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Railhub Archive 2003-06-10 GBR-001 GB Railways Group0
Final results, 2002-03
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Final results, 2002-03 _______________________________________________________________
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type Statement
GB Railways Grp PLC Final Results 10 June 2003
10 June 2003
GB RAILWAYS GROUP PLC
PRELIMINARY RESULTS FOR YEAR ENDING 31 MARCH 2003
Highlights
•Pre tax profit £900,000 (2002 - loss of £1.2m)
•Passenger revenue for the Group up 9.6%
•Anglia Railways revenue up 6.7%, helped by new Norwich to Cambridge service
•GB Railfreight operating profit increased 55% to over £1.0m (2002 - £0.7m)
•Hull Trains operating profit of £0.7m (2002 - loss £0.6m)
•Bidding for several new passenger franchises - shortlisted for Northern Rail and Greater Anglia and awaiting a decision on Wales & Borders
The Chairman of GB Railways, Allen Sheppard, said:
'We are very pleased with these results. GB Railfreight has increased its profit, Hull Trains has moved into profit with a positive contribution from Anglia Railways.
The Board remains optimistic for the future and believes that the Group's return to overall profitability gives us a sound base for continued growth. Our record of managing performance, delivering innovation and improvements in customer service also places us in a strong position as a franchise bidder.'
Enquiries:
Jeremy Long, GB Railways Group Plc 020 7983 5104
Max D Steinkopf, GB Railways Group Plc 020 7983 5104
John Coles/Bella Jowett, Bell Pottinger Financial 020 7861 3232
Review of Operations 2003
We are pleased to provide our report for the year ended 31 March 2003. The two new businesses started in the last three years, Hull Trains and GB Railfreight, are both now profitable, and the Group has returned to overall profitability with a positive contribution from Anglia Railways.
Results
For the year ended 31 March 2003, Group profit before tax was £0.9m (2002 - loss £1.2m). Passenger revenue for the Group increased 9.6% to £74.9m (2002 - £68.4m) with total income, which includes our non-passenger business, GB Railfreight, up 13.8% to £86.2m (2002 - £75.8m).
The positive results reflect the elimination of losses at Anglia Railways (which now trades at break-even after changes to our franchise agreement in 2002), continuing growth in profitability from GB Railfreight and an initial profit from Hull Trains. The results also reflect the net receipt of an insurance settlement of £0.5m, and the expenditure of £0.6m on bid costs that were written off during the year.
Dividend
The Directors are not recommending the payment of a final dividend (2002 - nil).
Anglia Railways
Anglia Railways passenger revenue increased 6.7% for the year which compares with a national average growth rate of 3.3%. Growth in first class travel slowed in the second half of the year, however leisure and commuter traffic growth remained strong. Revenue growth was also helped by the introduction, in September, of a new Norwich-Cambridge service, the result of another Rail Passenger Partnership supported by the Strategic Rail Authority (SRA). Revenue on this new service is substantially exceeding expectations. We discontinued the Crosslink service between East Anglia and Basingstoke, which had been funded on an experimental basis by the SRA.
Pursuant to the deed which amended the Anglia Railways franchise agreement the Group receives management fees of £1.0m per year and may earn additional incentives over the two year period to, and payable at the end of the current franchise term, 31 March 2004. Based on performance as at 31 March 2003, these incentives, had they been included in these results, would have been worth at least £0.7m. This amount is expected to increase during the current year.
Anglia Railway's punctuality and reliability continues to rank among the best of the Long Distance (intercity) and Regional franchises. However, performance is not back to pre-Hatfield levels and we continue to work with Network Rail and its contractors to improve punctuality and reliability.
We have launched many initiatives to improve our own performance. This has included a trial of Class 90 locomotives to replace our ageing Class 86 locomotive fleet. To date, results have been positive. We are in discussions with the SRA to replace the entire fleet of 14 Class 86 locomotives.
The team at Anglia Railways has a very proactive attitude to continuous improvement and learning. This focus has produced impressive results over recent years with, among other things, significant reductions in station and driver related delays. Our approach is consistently recognised as 'best in class' by industry audits and reviews and this was again emphasized by the recent National Task Force Forward Review Assessment which concluded:
'The Anglia Railways team have demonstrated once again that they are a leading, and probably the leading exponents in the industry of disciplined, consistent and documented performance management arrangements. Similarly they have again shown the desire for continuous improvement through cross-company and cross-industry learning.
That overall train performance remains disappointing is a concern, as the route to significant improvement from Network Rail is far from clear. However, Anglia Railways is almost certainly doing all it reasonably can to prise out the betterment which is available, through its very robust structure of cross-company relationships and interfaces.'
We were also pleased to remain among the top franchises in terms of customer satisfaction, with 86% of respondents to the SRA's Autumn National Passenger Survey indicating overall satisfaction. Our approach to continuous improvement was recognised in February 2003 when Anglia Railways was awarded its fourth Charter Mark. The Charter Mark is a comprehensive customer service assessment - with only 36 UK organisations of all kinds having achieved such a consistent rating. The business received another accolade at the Rail Innovation Awards 2003, when Anglia Railways was presented with the Customer Service award for the second year in a row. We also received the Best Operator Cycle Mark, also for the second year in a row, a National Arts & Business Award, and a commendation for our joint work with the Bittern Line Community Partnership to develop environmentally-friendly initiatives on the Norwich to Sheringham line, at the Network Rail Environment Awards.
GB Railfreight (GBRf)
Completing its second full year of operation, GB Railfreight continued to make excellent progress with operating profit increasing to £1.0m (2002 - £0.7m). Revenue almost doubled to £10.6m (2002 - £5.6m) with the commencement of container services for Medite Shipping, haulage for British Gypsum, and short term work related to the Channel Tunnel Rail Link construction in Kent.
Container services from the Port of Felixstowe for Medite Shipping increased with daily services to both Selby and Hams Hall.
We have recently taken delivery of five additional freight locomotives, bringing our fleet to 17. This will allow us to be more responsive to short term market opportunities. The quality of service provided to our customers was recognised when GBRf won the Freight Achievement of the Year Award at the National Rail Awards and the overall Rail Business of the Year Award at the HSBC Rail Business Awards.
Hull Trains
Hull Trains, our Intercity style direct service from Kings Cross to Hull and Humberside, moved into profit with operating profit of £0.7m (2002 - loss £0.6m), including net insurance proceeds of £0.5m relating to the Hatfield disruption. Passenger revenue increased to £6.7m (2002 - £4.5m) reflecting the benefits of increased marketing, additional services and capacity, and improved timetabling.
In the second half of the year Hull Trains traded profitably and is now expected to trade profitably in the future. A further uplift in earnings will occur from April 2004 with the benefit of revised track access arrangements.
Hull Trains is still on target to acquire two new sets of trains. The first set of 4 trains will be 100 mph 3 car Class 170 units to arrive in early 2004. These are similar to the units that Hull Trains currently leases from Anglia Railways. The second set, also of 4 trains, will be 125 mph 4 car Class 222-type units to arrive in mid 2005. These units, being built to Hull Trains' specification, will be similar to the Voyager units operated by Virgin and the Meridian units to be operated by Midland Main Line. Following acceptance into service of the larger and faster 125 mph trains we expect a further increase in revenue and earnings.
As a non-franchised, open access, train operating company, Hull Trains' performance statistics are not published in the tables with franchised operators. If they were however, Hull Trains' performance would show that it is the top performing Long Distance passenger operator in the industry for both punctuality and reliability.
With Hull Trains trading profitably, its first Managing Director, Jim Morgan will be stepping aside to concentrate on franchise bids for the Group. Jim is being replaced by Mark Leving, a 25 year industry veteran who joins us from Network Rail. Jim will remain as a non-executive director of Hull Trains and we express our gratitude to Jim for establishing Hull Trains and imbuing it with the outstanding performance and customer service culture that it has.
Estonia
We continue to earn a management fee from our minority interest in Edelaraudtee AS, a passenger and freight railway in Estonia.
RSE Management
We recently established a subsidiary, RSE Management Ltd, to provide consulting services in respect of risk, safety and environmental matters in the rail industry. Our analysis of the market suggests that with recent changes in the industry there is an opportunity to combine practical operational experience with knowledge of the requirements of safety regulations. The new business is being headed up by Mike North, an experienced industry safety professional formerly with Railway Safety. While the business has only been trading since April 2003, early indications are positive.
Safety
As always, safety remains an absolute priority within the Group.
The Train Protection & Warning System (TPWS) is now operational across our whole fleet (passenger and freight). TPWS was mandated for the industry by the safety authorities as a result of inquiries into major industry accidents in recent years. The benefit of TPWS is that it applies the brakes to a train that is about to pass, or passes, a red or danger signal. The effect is that the consequence of signals passed at danger (SPADS) is expected to be reduced, though the actual number of SPADS may not change.
Franchise Bidding
We welcome the approach of the SRA to franchise management - which seeks operators with a culture and approach to performance improvement and customer delivery which is wholly consistent with the values and track record of GB Railways.
We are currently one of 5 shortlisted bidders for the Northern Rail franchise and one of 3 shortlisted bidders for the Greater Anglia franchise. Bids for both franchises will be submitted later this year.
We await a decision on the Wales & Borders franchise, having recently submitted a joint Best and Final Offer with our partner, Connex Transport UK.
Unfortunately, in April we were unsuccessful in bidding for the MerseyRail franchise where we joined with the UK subsidiary of Keolis SA. We were also unsuccessful in obtaining a place on the ScotRail shortlist.
The Northern Rail franchise encompasses services across northern England. It is probable that we will join with a partner for the Northern Rail franchise.
The Greater Anglia franchise combines our existing Anglia Railways franchise with the Great Eastern franchise, and the West Anglia routes of the West Anglia Great Northern franchise. We may join with a partner for the Greater Anglia franchise.
Bid costs for the year totalled £0.6m and were written off as they were incurred. With increased bidding activity we expect costs to be somewhat higher in the current year.
Training and Staff Development
The Group has established training and briefing programmes covering safety, performance and customer service, which are key factors in ensuring safe, efficient and effective delivery of the business.
Anglia Railways has received approved centre status for delivery of National Vocational Qualifications across a broad range of railway skills, including driving, catering, conducting and station operations.
Our investment in staff development was recognised during the year with our telesales office in Norwich being awarded Investor in People status and three employees achieving NVQs in their roles as caterers and driver respectively.
GB Railfreight has an established programme of driver training and route learning for its growing workforce. Across the Group our investment in training is averaging about 10 days per employee per year. All employees participate in personal performance reviews with their line managers. This provides focuses both on business aims and individual development needs.
Jeremy Long is a member, representing train operating companies, on the Rail Skills Board set up by the SRA to enhance training and development throughout the industry. A charitable trust, funded by the GB Railways Directors, has made over 30 awards of up to £2,000 each to employees to help them develop skills that support their personal development.
Prospects
Over the next two years we expect the shape of GB Railways to become different from that which it is today. If we are successful in one or more of our bids for the Northern Rail, Greater Anglia, or Wales & Borders franchises then we will be a substantially larger company. If all of our franchise bids fail, we will still remain a viable entity, with substantial cash resources and two growing and profitable businesses in Hull Trains and GB Railfreight.
We remain as optimistic as ever and view the franchising process as an enormous opportunity. We believe that our record of managing performance, delivering innovation and improvements in customer service place us in a strong position as a franchise bidder. We have an acknowledged team of highly experienced rail professionals, with the project management and customer service delivery skills which will be needed for the new franchise contracts.
Over the past two years we have accomplished much in difficult and competitive circumstances. We have continued to focus on growth and quality in each of our core businesses, and consistently improved in each of them. With the return to profitability we have overcome a period of uncertainty and now enter the refranchising process from a position of renewed strength. To each GB Railways employee, we express on behalf of the Board and all of the shareholders, our gratitude and appreciation for your efforts.
Allen Sheppard Jeremy Long Chairman Chief Executive & Deputy Chairman
9 June 2003
Consolidated profit and loss account for the year ended 31 March 2003
2003 2002 Note £'000 £'000 Turnover Passenger and other income 1 92,141 81,358
Payments to the SRA 1 (5,913) (5,599)
Operating expenditure (85,657) (77,385) ------- -------
Operating profit/(loss) 2 571 (1,626)
Write off of loan to associate (8) - Loss on disposal of fixed assets - (4) Income from fixed asset investments 20 - Interest payable 3 (28) (40) Interest receivable and similar income 4 302 432 ------- ------- Profit/(Loss) on ordinary activities 857 (1,238) before taxation
Taxation on profit/(loss) on ordinary 5 (367) (54) activities ------- ------- Retained profit/(loss) for the financial 14 year attributable to members of the parent company 490 (1,292)
====== ====== Basic and diluted profit/(loss) per 6 share 5.6p (14.8p) ====== ====== All amounts relate to continuing activities.
All recognised gains and losses are included in the profit and loss account.
Consolidated balance sheet at 31 March 2003 Note 2003 2002 £'000 £'000 £'000 £'000 Fixed assets Tangible fixed 7 1,983 1,845 assets
Investments 8 64 64 ------- -------
2,047 1,909
Current assets Stocks 9 621 663 Debtors 10 9,173 9,055
Bonded cash 12 6,299 5,934
Cash at bank and in hand 6,187 5,525 ------- -------
22,280 21,177
Creditors: amounts falling due within 11 19,533 18,782 one year
------- -------
Net current assets 2,747 2,395
------- -------
Net assets 4,794 4,304
====== ======
Capital and reserves
Share capital 66 66 Share premium 13 6,309 6,309 Profit and loss 13 (1,581) (2,071) account ------- ------- Equity shareholders' 14 4,794 4,304 funds ====== ======
The financial statements were approved by the board on 9 June 2003.
Max D Steinkopf Director
Company balance sheet at 31 March 2003
Note 2003 2002 £'000 £'000 £'000 £'000 Fixed assets Tangible fixed 7 48 41 assets
Investments 8 77 84 ------- -------
125 125
Current assets Stocks 9 105 140 Debtors 10 1,776 2,700 Bonded cash 12 3,600 3,250 Cash at bank and 877 1,302 in hand ------- -------
6,358 7,392
Creditors: amounts falling due within one year 11 1,442 1,759 ------- -------
Net current assets 4,916 5,633 ------- ------- Net assets 5,041 5,758 ====== ======= Capital and reserves Share capital 66 66 Share premium 13 6,309 6,309 Profit and loss 13 (1,334) (617) account ------- ------- Equity shareholders' 14 5,041 5,758 funds ====== ======
The financial statements were approved by the board on 9 June 2003.
Max D Steinkopf
Director
Consolidated cash flow statement for the year ended 31 March 2003
2003 2002 Note £'000 £'000 £'000 £'000
Net cash inflow/ 15 1,320 (558) (outflow) from operating activities
Returns on investments and servicing of finance Interest paid (58) (5)
Interest received 302 432
Dividends received 20 - ------- -------
264 427 Net cash inflow from returns on investments and servicing of finance
Taxation
Corporation tax - (211) paid
Capital expenditure and financial investment
Payments to acquire (557) (420) tangible fixed assets ------- ------- Net cash outflow (557) (420) from capital expenditure and financial investment ------- ------- Cash inflow/ 1,027 (762) (outflow) before use of liquid resources and financing
Management of liquid resources
Increase in (365) (36) bonded cash ------- -------
Increase/ 16 662 (798) (Decrease) in cash in the year ======= ========
Notes to the accounts for the year ended 31 March 2003
1 Turnover, profit and net assets
Turnover, which is stated net of value added tax, represents amounts receivable from third parties.
All turnover, profit and net assets are attributable to the Group's principal activity, the operation of rail services in the United Kingdom.
Turnover is analysed as follows: 2003 2002 £'000 £'000
Passenger income 74,897 68,357 Freight income 7,628 4,937 Other income 9,616 8,064 ------- ------ 92,141 81,358 Payments to the SRA (5,913) (5,599) ------- ------- 86,228 75,759 ======= ========
2 Operating profit/(loss)
The following amounts have been charged / (credited) in
arriving at the operating profit/(loss):
2003 2002 £'000 £'000
Depreciation 485 434 Auditors' remuneration- audit 103 105 (Company £40,000 - 2003; £40,000 - 2002) - other 18 20 Exchange (gain)/loss (4) 13 Operating lease rentals - rolling stock charge 15,339 17,298 - buildings 4,700 4,123 - other including infrastructure 17,182 15,937 Compensation receivable under rail access (9,003) (10,370) agreements ====== ======
3 Interest payable
2003 2002 £'000 £'000
Corporation tax interest 15 34 Other interest 13 6 ------- -------
28 40 ======= =======
4 Interest receivable and similar income
2003 2002 £'000 £'000
Bank deposits 302 432 ====== ======
5 Taxation on profit/(loss) on ordinary activities
2003 2002 £'000 £'000 Current tax UK Corporation tax on profit of period 117 - Adjustment in respect of previous periods 27 47 ------- -------
144 47
Deferred tax
Origination and reversal of timing differences 223 7 ------- -------
Taxation charge on profit/(loss) on ordinary 367 54 activities ======= =======
The tax assessed for the year is higher than the standard rate of corporation tax in the UK. The differences are explained below:
2003 2002 £'000 £'000
Profit/(Loss) on ordinary activities before tax 857 (1,238) ===== ===== Profit/(Loss) on ordinary activities at the standard rate of corporation tax in the UK of 30% (2002 - 30%) 257 (371)
Effects of: Expenses not deductible for tax purposes 122 98 Income not charged to tax (6) (3) Depreciation for period in excess of capital - 33 allowances Capital allowances for period in excess of (13) - depreciation (Utilisation)/Accumulation of tax losses (242) 243 Adjustment to tax charge in respect of previous 27 47 periods Marginal relief (1) - ------- ------- Current tax charge for period 144 47 ====== =======
Factors that may affect future tax charges
A deferred tax asset of £365,000 (2002 - £380,000) which relates to tax losses and timing differences in Anglia Railways Train Services Ltd has not been provided as the losses are not expected to reverse against future taxable profits for the foreseeable future.
6 Profit/(loss) per share
Basic profit/(loss) per ordinary share has been calculated using the weighted average number of shares in issue during the year. The weighted average number of equity shares in issue was 8,750,000 (2002 - 8,750,000) and the profit was £490,000 (2002 loss - £1,292,000).
Diluted profit/(loss) per share was the same as basic loss per share for this year since, under FRS 14, none of the subsisting options over shares were deemed to be dilutive by reference to the average price of the shares during the year.
7. Tangible fixed assets
Group Company Plant, equipment and property related £'000 £'000 expenditure
Cost At 1 April 2002 3,035 69 Additions 636 18 Disposals (37) - ------- ------- At 31 March 2003 3,634 87 ------- ------- Depreciation At 1 April 2002 1,190 28 Charge for year 485 11 Disposals (24) - ------- ------- At 31 March 2003 1,651 39 ------- -------
Net book value At 31 March 2003 1,983 48 ======= =======
At 31 March 2002 1,845 41 ======= =======
8 Fixed asset investments
Associated Unlisted Undertaking Investments Total £'000 £'000 £'000 Group Cost At 1 April 2002 7 64 71 Disposal (7) - (7) ------- ------- ------- At 31 March 2003 - 64 64 ------- ------- ------- Share of retained loss At 1 April 2002 (7) - (7) Eliminated on disposal 7 - 7 ------- ------- ------- At 31 March 2003 - - - ------- ------- ------- Written down value At 31 March 2003 - 64 64 and 31 March 2002 ======= ======= =======
The unlisted investment effectively comprises a 20% share in the share capital of GB Railways Eesti AS ('Estonia'), a company registered in Estonia which is held through Railways Holdings Limited, a 100% owned subsidiary. GB Railways Eesti AS owns Edelaraudtee AS, the passenger and freight railway operator in Western Estonia. 'Estonia' has not been treated as an associated undertaking in terms of FRS 9 - Associates and Joint Ventures, as the Group does not exercise significant influence over the Company's operating and financial policies.
During the year the company disposed of its 70% holding in Abbotcrown Ltd, an associate. The company was not treated as a subsidiary undertaking in terms of FRS2 - Accounting for Subsidiary Undertakings, as the Group had restricted influence. The company was restricted from taking certain decisions without the consent of its minority shareholder, precluding GB Railways Group plc from exercising control.
Unlisted investments also includes 1 ordinary share of 4 pence each in each of the following companies:
ATOC Limited
Rail Settlement Plan Limited
Rail Staff Travel Limited
During the year the company was allotted a £1 ordinary share in RITC Ltd.
Details of the principal subsidiary undertakings which have been consolidated in the Group financial statements are set out below.
Country of Group incorporation Nature Name holding and operation of business
Anglia Railways Train 100% Great Britain Train operating company Services Limited
East West Rail 100% Great Britain Dormant company Limited
GB Extended Ventures 100% Great Britain Dormant company Limited
GB Railfreight 100% Great Britain Freight operating Limited company
GB Railways Limited 100% Great Britain Holding company
RSE Management Limited 100% Great Britain Dormant company (formerly GB Railways Overseas Limited)
Great Anglia Railways 100% Great Britain Dormant company Limited
Greater Anglia Railways 100% Great Britain Dormant company Limited
Great Anglian Railways 100% Great Britain Dormant company Limited
Greater Anglian 100% Great Britain Dormant company Railways Limited
Rail Wales Limited 100% Great Britain Dormant company
Hull Trains Company 80% Great Britain Train operating Limited company
Subsidiary Associated Unlisted undertakings undertakings investments Total Company £'000 £'000 £'000 £'000
Cost At 1 April 3,263 7 64 3,334 2002 Disposal - (7) - (7) ------- ------- ------- -------
31 March 3,263 - 64 3,327 2003 ------- ------- ------- ------- Provision At 1 April 2002 and 31 March 3,250 - - 3,250 2003 ------- ------- ------- ------- Written Down Value
At 31 March 13 - 64 77 2003 ===== ===== ===== ===== At 31 March 13 7 64 84 2002 ===== ===== ===== =====
9 Stocks
Group Group Company Company 2003 2002 2003 2002 £'000 £'000 £'000 £'000
Engineering stores 479 480 - - Rolling stock 105 140 105 140 Catering stores 37 43 - - ------- ------- ------- ------- 105 621 663 140 ======= ======= ======= =======
The directors do not consider that any material difference exists between the cost stated above and the present replacement cost.
10 Debtors
Group Group Company Company 2003 2002 2003 2002 £'000 £'000 £'000 £'000
Trade debtors 6,630 5,734 125 286 Amounts owed by group - - 1,572 2,361 undertakings Deferred tax asset 424 647 - - Other debtors 565 542 23 26 Prepayments and accrued 1,554 2,132 56 27 income -------- -------- -------- --------
9,173 9,055 1,776 2,700 ======== ======== ======== ========
Included in other debtors is an amount of £16,000 (2002 - £10,000), which is due after more than one year. Amounts due after more than one year included in Deferred tax total £240,000 (2002 - £484,000).
11 Creditors: amounts falling due within one year
Group Group Company Company 2003 2002 2003 2002 £'000 £'000 £'000 £'000
Trade creditors 5,874 6,125 48 593 Amounts owed to group - - 981 524 undertakings Corporation tax 144 - 10 - Other taxation and social 1,049 575 41 21 security Other creditors 1,952 1,180 41 496 Accruals and deferred 10,514 10,902 321 125 income ------- ------- ------- -------
19,533 18,782 1,442 1,759 ====== ====== ====== =======
12 Financial instruments
Interest rate and currency of cash balances
The Group's passenger railway activities are characterised by short revenue collection periods. Income is received as cash or near-cash, or through industry clearing houses with short average payment periods. Hence, the Group's balance sheet shows high net current assets, and high cash balances on which significant interest income is earned. The Group's cash balances earn various rates of interest, based on the corporate money market rates set by The Royal Bank of Scotland. The Group is therefore affected by changes in UK interest rates. There are no fixed rate financial assets. The management of cash flow and investment of cash is controlled by the finance function. Cash is invested on a short-term basis.
The Group held sterling cash balances of £12,486,000 (2002 - £11,459,000) at 31 March 2003 of which £6,299,000 (2002 - £5,934,000) is bonded and not available to meet working capital needs. GB Railways Group plc holds £3,600,000 (2002 - £3,250,000) of cash which is used as security to provide a performance bond under the Anglia Railways franchise agreement and a guarantee on behalf of GB Railfreight Ltd. Anglia Railways holds £2,699,000 (2002 - £2,684,000) as security for a bond in respect of advanced season ticket purchases.
The Group does not have significant currency exposure from transactions.
Long-term loans
The Group does not have any long-term loans.
Undrawn bank facilities
GB Railways Group plc has an undrawn bank borrowings facility of £100,000 (2002 - £100,000) available to it. This facility is for the purposes of providing flexibility in the management of liquidity and is subject to annual review.
Fair value of financial instruments
The difference between the fair values and book values of financial instruments is not significant.
13 Reserves
Profit Share and loss Group Premium Account £'000 £'000
At 1 April 2002 6,309 (2,071) Profit for the year - 490 ------- ------- At 31 March 2003 6,309 (1,581) ====== ========
The cumulative amount of goodwill written off to reserves in respect of prior years is £154,000 (2002 - £154,000).
Profit Share and loss Company Premium Account £'000 £'000
At 1 April 2002 6,309 (617) Loss for the year - (717) ------- -------
At 31 March 2003 6,309 (1,334) ====== =======
14 Reconciliation of movements in shareholders' funds
Group Group Company Company 2003 2002 2003 2002 £'000 £'000 £'000 £'000
Profit/(Loss) for the 490 (1,292) (717) (2,959) financial year ------- ------- ------- ------- Net increase/(reduction) in shareholders' funds 490 (1,292) (717) (2,959)
Opening shareholders' 4,304 5,596 5,758 8,717 funds ------- ------- ------- ------- Closing shareholders' 4,794 4,304 5,041 5,758 funds ======= ======= ======= =======
15 Reconciliation of operating profit/(loss) to net cash inflow/(outflow) from operating activities
2003 2002 £'000 £'000
Operating profit/(loss) 571 (1,626) Depreciation charges 485 434 Decrease/(increase) in stocks 42 (60) Increase in debtors (340) (2,377) Increase in creditors 562 3,071 ------- ------- Net cash inflow/(outflow) from operating 1,320 (558) activities ======= ========
16 Analysis of changes in net funds
At At 1 April Cash 31 March 2002 Flows 2003 £'000 £'000 £'000
Bonded cash 5,934 365 6,299 Cash at bank and in hand 5,525 662 6,187 ------- ------- ------- Net funds 11,459 1,027 12,486 ======= ======= =======
Details of bonded cash are stated in Note 12.
This information is provided by RNS The company news service from the London Stock Exchange
Railhub Archive ::: 2003-06-10 GBR-001
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