is deductible for tax purposes.
The revenue and loss of the acquired business recognised in the consolidated income statement for the period from the acquisition date of 14 October
2010 to 30 April 2011 is shown in note 2.
The consolidated revenue for the period of the Group for the year ended 30 April 2011 would have been £2,503.3m had the acquisition occurred on
1 May 2010. The equivalent consolidated profit for the period would not have been materially different from the actual reported profit.
The assets and liabilities acquired were as follows:
Intangible assets
– Customer contracts
Property, plant and equipments
– Land and buildings
– Passenger service vehicles
– Other plant and equipment
Retirement benefit asset
Deferred tax (liability) / asset
Inventory
Cash
Trade and other receivables
Trade and other payables
Intercompany payables
Provisions
– Insurance provisions
– Environmental provisions
– Acquired customer contracts
Net assets / (liabilities) acquired, excluding goodwill
Goodwill arising on acquisition
Total consideration (settled in cash)
Initial
book
value
£m
Nil
46.7
63.2
2.2
7.8
(0.8)
0.8
3.5
15.1
(27.7)
(54.1)
(14.5)
(0.3)
Nil
41.9
Nil
41.9
Restatement
to fair
value
Fair value
to the
Group
£m
£m
17.8
(7.0)
(22.2)
(0.7)
Nil
14.8
Nil
Nil
Nil
(0.2)
Nil
(3.1)
Nil
(39.5)
(40.1)
3.6
(36.5)
17.8
39.7
41.0
1.5
7.8
14.0
0.8
3.5
15.1
(27.9)
(54.1)
(17.6)
(0.3)
(39.5)
1.8
3.6
5.4
There are no material receivables that are considered to be uncollectable as at the date of acquisition.
(ii) Other business combinations
One business acquisition has been made by our UK Bus (regional operations) division during the year ended 30 April 2011. £0.1m was paid to acquire
the assets and goodwill of a small bus business.
(iii) Effect on consolidated net debt and goodwill
The effect of the above acquisitions on consolidated net debt was:
Fair value to Group
Intangible fixed assets (excluding goodwill)
Property, plant and equipment
Other net liabilities
Net assets/(liabilities) acquired, excluding goodwill
Goodwill arising on acquisition
Consideration
Costs of acquisitions in year
Add: deferred consideration paid in respect of businesses acquired in prior years
Intercompany debt assumed and re-financed
Net cash and cash equivalents acquired (including overdrafts)
Net cash outflow
2011
£m
17.8
82.2
(98.2)
1.8
3.7
5.5
0.6
0.3
54.1
(3.5)
57.0
2010
£m
0.5
1.1
(1.8)
(0.2)
1.7
1.5
0.1
0.6
Nil
0.3
2.5
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Notes to the consolidated financial statements
Note 17 Disposals
Exceptional gains of £18.5m (2010: £3.9m) for the year ended 30 April 2011 have been included in the consolidated income statement as the results
of discontinued operations. These gains arose from the release of liabilities that were previously recorded for amounts potentially owing which are now
no longer payable in respect of disposed businesses.
In respect of the businesses disposed of, the consideration, net assets disposed and profit on disposal for the year ended 30 April 2011, were as follows:
Net assets disposed
Loss on disposal
Net consideration receivable
Deferred consideration in respect of businesses disposed of in current year
Deferred consideration received in year in respect of businesses disposed of in prior years
Net cash inflow
Note 18 Principal subsidiaries
2009
2009
19.9
Nil
0.8
0.8
Nil
3.3
(1.7)
3.6
2011
£m
5.3
(3.2)
2.1
(0.9)
Nil
1.2
2010
£m
3.5
il(3.2)
0.3
Nil
1.3
1.6
The principal subsidiary undertakings (ordinary shares 100% owned except where shown) as at 30 April 2011 were:
Company
Stagecoach Transport Holdings plc
SCOTO Limited
SCUSI Limited
Stagecoach Bus Holdings Limited
The Integrated Transport Company Limited
Stagecoach (South) Limited
Stagecoach (North West) Limited
East Midland Motor Services Limited
Stagecoach Scotland Limited
East Kent Road Car Company Limited
Stagecoach West Limited
Busways Travel Services Limited
Cleveland Transit Ltd
Cambus Limited
Greater Manchester Buses South Limited
Highland Country Buses Limited
Orkney Coaches Limited
Eastbourne Buses Limited
The Yorkshire Traction Group Limited
East London Bus & Coach Company Limited
South East London & Kent Bus Company Limited
East London Bus Group Property Investments Limited
Stagecoach Services Limited
National Transport Tokens Limited (99.9%)
PSV Claims Bureau Limited
Stagecoach South Western Trains Limited
East Midlands Trains Limited
Trentway-Wager Inc
Country of
registration or
incorporation
Scotland
England
England
Scotland
Scotland
England
England
England
Scotland
England
England
England
England
England
England
Scotland
Scotland
England
England
England
England
England
England
England
England
England
England
Canada
Principal activity
Holding company
Holding company
Holding company
Holding company
Holding company
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus and coach operator
Bus operator
Bus operator
Property company
Provision of accounting and payroll services
Transport tokens
Claims handling
Train operating company
Train operating company
Bus and coach operator
All companies operate in the countries shown above and, except for Stagecoach Transport Holdings plc, are indirectly held. The Group considers that
principal subsidiaries includes any subsidiary that has revenue greater than £25.0m per annum, profit before interest and taxation greater than £2.5m
per annum, gross assets greater than £25.0m or gross liabilities greater than £25.0m. These thresholds exclude any intercompany amounts and
investments in subsidiaries. A complete list of subsidiary undertakings is available on request to the company and will be filed with the next Annual
Return.
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Note 19 Inventories
Inventories were as follows:
Parts and consumables
2011
£m
26.6
2010
£m
24.1
All inventories are carried at cost less a provision to take account of slow moving and obsolete items. Changes in the provision for slow moving and
obsolete inventories were as follows:
At beginning of year
Charged to income statement
Amount released to income statement, not used
Amount utilised
At end of year
2011
£m
1.6
0.4
Nil
(0.3)
1.7
2010
£m
1.8
0.2
(0.1)
(0.3)
1.6
There was no material write down of inventories during the current or prior years.
The Group is party to consignment stock arrangements and as at 30 April 2011, the Group physically held consignment stock of a value amounting to
£0.7m (2010: £0.7m) in addition to the amounts disclosed above.
Note 20 Trade and other receivables
Trade and other receivables were as follows:
Non-current:
Loan to joint venture
Less: provision for impairment
Prepayments
Other receivables
Current:
Trade receivables
Less: provision for impairment
Trade receivables – net
Other receivables
Prepayments
Accrued income
VAT and other government receivables
2011
£m
2.8
(2.8)
Nil
19.2
0.2
19.4
115.0
(1.9)
113.1
23.6
29.3
31.1
24.4
221.5
2010
£m
3.1
(3.1)
Nil
17.2
0.4
17.6
128.8
(4.5)
124.3
12.4
25.5
21.7
16.4
200.3
A loan of US$4.7m (2010: US$4.7m) to New York Splash Tours LLC is outstanding at 30 April 2011. The loan is interest bearing at 7% per annum and is
repayable by instalments. The loan outstanding as at 30 April 2011, translated at year end rates was £2.8m (2010: £3.1m) and is included in non-
current trade and other receivables.
The movement in the provision for impairment of trade receivables was as follows:
At beginning of year
Impairment losses in year charged to income statement
Reversal of impairment losses credited to income statement
Amounts utilised
Foreign exchange movements
At end of year
Further information on credit risk is provided in note 27.
2011
£m
(4.5)
(0.8)
0.3
3.1
Nil
(1.9)
2010
£m
(4.3)
(1.8)
0.5
1.0
0.1
(4.5)
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Notes to the consolidated financial statements
Note 21 Cash and cash equivalents
Cash at bank and in hand
2011
£m
358.3
2010
£m
375.7
The cash amounts shown above include £25.0m on 12 month deposit maturing by March 2012, £52.0m on 3 month deposit maturing by May 2011,
£65.0m on 3 month deposit maturing by June 2011, and £35.0m deposited on 30 day notice accounts (2010: £169.0m on 3 month deposit maturing
by June 2010, £32.0m deposited on 30 day notice accounts and £10.4m deposited in a 7 day notice account). The remaining amounts are accessible to
the Group within one day (2010: one day).
The Group has a bank offset arrangement whereby the Company and several of its subsidiaries each have bank accounts with the same bank, which are
subject to rights of offset. The cash at bank and in hand of £358.3m (2010: £375.7m) above included the net balance on these offset accounts of
£24.2m (2010: £13.7m), which comprised £844.5m (2010: £702.2m) of positive bank balances less £820.3m (2010: £688.5m) of bank overdrafts.
Note 22 Trade and other payables
Trade and other payables were as follows:
Current
Trade payables
Accruals
Deferred income
Cash-settled share based payment liability
Deferred grant income
Loans from joint ventures
PAYE and NIC payable
VAT and other government payables
Non-current
Accruals
Deferred grant income
Cash-settled share based payment liability
PAYE and NIC payable
VAT and other government payables
Other payables
Note 23 Borrowings
The carrying value of borrowings was as follows:
Current
Loan notes
Hire purchase and lease obligations
Redeemable ‘B‘ preference shares
Non-current
Sterling 5.75% Notes
Hire purchase and lease obligations
Total borrowings
page 72 | Stagecoach Group plc
2011
£m
134.6
270.1
94.1
0.5
1.4
1.7
23.0
4.2
529.6
13.9
7.3
2.0
0.6
Nil
0.5
24.3
2011
£m
21.1
38.8
2.6
62.5
410.2
181.9
592.1
654.6
2010
£m
124.6
300.2
74.2
0.4
4.0
1.7
18.1
1.4
524.6
11.1
7.3
0.4
0.4
0.4
0.8
20.4
2010
£m
26.2
21.3
3.3
50.8
406.9
219.2
626.1
676.9
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:46 Page 73
Note 23 Borrowings (continued)
The minimum lease payments under hire purchase and lease obligations fall due as follows:
Not later than one year
Later than one year but not more than five years
More than five years
Future finance costs on hire purchase and finance leases
Carrying value of hire purchase and finance lease liabilities
2011
£m
43.6
142.7
49.9
236.2
(15.5)
220.7
2010
£m
26.0
152.3
78.6
256.9
(16.4)
240.5
For variable-rate hire purchase arrangements, the future finance costs included in the above table are based on the interest rates applying at the
balance sheet date.
The Group in its ordinary course of business enters into hire purchase and finance lease agreements to fund or refinance the purchase of vehicles. All of
the hire purchase and lease obligations shown above are in respect of vehicles. The lease agreements are typically for periods of 5 to 10 years and do
not have contingent rent or escalation clauses.
The agreements have industry standard terms and do not contain any restrictions on dividends, additional debt or further leasing.
(a) Sterling 5.75% Notes
On 16 December 2009, the Group issued £400m of 5.75% Notes due in 2016. Interest on the Notes is paid annually in arrears and all remaining Notes
will be redeemed at their principal amount on 16 December 2016.
The Notes were issued at 99.599% of their principal amount. The consolidated carrying value of the Notes at 30 April 2011 was £410.2m (2010:
£406.9m) after taking account of the discount on issue, issue costs and the fair value of interest rate swaps used to manage the interest rate profile of
the Notes.
(b) Repayment profile
Borrowings are repayable as follows:
On demand or within 1 year
Loan notes
Hire purchase and lease obligations
Redeemable ‘B’ preference shares
Within 1-2 years
Hire purchase and lease obligations
Within 2-5 years
Hire purchase and lease obligations
Over 5 years
Hire purchase and lease obligations
Sterling 5.75% Notes
Total borrowings
Less current maturities
Non-current portion of borrowings
2011
£m
21.1
38.8
2.6
62.5
33.7
98.8
49.4
410.2
459.6
654.6
(62.5)
592.1
2010
£m
26.2
21.3
3.3
50.8
38.4
102.8
78.0
406.9
484.9
676.9
(50.8)
626.1
Interest terms on UK hire purchase and lease obligations are at annual rates between 0.40% and 2.00% over bank base rate or equivalent LIBOR rates,
subject to certain minimum rates. Interest terms on overseas lease obligations are at fixed rates, which at 30 April 2011 average 4.3% per annum.
Interest on loan notes are at three months LIBOR. Loan notes amounting to £21.1m (2010: £26.2m) are backed by guarantees provided under Group
banking facilities.
The loan notes have been classified by reference to the earliest date on which the loan note holders can request redemptions.
UK bank loans and Sterling Notes are unsecured.
Stagecoach Group plc | page 73
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Notes to the consolidated financial statements
Note 24 Deferred tax
The Group movement in deferred tax during the year was as follows:
Beginning of year
Charged to income statement
Acquired through business combinations
Charged to equity
Foreign exchange movements
End of year
Deferred tax
liabilities
Deferred tax
asset
£m
(19.2)
(9.5)
14.0
(32.6)
0.5
(46.8)
£m
1.3
(1.3)
Nil
Nil
Nil
Nil
Net
£m
(17.9)
(10.8)
14.0
(32.6)
0.5
(46.8)
The deferred tax liabilities after more than one year are £47.3m (2010: £19.2m). The deferred tax asset due after more than one year is £Nil (2010: £1.3m –
which was recognised in respect of tax losses).
Deferred taxation is calculated as follows:
Accelerated capital allowances
Pension temporary differences
Short-term temporary differences
The amount of deferred tax recognised in the income statement by type of temporary difference is as follows:
2011
£m
(99.1)
25.2
27.1
(46.8)
2011
£m
(4.9)
(4.8)
(1.1)
(10.8)
2010
£m
(100.9)
56.6
26.4
(17.9)
2010
£m
1.8
(5.1)
(10.7)
(14.0)
Accelerated capital allowances
Pension temporary differences
Short-term temporary differences
Note 25 Provisions
The movements in provisions were as follows:
Beginning of year
Provided during year (after discounting)
Unwinding of discount
Utilised in the year
Acquired through business combinations
Arising on sale of tokens during year
Redemption of tokens
Foreign exchange movements
End of year
30 April 2011:
Current
Non-current
30 April 2010:
Current
Non-current
Token redemption
provision
Insurance
provisions
Environmental
provisions
Redundancy
provision
Acquired
customer contracts
£m
14.8
Nil
Nil
Nil
Nil
1.4
(4.1)
Nil
12.1
4.1
8.0
12.1
4.5
10.3
14.8
£m
115.2
54.8
3.8
(58.0)
17.6
Nil
Nil
(3.1)
130.3
41.9
88.4
130.3
39.0
76.2
115.2
£m
3.6
Nil
Nil
(0.7)
0.3
Nil
Nil
(0.2)
3.0
0.5
2.5
3.0
1.2
2.4
3.6
£m
1.8
1.2
Nil
(1.3)
Nil
Nil
Nil
Nil
1.7
1.7
Nil
1.7
1.8
Nil
1.8
£m
0.2
Nil
0.1
(3.4)
39.5
Nil
Nil
Nil
36.4
8.7
27.7
36.4
0.1
0.1
0.2
Total
£m
135.6
56.0
3.9
(63.4)
57.4
1.4
(4.1)
(3.3)
183.5
56.9
126.6
183.5
46.6
89.0
135.6
The token redemption provision relates to tokens issued to third parties to be redeemed as payment for transportation services. Tokens are typically redeemed within
three years of issue.
The insurance provisions relate to insurance reserves on incurred accidents up to 30 April in each year where claims have not been settled. These are based on actuarial
reviews and prior claims history. Claims are typically settled within five years of origination.
The environmental provisions relate to legal or constructive obligations to undertake environmental work, such as an obligation to rectify land which has been
contaminated by fuel or to eliminate the presence of asbestos. The provision is based on the estimated cost of undertaking the work required, and is expected to be
fully utilised over the next three years.
The redundancy provision relates to planned redundancies and is expected to be utilised within one year.
Provisions for acquired customer contracts relate to contracts that have been acquired through business combinations that have been identified as being on
unfavourable terms at the relevant requisition date and the provisions are expected to be fully utilised within five years.
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Note 26 Retirement benefits
The Group contributes to a number of pension schemes. The principal defined benefit occupational schemes are as follows:
Date as at which last scheme valuation was prepared
• Stagecoach Pension Schemes (“SPS”) comprising the Stagecoach Group Pension Scheme
and the East London Bus Group Pension Scheme;
• The South West Trains section of the Railways Pension Scheme (“RPS”);
• The Island Line section of the Railways Pension Scheme (“RPS”);
• The East Midlands Trains section of the Railways Pension Scheme (“RPS”); and
• A number of UK Local Government Pension Schemes (“LGPS”).
30 April 2008, 5 April 2010
30 December 2007
30 December 2007
30 December 2007
5 April 2010
The Directors believe that separate consideration should be given to RPS as the Group has no rights or obligations in respect of sections of the
scheme following expiry of the related franchises. In addition, under the terms of RPS, any fund deficit or surplus is shared by the employer (60%) and
the employees (40%) in accordance with the shared cost nature of RPS. The employees’ share of the deficit (or surplus) is reflected as an adjustment to
the RPS liabilities (or assets). Therefore the liability (or asset) recognised for the relevant sections of RPS reflects that part of the net deficit (or surplus)
of each section that the employer is obliged to fund (or expected to recover) over the life of the franchise to which the section relates. The “franchise
adjustment” is the portion of the deficit (or surplus) that is expected to exist at the end of the franchise and for which the Group will not be obliged to
fund (or entitled to recover).
In addition, the Group contributes to a number of defined contribution (“DC”) schemes, covering UK and non-UK employees.
The consolidated balance sheet shows retirement benefit assets of £23.7m (2010: £Nil) and retirement benefit obligations of £120.8m (2010:
£202.1m). The net liability of £97.1m (2010: £202.1m) is analysed below.
The amounts recognised in the balance sheet were as follows:
Funded plans
As at 30 April 2011
SPS
RPS
LGPS
Other
Equities
Bonds
Cash
Property
Fair value of plan assets
Present value of obligations
– gross liabilities
– adjustment for members’ share of RPS deficit (40%)
– franchise adjustment
Present value of obligations
Irrecoverable surplus
Liabilities recognised in the balance sheet
As at 30 April 2010
Equities
Bonds
Cash
Property
Fair value of plan assets
Present value of obligations
– gross liabilities
– adjustment for members’ share of RPS deficit (40%)
– franchise adjustment
Liabilities recognised in the balance sheet
The major categories of plan assets as a percentage of total plan assets are as follows:
Equities
Bonds
Cash
Property
£m
£m
£m
653.6
235.8
71.4
66.9
474.4
99.3
3.1
94.1
179.7
39.3
35.4
15.9
1,027.7
670.9
270.3
(1,041.0)
Nil
Nil
(913.6)
97.1
99.2
(282.9)
Nil
Nil
(1,041.0)
(717.3)
(282.9)
(8.2)
Nil
(9.2)
(21.5)
(46.4)
(21.8)
Funded plans
£m
0.3
0.6
0.4
Nil
1.3
(4.5)
Nil
Nil
(4.5)
Nil
(3.2)
Unfunded
plans
Total
£m
£m
Nil
Nil
Nil
Nil
Nil
1,308.0
375.0
110.3
176.9
1,970.2
(4.2)
Nil
Nil
(2,246.2)
97.1
99.2
(4.2)
(2,049.9)
Nil
(17.4)
(4.2)
(97.1)
SPS
RPS
LGPS
Other
Unfunded
plans
Total
£m
£m
£m
£m
£m
£m
521.1
125.7
46.0
25.9
424.8
88.9
2.8
84.2
178.0
56.2
16.3
19.4
718.7
600.7
269.9
(814.8)
Nil
Nil
(850.2)
99.8
110.8
(329.5)
Nil
Nil
(814.8)
(639.6)
(329.5)
(96.1)
(38.9)
(59.6)
0.2
0.6
0.4
Nil
1.2
(4.1)
Nil
Nil
(4.1)
(2.9)
2011
%
66.4
19.0
5.6
9.0
Nil
Nil
Nil
Nil
Nil
1,124.1
271.4
65.5
129.5
1,590.5
(4.6)
Nil
Nil
(2,003.2)
99.8
110.8
(4.6)
(1,792.6)
(4.6)
(202.1)
2010
%
70.7
17.1
4.1
8.1
100.0
100.0
Stagecoach Group plc | page 75
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Notes to the consolidated financial statements
Note 26 Retirement benefits (continued)
The amounts recognised in the income statement were as follows:
Year ended 30 April 2011
Funded plans
Defined benefit schemes:
Current service cost
Interest cost
Expected return on plan assets
Unwinding of franchise adjustment
Total defined benefit costs
Defined contribution costs
Total included in staff costs
SPS
RPS
LGPS
Other
Unfunded
and DC plans
Total
£m
£m
£m
£m
£m
£m
£m
£m
24.9
51.3
(62.0)
Nil
14.2
Nil
14.2
28.1
29.3
(28.2)
(6.3)
22.9
Nil
1.9
16.5
(19.2)
Nil
(0.8)
Nil
22.9
(0.8)
1.0
0.2
(0.1)
Nil
1.1
Nil
1.1
Nil
Nil
Nil
Nil
Nil
4.8
4.8
55.9
97.3
(109.5)
(6.3)
37.4
4.8
42.2
The actual return on plan assets for the year ended 30 April 2011 was £145.6m.
Year ended 30 April 2010
Defined benefit schemes:
Current service cost
Curtailments
Interest cost
Expected return on plan assets
Unwinding of franchise adjustment
Total defined benefit costs
Defined contribution costs
Total included in staff costs
Funded plans
SPS
RPS
LGPS
Other
Unfunded
and DC plans
Total
£m
£m
£m
£m
£m
£m
£m
£m
19.3
Nil
40.3
(42.0)
Nil
17.6
Nil
17.6
20.6
(0.7)
23.5
(21.9)
(2.7)
18.8
Nil
18.8
1.7
Nil
16.8
(16.0)
Nil
2.5
Nil
2.5
0.6
Nil
0.2
(0.1)
Nil
0.7
Nil
0.7
Nil
Nil
Nil
Nil
Nil
Nil
5.2
5.2
42.2
(0.7)
80.8
(80.0)
(2.7)
39.6
5.2
44.8
The actual return on plan assets for the year ended 30 April 2010 was £326.9m.
page 76 | Stagecoach Group plc
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Note 26 Retirement benefits (continued)
The movements in the net liability recognised in the balance sheet in respect of defined benefit plans for the year ended 30 April 2011 were as follows:
Year ended 30 April 2011
At beginning of year – liability
Total expense
Actuarial (gains)/losses
Employers’ contributions and settlements
Acquisitions
Disposals
Foreign exchange movements
At end of year – liability
SPS
£m
96.1
14.2
(53.8)
(27.2)
(7.8)
Nil
Nil
Funded plans
RPS
LGPS
£m
38.9
22.9
10.7
(26.1)
Nil
Nil
Nil
£m
59.6
(0.8)
(32.7)
(4.2)
Nil
(0.1)
Nil
9.8
(7.5)
(3.3)
(3.3)
(3.3)
(17.9)
(19.5)
21.5
46.4
21.8
Other
Unfunded
plans
Total
£m
2.9
1.1
(0.6)
Nil
Nil
Nil
(0.2)
3.2
£m
4.6
Nil
(0.1)
(0.3)
Nil
Nil
Nil
4.2
£m
202.1
37.4
(76.5)
(57.8)
(7.8)
(0.1)
(0.2)
97.1
(4.8)
(13.0)
(30.0)
(30.0)
(30.0)
(18.3)
(27.3)
The movements in the net liability recognised in the balance sheet in respect of defined benefit plans for the year ended 30 April 2010 were as follows:
Year ended 30 April 2010
At beginning of year – liability
Total expense
Actuarial losses/(gains)
Employers’ contributions and settlements
At end of year – liability
(4.8)
(13.0)
(18.3)
(27.3)
SPS
£m
11.6
17.6
94.5
(27.6)
9.8
(7.5)
(17.9)
(19.5)
96.1
38.9
Funded plans
RPS
LGPS
Other
Unfunded
plans
Total
£m
28.2
18.8
16.7
(24.8)
£m
33.9
2.5
27.3
(4.1)
59.6
£m
2.5
0.7
(0.3)
Nil
2.9
£m
4.4
Nil
0.5
(0.3)
4.6
£m
80.6
39.6
138.7
(56.8)
202.1
The movements in the present value of obligations recognised in the balance sheet in respect of defined benefit plans for the year ended 30 April 2011
were as follows:
At beginning of year
Current service cost
Interest cost
Unwinding of franchise adjustment
Members’ contributions paid
Actuarial (gains)/losses
Benefits paid
Curtailments
Acquisitions
Disposals
Foreign exchange movements
At end of year
Movements in the total fair value of plan assets were as follows:
At beginning of year
Expected return on scheme assets
Actuarial gains
Other employers’ contributions and settlements
Members’ contributions paid
Benefits paid
Acquisitions
Disposals
Foreign exchange movements
At end of year
2011
£m
1,792.6
55.9
97.3
(6.3)
10.9
(57.8)
(65.5)
Nil
236.2
(13.3)
(0.1)
2,049.9
2011
£m
1,590.5
109.5
36.1
57.8
10.9
(65.5)
244.0
(13.2)
0.1
1,970.2
2010
£m
1,339.0
42.2
80.8
(2.7)
8.7
385.6
(60.0)
(0.7)
Nil
Nil
(0.3)
1,792.6
2010
£m
1,258.4
80.0
246.9
56.8
8.7
(60.0)
Nil
Nil
(0.3)
1,590.5
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Notes to the consolidated financial statements
Note 26 Retirement benefits (continued)
The amounts recognised in the statement of comprehensive income were as follows:
Actual return less expected return on plan assets
Experience adjustment, arising on scheme liabilities
Adjustment for unrecognised surplus
Changes in assumptions underlying the present value of the liabilities
Franchise adjustment
Total actuarial gain/(loss) recognised
The history of experience adjustments is as follows:
2011
£m
36.1
(23.1)
(17.4)
98.8
(17.9)
76.5
2010
£m
246.9
42.3
Nil
(497.3)
69.4
(138.7)
2011
2010
2009
2008
2007
Experience adjustments on scheme liabilities:
Experience adjustments on scheme liabilities:
Experience adjustments (£m)
Scheme liabilities (£m)
Percentage of scheme liabilities (%)
Experience adjustments on plan assets:
Experience adjustments (£m)
Plan assets (£m)
Percentage of scheme assets (%)
(23.1)
(2,049.9)
1.1%
36.1
1,970.2
1.8%
42.3
(1,792.6)
(2.4)%
246.9
1,590.5
15.5%
59.7
(1,339.0)
(4.5)%
(334.2)
1,258.4
(26.6)%
(28.6)
(1,432.1)
2.0%
(141.7)
1,474.6
(9.6)%
(18.1)
(1,325.0)
1.4%
55.2
1,290.2
4.3%
The cumulative amount of actuarial gains and losses on Group defined benefit schemes recognised in the statement of comprehensive income since
1 May 2004 is a £159.7m loss (2010: £236.2m loss).
The estimated amounts of contributions expected to be paid by the Group to the schemes during the financial year ending 30 April 2012 is £68.1m
(estimated at 30 April 2010 for year ended 30 April 2011: £62.1m).
The principal actuarial assumptions used were as follows:
Rate of increase in pensionable salaries – SPS
Rate of increase in pensionable salaries – other defined benefit schemes
Rate of increase of pensions in payment
– SPS
– other defined benefit schemes
Discount rate
RPI Inflation
CPI Inflation
Expected long-term rates of return as at 30 April were:
Equities*
Bonds
Cash
Property
2011
3.4%
4.3%
3.3%
2.5%
5.6%
3.3%
2.3%
8.3%
5.0%
4.4%
7.5%
2010
3.4%
4.4%
3.4%
2.4%-3.3%
5.7%
3.4%
n/a
8.3%
5.0%
4.7%
7.5%
* includes private equity
The expected return on plan assets is based on expectations at the beginning of the period for returns over the entire life of the benefit obligation. The
expected returns are set in conjunction with external advisors and take account of market factors, fund managers’ views and targets for future returns
and where appropriate, historical returns.
The life expectancy assumptions used for each scheme are periodically reviewed. The weighted average life expectancies assumed as at 30 April 2011
were:
Current pensioners aged 65 – male
Current pensioners aged 65 – female
Future pensioners at age 65 (aged 45 now) – male
Future pensioners at age 65 (aged 45 now) – female
2011
years
19.6
23.9
21.9
26.0
2010
years
19.5
23.8
21.8
25.9
Note 27 Financial instruments
(a) Overview
This note provides details of the Group’s financial instruments. Except where otherwise stated, the disclosures provided in this note exclude:
–
Interests in subsidiaries and joint ventures accounted for in accordance with International Accounting Standard 27 (“IAS 27”), Consolidated and
Separate Financial Statements and International Accounting Standard 31 (“IAS 31”), Interests in Joint Ventures.
Financial instruments, contracts and obligations under share based payment transactions.
– Retirement benefit assets and obligations.
–
Liabilities or assets that are not contractual (such as income taxes that are created as a result of statutory requirements imposed by governments,
prepayments, provisions and deferred income) are not financial liabilities or financial assets. Accordingly, prepayments, provisions, deferred income
and amounts payable or receivable in respect of corporation tax, sales tax (including UK Value Added Tax), payroll tax and other taxes are excluded from
the disclosures provided in this note.
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Note 27 Financial instruments (continued)
(b) Carrying values of financial assets and financial liabilities
The carrying amounts of financial assets and financial liabilities on the consolidated balance sheet and their respective fair values were:
Other
balance
sheet
notes
20
20
20
20
21
15
22
22
23
22
22
22
23
Financial assets
Financial assets at fair value through profit or loss
Held-to-maturity investments
Loans and receivables
– Non-current assets
– Other receivables
– Current assets
– Accrued income
– Trade receivables, net of impairment
– Other receivables
– Cash and cash equivalents
Available for sale financial assets
– Non-current assets
– Available for sale and other investments
Total financial assets
Financial liabilities
Financial liabilities at fair value through profit or loss
Financial liabilities measured at amortised cost
– Non-current liabilities
– Accruals
– Other payables
– Borrowings
– Current liabilities
– Trade payables
– Accruals
– Loans from joint ventures
– Borrowings
Total financial liabilities
Net financial liabilities
2011
2010
Carrying value
Carrying value
2011
Fair value
£m
Nil
Nil
0.2
31.1
113.1
23.6
358.3
2.1
528.4
Nil
(13.9)
(0.5)
(592.1)
(134.6)
(270.1)
(1.7)
(62.5)
(1,075.4)
(547.0)
£m
Nil
Nil
0.4
21.7
124.3
12.4
375.7
1.9
536.4
Nil
(11.1)
(0.8)
(626.1)
(124.6)
(300.2)
(1.7)
(50.8)
(1,115.3)
(578.9)
£m
Nil
Nil
0.2
31.1
113.1
23.6
358.3
2.1
528.4
Nil
(13.9)
(0.5)
(605.1)
(134.6)
(270.1)
(1.7)
(62.5)
(1,088.4)
(560.0)
2010
Fair value
£m
Nil
Nil
0.4
21.7
124.3
12.4
375.7
1.9
536.4
Nil
(11.1)
(0.8)
(640.7)
(124.6)
(300.2)
(1.7)
(50.8)
(1,129.9)
(593.5)
Derivatives that are designated as effective hedging instruments are not shown in the above table. Information on the carrying value of such
derivatives is provided in note 27(j).
The fair values of financial assets and financial liabilities shown above are determined as follows:
• The carrying value of loans to joint ventures, accrued income, trade receivables and other receivables is considered to be a reasonable approximation
of fair value. Given the short average time to maturity, no specific assumptions on discount rates have been made. The effect of credit losses not
already reflected in the carrying value as impairment losses is assumed to be immaterial.
• £2.1m (2010: £1.9m) of available for sale financial assets for which market prices are not available are measured at cost because their fair value
cannot be measured reliably – the fair value of these assets is shown in the above table as being equal to their carrying value.
• The carrying value of trade payables, other payables, accruals and loans from joint ventures is considered to be a reasonable approximation of fair
value. Given the relatively short average time to maturity, no specific assumptions on discount rates have been made.
• The fair value of fixed-rate notes (included in borrowings) that are quoted on a recognised stock exchange is determined with reference to the “bid”
price as at the balance sheet date.
• The carrying value of fixed rate hire purchase and finance lease liabilities (included in borrowings) is considered to be a reasonable approximation of
fair value taking account of the amounts involved in the context of total financial liabilities and the fixed interest rates relative to market interest rates
at the balance sheet date.
• The fair value of other borrowings on which interest is payable at floating rates is not considered to be materially different from the carrying value.
We do not consider that the fair value of financial instruments would change materially from that shown above as a result of any reasonable change to
the assumptions made in determining the fair values shown above. The fair value of financial instruments, and in particular the fixed rate notes, would
be affected by changes in market interest rates. We estimate that a 100 basis points reduction in market interest rates would increase the fair value of
the fixed-rate notes liability by around £20.1m (2010: £23.3m). At 30 April 2011, this increase would be partly offset by a movement of £5.0m (2010:
£8.5m in the fair value of the Group’s interest rate derivatives (see note 27(j)), which are fair value hedges of a portion of the fixed-rate notes.
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(b) Carrying values of financial assets and financial liabilities (continued)
Fair value estimation
Financial instruments that are measured in the balance sheet at fair value are disclosed by level of the following fair value measurement hierarchy:
Level 1 – Quoted prices (unadjusted) in active markets for identical assets or liabilities.
Level 2 – Inputs other than quoted prices included within Level 1 that are observable for the asset or liability either directly (that is, as prices) or indirectly
(that is, derived from prices).
Level 3 – Inputs for the assets or liability that are not based on observable market data (that is, unobservable inputs).
The following table presents the Group’s financial assets and liabilities that are measured at fair value within the hierarchy at 30 April 2011.
Assets
Derivatives used for hedging
Available for sale financial assets
– Equity securities
Total assets
Liabilities
Derivatives used for hedging
Total liabilities
Note
27(j)
27(j)
Level 1
£m
Level 2
£m
Level 3
£m
Nil
Nil
Nil
Nil
Nil
71.5
Nil
71.5
(0.2)
(0.2)
Nil
2.1
2.1
Nil
Nil
The following table presents the Group’s financial assets and liabilities that are measured at fair value within the hierarchy at 30 April 2010.
Assets
Derivatives used for hedging
Available for sale financial assets
– Equity securities
Total assets
Liabilities
Derivatives used for hedging
Total liabilities
The following table presents the changes in Level 3 financial assets for the year:
At beginning of year
Foreign exchange movements
Purchases
At end of year
Note
27(j)
27(j)
Level 1
£m
Level 2
£m
Level 3
£m
Nil
Nil
Nil
Nil
Nil
31.2
Nil
31.2
(11.3)
(11.3)
2011
£m
1.9
(0.2)
0.4
2.1
Nil
1.9
1.9
Nil
Nil
2010
£m
1.3
Nil
0.6
1.9
Total
£m
71.5
2.1
73.6
(0.2)
(0.2)
Total
£m
31.2
1.9
33.1
(11.3)
(11.3)
The “Level 3” financial assets of £2.1m (2010: £1.9m) shown above represent investments in securities that do not trade on a recognised market, such
as investments in unlisted companies. These assets have been valued by management taking account of the cost of the assets and the valuation of
similar assets. The value of the assets is not material to the Group and therefore changes in unobservable inputs to the valuations would not have a
material effect on the financial statements.
(c) Nature and extent of risks arising from financial instruments
The Group’s use of financial instruments exposes it to a variety of financial risks, principally:
• Market risk – including currency risk, interest rate risk and price risk;
• Credit risk; and
• Liquidity risk.
This note (c) presents qualitative information about the Group’s exposure to each of the above risks, including the Group’s objectives, policies and
processes for measuring and managing risk: there have been no significant changes to these matters during the year ended 30 April 2011. This note
(c) also provides summary quantitative data about the Group’s exposure to each risk. In addition, information on the Group’s management of capital is
provided in section 3.8.15 of the Operating and Financial Review.
The Group’s overall financial risk management programme focuses on the unpredictability of financial markets and seeks to reduce the likelihood
and/or magnitude of adverse effects on the financial performance and financial position of the Group. The Group uses derivative financial instruments
to reduce exposure to foreign exchange risk, commodity price risk and interest rate movements. The Group does not generally hold or issue derivative
financial instruments for speculative purposes.
A Group Treasury Committee and central treasury department (“Group Treasury”) oversee financial risk management in the context of policies
approved by the Board. Group Treasury identifies, evaluates and hedges financial risks in close co-operation with the Group’s operating units. Group
Treasury is responsible for the execution of derivative financial instruments to manage financial risks. Certain financial risk management activities (for
example, the management of credit risk arising from trade and other receivables) are devolved to the management of individual business units. The
Board provides written principles for overall risk management, as well as written policies covering specific areas such as foreign exchange risk, interest
rate risk, credit risk, use of derivative financial instruments and investing excess liquidity.
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Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(i) Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates, equity prices and commodity prices will affect the
Group’s financial performance and/or financial position. The objective of the Group’s management of market risk is to manage and control market risk
exposures within acceptable parameters.
The Group enters into derivative financial instruments in the ordinary course of business, and also incurs financial liabilities, in order to manage market
risks. All such transactions are carried out within the guidelines set by the Board. Generally the Group seeks to apply hedge accounting in order to
reduce volatility in the consolidated income statement.
Foreign currency translation risk
Foreign currency translation risk is the risk that the fair value or future cash flows of a financial instrument (including overseas net investments) will
fluctuate because of changes in foreign exchange rates. The Group is exposed to foreign currency translation risk principally as a result of net
investments in foreign operations and borrowings denominated in foreign currencies.
The Group has overseas investments in Canada and the USA. To reduce balance sheet translation exposure, the Group partially hedges the sterling
carrying value of overseas operations through borrowings denominated in their functional currency or, where appropriate, through the use of derivative
financial instruments. Gains and losses arising from hedging instruments that provide a hedge against foreign net investments are recognised in the
statement of comprehensive income. On 18 December 2009, the Group entered into foreign currency derivative contracts with a notional value of
US$160.0m, which were accounted for as a hedge of the Group’s overseas net investments and this hedging relationship remains in place. The table
below includes the sterling notional value (calculated using the year-end exchange rate) of the foreign currency derivatives outstanding at the balance
sheet date.
The Group’s objective in managing and measuring foreign currency translation risk associated with net investments in foreign operations and
borrowings denominated in foreign currencies is to maintain an appropriate cost of borrowing and retain some potential for benefiting from currency
movements whilst partially hedging against adverse currency movements. It is the Group’s policy to examine each overseas investment individually
and to adopt a strategy based on current and forecast political and economic climates. The Group measures foreign currency translation risk by
identifying the carrying value of assets and liabilities denominated in the relevant foreign currency and quantifying the impact on equity of changes in
the relevant foreign currency rate.
The Group’s consolidated income statement is exposed to movements in foreign exchange rates in the following ways:
• The translation of the revenues and costs of the Group’s North American operations; and
• The translation of interest payable on US dollar and Canadian dollar denominated debt.
The Group’s consolidated balance sheet exposures to foreign currency translation risk were as follows:
2011
2010
US dollars
– Net investments in foreign operations (excluding intra-group balances, cash and borrowings)
– Cash
– Borrowings
– Notional value of foreign currency derivatives
Canadian dollars
– Net investments in foreign operations (excluding intra-group balances, cash and borrowings)
– Cash
– Borrowings
Net exposure
£m
£m
165.4
11.0
(40.4)
95.9
47.5
0.8
(3.4)
276.8
179.7
21.6
(51.2)
104.5
49.7
1.6
(3.9)
302.0
The amounts shown above are the notional values of all foreign currency derivatives that are net investment hedges and the carrying values of all
items in the consolidated balance sheet that would have differed at the balance sheet date had a different foreign currency exchange rate been applied,
except that commodity derivatives that are cash flow hedges are excluded.
The sensitivity of the Group’s consolidated balance sheet to translation exposures is illustrated below:
2011
2010
US dollar
US dollar balance sheet foreign exchange rate
Impact of 10% depreciation of UK sterling against US dollar
– US dollar foreign exchange rate
– Increase in consolidated equity (£m)
Impact of 10% appreciation of UK sterling against US dollar
– US dollar foreign exchange rate
– Decrease in consolidated equity (£m)
Canadian dollar
Canadian dollar balance sheet foreign exchange rate
Impact of 10% depreciation of UK sterling against Canadian dollar
– Canadian dollar foreign exchange rate
– Increase in consolidated equity (£m)
Impact of 10% appreciation of UK sterling against Canadian dollar
– Canadian dollar foreign exchange rate
– Decrease in consolidated equity (£m)
1.6680
1.5012
25.8
1.8348
(21.1)
1.5827
1.4244
5.0
1.7410
(4.1)
1.5307
1.3776
28.3
1.6838
(23.1)
1.5504
1.3954
5.3
1.7054
(4.3)
The above sensitivity analysis is based on the following assumptions:
– Only those foreign currency assets and liabilities that are directly affected by changes in foreign exchange rates are included in the calculation.
– The above calculations assume that the exchange rates between any pair of currencies other than the pair stated do not change as a result of the
change in the exchange rate between the pair stated.
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(i) Market risk (continued)
The Group’s consolidated income statement exposures to foreign currency translation risk were as follows:
US dollars
– US$ element of North American operating profit
– Intangible asset expenses
– Redundancy / restructuring costs
– Share of profit of joint ventures
– Exceptional items
– Net finance costs
– Net tax charge
Canadian dollars
– C$ element of North American operating profit
– Net finance costs
– Net tax (charge)/credit
Net exposure
2011
£m
17.8
(0.1)
(0.7)
9.3
Nil
(0.4)
(10.0)
2.2
Nil
(0.8)
17.3
2010
£m
9.7
(0.3)
(0.3)
8.0
(4.1)
(5.2)
(2.8)
Nil
(0.3)
0.1
4.8
The operating profit figures shown in the above table reconcile to the operating profit for North America shown in the segmental information in note
2(b) as follows:
US$ element of North American operating profit shown above
C$ element of North American operating profit shown above
Share based payment charges denominated in sterling
Operating profit shown in segmental information
The sensitivity of the Group’s consolidated income statement to translational exposures is illustrated below:
US dollar
US dollar average foreign exchange rate
Impact of 10% depreciation of UK sterling against US dollar
– US dollar foreign exchange rate
– Increase in consolidated profit after taxation (£m)
Impact of 10% appreciation of UK sterling against US dollar
– US dollar foreign exchange rate
– Decrease in consolidated profit after taxation (£m)
Canadian dollar
Canadian dollar average foreign exchange rate
Impact of 10% depreciation of UK sterling against Canadian dollar
– Canadian dollar foreign exchange rate
– Increase in consolidated profit after taxation (£m)
Impact of 10% appreciation of UK sterling against Canadian dollar
– Canadian dollar foreign exchange rate
– Decrease in consolidated profit after taxation (£m)
The above sensitivity analysis is based on the following assumptions:
2011
£m
17.8
2.2
(0.7)
19.3
2010
£m
9.7
Nil
(0.6)
9.1
2011
2010
1.5646
1.4081
1.8
1.7211
(1.4)
1.5823
1.4241
0.2
1.7405
(0.1)
1.6020
1.4418
0.5
1.7622
(0.5)
1.7189
1.5470
Nil
1.8908
Nil
– Only those income statement items directly affected by changes in foreign exchange rates are included in the calculation. For example, changes
in commodity prices that indirectly occur due to changes in foreign exchange rates are not included in the sensitivity calculation.
– The above calculations assume that the exchange rates between any pair of currencies other than the pair stated do not change as a result of the
change in the exchange rate between the pair stated.
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Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(i) Market risk (continued)
Foreign currency transactional risk
Foreign currency transactional risk is the risk that future cash flows (such as from sales and purchases of goods and services) will fluctuate because of
changes in foreign exchange rates.
The Group is exposed to limited foreign currency transactional risk due to the low value of transactions entered into by subsidiaries in currencies other
than their functional currency. Group Treasury carries out forward buying of currencies where appropriate.
The Group reviews and considers hedging of actual and forecast foreign exchange transactional exposures up to one year forward. At 30 April 2011
there were no material net transactional foreign currency exposures (2010: £Nil).
The Group’s exposure to commodity price risk includes a foreign currency element due to the impact of foreign exchange rate movements on the
sterling cost of fuel for the Group’s UK operations. The effect of foreign exchange rate movements on sterling-denominated fuel prices is managed
through the use of fuel derivative financial instruments denominated in the functional currency in which the fuel is purchased. Further information on
fuel hedging is given under the heading “Price risk” on pages 84 to 86.
Interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates.
The Group is exposed to interest rate risk principally through its borrowings and interest rate derivatives. It has a mixture of fixed-rate borrowings
(where the fair value is exposed to changes in market interest rates), cash and floating-rate borrowings (where the future cash flows are exposed to
changes in market interest rates).
The Group’s objective with regards to interest rate risk is to reduce the risk of changes in interest rates significantly affecting future cash flows and/or
profit. To provide some certainty as to the level of interest cost, it is the Group’s policy to manage interest rate exposure through the use of fixed and
floating rate debt. Derivative financial instruments are also used where appropriate to generate the desired interest rate profile.
The Group measures interest rate risk by quantifying the relative proportions of each of gross debt and net debt that are effectively subject to fixed
interest rates and considers the duration for which the relevant interest rates are fixed.
Following the issue of the Group’s £400m 5.75% bonds in December 2009, the Group adjusted its interest rate management arrangements to ensure
an appropriate interest rate profile going forward. Certain of the Group’s interest rate cash flow hedges became ineffective and were cancelled. As a
result, the Group entered into interest rate fair value hedges with a notional value of £150m which synthetically convert a proportion of the fixed rate
debt to floating rate debt.
At 30 April 2011, the interest rate profile of the Group’s interest bearing financial liabilities was as follows:
Currency
Floating rate
Fixed rate
Total
Weighted
average fixed
interest rate
Weighted
average period
for which rate
is fixed
Sterling
US Dollar
Canadian Dollar
Gross borrowings
£m
342.2
Nil
Nil
342.2
£m
268.6
40.4
3.4
312.4
£m
610.8
40.4
3.4
654.6
%
5.8%
4.2%
5.1%
5.5%
Years
5.7
3.7
0.9
5.4
At 30 April 2010, the interest rate profile of the Group’s interest bearing financial liabilities was as follows:
Currency
Floating rate
Fixed rate
Total
Weighted
average fixed
interest rate
Weighted
average period
for which rate
is fixed
Sterling
US Dollar
Canadian Dollar
Gross borrowings
£m
355.5
Nil
Nil
355.5
£m
266.3
51.2
3.9
321.4
£m
621.8
51.2
3.9
676.9
%
5.8%
4.2%
5.1%
5.5%
Years
6.7
4.7
1.9
6.3
All of the above figures take into account the effect of interest rate derivatives.
The floating rate financial liabilities bear interest at rates fixed in advance for periods ranging from one to six months based on market rates.
The maturity profile of the Group’s borrowings is shown in note 23(b).
The Group’s financial assets on which floating interest is receivable comprise cash deposits and cash in hand of £358.3m (2010: £375.7m). Financial
assets on which fixed interest is receivable total £2.8m (2010: £3.1m) before impairment and comprise a loan to a joint venture in 2011 and 2010. The
net financial assets on which fixed interest is receivable have a weighted average interest rate of 7.0% (2010: 7.0%) and have no fixed repayment date.
The Group does not account for any fixed rate financial assets and liabilities at fair value through profit or loss. The interest rate derivatives outstanding
at 30 April 2011 are designated by the Group as hedging instruments under a fair value accounting model. No other hedging instruments are
accounted for by the Group under a fair value accounting model.
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(i) Market risk (continued)
The impact of a change of 100 basis points on all relevant floating interest rates on annualised interest payable on cash and borrowings balances
outstanding at the balance sheet date was:
Interest rates 100 basis points higher
- Decrease in net finance costs
- Increase in net tax charge
- Increase in profit after taxation
Interest rates 100 basis points lower
- Increase in net finance costs
- Decrease in net tax charge
- Decrease in profit after taxation
2011
£m
0.2
(0.1)
0.1
(0.2)
0.1
(0.1)
2010
£m
0.2
(0.1)
0.1
(0.2)
0.1
(0.1)
The above sensitivity analysis is based on the following methods and assumptions:
- All relevant floating interest rates (including Bank of England base rate and LIBOR) change by 100 basis points.
- The change is calculated by working out an annualised interest charge on the amounts outstanding at the balance sheet date and comparing this to
the same charge re-calculated for a change of 100 basis points in the interest rate. While this provides some indication of the impact on future profit
and cash flows from changes in interest rates, it does not necessarily indicate the extent to which the profit for the years ended 30 April 2011 and
30 April 2010 would have differed had the interest rates applying during those years been different.
- The impact of changes in interest rates on items that are not financial instruments (for example, provisions and pension assets/obligations) is
excluded.
Price risk
The Group is exposed to commodity price risk. The Group’s operations as at 30 April 2011 consume approximately 370m litres of diesel fuel per
annum. As a result, the Group’s profit is exposed to movements in the underlying price of fuel.
The Group’s objective in managing commodity price risk is to reduce the risk that movements in fuel prices result in adverse movements in its profit
and cash flow. The Group has a policy of managing the volatility in its fuel costs by maintaining an ongoing fuel-hedging programme whereby
derivatives are used to fix or cap the variable unit cost of a percentage of anticipated fuel consumption. The Group’s exposure to commodity price risk
is measured by quantifying the element of projected future fuel costs, after taking account of derivatives in place, which varies due to movements in
fuel prices. Group Treasury is responsible for the processes for measuring and managing commodity price risk.
The Group’s overall fuel costs include the impact of delivery margins, fuel taxes and fuel tax rebates. These elements of fuel costs are not managed as
part of Group Treasury’s commodity price risk management and are managed directly by business unit management.
The Group uses a number of fuel derivatives to hedge against movements in the price of the different types of fuel used in each of its divisions. The
fuel derivatives hedge the underlying commodity price risk (denominated in US$) and in the case of the UK Bus (regional operations) division, the UK
Bus (London) and the UK Rail division, they also hedge the currency risk due to the commodity being priced in US$ and the functional currency of the
two divisions being pounds sterling.
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Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(i) Market risk (continued)
At 30 April 2011 and 30 April 2010, the projected fuel costs (excluding premia payable on fuel derivatives, delivery margins, fuel taxes and fuel tax
rebates) for the next twelve months were:
Costs subject to fuel swaps:
– UK Bus (regional operations)
– UK Bus (London)
– UK Rail
– North America
Costs not subject to fuel swaps:
– UK Bus (regional operations)
– UK Bus (London)
– UK Rail
– North America
Total
2011
£m
(76.3)
(9.4)
(19.0)
(21.0)
(125.7)
(4.1)
(11.4)
(8.4)
(9.0)
(32.9)
(158.6)
2010
£m
(68.0)
Nil
(14.9)
(18.9)
(101.8)
(1.8)
Nil
(5.8)
(4.6)
(12.2)
(114.0)
The figures in the above table are after taking account of derivatives and applying the fuel prices and foreign exchange rates as at the balance sheet
date.
If all of the relevant fuel prices were 10% higher at the balance sheet date, the amounts in the above table would change by the following:
Costs not subject to fuel swaps:
– UK Bus (regional operations)
– UK Bus (London)
– UK Rail
– North America
Decrease in projected profit before taxation
2011
£m
(0.4)
(1.1)
(0.8)
(0.9)
(3.2)
2010
£m
(0.2)
Nil
(0.6)
(0.5)
(1.3)
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(i) Market risk (continued)
If all of the relevant fuel prices were 10% lower at the balance sheet date, the amounts would change by the following:
Costs not subject to fuel swaps:
– UK Bus (regional operations)
– UK Bus (London)
– UK Rail
– North America
Increase in projected profit before taxation
2011
£m
0.4
1.1
0.8
0.9
3.2
2010
£m
0.2
Nil
0.6
0.5
1.3
(ii) Credit risk
Credit risk is the risk of financial loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual obligations.
Credit risk is managed by a combination of Group Treasury and business unit management, and arises from cash and cash equivalents, derivative
financial instruments and deposits with banks and financial institutions, as well as credit exposures to amounts due from outstanding receivables and
committed transactions.
The Group’s objective is to minimise credit risk to an acceptable level whilst not overly restricting the Group’s ability to generate revenue and profit. It
is the Group’s policy to invest cash assets safely and profitably. To control credit risk, counterparty credit limits are set by reference to published credit
ratings and the counterparty’s geographical location. The Group considers the risk of material loss in the event of non-performance by a financial
counterparty to be low.
In determining whether a financial asset is impaired, the Group takes account of:
• The fair value of the asset at the balance sheet date and where applicable, the historic fair value of the asset;
• In the case of receivables, the counterparty’s typical payment patterns;
• In the case of receivables, the latest available information on the counterparty’s creditworthiness such as available financial statements, credit
ratings etc.
In the case of equity investments classified as available for sale assets, a significant or prolonged reduction in the fair value of the assets is considered as
an indicator that the securities might be impaired.
The movement in the provision for impairment of trade and other receivables is shown in note 20.
The table below shows the maximum exposure to credit risk for the Group at the balance sheet date:
Financial assets at fair value through profit or loss
Trade receivables
Loans and other receivables
Cash and cash equivalents – pledged as collateral
Cash and cash equivalents - other
Excluding derivative financial instruments
Derivatives used for hedging
Total exposure to credit risk
Gross
Impairment Net exposure
2011
£m
Nil
115.0
57.7
20.3
338.0
531.0
71.5
602.5
2011
£m
Nil
(1.9)
(2.8)
Nil
Nil
(4.7)
Nil
(4.7)
2011
£m
Nil
113.1
54.9
20.3
338.0
526.3
71.5
597.8
Gross
2010
£m
Nil
128.8
37.6
65.8
309.9
542.1
31.2
573.3
Impairment
Net exposure
2010
£m
Nil
(4.5)
(3.1)
Nil
Nil
(7.6)
Nil
(7.6)
2010
£m
Nil
124.3
34.5
65.8
309.9
534.5
31.2
565.7
The Group’s exposure to credit risk is influenced mainly by the individual characteristics of each customer or counterparty. The Group’s largest credit
exposures are to the UK Department for Transport, Transport for London, and other government bodies and financial institutions with short-term
credit ratings of A1 (or equivalent) or better, all of which the Group considers unlikely to default on their respective liabilities to the Group.
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Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(ii) Credit risk (continued)
The Group’s total net exposure to credit risk by geographic region is analysed below:
United Kingdom
North America
The Group’s financial assets by currency are analysed below:
Sterling
US dollars
Canadian dollars
All of the above financial assets’ carrying amounts are representative of their maximum credit exposure.
The following financial assets were past due, but not impaired at the balance sheet date:
Amounts 1 to 90 days overdue
Amounts 91 to 180 days overdue
Amounts 181 to 365 days overdue
Amounts more than 365 days overdue
2011
£m
552.0
45.8
597.8
2011
£m
552.0
41.0
4.8
597.8
2011
£m
13.7
1.3
0.5
Nil
15.5
2010
£m
515.6
50.1
565.7
2010
£m
515.4
44.7
5.6
565.7
2010
£m
12.5
2.3
0.1
0.1
15.0
The Group does not hold any collateral in respect of its credit risk exposures set out above (2010: £Nil) and has not taken possession of any collateral it
holds or called for other credit enhancements during the year ended 30 April 2011 (2010: £Nil).
(iii) Liquidity risk
Liquidity risk is the risk that the Group will encounter difficulty in meeting its financial obligations as they fall due. The Group’s objective in managing
liquidity 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 Group’s reputation.
The funding policy is to finance the Group through a mixture of bank, lease and hire purchase debt, capital markets issues and cash generated by the
business.
As at 30 April 2011, the Group’s credit facilities were £1,112.1m (2010: £959.2m), £447.2m (2010: £466.0m) of which were utilised, including
utilisation for the issuance of bank guarantees, bonds and letters of credit.
The Group had the following undrawn committed banking and uncommitted asset finance facilities:
2011
2010
Expiring within one year
Expiring in more than one year but not more than two years
Expiring beyond two years
£m
204.7
6.6
453.6
664.9
£m
170.5
322.7
Nil
493.2
Although there is an element of seasonality in the Group’s bus and rail operations, the overall impact of seasonality on working capital and liquidity is
not considered significant.
The Board expects the Group to be able to meet current and future funding requirements through free cash flow and available committed facilities. In
addition, the Group has an investment grade rating which should allow it access at short notice to additional bank and capital markets debt funding.
The Group’s principal lines of credit have been arranged on a bi-lateral basis with a group of relationship banks which provide bank facilities for general
corporate purposes. These arranged lines of credit allow cash drawdowns to finance the Group and also include facilities which are dedicated to issuing
performance/season ticket bonds, guarantees and letters of credit.
The Group’s committed bank facilities as at 30 April 2011 are analysed below:
Expiring in
MAIN GROUP FACILITIES
– 2016
– 2014
– 2013
– 2012
LOCAL & SHORT-TERM FACILITIES
– Various
Performance bonds,
guarantees
etc drawn
£m
Available for
non-cash
utilisation only
£m
Available for
cash
drawings
£m
(66.9)
(34.8)
(70.8)
(51.8)
(224.3)
(2.2)
(226.5)
(33.0)
(7.2)
(9.9)
(17.8)
(67.9)
Nil
(67.9)
410.1
Nil
Nil
Nil
410.1
13.5
423.6
Facility
£m
510.0
42.0
80.7
69.6
702.3
15.7
718.0
Stagecoach Group plc | page 87
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(c) Nature and extent of risks arising from financial instruments (continued)
(iii) Liquidity risk (continued)
The Group manages its liquidity risk based on contracted cash flows. The following are the contractual maturities of financial liabilities, including
interest payments. The amounts disclosed in the table are the contractual undiscounted cash flows.
As at 30 April 2011
Non derivative financial liabilities:
Unsecured bond issues
Redeemable preference shares
Finance lease liabilities
Hire purchase liabilities
Loan notes payable
Trade and other payables
Derivative financial liabilities:
Derivatives used for hedging
As at 30 April 2010
Non derivative financial liabilities:
Unsecured bond issues
Redeemable preference shares
Finance lease liabilities
Hire purchase liabilities
Loan notes payable
Trade and other payables
Derivative financial liabilities:
Derivatives used for hedging
Carrying
amount
£m
Contractual
cash flows
£m
Less
than 1 year
£m
1-2
years
£m
2-5
years
£m
More
than 5 years
£m
(410.2)
(2.6)
(43.8)
(176.9)
(21.1)
(420.8)
(538.0)
(2.6)
(48.2)
(188.0)
(21.1)
(420.8)
(23.0)
(2.6)
(11.7)
(31.9)
(21.1)
(406.4)
(23.0)
Nil
(8.4)
(29.2)
Nil
(14.4)
(69.0)
Nil
(26.9)
(78.2)
Nil
Nil
(423.0)
Nil
(1.2)
(48.7)
Nil
Nil
(1,075.4)
(1,218.7)
(496.7)
(75.0)
(174.1)
(472.9)
(0.2)
(0.2)
(0.1)
(0.1)
Nil
Nil
(1,075.6)
(1,218.9)
(496.8)
(75.1)
(174.1)
(472.9)
Carrying
amount
£m
Contractual
cash flows
£m
Less
than 1 year
£m
1-2
years
£m
2-5
years
£m
More
than 5 years
£m
(406.9)
(3.3)
(55.1)
(185.4)
(26.2)
(438.4)
(561.0)
(3.3)
(62.2)
(194.7)
(26.2)
(438.4)
(23.0)
(3.3)
(9.9)
(16.1)
(26.2)
(426.5)
(23.0)
Nil
(12.5)
(29.8)
Nil
(11.9)
(69.0)
Nil
(33.0)
(77.0)
Nil
Nil
(446.0)
Nil
(6.8)
(71.8)
Nil
Nil
(1,115.3)
(1,285.8)
(505.0)
(77.2)
(179.0)
(524.6)
(11.3)
(11.8)
(4.4)
(5.4)
(2.0)
Nil
(1,126.6)
(1,297.6)
(509.4)
(82.6)
(181.0)
(524.6)
The “contractual cash flows” shown in the above tables are the contractual undiscounted cash flows under the relevant financial instruments. Where
the contractual cash flows are variable based on a price, foreign exchange rate, interest rate or index in the future, the contractual cash flows in the
above table 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 cash flows 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 cash flows 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 above tables are on the
assumption the holder redeems at the earliest opportunity. In the case of bank loans, which are drawn under revolving facilities, the contracted cash
flows in respect of interest up to and including the next rollover date are shown.
page 88 | Stagecoach Group plc
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Note 27 Financial instruments (continued)
(d) Accounting policies
The Group’s significant accounting policies and measurement bases in respect of financial instruments are disclosed in note 1.
(e) Reclassification of financial assets
There have been no reclassifications of financial assets between (1) those measured at cost or amortised cost and (2) those measured at fair value
during the year ended 30 April 2011 (2010: None).
(f) Collateral
Included within the cash and cash equivalents balance of £358.3m as at 30 April 2011 (2010: £375.7m) are £20.3m (2010: £65.8m) of cash balances
that have been pledged as collateral for liabilities as follows:
– £Nil (2010: 40.2m) has been pledged by the Group as collateral for letters of credit issued by the Bank of Scotland as collateral for the Group’s North
American insurance provisions.
– £18.9m (2010: £23.8m) has been pledged by the Group as collateral for £18.9m (2010: £23.8m) of loan notes that are classified within current
liabilities: borrowings. The cash is held on deposit at Bank of Scotland. Bank of Scotland has guaranteed the Group’s obligations to the holders of
the loan notes and to the extent that the Group fails to satisfy its obligations under the loan notes, Bank of Scotland shall use the cash collateral to
satisfy such obligations.
– £1.0m (2010: £1.4m) has been pledged by the Group as collateral for liabilities to the vendors of certain businesses that the Group acquired in
North America.
– £0.4m (2010: £0.4m) is held in an escrow account in North America in relation to insurance claims.
The fair value of the financial assets pledged as collateral is the same as their carrying value as at 30 April 2011 and 30 April 2010.
(g) Compound financial instruments
The Group did not hold any compound financial instruments as at 30 April 2011 (2010: £Nil).
(h)Defaults and breaches
The Group has not defaulted on any loans payable during the years ended 30 April 2011 and 30 April 2010 and no loans payable are in default as at
30 April 2011 and 30 April 2010. The Group was in compliance with all bank loan covenants as at 30 April 2011 and as at 30 April 2010.
(i) Income, expense, gains and losses
The following items of income, expense, gains and losses in respect of financial instruments (excluding commodity hedges, trade and other payables
and trade and other receivables) have been recognised in the financial statements.
Financial assets at fair value through profit or loss
Interest income and expense
Interest income for financial assets and financial liabilities that are not at fair value through profit or loss
Interest expense for financial assets and financial liabilities that are not at fair value through profit or loss
Available for sale financial assets
Losses recognised directly in equity
2011
£m
Nil
5.4
(36.0)
Nil
(30.6)
2010
£m
Nil
10.8
(58.3)
(0.2)
(47.7)
The net finance costs reported in the consolidated income statement includes amounts that arise on non-financial liabilities and excludes amounts
recognised directly in equity and impairment losses on investments. The net loss presented above can be reconciled to the net finance costs reported
in the consolidated income statement as follows:
Reconciliation to net finance costs:
Net loss presented above
Unwinding of discount on provisions
Exclude losses recognised directly in equity
Net finance costs reported in consolidated income statement
2011
£m
(30.6)
(3.9)
Nil
(34.5)
Note
6
2010
£m
(47.7)
(3.7)
0.2
(51.2)
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(j) Hedge accounting
A summary of the Group’s hedging arrangements is provided in the table below.
Type of hedge
Fair value hedges
Cash flow hedges
Hedges of net investment in foreign operations
Risks hedged by Group
– Interest rate risks
– Commodity price risk
– Interest rate risks
– Foreign investment risk
Carrying value and fair value of derivative financial instruments
Derivative financial instruments are classified on the balance sheet as follows:
Non-current assets
Interest rate derivatives
Fuel derivative
Current assets
Interest rate derivatives
Fuel derivatives
Foreign currency derivatives
Current liabilities
Fuel derivatives
Non-current liabilities
Interest rate derivatives
Fuel derivatives
Foreign currency derivatives
Total net carrying value
Interest rate derivatives
Fuel derivatives
Foreign currency derivatives
Hedging instruments used
– Derivatives (interest rate swaps)
– Derivatives (commodity swaps)
– Derivatives (interest rate swaps)
– Foreign currency borrowings
– Derivatives (foreign currency
forward contracts)
2011
£m
2.9
17.8
20.7
2.7
45.2
2.9
50.8
(0.1)
(0.1)
Nil
(0.1)
Nil
(0.1)
5.6
62.8
2.9
71.3
2010
£m
1.9
3.6
5.5
2.8
22.9
Nil
25.7
(4.0)
(4.0)
(1.9)
Nil
(5.4)
(7.3)
2.8
22.5
(5.4)
19.9
The fair value of derivative financial instruments is equal to their carrying value, as shown in the above table.
Embedded derivatives
In accordance with IAS 39, Financial Instruments: Recognition and measurement, all significant contracts to which the Group is a party have been
reviewed for embedded derivatives. There were no embedded derivatives as at 30 April 2011 (2010: None) which were separately accounted for.
page 90 | Stagecoach Group plc
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Note 27 Financial instruments (continued)
(j) Hedge accounting (continued)
Cash flow hedges - fuel
As noted previously, the Group uses a number of fuel derivatives to hedge the different types of fuel used in each of its divisions.
The movements in the fair value of fuel derivatives in the year were as follows:
2011
Fuel derivatives
Fair value at start of year
Changes in fair value during year taken to cash flow hedging reserve
Cash (received)/paid during the year
Fair value at end of year
The fair value of the fuel derivatives split by maturity was as follows:
As at 30 April 2011
Within one year
1 to 2 years
2 to 3 years
As at 30 April 2010
Within one year
1 to 2 years
The fair value of fuel derivatives is further analysed by currency and segment as follows:
As at 30 April 2011
Sterling denominated – UK Bus (regional operations)
Sterling denominated – UK Bus (London)
Sterling denominated – UK Rail
US dollar denominated – North America
As at 30 April 2010
Sterling denominated – UK Bus (regional operations)
Sterling denominated – UK Rail
US dollar denominated – North America
£m
22.5
52.6
(12.3)
62.8
Assets
£m
45.2
17.0
0.8
63.0
22.9
3.6
26.5
Fair value
£m
37.0
4.4
9.6
11.8
62.8
16.0
1.1
5.4
22.5
2010
£m
(61.1)
42.6
41.0
22.5
Liabilities
£m
(0.1)
(0.1)
Nil
(0.2)
(4.0)
Nil
(4.0)
Notional quantity
of fuel covered
by derivatives
Millions of litres
277.8
7.8
88.1
79.1
452.8
240.0
47.5
79.0
366.5
Fair value and cash flow hedges - interest
As noted previously, the Group uses a number of interest rate derivatives to hedge its exposure to floating interest rates. In connection with the issue
of the Group’s £400m 5.75% Bonds in December 2009, the Group adjusted its interest rate management arrangements. The Group’s cash flow interest
rate hedges became ineffective and were cancelled, resulting in a one-off exceptional expense and cash outflow of £20.5m during the year ended 30
April 2010. The Group subsequently entered into a number of interest rate fair value hedges which cover periods up to 16 December 2014.
The movements in the fair value of interest rate derivatives used as hedging instruments in the year were as follows:
Interest rate derivatives
Fair value at start of year
Changes in fair value during year taken to cash flow hedging reserve
Changes in fair value reflected in carrying value of hedged item
Cash paid/(received) during the year
Fair value at end of year
Cash flow hedges
Fair value hedges
2011
£m
Nil
Nil
Nil
Nil
Nil
2010
£m
(21.0)
(4.3)
Nil
25.3
Nil
2011
£m
2.8
Nil
6.1
(3.3)
5.6
2010
£m
Nil
Nil
2.6
0.2
2.8
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Notes to the consolidated financial statements
Note 27 Financial instruments (continued)
(j) Hedge accounting (continued)
Fair value and cash flow hedges - interest (continued)
The fair value of the interest rate derivatives split by maturity was as follows:
Cash flow hedges
Fair value hedges
As at 30 April 2011
Within one year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
As at 30 April 2010
Within one year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
Assets
£m
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Liabilities
£m
Nil
Nil
Nil
Nil
Ni
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Assets
£m
2.7
1.5
0.3
1.1
Nil
5.6
2.8
1.3
Nil
Nil
0.6
4.7
All of the interest rate derivatives are sterling denominated and are managed and held centrally.
Cash flow hedging reserve
The movements in the cash flow hedging reserve were as follows:
Interest rate
derivatives
Fuel
derivatives
Cash flow hedging reserve at 1 May 2009
Changes in fair value during the year taken to cash flow hedging reserve
Cash flow hedges reclassified and reported in profit for year
Tax effect of cash flow hedges
Cash flow hedging reserve at 30 April 2010
Changes in fair value during the year taken to cash flow hedging reserve
Cash flow hedges reclassified and reported in profit for year
Tax effect of cash flow hedges
Cash flow hedging reserve at 30 April 2011
Cash flow hedging reserve before tax
Tax to be charged to income statement in future periods
Cash flow hedging reserve after tax
£m
(14.8)
(4.3)
24.8
(5.7)
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
£m
(37.4)
42.6
37.0
(22.3)
19.9
52.6
(21.8)
(7.4)
43.3
58.4
(15.1)
43.3
Liabilities
£m
Nil
Nil
Nil
Nil
Nil
Nil
Nil
Nil
(0.4)
(1.5)
Nil
(1.9)
Total
£m
(52.2)
38.3
61.8
(28.0)
19.9
52.6
(21.8)
(7.4)
43.3
58.4
(15.1)
43.3
During the year ended 30 April 2010, forecast interest payments for which hedge accounting had previously been applied were no longer expected to
occur because floating-rate bank loans were repaid following the issue of a fixed-rate corporate bond. As a result, certain interest rate derivatives
ceased to be effective hedging instruments and £20.5m of pre-tax losses previously deferred in the cash flow hedging reserve were immediately
reclassified and reported in profit as an exceptional item (see note 4).
There have been no other instances during the year ending 30 April 2011 (2010: None) from a Group perspective where a forecast transaction for
which hedge accounting had previously been used was no longer expected to occur.
Hedge of overseas net investments
Changes in the Group’s hedging of overseas net investments during the year ended 30 April 2011 are explained on page 81.
The movements in the fair value of the foreign currency derivative contracts used as a hedging instrument in the year were as follows:
Foreign currency derivatives
Fair value at start of year
Changes in fair value during the year
Cash received during the year
Fair value at end of year
page 92 | Stagecoach Group plc
2011
£m
(5.4)
8.3
Nil
2.9
2010
£m
3.1
(5.4)
(3.1)
(5.4)
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:47 Page 93
Note 27 Financial instruments (continued)
(j) Hedge accounting (continued)
Hedge of overseas net investments (continued)
The fair value of the foreign currency derivatives split by maturity was as follows:
Assets
Liabilities
As at 30 April 2011
Within one year
As at 30 April 2010
1 to 2 years
£m
2.9
Nil
£m
Nil
(5.4)
Note 28 Share capital
Under the Companies Act 2006, companies are no longer required to have an authorised share capital and a resolution was passed at the 2010 Annual
General Meeting to take advantage of this deregulating measure. Therefore, the Company no longer has an authorised share capital. The allotted,
called-up and fully paid ordinary share capital was:
Allotted, called-up and fully-paid
ordinary shares of 56/57 pence each
At beginning of year
Allotted to employees and former employees
under share option schemes
At end of year
2011
2010
No. of shares
£m
No. of shares
£m
720,066,186
58,764
720,124,950
7.1
–
7.1
719,478,434
587,752
720,066,186
7.1
–
7.1
The balance on the share capital account shown above represents the aggregate nominal value of all ordinary shares in issue.
The Group operates two Employee Share Ownership Trusts: the Stagecoach Group Qualifying Employee Share Ownership Trust (“QUEST”) and the
Stagecoach Group Employee Benefit Trust (“EBT”). Shares held by these trusts are treated as a deduction from equity in the Group’s financial
statements. Other assets and liabilities of the trusts are consolidated in the Group’s financial statements as if they were assets and liabilities of the
Group. As at 30 April 2011, the QUEST held 333,372 (2010: 333,372) ordinary shares in the Company and the EBT held 1,854,213 (2010: 2,003,075)
ordinary shares in the Company. The trusts have waived dividends on the shares they hold.
The Group had 4,087,302 (2010: 5,187,055) redeemable ‘B’ shares of 63 pence each at 30 April 2011. The Group had the right to redeem all of the
remaining ‘B’ shares at any time and redeemed the remaining shares on 31 May 2011.
The ‘B’ shares that remained in issue are classified as liabilities and the dividends payable on such shares are classified in the consolidated income
statement within finance costs.
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Notes to the consolidated financial statements
Note 29 Share based payments
The Group operates an Executive Share Option Scheme, a Save as You Earn Scheme (“SAYE”), a Long Term Incentive Plan (“LTIP”) and an Executive
Participation Plan (“EPP”). The Directors’ remuneration report on pages 32 to 38 gives further details of each of these arrangements.
As disclosed in note 7, share based payment charges of £7.2m (2010: £8.9m) have been recognised in the income statement during the year in relation
to the above schemes.
Grant date
Share price at grant/award date (£)
Exercise price (£)
Number of employees holding
options/units at 30 April 2011
Shares under option/
notional units at 30 April 2011
Vesting period (years)
Expected volatility
Option/award life (years)
Expected life (years)
Risk free rate
Expected dividends expressed
as an average annual dividend yield
Expectations of meeting
performance criteria
Fair value per option/
notional unit at grant date (£)
Executive Share Option Scheme
SAYE
LTIP*
LTIP*
LTIP*
LTIP*
LTIP*
December
2004 ø
June
2004 ø
December
2003†
October
2008
June
2007
June
2008
December
2009
June
2010
December
2010
1.1150
1.1150
0.8575
0.8575
0.8075
0.8075
2.5178
3.2750
1.8075
2.8000
1.6070
2.1160
2.0785
Nil
4,237
n/a
Nil
n/a
13
n/a
14
n/a
14
n/a
14
7
72,824
3
30%
7
4.4
Nil
Nil
3
30%
7
4.4
Nil
6,042,752
Nil 1,030,295 2,779,259 1,185,910 1,085,777
3
30%
7
4.4
3
3
3
3
30%
30%
30%
30%
3.5
3
3
3
n/a
3
3
n/a
3
3
n/a
3
30%
3
3
n/a
3
30%
3
3
n/a
4.75%
4.64%
4.64%
4.43%
3.14%
3.38%
3.34%
1.37% 3.15%
2.12%
4.04%
3.89%
3.37%
100%
100%
100%
100%
**
**
**
**
**
0.26
0.20
0.19
1.14
0.70
1.08
0.46
0.52
0.60
Option pricing model
Black-Scholes
Black-Scholes Black-Scholes
Black-Scholes
Bespoke
simulation
Bespoke
simulation
Bespoke
simulation
Bespoke
simulation
Bespoke
simulation
† These options became fully vested during the year to 30 April 2007.
ø These options became fully vested during the year to 30 April 2008.
*LTIP awards are based on notional units. One notional unit has a value equal to one of the Company’s ordinary shares but subject to performance
conditions. LTIP awards are not share options and are valued using a separate simulation model therefore some of the above disclosures are not applicable.
**Reflected in fair value.
Expected volatility was determined at the date of grant from historic volatility, adjusted for events that were not considered to be reflective of the
volatility of the share price going forward.
Executive Share Option Scheme
The movements in executive share options during the year were as follows:
Award date
12 December 2003
25 June 2004
10 December 2004
At 1 May
2010
58,764
501,415
178,377
Exercised
(58,764)
(501,415)
(105,553)
738,556
(665,732)
At 30 April
2011
Nil
Nil
72,824
72,824
Exercise
price £
0.8075
0.8575
1.1150
Date from which
exercisable
Expiry date
12 December 2006
25 June 2007
10 December 2007
12 December 2010
25 June 2011
10 December 2011
All options were granted for nil consideration. The mid-market price for the ordinary shares at 30 April 2011 was £2.47 (2010: £1.97). The Company’s
ordinary shares traded in the range of £1.60 to £2.47 (2010: £1.16 to £1.99) during the year to that date.
As share options are exercised continuously throughout the year, the average share price during the year of £1.97 (2010: £1.57) is considered
representative of the weighted average share price at the date of exercise.
page 94 | Stagecoach Group plc
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Note 29 Share based payments (continued)
Save as You Earn Scheme
One issue from the SAYE scheme was in operation during the year as follows:
Issue
E
Option grant date
Savings contract start date
Exercise price
Date from which exercisable
Expiry date
1 September 2008
1 October 2008
10251.775p
1 October 2011
31 March 2012
The changes in the number of participating employees and options over ordinary shares were as follows:
Issue D
Issue E
Beginning of year
Expired
Cancelled
Forfeited
End of year
349
(53)
(53)
(53)
Nil
Number of
employees
Ordinary
shares under option
909,097
(92,619)
(92,619)
(92,619)
Number of
employees
4,841
(35)
(495)
(74)
Ordinary
shares under option
6,828,996
(61,960)
(626,799)
(97,485)
Nil
4,237
6,042,752
Long Term Incentive Plan
Under the LTIP, executives are awarded notional units with a value equal to one of the Company’s ordinary shares but subject to the same performance
conditions disclosed in the Directors’ remuneration report on pages 36 and 37. The movements in the LTIP during the year to 30 April 2011 were as follows:
Award date
28 June 2007
30 June 2008
10 Dec 2009
28 June 2010
9 Dec 2010
Outstanding
at start of year
(notional units)
Awards granted
in year
Dividends
in year
(notional units) (notional units)
Vested
in year
(notional units)
Outstanding
at end of year
(notional units)
Fair value per LTIP
unit at grant date
£
Fair value per LTIP
unit at 30 April 2011
£
TSR ranking
at
30 April 2011†
Vesting date
105,424
Nil
Nil
(105,424)
Nil
1,019,802
2,750,946
Nil
Nil
Nil
Nil
1,173,833
1,074,718
10,493
28,313
12,077
11,059
Nil
Nil
Nil
Nil
1,030,295
2,779,259
1,185,910
1,085,777
3,876,172
2,248,551
61,942
(105,424)
6,081,241
0.6991
1.0830
0.4619
0.5186
0.5988
Nil
1.2345
1.2689
0.7097
0.9412
Nil
158
63
133
99
31 Mar 2010 &
28 June 2010*
30 June 2011
10 Dec 2012
28 Jun 2013
9 Dec 2013
* The LTIP awards granted on 28 June 2007 would in the normal course of events have vested on 28 June 2010. As noted in the Directors’
remuneration report included in the 2010 Annual Report, the Remuneration Committee considered it appropriate to bring forward the vesting date of
the award to 31 March 2010 for Executive directors and certain others so as to permit vesting within the 2009/10 tax year. The awards were re-tested
on the original due vesting date to consider whether vesting on 28 June 2010 would have delivered a lower or different amount and it was found that
the earlier vesting had resulted in an understatement of the award level and unit price. Adjusting payments were made to reflect vesting of 100% of
the available units at a unit price of £1.903 to reflect actual performance over the original performance period.
† TSR ranking is based on the Group’s TSR ranking in the FTSE 250 whereby 1 is top and 250 is bottom of the comparator group. The TSR ranking is
calculated by independent advisors.
Executive Participation Plan
Under the EPP, executives and senior managers sacrifice part of their actual annual cash bonus and are awarded deferred shares with an initial market
value approximately equal to the amount of bonus foregone. The movements in EPP notional units during the year were as follows:
Outstanding
at start of year
(notional units)
Awards granted
in year
(notional units)
Exercised
in year
(notional units)
Lapsed
in year
(notional units)
Dividends
in year
(notional units)
Outstanding
at end of year
(notional units)
Award date
28 June 2007
476,110
Nil
(476,110)
Nil
Nil
Nil
26 June 2008
29 June 2009
10 Dec 2009
28 June 2010
909,278
1,524,721
1,009,627
Nil
3,919,736
Nil
Nil
Nil
917,657
917,657
(16,343)
Nil
Nil
(8,310)
(14,997)
(83,330)
Nil
(13,199)
(500,763)
(111,526)
9,218
15,059
10,633
9,408
44,318
887,156
1,456,450
1,020,260
905,556
4,269,422
Vesting date
8 Mar 2010
& 28 June 2010*
26 June 2011
29 June 2012
10 Dec 2012
28 June 2013
Expected total
value of award at
time of grant
£
Closing
share price on
date of grant
£
1,775,639
1.8075
2,411,107
1,819,440
1,538,943
1,780,805
2.6825
1.2700
1.6060
1.9020
* The awards granted on 28 June 2007 would in the normal course of events have vested on 28 June 2010. In light of the approach adopted for the
2008/09 bonus award to Executive Directors and senior managers, which was awarded wholly in deferred shares under the EPP, the Remuneration
Committee considered it appropriate to bring forward the vesting date of the 2007 EPP Award to permit vesting within the 2009/10 tax year for those
affected individuals, subject to the requirement to retain a number of released EPP shares to the original due vesting date (28 June 2010). The closing
share price on the vesting date of 8 March 2010 was £1.7820.
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Notes to the consolidated financial statements
Note 30 Reserves
A reconciliation of the movements in each reserve is shown in the Consolidated statement of changes in equity on page 44.
The balance of the share premium account represents the amounts received in excess of the nominal value of the ordinary shares offset by issue costs,
bonus issues of shares and any transfer between reserves.
The balance held in the retained earnings reserve is the accumulated retained profits of the Group. Cumulative goodwill of £113.8m (2010: £113.8m)
has been written off against reserves in periods prior to 1 May 1998 in accordance with the UK accounting standards then in force and such goodwill will
remain eliminated against reserves.
The capital redemption reserve represents the cumulative par value of all shares bought back and cancelled.
Details of own shares held are given in note 28. The own shares reserve represents the cumulative cost of shares in Stagecoach Group plc purchased in
the market and held by the Group’s two Employee Share Ownership Trusts offset by cumulative sales proceeds.
The translation reserve is used to record exchange differences arising from the translations of the financial statements of foreign operations. It is also
used to record the effect of hedging net investments in foreign operations.
The cash flow hedging reserve records the portion of the gain or loss on a hedging instrument in a cash flow hedge that is determined to be an effective
hedge. The cumulative gain or loss is recycled to the income statement to match the recognition of the hedged item through the income statement.
Note 31 Consolidated cash flows
(a) Reconciliation of operating profit to cash generated by operations
The operating profit of Group companies reconciles to cash generated by operations as follows:
Operating profit of Group companies
Depreciation
Loss on disposal of plant and equipment
Intangible asset expenses
Impairment of plant and equipment
Equity-settled share based payment expense
Operating cashflows before working capital movements
Increase in inventories
(Increase)/decrease in receivables
Decrease in payables
Decrease in provisions
Differences between employer pension contributions and amounts recognised in the income
statement
Cash generated by operations
(b) Proceeds from sale of property, plant and equipment
In the cash flow statement, proceeds from sale of property, plant and equipment comprise:
Net book values
Loss on disposal of plant and equipment
(Loss)/gain on disposal of properties
Value of property, plant and equipment traded in
Movement in receivables and deposits for proceeds from sale of property, plant and equipment
Proceeds from sale of property, plant and equipment
2011
£m
190.6
90.3
0.9
10.1
Nil
4.7
296.6
(2.1)
(13.4)
(4.4)
(2.8)
(20.4)
253.5
2011
£m
16.5
(0.9)
(0.1)
(0.8)
Nil
14.7
2010
£m
156.2
77.2
2.0
6.0
14.7
6.3
262.4
(1.9)
0.5
(7.4)
(1.9)
(17.2)
234.5
2010
£m
58.7
(2.0)
4.3
(3.0)
(5.0)
53.0
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Note 31 Consolidated cash flows (continued)
(c) Reconciliation of net cash flow to movement in net debt
The (decrease)/increase in cash reconciles to the movement in net debt as follows:
(Decrease)/increase in cash
Cash inflow from movement in borrowings
New hire purchase and finance leases
Debt of acquired subsidiaries
Foreign exchange movements
Other movements
Decrease in net debt
Opening net debt (as defined in note 36)
Closing net debt (as defined in note 36)
2011
£m
(16.1)
29.9
13.8
(8.1)
Nil
10.8
(0.7)
15.8
(296.7)
(280.9)
2010
£m
99.3
3.9
103.2
(65.7)
(0.4)
7.1
(0.8)
43.4
(340.1)
(296.7)
(d) Analysis of net debt
For the purpose of this note, net debt is as defined in note 36. The analysis below further shows the other items classified as net borrowings in the
consolidated balance sheet.
Cash
Cash collateral
Hire purchase and finance lease
obligations
Bank loans and loan stock
Bonds
Preference shares
Net debt
Accrued interest on bonds and preference shares
Effect of fair value hedges on carrying value of borrowings
Foreign exchange derivatives not included in
borrowings in balance sheet
Opening
Cashflows
£m
309.9
65.8
£m
29.4
(45.5)
(240.5)
(26.2)
(402.4)
(3.3)
(296.7)
(8.6)
(1.3)
5.4
24.1
5.1
Nil
0.7
13.8
23.0
Nil
Nil
New hire
purchase/
Foreign
exchange
finance leases movements movements
Other
£m
Nil
Nil
(8.1)
Nil
Nil
Nil
(8.1)
Nil
Nil
£m
(1.3)
Nil
3.8
Nil
8.3
Nil
10.8
Nil
Nil
£m
Nil
Nil
Nil
Nil
(0.7)
Nil
(0.7)
(23.0)
(2.6)
Closing
£m
338.0
20.3
(220.7)
(21.1)
(394.8)
(2.6)
(280.9)
(8.6)
(3.9)
Nil
(8.3)
Nil
(2.9)
Net borrowings (IFRS)
(301.2)
36.8
(8.1)
2.5
(26.3)
(296.3)
The cash amounts shown above include term deposits as explained in note 21.
(e) Restricted cash
The cash collateral balance as at 30 April 2011 of £20.3m (2010: £65.8m) comprises balances held in respect of insurance letters of credit of £Nil
(2010: £40.2m), balances held in trust in respect of loan notes of £18.9m (2010: £23.8m) and North America restricted cash balances of £1.4m (2010:
£1.8m). In addition, cash includes train operating company cash of £163.1m (2010: £182.8m). Under the terms of the franchise agreements, train
operating companies can only lend or distribute cash out of retained earnings, and only to the extent they do not breach franchise liquidity ratios.
(f) Non cash transactions
The principal non cash transactions were the acquisition of property, plant and equipment using new hire purchase and finance leases.
During the year, the Group entered into hire purchase and finance lease arrangements in respect of new assets with a total capital value at inception of
the contracts of £8.9m (2010: £72.4m). After taking account of deposits paid up front and other financing transactions of £Nil (2010: £3.6m) new hire
purchase and finance lease liabilities of £8.1m (2010: £69.3m) were recognised.
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Notes to the consolidated financial statements
Note 32 Contingencies
Contingent liabilities
(i) At 30 April 2011, the following bonds and guarantees were in place relating to the Group’s rail operations:
Performance bonds backed by bank facilities
– Stagecoach South Western Trains
– East Midlands Trains
Season ticket bonds backed by bank facilities and/or insurance arrangements
– Stagecoach South Western Trains
– East Midlands Trains
Intercompany loan facilities and guarantees
– Stagecoach South Western Trains
– East Midlands Trains
2011
£m
53.3
17.5
46.8
5.0
25.0
55.0
2010
£m
59.9
20.8
45.2
5.0
25.0
35.0
These contingent liabilities are not expected to crystallise, except that the intercompany loan facilities will be used from time to time but eliminate on
consolidation.
(ii) The Group and its joint venture, Virgin Rail Group Holdings Limited, have, in the normal course of business, entered into a number of long-term
supply contracts. The most significant of these relate to track, station and depot access facilities, together with new train lease and maintenance
arrangements.
(iii) Under UK Rail franchise agreements, the Group and its joint venture, Virgin Rail Group Holdings Limited, have agreed with the DfT annual amounts
receivable or payable in respect of the operation of rail franchises for future periods. Under these agreements, there is a requirement to comply with a
number of obligations. Failure to comply with these obligations would be a breach of the relevant franchise.
The Group assessed whether a provision for onerous contracts is required in respect of its rail franchises. The Group has discounted the expected
future cash flows related to its rail franchises to determine whether it is probable that the benefits to be derived by the Group from the franchises will
be lower than the unavoidable costs of meeting its obligations under the franchises. Estimates of cash flows are consistent with management’s plans
and forecasts. The Group has determined that no provision is necessary. The estimation of future cash flows and the discount rate involves a
significant degree of judgment. Actual results can differ from those assumed and there can be no absolute assurance that the assumptions used will
hold true.
Under certain circumstances following a breach by the Group of one or more of its rail franchise agreements, the DfT has the right to terminate all of
the franchises operated by the Group. Where the Group has defaulted on one franchise, the DfT has cross-default rights that might enable it (but not
require it) to terminate all of the franchises. The financial effect on the Group of a termination of one or more franchises would depend on which, if
any, of the Group’s contingent liabilities that the DfT sought to call. As at 30 April 2011, the capital at risk of the Group in this respect was:
Actual liabilities
Net intra-group amounts payable to train operators
Contingent liabilities
Season ticket bonds
Performance bonds
Parent company guarantees to suppliers
Undrawn committed loan facilities
Capital at risk as at 30 April 2011
Cash
Cash in train operating companies
Pro forma impact on net debt
South Western
Trains
East Midlands
Trains
£m
49.3
46.8
53.3
Nil
25.0
174.4
116.9
291.3
£m
Nil
5.0
17.5
9.5
20.0
52.0
46.2
98.2
Total
£m
49.3
51.8
70.8
9.5
45.0
226.4
163.1
389.5
We consider the likelihood of the contingent liabilities crystallising as being low. However, if all of the contingent liabilities had crystallised at 30 April
2011, the Group would have needed to have financed £226.4m (2010: £247.2m) and its gross debt would have increased by this amount. In
addition, the cash in the train operating companies would be transferred with the franchises and therefore the net debt of the Group would have
increased by £389.5m (2010: £430.0m).
There is no recourse to the Group in respect of any liabilities or contingent liabilities of Virgin Rail Group.
(iv) The Group and the Company are from time to time party to legal actions arising in the ordinary course of business. Liabilities have been recognised
in the financial statements for the best estimate of the expenditure required to settle obligations arising under such legal actions. As at 30 April 2011,
the accruals in the consolidated financial statements for such claims total £2.0m (2010: £5.4m). In addition, certain of the claims intended to be
covered by the insurance provisions (see note 25) are subject to or might become subject to litigation against the Group and/or the Company.
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Note 33 Guarantees and other financial commitments
(a) Capital commitments
Capital commitments were as follows:
Contracted for but not provided
For delivery in one year
2011
£m
119.8
(b) Operating lease commitments
The following were the future minimum contractual lease payments due under unexpired operating leases as at 30 April 2011:
As at 30 April 2011
Land &
buildings
Buses & other
road transportation
equipment
Trains &
rolling stock
Plant &
machinery
Lease payments due in respect of:
Year ending 30 April 2012
Year ending 30 April 2013
Year ending 30 April 2014
Year ending 30 April 2015
Year ending 30 April 2016
1 May 2016 and thereafter
£m
11.6
10.3
8.3
4.3
3.8
27.2
65.5
£m
7.8
7.4
6.2
1.9
0.2
Nil
23.5
£m
134.0
124.6
85.2
Nil
Nil
Nil
343.8
£m
3.5
2.0
0.3
0.1
Nil
0.6
6.5
2010
£m
11.1
Total
£m
156.9
144.3
100.0
6.3
4.0
27.8
439.3
All operating lease commitments associated with UK Rail franchises are assumed to terminate in line with the expected franchise end. The franchise-
end for the purpose of determining the commitments is the earlier date of which each franchise could end if the Group failed to meet specified
performance targets.
The amounts shown above do not include Network Rail charges, which are shown separately in note 33(c).
The following were the future minimum contractual lease payments due under unexpired operating leases as at 30 April 2010:
As at 30 April 2010
Land &
buildings
Buses & other
road transportation
equipment
Trains &
rolling stock
Plant &
machinery
Lease payments due in respect of:
Year ending 30 April 2011
Year ending 30 April 2012
Year ending 30 April 2013
Year ending 30 April 2014
Year ending 30 April 2015
1 May 2015 and thereafter
£m
9.5
8.1
7.4
5.7
2.7
20.1
53.5
£m
6.2
5.5
3.9
3.7
3.0
0.8
23.1
£m
128.5
131.1
133.6
96.8
Nil
Nil
490.0
£m
5.1
4.1
2.4
0.2
Nil
Nil
11.8
Total
£m
149.3
148.8
147.3
106.4
5.7
20.9
578.4
(c) Network Rail charges
The Group’s UK Rail franchises have contracts with Network Rail for access to the railway infrastructure (track, stations and depots) until the expected
end of the franchises. Commitments for payments under these contracts as at 30 April 2011 are as shown below.
Lease payments due in respect of:
Year ending 30 April 2012
Year ending 30 April 2013
Year ending 30 April 2014
2011
£m
140.7
125.2
100.9
366.8
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Notes to the consolidated financial statements
Note 33 Guarantees and other financial commitments (continued)
(c) Network Rail charges (continued)
Commitments for payments under these contracts as at 30 April 2010 were as follows:
Lease payments due in respect of:
Year ending 30 April 2011
Year ending 30 April 2012
Year ending 30 April 2013
Year ending 30 April 2014
2010
£m
149.1
144.2
148.7
136.7
578.7
(d) Joint ventures
Our share of commitments and contingent liabilities in joint ventures shown below are based on the latest statutory financial statements of the
relevant companies:
Annual commitments under non-cancellable operating leases
Franchise performance bonds
Season ticket bonds
2011
£m
48.1
10.3
2.1
2010
£m
47.6
10.3
1.9
The arrangements pursuant to which a performance bond is issued in respect of Virgin Rail Group Holdings Limited, a joint venture, requires that the
consolidated net assets (under UK GAAP and applying its own accounting policies) of Virgin Rail Group Holdings Limited are no less than £22.5m
(2010: £22.5m). This could restrict Virgin Rail Group Holding‘s ability to make distributions to the Group.
Note 34 Related party transactions
Details of major related party transactions during the year ended 30 April 2011 are provided below, except for those relating to the remuneration of the
Directors and management.
(i) Virgin Rail Group Holdings Limited - Non-Executive Directors
Two of the Group’s managers are non-executive directors of Virgin Rail Group Holdings Limited. During the year ended 30 April 2011, the Group earned
fees of £60,000 (2010: £60,000) from Virgin Rail Group Holdings Limited in this regard.
(ii) West Coast Trains Limited
West Coast Trains Limited is a subsidiary of Virgin Rail Group. For the year ended 30 April 2011, East Midlands Trains had purchases totalling £0.3m
(2010: £0.8m) and sales totalling £Nil (2010: £0.5m) from/to West Coast Trains Limited. East Midlands Trains has a payable of £Nil (2010: £27,000)
owed to West Coast Trains Limited as at 30 April 2011.
(iii) Noble Grossart Limited
Ewan Brown (Non-Executive Director) is a former executive director and current non-executive director of Noble Grossart Limited that provided
advisory services to the Group. Total fees payable to Noble Grossart Limited in respect of the year ended 30 April 2011 amounted to £Nil (2010:
£13,333). At 30 April 2011, Noble Grossart Investments Limited, a subsidiary of Noble Grossart Limited, held 4,084,999 (2010: 4,084,999) ordinary
shares in the Company, representing 0.6% (2010: 0.6%) of the Company’s issued ordinary share capital.
(iv) Alexander Dennis Limited
Sir Brian Souter (Chief Executive) and Ann Gloag (Non-Executive Director) collectively hold 37.9% (2010: 37.9%) of the shares and voting rights in
Alexander Dennis Limited. Noble Grossart Investments Limited (see (iii) above) controls a further 28.4% (2010: 28.4%) of the shares and voting rights
of Alexander Dennis Limited. None of Sir Brian Souter, Ann Gloag or Ewan Brown is a director of Alexander Dennis Limited nor do they have any
involvement in the management of Alexander Dennis Limited. Furthermore, they do not participate in deciding on and negotiating the terms and
conditions of transactions between the Group and Alexander Dennis Limited.
For the year ended 30 April 2011, the Group purchased £87.1m (2010: £48.9m) of vehicles from Alexander Dennis Limited and £5.7m (2010: £3.4m)
of spare parts and other services. As at 30 April 2011, the Group had £1.3m (2010: £0.4m) payable to Alexander Dennis Limited.
(v) Pension Schemes
Details of contributions made to pension schemes are contained in note 26 to the consolidated financial statements.
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Note 34 Related party transactions (continued)
(vi) Robert Walters plc
Martin Griffiths (Finance Director) is a non-executive director and Senior Independent Director of Robert Walters plc and received remuneration of
£58,927 (2010: £56,120) in respect of his services for the year ended 30 April 2011. Martin Griffiths holds 20,000 (2010: 20,000) shares in Robert Walters
plc which represents 0.03% (2010: 0.03%) of the issued share capital. During the year ended 30 April 2011, the Group paid Robert Walters plc £5,286
(2010: £Nil) for recruitment services.
(vii) Troy Income & Growth Trust plc
Martin Griffiths (Finance Director) became a non-executive director of Troy Income & Growth Trust plc (formerly Glasgow Income Trust plc) on
8 November 2007 and resigned from the role on 31 August 2010. He received £5,833 (2010: £14,000) in respect of his services for the year ended 30
April 2011.
(viii) AG Barr plc
Martin Griffiths became a non-executive director of AG Barr plc on 1 September 2010 and received remuneration of £25,125 (2010: £Nil) in respect of
his services for the period ended 30 April 2011. Martin Griffiths holds 1,800 shares in AG Barr plc which represents less than 0.1% of the issued share
capital.
(ix) Loan to New York Splash Tours LLC
A net interest bearing long-term loan of £2.8m (2010: £3.1m) was outstanding from a joint venture, New York Splash Tours LLC, as at 30 April 2011.
(x) Scottish Citylink Coaches Limited
A non interest bearing loan of £1.7m (2010: £1.7m) was due to Scottish Citylink Coaches Limited as at 30 April 2011. The Group received £16.0m (2010:
£14.9m) in the year ended 30 April 2011 in respect of the operation of services subcontracted by Scottish Citylink Coaches Limited. As at 30 April 2011,
the Group had a net £1.6m (2010: £3.6m) receivable from Scottish Citylink Coaches Limited, excluding the loan referred to above.
(xi) Argent Energy Group Limited
Sir Brian Souter (Chief Executive) and Ann Gloag (Non-Executive Director) collectively hold 39.3% (2010: 39.3%) of the shares and voting rights in Argent
Energy Group Limited. Neither Sir Brian Souter nor Ann Gloag is a director of Argent Energy Group Limited nor do they have any involvement in the
management of Argent Energy Group. Furthermore, they do not participate in deciding on and negotiating the terms and conditions of transactions
between the Group and Argent Energy Group.
For the year ended 30 April 2011, the Group purchased £2.0m (2010: £0.4m) of biofuel from Argent Energy Group. As at 30 April 2011, the Group had
£0.2m (2010: £Nil) payable to Argent Energy Group.
Note 35 Post balance sheet events
All of the remaining 4,087,302 redeemable ‘B’ preference shares were redeemed on 31 May 2011.
Note 36 Definitions
• Adjusted earnings per share is calculated by dividing profit after taxation excluding intangible asset expenses and exceptional items by the basic
weighted average number of shares in issue in the period.
•
Like-for-like amounts are derived, on a constant currency basis, by comparing the relevant year-to-date amount with the equivalent prior year
period for those businesses and individual operating units that have been part of the Group throughout both periods.
• Operating profit or loss for a particular business unit or division within the Group refers to profit or loss before net finance income/charges,
taxation, intangible asset expenses, exceptional items and restructuring costs.
• Operating margin for a particular business unit or division within the Group means operating profit or loss as a percentage of revenue.
•
Exceptional items means items which individually or, if of a similar type, in aggregate need to be disclosed by virtue of their nature, size or
incidence in order to allow a proper understanding of the underlying financial performance of the Group.
• Gross debt is borrowings as reported on the consolidated balance sheet, adjusted to exclude accrued interest and the effect of fair value hedges
on the carrying value of borrowings, and to include the effect of foreign exchange derivatives that synthetically convert an element of borrowings
from one currency to another.
• Net debt (or net funds) is the net of cash and gross debt.
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Independent auditors’ report to the members of
Stagecoach Group plc (Company No. SC100764)
Opinion on other matters prescribed by the
Companies Act 2006
In our opinion:
• the part of the Directors’ remuneration report to be audited has been
properly prepared in accordance with the Companies Act 2006; and
• the information given in the Directors’ report for the financial year for
which the parent company financial statements are prepared is consistent
with the parent company financial statements.
Matters on which we are required to report by
exception
We have nothing to report in respect of the following matters where the
Companies Act 2006 requires us to report to you if, in our opinion:
• adequate accounting records have not been kept by the parent company,
or returns adequate for our audit have not been received from branches
not visited by us; or
• the parent company financial statements and the part of the Directors’
remuneration report to be audited are not in agreement with the
accounting records and returns; or
• certain disclosures of directors’ remuneration specified by law are not
made; or
• we have not received all the information and explanations we require for
our audit.
Other matter
We have reported separately on page 40 on the consolidated financial
statements of Stagecoach Group plc for the year ended 30 April 2011.
Michael Timar (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Glasgow
29 June 2011
We have audited the parent company financial statements of Stagecoach
Group plc for the year ended 30 April 2011 which comprise the Company
balance sheet and the related notes. The financial reporting framework that
has been applied in their preparation is applicable law and United Kingdom
Accounting Standards (United Kingdom Generally Accepted Accounting
Practice).
Respective responsibilities of directors and
auditors
As explained more fully in the Statement of Directors’ responsibilities in
respect of the Annual Report, the Directors’ remuneration report and the
financial statements set out on page 21, the Directors are responsible for the
preparation of the parent company financial statements and for being
satisfied that they give a true and fair view. Our responsibility is to audit and
express an opinion on the parent company financial statements in
accordance with applicable law and International Standards on Auditing (UK
and Ireland). Those standards require us to comply with the Auditing
Practices Board’s Ethical Standards for Auditors.
This report, including the opinions, has been prepared for and only for the
Company’s members as a body in accordance with Chapter 3 of Part 16 of the
Companies Act 2006 and for no other purpose. We do not, in giving these
opinions, accept or assume responsibility for any other purpose or to any
other person to whom this report is shown or into whose hands it may come
save where expressly agreed by our prior consent in writing.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in
the financial statements sufficient to give reasonable assurance that the
financial statements are free from material misstatement, whether caused by
fraud or error. This includes an assessment of: whether the accounting
policies are appropriate to the parent company’s circumstances and have
been consistently applied and adequately disclosed; the reasonableness of
significant accounting estimates made by the Directors; and the overall
presentation of the financial statements. In addition, we read all the financial
and non-financial information in the Annual Report to identify material
inconsistencies with the audited financial statements. If we become aware of
any apparent material misstatements or inconsistencies we consider the
implications for our report.
Opinion on financial statements
In our opinion the parent company financial statements:
• give a true and fair view of the state of the Company’s affairs as at 30 April
2011;
• have been properly prepared in accordance with United Kingdom Generally
Accepted Accounting Practice; and
• have been prepared in accordance with the requirements of the
Companies Act 2006.
page 102 | Stagecoach Group plc
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:47 Page 103
Company balance sheet
As at 30 April 2011
Prepared using UK Generally Accepted Accounting Practice (UK GAAP)
Fixed assets
Tangible assets
Derivative financial instruments at fair value – due after more than one year
Investments
Current assets
Debtors – due within one year
Deferred tax asset
Derivative financial instruments at fair value – due within one year
Cash
Creditors: Amounts falling due within one year
Trade and other creditors
Redeemable ‘B’ preference shares
Net current assets
Total assets less current liabilities
Creditors: Amounts falling due after more than one year
Other creditors
Derivative financial instruments at fair value
Net assets excluding pension liability
Pension liability, net of deferred tax
Net assets including pension liability
Capital and reserves
Called-up share capital
Share premium account
Profit and loss account
Capital redemption reserve
Own shares
Shareholders’ funds
2010
£m
0.1
1.9
978.5
980.5
699.9
0.4
2.8
101.8
804.9
(562.5)
(3.3)
(565.8)
239.1
2011
Notes
£m
0.1
2.9
1,022.8
1,025.8
662.8
0.2
2.7
181.9
847.6
(572.8)
(2.6)
(575.4)
272.2
2
7
3
4
5
7
6
6
7
8
9
10
10
10
10
1,298.0
1,219.6
(409.4)
Nil
888.6
(2.0)
886.6
7.1
9.8
468.0
416.3
(14.6)
886.6
(406.1)
(1.9)
811.6
(2.3)
809.3
7.1
9.8
390.1
415.6
(13.3)
809.3
These financial statements were approved for issue by the Board of Directors on 29 June 2011. The accompanying notes form an integral part of this
balance sheet.
Sir Brian Souter
Chief Executive
Martin A Griffiths
Finance Director
Stagecoach Group plc | page 103
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Notes to the Company financial statements
Note 1 UK GAAP accounting policies
The separate financial statements of the Company are presented as required by the Companies Act 2006. As permitted by that Act, the separate
financial statements have been prepared in accordance with UK GAAP.
Basis of accounting
•
The financial statements have been prepared under the historical cost convention, except for the revaluation of certain financial instruments, and in
accordance with applicable accounting standards in the United Kingdom.
No profit and loss account is presented by the Company as permitted by Section 408 of the Companies Act 2006.
The Company is not required to prepare a cash flow statement under Financial Reporting Standard 1 (“FRS 1”) (revised).
Tangible fixed assets
•
Tangible fixed assets are shown at their original historic cost net of depreciation and any provision for impairment as set out in note 2. Cost includes
the original purchase price of the assets and costs attributable to bringing the asset to its working condition for its intended use.
Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset on a straight-line basis over their estimated
useful lives, as follows:
IT and other equipment, furniture and fittings
Motor cars and other vehicles
3 to 10 years
3 to 5 years
The need for any fixed asset impairment write-down is assessed by comparing the carrying value of the asset against the higher of net realisable value
and value in use.
Investments
•
Investments in subsidiary undertakings are stated at cost, less provision for impairment.
Taxation
•
Corporation tax is provided on taxable profit at the current rate applicable. Tax charges and credits are accounted for through the same primary
statement (either the profit and loss account or the statement of total recognised gains and losses) as the related pre-tax item.
In accordance with FRS 19, “Deferred Taxation”, full provision is made for deferred tax on a non-discounted basis in respect of all timing differences
except those arising from the revaluation of fixed assets where there is no binding sale agreement and undistributed profits of overseas subsidiaries.
Deferred tax is calculated at rates at which it is estimated the tax will arise. Deferred tax assets are recognised to the extent they are more likely than not
to be recovered.
Tax, current and deferred, is calculated using tax rates and laws enacted or substantively enacted at the balance sheet date.
Foreign currencies
•
Foreign currency transactions arising during the year are translated into sterling at the rate of exchange ruling on the date of the transaction. Foreign
currency monetary assets and liabilities are retranslated into sterling at the rates of exchange ruling at the year end. Any exchange differences so arising
are dealt with through the profit and loss account.
For the principal rates of exchange used see the Group IFRS accounting policies on page 49.
Share based payment
•
The Company issues equity-settled and cash-settled share based payments to certain employees.
Share based payment awards made by the Company to employees of its subsidiary companies are recognised in the Company’s financial statements as
an increase in its investments in subsidiary undertakings rather than as an expense in the profit and loss account to the extent that the amount of the
expense recorded by each subsidiary company is less than the amount recharged to it by the Company.
Equity-settled transactions
The cost of equity-settled transactions with employees is measured by reference to the fair value at the date at which they are granted and is
recognised as an expense (or as an increase in investments in subsidiary undertakings) over the vesting period. In valuing equity-settled transactions,
no account is taken of any non-market based vesting conditions and no expense or investment is recognised for awards that do not ultimately vest as
a result of a failure to satisfy a non-market based vesting condition. None of the Group’s equity-settled transactions have any market based
performance conditions.
Fair value for equity-settled share based payments is estimated by use of the Black-Scholes pricing model.
At each balance sheet date, before vesting, the cumulative expense or investment is calculated based on management’s best estimate of the number of
equity instruments that will ultimately vest taking into consideration the likelihood of achieving non-market based vesting conditions.
Cash-settled transactions
The cost of cash-settled transactions is measured at fair value. Fair value is estimated initially at the grant date and at each balance sheet date
thereafter until the awards are settled. Market based performance conditions are taken into account when determining fair value.
Fair value for cash-settled share based payments (being only those that relate to the Long Term Incentive Plan) is estimated by use of a
simulation model.
During the vesting period, a liability is recognised representing the estimated fair value of the award and the portion of the vesting period expired as at
the balance sheet date.
Choice of settlement
The Company can choose to settle awards under the Long Term Incentive Plan in either cash or equity, although it currently expects to settle all such
awards in cash. Awards under the Long Term Incentive Plan are accounted for as cash–settled transactions (see above).
page 104 | Stagecoach Group plc
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Note 1 UK GAAP accounting policies (continued)
Dividends
•
Dividends on ordinary shares are recorded in the financial statements in the period in which they are approved by the Company’s shareholders, or in the
case of interim dividends, in the period in which they are paid.
Financial instruments
•
The accounting policy of the Company under FRS 25 “Financial instruments: Presentation” and FRS 26 “Financial instruments: Recognition and
measurement” for financial instruments is the same as the accounting policy for the Group under IAS 32 “Financial Instruments: Presentation” and IAS
39 “Financial instruments: Recognition and measurement”. Therefore for details of the Company’s accounting policy for financial instruments refer to
pages 51 to 53.
Investment in own shares
•
In accordance with UITF Abstract 38, “Accounting for ESOP Trusts”, own shares held by the Group’s Employee Benefit Trust and Qualifying Employee
Share Ownership Trust have been classified as deductions from shareholders’ funds.
Interest bearing loans and borrowings
•
Borrowings are recognised initially at the proceeds received, net of transaction costs incurred. Borrowings are subsequently stated at amortised cost
using the effective interest rate method; any difference between proceeds (net of transaction costs) and the redemption value is recognised in the
profit and loss account over the period of the borrowings.
Borrowings are classified as current liabilities unless the Company has an unconditional right to defer settlement for at least 12 months after the
balance sheet date.
Pensions
•
The Company accounts for pensions and similar benefits under FRS 17 “Retirement Benefits” and measures its obligations due at discounted present
value.
Tangible fixed assets
Note 2
The movements in tangible fixed assets were as follows:
Cost
At beginning and end of year
Depreciation
At beginning and end of year
Net book value at beginning and end of year
Investments
Note 3
The movements in investments were as follows:
Cost
At beginning of year
Additions
At end of year
Amounts written off
At beginning and end of year
Net book value at beginning of year
Net book value at end of year
£m
0.7
(0.6)
0.1
Subsidiary
undertakings
£m
978.5
44.3
1,022.8
Nil
978.5
1,022.8
Stagecoach Group plc | page 105
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Notes to the Company financial statements
Note 4 Debtors
Amounts falling due within one year were:
Amounts owed by Group undertakings
Prepayments and accrued income
Other debtors
Note 5 Deferred tax asset
The movement in the deferred tax asset during the year was as follows:
At beginning of year
(Charge)/credit to profit and loss account
At end of year
The deferred tax asset recognised can be analysed as follows:
Short-term timing differences
Note 6 Creditors
(a) Creditors: Amounts falling due within one year
Bank overdrafts
Bank loans and loan notes
Amounts due to Group undertakings
Accruals and deferred income
Trade creditors are non-interest bearing and are normally settled on 30 to 45 day terms.
(b) Creditors: Amounts falling due after more than one year
Accruals and deferred income
Sterling 5.75% Notes
(c) Borrowings were repayable as follows:
On demand or within 1 year
Bank overdraft
Bank loans and loan notes
Repayable after 5 years
Sterling 5.75% Notes
Total borrowings
page 106 | Stagecoach Group plc
2011
£m
644.3
2.6
15.9
662.8
2011
£m
0.4
(0.2)
0.2
2011
£m
0.2
2011
£m
375.7
21.1
172.5
3.5
572.8
2011
£m
0.5
408.9
409.4
2011
£m
375.7
21.1
408.9
805.7
2010
£m
687.1
0.6
12.2
699.9
2010
£m
0.3
0.1
0.4
2010
£m
0.4
2010
£m
360.9
26.2
171.8
3.6
562.5
2010
£m
0.5
405.6
406.1
2010
£m
360.9
26.2
405.6
792.7
78189_STC_Back FINAL_78189_StCchV13_BACK 05/07/2011 11:47 Page 107
Financial instruments
Note 7
The fair values of derivative financial instruments, all of which are with counterparties that are subsidiaries of the Company, are set out below:
2011
2010
Fair value
assets
£m
Fair value
liabilities
£m
Fair value
assets
£m
Fair value
liabilities
£m
Current assets
Interest rate swaps – due within one year
Interest rate swaps – due after more than one year
Creditors: amounts falling due after more than one year
Interest rate swaps
2.7
2.9
Nil
Nil
Nil
Nil
2.8
1.9
Nil
Nil
Nil
(1.9)
In accordance with FRS 26, “Financial Instruments: Recognition and measurement” the Company has reviewed all significant contracts for embedded
derivatives that are required to be separately accounted for. None were identified.
The Stagecoach Group plc consolidated financial statements for the year ended 30 April 2011 contain financial instrument disclosures which comply
with FRS 25, “Financial Instruments: Disclosure and Presentation”. Consequently, the Company has taken advantage of the exemption in FRS 25 not to
present separate financial instrument disclosures for the Company.
There were no derivatives outstanding at the balance sheet date designated as hedges.
Note 8 Pension liability, net of deferred tax
Unfunded pension liability
Deferred tax asset
2011
£m
2.7
(0.7)
2.0
2010
£m
3.0
(0.7)
2.3
The Company no longer has any employees but has unfunded liabilities in respect of former employees which are shown above. See note 26 to the
consolidated financial statements for more details on retirement benefits.
Note 9 Called up share capital
Information on share capital is provided in note 28 to the consolidated financial statements.
Stagecoach Group plc | page 107
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Notes to the Company financial statements
Note 10 Share capital and reserves
At 1 May 2010
Profit for the year
Credit in relation to share based payment
Dividends
Own shares sold
Own shares purchased
Preference shares redeemed
At 30 April 2011
Equity
share
capital
£m
7.1
Nil
Nil
Nil
Nil
Nil
Nil
7.1
Share
premium
account
Profit and
loss
account
Capital
redemption
reserve
£m
9.8
Nil
Nil
Nil
Nil
Nil
Nil
9.8
£m
£m
390.1
90.0
4.4
(15.8)
Nil
Nil
(0.7)
468.0
415.6
Nil
Nil
Nil
Nil
Nil
0.7
416.3
Own
shares
£m
(13.3)
Nil
Nil
Nil
0.5
(1.8)
Nil
(14.6)
Total
£m
809.3
90.0
4.4
(15.8)
0.5
(1.8)
Nil
886.6
As permitted by section 408 of the Companies Act 2006, the Company has not presented its own profit and loss account. The profit as disclosed above
of £90.0m (2010: profit of £126.0m) is consolidated in the results of the Group.
The profit and loss account reserve is distributable but the other components of shareholders’ funds shown above are not distributable.
The remuneration of the Directors is borne by other Group companies and is equal to the amounts shown in note 7 to the consolidated financial
statements.
Note 11 Share based payments
For details of share based payment awards and fair values see note 29 to the consolidated financial statements. The Company accounts for the equity-
settled share based payment charge for the year of £4.4m (2010: £6.3m) by recording an increase to its investment in subsidiaries for this amount and
recording a corresponding entry to the profit and loss account reserve to reflect the fact that the Company has no employees (2010: Nil) and all share
based payment awards are to employees of subsidiary companies. The remuneration of the Directors is borne by other Group companies. The
Company accounts for the cash-settled share based payment charge for the year of £2.5m (2010: £2.6m) by recording a liability for this amount and
recording a corresponding entry as a charge through the profit and loss account. The cash-settled share based payment charge is recharged in full to
subsidiary companies and the recharge income and related expense are both included in the profit and loss account.
Note 12 Guarantees, other financial commitments and contingent liabilities
(a) The Company has provided guarantees to third parties of £85.7m (2010: £98.6m) in respect of subsidiary companies’ liabilities. The liabilities that
are guaranteed are included in the consolidated balance sheet but are not included in the Company balance sheet.
In addition, the Company has provided guarantees to third parties of £91.7m (2010: £71.8m) in respect of contingent liabilities that are neither
included in the consolidated balance sheet nor the Company balance sheet.
The Company is also party to cross-guarantees whereby the bank overdrafts, bank loans and Value Added Tax liabilities of it and certain of its
subsidiaries are cross-guaranteed by it and all of the relevant subsidiaries.
None of the above contingent liabilities of the Company are expected to crystallise.
The Company may be found to be liable for some of the legal liabilities referred to in note 32 (iv) to the consolidated financial statements.
(b) Capital commitments
Capital commitments (where the Company has contracted to acquire assets on behalf of its subsidiaries) are as follows:
Contracted for but not provided:
For delivery in one year
(c) Operating lease commitments
Annual charges for operating leases are made with expiry dates as follows:
2011
£m
72.4
Within one year
Between one year and five years
Five years and over
Note 13 Related party transactions
2011
2010
Land and buildings
£m
Nil
Nil
0.3
Other
£m
0.1
0.6
Nil
Land and buildings
£m
Nil
Nil
0.3
2010
£m
Nil
Other
£m
0.1
0.6
Nil
The Company has taken advantage of the exemption under FRS 8, “Related party disclosures” from having to provide related party disclosures in its
own financial statements when those statements are presented with consolidated financial statements of its group. Related party disclosures provided
by the Group can be found in note 34 to the consolidated financial statements.
page 108 | Stagecoach Group plc
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Shareholder information
Analysis of shareholders as at 30 April 2011
Range of holdings
1 – 25,000
25,001 – 250,000
250,001 – 500,000
500,001 – 3,750,000
Over 3,750,000
Classification of shareholders
Individuals
Other corporate bodies
Banks and Nominees
Limited companies
Investment trusts
Pension funds
Number of
holders
40,249
325
56
117
38
%
98.7
0.8
0.1
0.3
0.1
Ordinary
shares held
42,861,872
27,459,025
20,366,374
158,623,083
470,814,596
%
6.0
3.8
2.8
22.0
65.4
40,785
100.00
720,124,950
100.0
Number of
holders
39,239
74
1,356
103
11
2
40,785
%
96.2
0.2
3.3
0.3
0.0
0.0
Ordinary
shares held
159,875,685
22,085,965
512,064,798
21,984,239
4,110,309
3,954
%
22.2
3.1
71.1
3.0
0.6
0.0
100.0
720,124,950
100.0
Registrars
All administrative enquiries relating to shareholdings should, in the first instance, be directed to the Company’s registrars and clearly state the
shareholder’s name and address. Please write to: Capita Registrars, Northern House, Woodsome Park, Fenay Bridge, Huddersfield HD8 0GA.
Telephone 0871 664 0443 (calls cost 10p per minute plus network extras) if calling from the UK or 0844 842 9587 if calling from outside the UK.
Registrar forms can be obtained on-line at http://www.stagecoachgroup.com/scg/ir/shareholder/registrar/
Stagecoach individual savings accounts
The Company has appointed Halifax Share Dealing Limited as an ISA provider and shareholders who would like further information should contact
their help desk on 08457 22 55 25.
The Company has also made arrangements with Stocktrade for ISAs. Full details and an application form are available from Stocktrade (a division of
Brewin Dolphin), 81 George Street, Edinburgh EH2 3ES. Telephone 0131 240 0448.
Share dealing facilities
The Company has set up a range of execution only share dealing services to enable Stagecoach shareholders to buy and sell shares by phone, online or
by post. The phone and online dealing services are provided by Capita Share Dealing Services and offer a quick and easy way to buy and sell shares at
latest market prices. To use these services go to www.capitadeal.com or call 0871 664 0384 (calls cost 10p a minute plus network extras, lines are open
8.30am-5.30pm Mon-Fri). Please have your share certificate to hand when you log-in or call. Charges start from £20 online and £25 by phone.
A postal dealing service is available from Stocktrade, a division of Brewin Dolphin. Charges start from £15. Shareholders who would like further
information should write to Stocktrade, 81 George Street, Edinburgh EH2 3ES. Telephone 0845 601 0995, quoting dealing reference Low Co020.
Postal dealing packs are available on request.
Payment of dividends by BACS
Many shareholders have already arranged for dividends to be paid by mandate directly to their bank or building society account. The mandates enable
the Company to pay dividends through the BACS (Bankers’ Automated Clearing Services) system. The benefit to shareholders of the BACS system is
that the registrar posts the tax vouchers directly to them, whilst the dividend is credited on the payment date to the shareholder bank or building
society account. Shareholders who wish to benefit from this service should request the Company’s registrars (address above) to send them a
dividend/interest mandate form or alternatively complete the mandate form attached to the next dividend tax voucher they receive.
Dividend Re-Investment Plan
The Company operates a Dividend Re-Investment Plan which allows a shareholder’s cash dividend to be used to buy Stagecoach shares at favourable
commission rates. Shareholders who would like further information should telephone the Company’s registrars, Capita Registrars, on 0871 664 0443
(calls cost 10p per minute plus network extras) if calling from the UK or 0844 842 9587 if calling from outside the UK.
Stagecoach Group plc | page 109
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Five year financial summary – consolidated
Results
Revenue
Operating profit
Net finance (costs)/income
Profit before taxation
Tax (charge)/credit
Profit attributable to equity shareholders of the parent
Net assets/(liabilities)
Non-current assets
Current assets
Current liabilities (excluding provisions)
Non-current liabilities (excluding provisions)
Provisions
Total equity
Cash and debt
Cash at bank and in hand
Gross debt***
Net (debt)/funds***
Cash flow
Net cash flow from operating activities after tax
Ratios
Adjusted earnings per ordinary share*
Dividends per ordinary share
Net cash from operating activities after tax per ordinary share
2011
2010
2009
2008
2007**
£m
£m
£m
£m
£m
2,389.8
225.0
(34.5)
191.2
(33.3)
176.4
1,167.8
658.6
(612.6)
(784.1)
(183.5)
246.2
2,164.4
179.1
(51.2)
125.9
(18.1)
111.7
994.7
627.2
(598.5)
(875.1)
(135.6)
12.7
2,103.3
202.4
(31.4)
170.8
(37.3)
133.5
992.9
517.2
(893.7)
(486.1)
(139.9)
1,763.6
192.3
(23.6)
167.3
61.9
249.1
880.7
502.0
(558.1)
(625.0)
(119.2)
1,504.6
180.9
0.7
184.1
(43.6)
277.3
779.4
669.1
(445.1)
(382.7)
(108.4)
(9.6)
80.4
512.3
358.3
(639.2)
(280.9)
375.7
(672.4)
277.3
(617.4)
(296.7)
(340.1)
262.2
(581.9)
(319.7)
513.3
(326.9)
186.4
231.8
216.4
277.8
325.0
162.3
23.8p
7.1p
32.3p
18.7p
6.5p
22.9p
6.0p
20.3p
5.4p
11.7p
4.1p
30.2p
38.9p
45.1p
14.9p
Ordinary shares in issue at year end
720.1m
720.1m
719.5m
718.1m 1,101.0m
*before intangible asset expenses and exceptional items
**discontinued operations as defined under IFRS accounting are excluded from operating profit for 2007.
*** as defined in note 36 to the consolidated financial statements.
page 110 | Stagecoach Group plc
(cid:32)
(cid:32) (cid:32)(cid:32)
(cid:32)(cid:32)
(cid:32)(cid:32)
(cid:32)
Registered office, advisers and financial calendar
Company Secretary
Ross Paterson
Registered Office
10 Dunkeld Road
Perth PH1 5TW
Telephone +44 (0) 1738 442 111
Facsimile +44 (0) 1738 643 648
Email info@stagecoachgroup.com
Company Number
SC 100764
Registrars
Capita Registrars
Northern House
Woodsome Park
Fenay Bridge
Huddersfield HD8 0GA
Telephone +44 (0) 871 664 0443*
Merchant Bankers
Noble Grossart Limited
48 Queen Street
Edinburgh EH2 3NR
Independent Auditors
PricewaterhouseCoopers LLP
141 Bothwell Street
Glasgow G2 7EQ
Stockbrokers
Nomura International plc
1 Angel Lane
London
EC4R 3AB
Principal Bankers
Lloyds Bank Corporate Markets
25 Gresham Street
London EC2V 7HN
Solicitors
Shepherd & Wedderburn LLP
1 Exchange Crescent
Conference Square
Edinburgh EH3 8UL
Herbert Smith LLP
Exchange House
Primrose Street
London EC2A 2HS
Financial Calendar
Annual General Meeting
26 August 2011
Interim Results
December 2011
Final Dividend
5 October 2011
Interim Dividend
March 2012
2
*calls cost 10 pence per minute plus network extras.
b
t
N
a
Registered Office:
10 Dunkeld Road
Perth
PH1 5TW
Scotland
Tel: 01738 442111
Fax: 01738 643648
Email: info@stagecoachgroup.com
Registered in Scotland
Number: 100764
www.stagecoachgroup.com