TIDMSUS
RNS Number : 3814U
S & U PLC
28 March 2023
28 March 2023
S&U plc
("S&U", "the Group" or "the Company")
PRELIMINARY UNAUDITED RESULTS FOR THE YEARED 31 JANUARY 2023
S&U plc (LSE: SUS), the motor finance and specialist lender,
today announces its preliminary unaudited results for the year
ended 31 January 2023.
Group Key Financials:
-- Profit before tax ("PBT"): GBP41.4m (2022: GBP47.0m; 2021:
GBP18.1m; 2020 pre-pandemic: GBP35.1m)
-- Revenue increased by 17% to GBP102.7m (2022: GBP87.9 m)
-- Group net receivables at year-end increased by 30% to GBP420.7m (2022: GBP322.9m)
-- Group impairment charge of GBP13.9m (2022: GBP4.1m; 2021
GBP36.7m; 2020 pre-pandemic: GBP17.2m)
-- Group net finance costs at GBP7.5m (2022: GBP3.8m) higher
borrowings and increased base rates this year
-- Basic earnings per share : 277.5 p (2022: 312.8p; 2021: 120.7p; 2020 pre-pandemic: 239.6p)
-- Fin al dividend of 60p per ordinary share to be paid on 7 July 2023 (2022: 57p)
-- Net Borrowings at GBP192.4m (2022: GBP113.6m) - gearing at 85.5% (2022: 54.9%)
Advantage Motor Finance Highlights:
-- PBT: GBP37.2m (2022: GBP43.7m; 2021: GBP17.2m; 2020 pre-pandemic: GBP34.0m)
-- Revenue increased by 14% to GBP89.8m (2022: GBP78.9m)
-- Impairment charge: GBP12.9m (2022: GBP3.8m; 2021 GBP36.7m; 2020 pre-pandemic: GBP16.5m)
-- Live monthly collections at 93.6% of due (2022: 93.2%) and
continued lower bad debt attrition
-- Annual net advances : GBP186.6m (2022: GBP140.9m)
-- Net receivables at yearend at GBP306.8m (2022: GBP259.0m)
Aspen Bridging Highlights:
-- PBT : GBP4.5 m (2022: GBP3.4m; 2021: GBP0.8m; 2020 pre-pandemic GBP1.2m)
-- Annual PBT performance underpinned by strong advances and good repayments
-- Only one GBP80k impairment loss this year (2022: none)
-- Tightened conservative valuations further and reduced LTVs in
H2 2022 in anticipation of forecast 5% fall in house prices in
2023
-- Amounts receivable from customers now GBP113.9m (2022: GBP63.9m)
Audit - our auditor Mazars LLP, have again this year regretfully
informed us that due to their organisational constraints, they are
finalising a small number of residual audit procedures which were
due to have concluded ahead of this preliminary announcement. They
have advised us that they anticipate formally issuing their Audit
Opinion in the coming days.
Anthony Coombs, Chairman of S&U plc stated:
" In a world still full of uncertainty, change and cloying
pessimism, clarity of purpose and vision is more crucial than ever.
A former Chairman of Jaguar Motors put it succinctly: "the absolute
fundamental aim is to make money out of satisfying customers".
Current trading is good and I am confident that our focus, our
expertise and our experienced team will enable us to take advantage
of the emerging opportunities that this year will bring."
For further information, please contact:
Anthony Coombs S&U plc c/o SEC Newgate
Communications
Bob Huxford, Molly Gretton,
Harry Handyside SEC Newgate Communications 020 7653 9848
---------------------------- ----------------
Andrew Buchanan, Adrian
Trimmings, Sam Milford Peel Hunt LLP 020 7418 8900
---------------------------- ----------------
A conference call presentation for analysts will be held on
28(th) March 2023 at 9.30am
CHAIRMAN'S REVIEW
Introduction
I am very pleased to report that my optimism of last year and my
then "quiet but determined confidence" in S&U's future has been
vindicated by this year's excellent results. Despite the maelstrom
of a European war, political upheaval in Britain and rising
inflation, taxation and interest rates, S&U has produced profit
before tax of GBP41.4m, fully 27% up on the average of the last two
pandemic years, and the highest 'normalised' profit in its over
eighty-year history.
Revenue for the year was GBP102.7m (2022: GBP87.9m) and group
equity has grown by 9% to a record GBP224.9m. At 31 January 2023,
group total assets reached GBP428m for the first time, up by just
over GBP100m in the year and by nearly 40% on pre-pandemic levels.
As I predicted a year ago, S&U is indeed "primed for a new era
of profitable growth".
Although conscious of its wider societal obligations, S&U's
primary obligations are to our shareholders, our staff and our
customers. For shareholders, this is reflected this year in basic
earnings per share this year of 277.5p, which is 22% up on the
average of the past four years. Staff numbers continue to grow; we
are proud to have Gold Investor in People status at Advantage
Finance, have become a Real Living Wage employer and have taken
steps to ameliorate current cost of living pressures on our staff.
Service to our customers is reflected both in their number - a
record 65,200 - and in the longstanding relationships we enjoy with
them.
Financial Highlights**
Profit before tax GBP41.4m (2022: GBP47.0m*)
("PBT"):
Revenue: GBP102.7m (2022: GBP87.9m)
------------------ ------------------
Earnings per share 277.5p (2022: 312.8p*)
("EPS")
------------------ ------------------
Group net assets: GBP224.9m (2022: GBP206.7m)
------------------ ------------------
Group gearing: 85.5% (2022: 54.9%)
------------------ ------------------
Group total collections: GBP311.9m (2022: GBP294.3m)
------------------ ------------------
133p per ordinary
Dividend proposed: share (2022: 126p)
------------------ ------------------
*The profit for 2021/2022 was enhanced by a lower than normal
loan loss provision charge which reflected the lower use of
impairment provisions made in the previous Covid-affected financial
year. The average annual profit before tax in the two pandemic
years to 31 January 2022 was GBP32.6m and earnings per share
averaged 216.8p.
** key alternative performance measurement definitions are given
in note 2.4 below.
The results we are reporting are all the more creditable given
the UK's current economic performance and its still gloomy,
although possibly brightening, economic outlook. UK GDP continues
to teeter on recession. There was no growth in the fourth quarter
of 2022 and, almost uniquely in Europe, the UK economy is still
smaller than it was before the Covid pandemic. As has been evident
over the past 12 years, productivity is feeble in the UK and is
unlikely to increase substantially since the current government
lacks a clear and robust growth strategy. Recent governments have
vacillated between the fiscal incontinence of last year and the
hair shirt philosophy of the current administration. None have
espoused the regulatory, public sector and tax simplification
reforms so essential for rebooting the economy.
Nevertheless, despite all this, S&U has recently seen very
strong demand for its products particularly at Advantage. Indeed,
UK economic prospects may be brightening as, although from
historically low levels, consumer confidence is improving. Some
commentators have reduced their forecast for inflation from 18% in
2022 to just 2.8% by November. Public finances have recently seen a
GBP30 billion improvement whilst the government surplus in January
alone was GBP5 billion. More pragmatic voices on the Bank of
England monetary policy committee are arguing that the declining
energy price shock and the lag effects of recent interest rate
rises might mean current monetary policy could be more effective in
bringing down inflation than expected.
This optimism is evident in the sectors in which S&U
operates. Despite low consumer confidence generally, and although
still constrained by supply, the used car market remains robust.
Whilst prices rose year on year by 11% to mid-2022, as supply
increased this rise is now around 3% per annum. Indeed the average
price of a used car has risen from GBP9,000 in 2011 to GBP17,600 in
2022. Whilst not overstating current consumer confidence, customers
are reacting to cost of living pressures pragmatically and in ways
which favour the products S&U offers.
Thus, whilst in 2012 just 23% of used car sales were on finance,
this is now 45% (Autotrader). The number of people searching for
online finance is up 28% on pre-pandemic levels. Although
transactions in 2022 have not yet reached pre-Covid levels, the
market remains buoyant. This is most graphically illustrated at
Advantage where loan applications have reached over 2.5m for the
first time this year.
These trends have enabled Advantage to attract high-quality
customers and larger average loan sizes (GBP7,800 now against
GBP6,400 three years ago). Moreover, as was seen in 2007-2009 in
the "Great Financial Crisis", near prime customers are being
rationed and restricted by "mainstream" finance providers, enabling
Advantage to attract them at sensible rates of return.
The housing market upon which Aspen depends both for transaction
volumes and loan security, continues to be stronger than
anticipated, despite rising borrowing costs and the upheaval in the
money markets of last autumn. Whilst house prices have fallen
slightly over the past six months this appears now to be
stabilising. Indeed ONS statistics for December show annual price
growth still 10% against a peak of 12% earlier in the year. Even
allowing for an average 5% price deflation predicted for 2023, this
would imply a cumulative increase over two years of just under 5%
which further underpins Aspen's conservatively written collateral.
This conservatism gives S&U the confidence to continue to
invest in Aspen's new receivables book.
In sum, the relative buoyancy of the markets which S&U
serves, coupled with careful, experienced and watchful underwriting
has allowed us to continue to build our customer base and
receivables books. This has been done in a responsible and
sustainable way, storing up future profits whilst guarding against
any further economic downturn in an uncertain world.
Advantage Finance ("Advantage")
Advantage Finance, our motor finance business proudly based in
Grimsby, has again produced near record results. Profit before tax
is at GBP37.2m which is not only 22% above the last two years'
Covid average, but is the highest 'normalised' profit ever.
Advantage's future prospects are grounded in a record number of new
transactions in the year at just under 24,000; net receivables have
therefore now reached over GBP300m for the first time. Advantage
now serves a record 65,200 customers.
Prudence and commercial logic both dictate that Advantage use
the very significant demand for its products to focus on excellent
customers who, buttressed by careful underwriting, good payment
headroom and responsive customer relations, will ensure good
repayments even in more uncertain times. Hence this year,
particularly in the second half, has seen the introduction of
slightly larger, longer term and competitively priced loans which
have attracted near prime customers new to Advantage, which we
anticipate will have benefits for Advantage's already enviable book
quality.
Quality was also boosted by Advantage's habitually conservative
Credit Committee and its underwriting. The business has sensibly
adjusted its affordability buffers throughout the year in line with
the rising cost of living, as well as its interest margins to
account for rising operating and finance costs.
Nevertheless, attracting good customers in ever larger numbers
is not simply a matter of price. It also depends on accurately
targeted marketing. Here the Advantage team has been substantially
strengthened by new advisors, by in-house recruitment and by a
rebranding project which, directly and digitally, will improve
every aspect of Advantage's communication with existing and new
customers.
IT improvements are reinforcing this. Voice analytics,
specialist vehicle valuations, a new direct customer repayment
portal, an improved website and a smoother e-signature onboarding
process, are just some of the initiatives the ever restless and
perfectionist Advantage teams are working on.
Of course, the ultimate arbiter of well-designed products and
responsible credit policies is the quality of collections and
customer satisfaction. On these two metrics Advantage scores very
highly. In collections Advantage had an excellent year producing
live repayments at a record GBP161.8m (2022: GBP152.7m).
Advantage's collections as a percentage of due reached 93.6% which
beat both budget and last year.
Moreover, on record net receivables of nearly GBP307m, bad debts
and voluntary terminations were actually significantly under
budget.
On customer satisfaction, Advantage's ratings on Trust Pilot
reached a record 4.7 out of 5.
Both these achievements are testament to responsible
underwriting, and more particularly to Advantage's understanding
and fair treatment of its customers and its embracing of its duty
of care to its customers, well before it is mandated to do so later
this year by the Financial Conduct Authority.
Whilst enjoying close links with our Regulators, both directly
and through the Finance and Leasing Association where Advantage's
CEO, Graham Wheeler, plays a prominent role, Advantage does operate
in a highly - and increasingly - regulated industry. The formal
Consumer Duty introduced later this year for all financial services
companies focuses on actual, rather than anticipated, customer
outcomes, particularly for borrowers in financial difficulty.
Advantage is proud of its near 25-year history of customer service
and has responded by certifying a development plan and by embarking
upon a 41 point action list, which will also be monitored by
S&U's internal auditors and by its Audit Committee.
Although some may argue that the new Consumer Duty attempts to
lay on lenders' responsibilities for future events inevitably
beyond their control, and which, to an extent, replicates existing
statutory duties of care to customers, S&U endorses the Duty
for ethical and competitive reasons. Undoubtedly, those financial
firms which best communicate their methods and products to their
customers will gain their trust, their loyalty and their commitment
- all values intrinsic to S&U's Mission Statement. As I have
consistently pointed out, ultimately good business is always good
business.
As a consequence, Advantage has always maintained regular and
cordial relations with the FCA. This year this is particularly
focused on making sure that assessments of both credit worthiness
and affordability are robust in an inflationary climate. Advantage
anticipated these trends by regular reviews of its underwriting
throughout the year. Indeed, it is this monitoring and maintaining
of the subtle balance between prudent underwriting and
competitively pricing products which has been the bedrock of
Advantage's success over the past 25 years.
This is also why Advantage sees the Consumer Duty giving a
significant competitive advantage to businesses which maintain the
very high standards of which they have been so rightly proud over
the past 25 years.
In sum, a winning combination of a healthy market, intelligent
underwriting, efficient processes and empathetic customer relations
have been rewarded at Advantage by very good financial results.
They are outlined in the business review within my strategic report
below.
Finally, the credit for this outstanding performance must go to
all those who work so hard and conscientiously at Advantage. Whilst
adapting to hybrid working, many have inevitably faced personal and
financial challenges and I pay tribute to them all. Particular
mention must go to a dynamic and enthusiastic board of directors,
brilliantly led by Graham Wheeler whose talents are recognised both
at Advantage and throughout the motor finance industry. It is in
the commitment and energy of them all, that I place my confidence
in Advantage's exciting and enduring future.
Aspen Bridging
Aspen, our property bridging finance business based now in
expanded office space in Solihull, has produced a sparkling set of
results. Profit before tax is up no less than 31% to GBP4.46m, a
record, and net receivables have increased by GBP50m to GBP113.9m.
Whilst transaction numbers rose by a more modest 10% this was the
result of a deliberate move towards larger, higher quality loans
with experienced borrowers. Thus, the average loan size rose by 11%
and average blended yields were above budget.
The housing market against which 95% of Aspen's collateral is
secured, is undoubtedly slowing both due to Base Rate increases
from 0.25% to 4% in the year, and also to wider cost of living
pressures. Whilst the recent Bank of England Mortgage and Lending
Report reveals more households than ever in Britain having
significant equity in their properties, house prices are expected
to fall an average 5% this year, whilst transaction numbers may
reduce further. However, Aspen has repositioned towards higher
quality, less mortgage-dependent borrowers and towards higher value
properties. This is expected to insulate the business against wider
market fluctuations. Over the past year Aspen has prudently
increased its interest rates, tightened further already
conservative valuations and reduced LTVs. In mid-year the average
gross LTV for new business was 74%; it is now 66%.
This conservative approach is also reflected in Aspen's loan
loss provisioning charges which increased to GBP1.0m this year
(2022: GBP0.3m), although the business only incurred one actual
loss during the year of GBP80,000. Each loan underwritten in Aspen
involves secondary independent assessment and a rigorous valuation
exercise including a physical inspection of the property by Aspen
staff - something which is rare in the industry.
A strong loan book also depends upon providing products which
are tailored to individual customers. Aspen is able to provide a
bespoke service to borrowers as well as being fleet of foot in the
service it offers. Quarterly reviews of staff productivity are held
and new products considered. For instance, this year saw Aspen's
Bridge to Let product win new product of the year at the Bridging
and Commercial awards. It went on to comprise GBP22.8m of Aspen's
GBP134m advances this year.
Aspen runs a tight ship but a growing business requires more and
properly trained staff. Remuneration costs therefore rose this year
by 26% compared to a 44% rise in revenue. Staff numbers are now 21
against 18 a year ago. All new staff members are expected to
undertake CPD training and several have now obtained RICS and legal
qualifications. Fortunately, the local universities, particularly
Aston University, Birmingham, provide a regular supply of highly
talented and motivated individuals from a diverse local
community.
Aspen's small team is characterised by hard work, growing
experience and imagination and these qualities together with a
strong track record provide the background for S&U's investment
of a further GBP50m in the business this year. I am confident that
this will be reflected in continually improving returns for the
Group.
Dividends
Whilst acknowledging our responsibilities to wider stakeholders,
S&U has always felt a primary responsibility to its
shareholders. We fulfil this by regular engagement, and by
distributing the rewards of the company success with them; this
implies our normal practice of a 50% distribution of post-tax
profits in dividends. This year the vacillations of our government
over future corporation tax rates have clouded these decisions.
Therefore, in the light of an EPS of 277.5p per share the board
proposes to recommend, subject to the approval of our shareholders
at our AGM on the 25 May 2023, a final dividend of 60p (2022: 57p)
per Ordinary Share. This final dividend will be paid on 7 July 2023
to shareholders on the register on 16 June 2023. This will mean
that total dividends this year will be 133p per share (2022:
126p).
Funding and Treasury
A successful and growing business requires significant
investment. Over the past year excellent lending opportunities
amongst good quality customers have augmented Advantage's and
Aspen's natural growth: S&U has therefore invested just under
GBP79m in net borrowings to finance a receivables book which has
grown by GBP98m. Net group borrowings therefore now stand at
GBP192m. Group medium-term facilities were increased in the autumn
from GBP180m to GBP210m and, as previously usual, more will be
arranged as the business develops. A rapidly increased Bank Rate
has been budgeted for, not only in our usual budgets but in our
longer-term projections. Current signs hint that such a view might
happily prove conservative.
Nevertheless S&U plans to maintain a prudent Treasury
policy. Gearing still stands at 86% (2022:55%), well within
covenanted levels. The experience and expertise of Chris Redford,
our Group Finance Director, and the finance teams at Advantage and
Aspen will ensure that this remains so.
Governance and Regulation
I will not repeat my concerns of a year ago on the importance of
financial regulation being proportionate, clear and not inhibiting
a vigorous and competitive free enterprise system. By harnessing
the basic instincts of communities and individuals to improve
themselves and their families, it is this free enterprise system -
not one based on state control and intervention - which has
transformed living standards over the entire period of S&U's
existence.
But today too often this is taken for granted. New regulations,
Codes of Practice and "guidance" are never ceasing. Moreover, the
government spends at least half of the country's resources.
Taxation is at its highest level since 1946. Such is the suspicion
of the profit motive that detailed regulation of every customer
transaction is deemed essential both ab initio and throughout the
customer relationship.
Tragically, the gyrations and misfortunes of the current
government have done nothing to reverse these trends. There are
three serious consequences. First it destroys incentives - not just
for the wealthy but for the aspirational and much maligned
middle-class who find themselves paying higher rates of tax on the
same real income.
Second, regulation can inhibit innovation. The financial
services industry, Advantage included, needs to be careful that
this year's mandated focus on the new Consumer Duty regime does not
lead to postponement of new products and innovation which would
have also benefited customers.
Third, intervention and regulation enfeeble the economy and
restricts economic growth. Last year a further GBP74bn was
"invested" in the ever-growing public sector where productivity is
both significantly less than in the private sector, and may even in
some areas be negative. Public sector output is still 7.4% below
pre-pandemic levels. This is a significant cause of Britain's
decades-long decline in productivity.
On a day to day level however, S&U and Advantage in
particular continue to enjoy positive relations with their
regulators. Advantage's preparations for the Consumer Duty are well
advanced, as is its Development Plan. Meanwhile, Advantage's
industry body, the Finance and Leasing Association upon which two
of our executives sit, continues to lobby for a more consistent and
coordinated legislative and regulatory regime.
More broadly, S&U continues to engage closely with the
Environmental, Social and Governance (ESG) agenda which arguably
encapsulates much of the suspicion of free enterprise to which I
referred earlier. However, S&U is formally adopting policies
which both common sense and our company values require of any good
citizen. These, as the relevant sections of our strategy report
show, will concentrate in particular on targets to minimise or
mitigate our CO2 emissions.
Of course, good citizenship involves more than just 'green
issues'. S&U has a vibrant community and charity programme
through the KC Trust which over its 10-year history has contributed
nearly am pounds to smaller charities, which are reliant on their
own voluntary fundraising and mainly work with children and young
adults with both physical and learning disabilities. Above all, we
give where it will really make a difference.
Finally, it gives me great pleasure to welcome Ed Ahrens,
managing director of Aspen Bridging, to the S&U board. Ed has a
wealth of experience in the banking and credit card sectors, joined
us in 2015 and has since been instrumental in creating and leading
the team which is making Aspen Bridging such a success. His
appointment is just reward for his wise and energetic contribution
to the Group.
Current Trading and Outlook
" In a world still full of uncertainty, change and cloying
pessimism, clarity of purpose and vision is more crucial than ever.
A former Chairman of Jaguar Motors put it succinctly: "the absolute
fundamental aim is to make money out of satisfying customers".
Current trading is good and I am confident that our focus, our
expertise and our experienced team will enable us to take advantage
of the emerging opportunities that this year will bring."
Anthony Coombs
Chairman
27 March 2023
CONSOLIDATED INCOME STATEMENT
Year ended 31 January 2023 Note
2023 2022
GBP'000 GBP'000
Revenue 3 102,714 87,889
Cost of Sales 4 (23,676) (18,771)
Impairment charge 5 (13,877) (4,120)
Gross Profit 65,161 64,998
Administrative expenses (16,256) (14,208)
Operating profit 48,905 50,790
Finance costs (net) 6 (7,495) (3,772)
Profit before taxation 41,410 47,018
Taxation (7,692) (9,036)
Profit for the year attributable
to equity holders 33,718 37,982
=============================== =================================
Earnings per share basic 8 277.5p 312.8p
Earnings per share diluted 8 277.5p 312.7p
=============================== =================================
Dividends per share
- Proposed Final Dividend 60.0p 57.0p
- Interim dividends in respect
of the year 73.0p 69.0p
- Total dividend in respect of
the year 133.0p 126.0p
- Paid in the year 128.0p 101.0p
=============================== =================================
All activities derive from continuing
operations.
CONSOLIDATED STATEMENT OF
COMPREHENSIVE
INCOME
2023 2022
GBP'000 GBP'000
Profit for the year attributable
to equity holders 33,718 37,982
Actuarial loss on defined benefit
pension scheme (13) (6)
Total Comprehensive Income for
the year 33,705 37,976
------------------------------- ---------------------------------
CONSOLIDATED BALANCE SHEET
31 January 2023 Note
2023 2022
GBP'000 GBP'000
ASSETS
Non current assets
Property, plant and equipment
including right of use assets 2,616 2,455
Amounts receivable from customers 7 219,305 181,614
Deferred tax assets 110 120
222,031 184,189
----------------------------- ----------------------------------
Current Assets
Amounts receivable from customers 7 201,405 141,301
Trade and other receivables 1,601 1,739
Cash and cash equivalents 3,137 0
206,143 143,040
----------------------------- ----------------------------------
Total Assets 428,174 327,229
LIABILITIES
Current liabilities
Bank overdrafts and loans - (2,568)
Trade and other payables (4,602) (4,347)
Tax Liabilities (888) (926)
Lease Liabilities (166) (174)
Accruals and deferred income (1,262) (774)
(6,918) (8,789)
----------------------------- ----------------------------------
Non current liabilities
Borrowings (195,500) (111,000)
Lease Liabilities (421) (243)
Financial Liabilities (450) (450)
(196,371) (111,693)
----------------------------- ----------------------------------
Total liabilities (203,289) (120,482)
NET ASSETS 224,885 206,747
============================= ==================================
Equity
Called up share capital 1,719 1,718
Share premium account 2,301 2,301
Profit and loss account 220,865 202,728
Total equity 224,885 206,747
============================= ==================================
STATEMENT OF CHANGES IN EQUITY
Year ended 31
January
2023
Called up Share Profit
share premium and loss Total
capital account account equity
GBP'000 GBP'000 GBP'000 GBP'000
At 1 February
2021 1,717 2,301 177,011 181,029
-------------------- --------------------- --------------------------- ----------------------------
Profit for year - - 37,982 37,982
Other
comprehensive
income for
year - - (6) (6)
-------------------- --------------------- --------------------------- ----------------------------
Total
comprehensive
income for
year - - 37,976 37,976
Issue of new
shares
in year 1 - - 1
Cost of future
share
based payments - - 39 39
Tax credit on
equity
items - - (35) (35)
Dividends - - (12,263) (12,263)
At 31 January
2022 1,718 2,301 202,728 206,747
-------------------- --------------------- --------------------------- ----------------------------
Profit for year - - 33,718 33,718
Other
comprehensive
income for
year - - (13) (13)
-------------------- --------------------- --------------------------- ----------------------------
Total
comprehensive
income for
year - - 33,705 33,705
Issue of new
shares
in year 1 - - 1
Cost of future
share
based payments - - 6 6
Tax charge on
equity
items - - (28) (28)
Dividends - - (15,546) (15,546)
At 31 January
2023 1,719 2,301 220,865 224,885
==================== ===================== =========================== ============================
CONSOLIDATED CASH FLOW STATEMENT
Year ended 31 January 2023
Note
2023 2022
GBP'000 GBP'000
Net cash used in operating
activities 9 (62,760) (2,094)
Cash flows used in investing
activities
Proceeds on disposal of property,
plant and equipment 166 93
Purchases of property, plant
and equipment (826) (377)
Net cash used in investing activities (660) (284)
---------------------------- ----------------------------
Cash flows from financing activities
Dividends paid (15,546) (12,263)
Issue of new shares 1 1
Receipt of new borrowings 84,500 25,000
Repayment of borrowings - (11,500)
Increase/(decrease) in lease
liabilities 170 (134)
Net increase/(decrease) in overdraft (2,568) 1,273
Net cash generated from financing
activities 66,557 2,377
---------------------------- ----------------------------
Net increase/(decrease) in
cash and cash equivalents 3,137 (1)
Cash and cash equivalents at
the beginning of year - 1
---------------------------- ----------------------------
Cash and cash equivalents at
the end of year 3,137 -
---------------------------- ----------------------------
Cash and cash equivalents comprise
Cash and cash in bank 3,137 -
============================ ============================
There are no cash and cash equivalent balances which are not
available for use by the Group (2022: GBPnil).
1. SHAREHOLDER INFORMATION
1.1 Preliminary Announcement
This unaudited preliminary announcement does not constitute the
full financial statements prepared in accordance with UK-adopted
international accounting standards. The unaudited preliminary
announcement was approved by the Board of directors on 27 March
2023. The Company's Annual Report will be finalised subsequent to
this preliminary unaudited results announcement. The figures shown
for the year ended 31 January 2022 are not statutory accounts. A
copy of the statutory accounts has been delivered to the Registrar
of Companies, contained an unqualified audit report and did not
contain an adverse statement under section 498(2) or 498(3) of the
Companies Act 2006. This announcement has been agreed with the
Company's auditors for release. A copy of this preliminary
announcement will be published on the website www.suplc.co.uk. The
Directors are responsible for the maintenance and integrity of the
Company website. Legislation in the United Kingdom governing the
preparation and dissemination of financial statements differ from
legislation in other jurisdictions.
1.2 Annual General Meeting
The Annual General Meeting will be held on 25 May 2023 and
further details of arrangements will be published in the AGM
notice.
1.3 Dividend
If approved at the Annual General Meeting a final dividend of
60p per Ordinary Share is proposed, payable on 7 July 2023 with a
record date of 16 June 2023.
1.4 Annual Report
The 2023 Annual Report and Financial Statements and AGM notice
will be displayed in full on our website www.suplc.co.uk in due
course and also posted to those Shareholders who have still opted
to receive a hardcopy. Copies of this announcement are available
from the Company Secretary, S & U plc, 2 Stratford Court,
Cranmore Boulevard, Solihull B90 4QT.
2. KEY ACCOUNTING POLICIES
The 2023 financial statements have been prepared in accordance
with applicable accounting standards and accounting policies -
these key accounting policies are a subset of the full accounting
policies.
2.1 Basis of preparation
As a listed Group we are required to prepare our consolidated
financial statements in accordance with UK-adopted international
accounting standards. These financial statements have been prepared
under the historical cost convention. The consolidated financial
statements incorporate the financial statements of the Company and
all its subsidiaries for the year ended 31 January 2023. As
discussed in the strategic report, the directors have a reasonable
expectation that the Group has adequate resources to continue in
operational existence for the foreseeable future. Accordingly, they
continue to adopt the going concern basis in preparing the annual
report and accounts.
There are no new standards which have been adopted by the group
this year which have a material impact on the financial statements
of the Group.
At the date of authorisation of this preliminary announcement
the directors anticipate that the adoption in future periods of any
other Standards and interpretations which are in issue but not yet
effective, will have no material impact on the financial statements
of the Group.
2.2 Revenue recognition
Interest income is recognised in the income statement for all
loans and receivables measured at amortised cost using the constant
periodic rate of return on the net investment in the loans, which
is akin to an effective interest rate (EIR) method. The EIR is the
rate that exactly discounts estimated future cash flows of the loan
back to the present value of the advance and hire purchase interest
income is then recognised using the EIR. Acceptance fees charged to
customers and any direct transaction costs are included in the
calculation of the EIR. For hire purchase agreements in Advantage
Finance which are classified as credit impaired (i.e. stage 3
assets under IFRS 9), the group recognises revenue 'net' of the
impairment provision to align the accounting treatment under IFRS
16 with the requirements of IFRS 9 and also with the treatment
adopted for similar assets in Aspen. Revenue starts to be
recognised from the date of completion of the loan - after
completion hire purchase customers have a 14 day cooling off period
during which they can cancel their loan.
2.3 Impairment and measurement of amounts receivable from
customers
All customer receivables are initially recognised as the amount
loaned to the customer plus direct transaction costs. After initial
recognition the amounts receivable from customers are subsequently
measured at amortised cost.
Amortised cost includes a deduction for loan loss impairment
provisions for expected credit losses ("ECL") assessed by the
directors in accordance with the requirements of IFRS9.
There are 3 classification stages under IFRS9 for the impairment
of amounts receivable from customers:
Stage 1: Not credit impaired and no significant increase in
credit risk since initial recognition
Stage 2: Not credit impaired and a significant increase in
credit risk since initial recognition
Stage 3: Credit impaired
The directors assess whether there is objective evidence that a
loan asset or group of loan assets is credit impaired and should be
classified as stage 3. A loan asset or a group of loan assets is
credit impaired only if there is objective evidence of credit
impairment as a result of one or more events that occurred after
the initial recognition of the loan. Objective evidence may include
evidence that a borrower or group of borrowers is experiencing
financial difficulty or delinquency in repayments. Impairment is
then calculated by estimating the future cash flows for such
impaired loans, discounting the flows to a present value using the
original EIR and comparing this figure with the balance sheet
carrying value. All such impairments are charged to the income
statement. Under IFRS 9 for all stage 1 accounts which are not
credit impaired, a further collective provision for expected credit
losses in the next 12 months is calculated and charged to the
income statement.
Key assumptions in ascertaining whether a loan asset or group of
loan assets is credit impaired include information regarding the
probability of any account going into default (PD) and information
regarding the likely eventual loss including recoveries (LGD).
These assumptions and assumptions for estimating future cash flows
are based upon observed historical data and updated to reflect
current and future conditions. As required under IFRS9, all
assumptions are reviewed regularly to take account of differences
between previously estimated cash flows on impaired debt and the
eventual losses.
For all loans in stages 2 and 3 a provision equal to the
lifetime expected credit loss is taken. In addition and in
accordance with the provisions of IFRS9 a collective provision for
12 months expected credit losses ("ECL") is recognised for the
remainder of the loan book which is Stage 1. 12-month ECL is the
portion of lifetime ECL that results from default events on a
financial asset that are possible within 12 months after the
reporting date.
In our Motor Finance business, all loans 1 month or more in
contractual arrears are deemed credit impaired and are therefore
included in IFRS9 stage 3. This results in more of our net
receivables being in stage 3 and the associated stage 3 loan loss
provisions being higher than if we adopted a more prime customer
receivables approach of 3 months or more in arrears. Our approach
of 1 month or more in contractual arrears is based on our historic
observation of subsequent loan performance after our customers fall
1 month or more in contractual arrears within our non-prime motor
finance customer receivables book. The expected credit loss ("ECL")
is the probability weighted estimate of credit losses.
A PD/LGD model was developed by our Motor Finance business,
Advantage Finance, to calculate the expected loss impairment
provisions in accordance with IFRS9. Stage 1 expected losses are
recognised on inception/initial recognition of a loan based on the
probability of a customer defaulting in the next 12 months. This is
determined with reference to historical data updated for current
and future conditions. If a motor finance loan falls one month or
more in contractual arrears, then this is deemed credit impaired
and included in IFRS9 Stage 3. There are some motor finance loans
which are up to date with payments but the customer is in some form
of forbearance and we deem this to be a significant increase in
credit risk and so these loans are included in Stage 2. As a result
of the uncertainty over the performance of customers who were
granted a payment holiday as part of the Government and FCA support
measures as a result of the Covid pandemic and have also either
requested a second payment holiday or have had a previous payment
delinquency, we have assessed these customers to have a significant
increase in credit risk and they were therefore included in Stage 2
until they re-established a successful post holiday payment
records. There are no payment holiday customers left in stage 2 at
31 January 2023 as at that date all such customers are either
correctly classified in another stage or their agreement has
finished This is why the volume of customers in Stage 2 decreased
at 31 January 2023.
As required under IFRS9 the expected impact of movements in the
macroeconomy is also reflected in the expected loss model
calculations. For motor finance, assessments are made to identify
the correlation of the level of impairment provision with forward
looking external data regarding forecast future levels of
employment, inflation, interest rates and used car values which may
affect the customers' future propensity to repay their loan. The
macroeconomic overlay assessments for 31 January 2023 reflect that
further to considering such external macroeconomic forecast data,
management have judged that there is currently a more heightened
risk of an adverse economic environment for our customers and the
value of our motor finance security. To factor in such
uncertainties, management has included an overlay for certain
groups of assets to reflect this macroeconomic outlook, based on
estimated unemployment, inflation and used vehicle price levels in
future periods. Further sensitivity over this estimation
uncertainty is provided in note 2.5.
Other than the changes to the approach mentioned above, there
were no significant changes to estimation techniques applied to the
calculations used at 31 January 2023 and those used at 31 January
2022.
PD/LGD calculations for expected loss impairment provisions were
also developed for our Property Bridging business Aspen Bridging in
accordance with IFRS9. Stage 1 expected losses are recognised on
inception/initial recognition of a loan based on the probability of
a customer becoming impaired in the next 12 months. The Bridging
product has a single repayment scheduled for the end of the loan
term and if a bridging loan is not granted an extension or repaid
beyond the end of the loan term then this is deemed credit impaired
and included in IFRS9 Stage 3. Due mainly to the high values of
property security attached to bridging loans, the bridging sector
typically has lower credit risk and lower impairment than other
credit sectors.
Assets in both our secured loan businesses are written off once
the asset has been repossessed and sold and there is no prospect of
further legal or other debt recovery action. Where enforcement
action is still taking place, loans are not written off. In motor
finance where the asset is no longer present then another indicator
used to determine whether the loan should be written off is the
lack of any receipt for 12 months from that customer.
2.4 Performance Measurements
i) Risk adjusted yield as % of average monthly receivables is
the gross yield for the period (revenue minus impairment) divided
by the average amounts receivable from customers for the
period.
ii) Rolling 12-month impairment to revenue % is the impairment
charged in the income statement during the 12 months prior to the
reporting date divided by the revenue for the same 12-month period.
Historic comparisons using this measure were affected by the
adoption of new accounting standards IFRS9 and IFRS16 and risk
adjusted yield is considered a more historically comparable guide
to receivables performance.
iii) Return on average capital employed before cost of funds is
calculated as the Operating Profit divided by the average capital
employed (total equity plus Bank Overdrafts plus Borrowings less
cash and cash equivalents)
iv) Dividend cover is the basic earnings per ordinary share for
the financial year divided by the dividend per ordinary share
declared for the same financial year.
v) Group gearing is calculated as the sum of Bank Overdrafts
plus Borrowings less cash and cash equivalents divided by total
equity.
vi) Group collections are the total monthly collections,
settlement proceeds and recovery collections in motor finance added
to the total amount retained from advances, customer redemptions
and recovery collections in property bridging.
2.5 Critical accounting judgements and key sources of estimation
uncertainty
In preparing these financial statements, the Company has made
judgements, estimates and assumptions which affect the reported
amounts within the current and next financial year. Actual results
may differ from these estimates.
Estimates and judgements are regularly reviewed based on past
experience, expectations of future events and other factors.
Critical accounting judgements
The following are the critical accounting judgements, apart from
those involving estimations (which are dealt with separately
below), that the Directors have made in the process of applying the
Company's accounting policies and that have the most significant
effect on the amounts recognised in the financial statements.
Significant increase in credit risk for classification in Stage
2
The Company's transfer criteria determine what constitutes a
significant increase in credit risk, which results in a customer
being moved from Stage 1 to Stage 2. Stage 2 currently includes
customers who have a good payment record but have been identified
as vulnerable by trained staff. Vulnerability can be driven by
factors including health, life events, resilience or capability.
All customer facing staff are trained to help recognise
characteristics of vulnerability. Stage 2 previously included some
pandemic payment holiday customers but these customers have all now
had 12 months to re-establish their post holiday payment track
record and are therefore now either correctly included in another
stage or their agreement has finished.
Key sources of estimation uncertainty
The directors consider that the sources of estimation
uncertainty which have the most significant effect on the amounts
recognised in the financial statements are those inherent in the
consumer credit markets in which we operate relating to impairment
as outlined in 1.4 above. In particular, the Group's impairment
provision is dependent on estimation uncertainty in forward-looking
on areas such as employment rates, inflation rates and used car and
property prices.
The Group implemented IFRS 9 from 1 February 2018 by developing
models to calculate expected credit losses in a range of economic
scenarios. These models involve setting modelling assumptions,
weighting of economic scenarios, the criteria of determining
significant deterioration in credit quality and the application of
adjustments to model outputs. We have outlined assumptions in our
expected credit loss model in the current year. Reasonable movement
in these assumptions might have a material impact on the impairment
provision value.
Macroeconomic overlay for our motor finance business
For this overlay, the Group considers four probability-weighted
scenarios in relation to unemployment rate: base, upside, downside
and severe scenarios as follows:
Base Upside Downside Severe Weighted
(30% decrease) (30 % increase) (50% increase
)
Weighting 50% 5% 40% 5%
Q1 2023 3.80% 2.66% 4.94% 5.70% 4.29%
Q1 2024 4.40% 3.08% 5.72% 6.60% 4.97%
Q1 2025 5.00% 3.50% 6.50% 7.50% 5.65%
Q1 2026 5.30% 3.71% 6.89% 7.95% 5.99%
Inflation rates were not previously factored into the
macroeconomic overlay prior to 31 January 2022 when we included
them due to the extraordinary increases forecast for the following
12 months period and the potential impact on our customers and
their repayments - high inflation and forecast inflation were still
present at 31 January 2023. The Group considers four
probability-weighted scenarios in relation to inflation rate: base,
upside, downside and severe scenarios as follows:
Base Upside Downside Severe Weighted
(30% decrease) (30 % increase) (50% increase
)
Weighting 50% 5% 40% 5%
Q1 2023 9.70% 6.79% 12.61% 14.55% 10.96%
Q1 2024 3.00% 2.10% 3.90% 4.50% 3.39%
Q1 2025 1.00% 0.70% 1.30% 1.50% 1.13%
Q1 2026 0.40% 0.28% 0.52% 0.60% 0.45%
An increase by 0.5% in the weighted average unemployment rate
would result in an increase in loan loss provisions by
GBP1,044,494. A decrease by 0.5% would result in a decrease in loan
loss provisions by GBP1,044,494. An increase by 0.5% in the
weighted average inflation rate would result in an increase in loan
loss provisions by GBP474,770. A decrease by 0.5% would result in a
decrease in loan loss provisions by GBP474,770.
Used vehicle price overlay and sensitivity for our motor finance
business
Our used vehicle price overlay is based on used vehicle guide
price information and the mileage and condition of each vehicle is
estimated which is uncertain. It is also based on an uncertain
assumption at 31.1.23 that used car prices which increased
significantly in 2021 and 2022 will fall by 13.5%. This used
vehicle price overlay has increased loan loss provisions at 31.1.23
by GBP6,656,000 (2022: increased provisions by GBP4,552,000). If
used car prices were only assumed to fall by 8.5% instead, then
this would result in a decrease in loan loss provisions of
GBP2,815,718. If used car prices were assumed to fall by 18.5%
instead, then this would result in a further increase in loan loss
provisions of GBP2,717,750.
Expected loss sensitivity for our property bridging business
The PD/LGD expected loss impairment provision model calculations
developed for our Aspen bridging business have been based on
extrapolating an inherently low volume sample of historic defaults
and losses to reflect the current receivables and current market
conditions. If the probability of default were assessed to be 10%
higher than these calculations then this would result in an
increase in loan loss provisions of GBP290,727. If the probability
of default were assessed to be 10% lower than these calculations
then this would result in a decrease in loan loss provisions of
GBP290,727.
3. SEGMENTAL ANALYSIS
Analyses by class of business of revenue and profit before
taxation from continuing operations
are
stated
below:
Revenue Profit before taxation
Year Year Year Year
ended ended ended ended
31.1.23 31.1.22 31.1.23 31.1.22
Class of
business GBP'000 GBP'000 GBP'000 GBP'000
Motor
finance 89,801 78,898 37,171 43,682
Property
Bridging
finance 12,913 8,991 4,457 3,414
Central
costs
net of
central - - (218) (78)
finance
income
102,714 87,889 41,410 47,018
-------------------------- -------------------------- ------------------------- -------------------------
Analyses by class of business of assets and liabilities
are stated below:
Assets Liabilities
Year Year Year Year
ended ended ended ended
31.1.23 31.1.22 31.1.23 31.1.22
Class of
business GBP'000 GBP'000 GBP'000 GBP'000
Motor
finance 311,168 262,458 (164,452) (131,012)
Property
Bridging
finance 116,714 64,426 (109,485) (59,606)
Central 292 345 70,648 70,136
428,174 327,229 (203,289) (120,482)
-------------------------- -------------------------- ------------------------- -------------------------
Depreciation of assets for motor finance was GBP425,000 (2022:
GBP427,000), for property bridging finance was GBP15,000 (2022:
GBP21,000) and for central was GBP85,000 (2022: GBP81,000). Fixed
asset additions for motor finance were GBP394,000 (2022:
GBP337,000), for property bridging finance were GBP13,000 (2022:
GBP16,000) and for central were GBP419,000 (2022: GBP24,000).
The net finance credit for central costs was GBP2,507,000 (2022:
GBP2,506,000), for motor finance was a cost of GBP6,619,000 (2022:
GBP4,394,000) and for property bridging finance was a cost of
GBP3,383,000 (2022: GBP1,884,000). The tax credit for central costs
was GBP58,000 (2022: GBP24,000), for motor finance was a tax charge
of GBP6,901,000 (2022: GBP8,408,000) and for property bridging
finance was a tax charge of GBP848,000 (2022: GBP652,000).
The significant products in motor finance are car and other
vehicle loans secured under hire purchase agreements.
The significant products in property bridging finance are
bridging loans secured on property.
The assets and liabilities of the Parent Company are classified
as Central.
No geographical analysis is presented because all operations are
situated in the United Kingdom.
4. COST OF SALES
2023 2022
GBP'000 GBP'000
Cost of sales - motor finance 21,687 17,266
Cost of sales - property bridging
finance 1,989 1,505
Total cost of sales 23,676 18,771
=========================== ===========================
5. IMPAIRMENT CHARGE
2023 2022
GBP'000 GBP'000
Loan loss provisioning charge
Loan loss provisioning charge -
motor finance 12,885 3,805
Loan loss provisioning charge -
property bridging finance 992 315
Total impairment charge 13,877 4,120
=========================== ===========================
6. FINANCE COSTS (NET)
2023 2022
GBP'000 GBP'000
31.5% cumulative preference dividend 141 142
Lease liabilities interest 12 17
Bank loan and overdraft 7,342 3,613
Total finance costs (net) 7,495 3,772
=========================== ===========================
7. AMOUNTS RECEIVABLE FROM CUSTOMERS
2023 2022
GBP'000 GBP'000
Motor finance hire purchase 403,282 350,517
Less: Loan loss provision motor finance (96,465) (91,481)
Amounts receivable from customers
motor finance 306,817 259,036
------------------------- -------------------------
Property bridging finance loans 115,451 64,525
Less: Loan loss provision property
bridging finance (1,558) (646)
Amounts receivable from customers
property bridging finance 113,893 63,879
------------------------- -------------------------
Amounts receivable from customers 420,710 322,915
========================= =========================
Analysis of future due date due
- Due within one year 201,405 141,301
- Due in more than one year 219,305 181,614
Amounts receivable from customers 420,710 322,915
========================= =========================
Analysis of Security
Loans secured on vehicles under hire
purchase agreements 302,159 254,933
Loans secured on property 113,893 63,879
Other loans not secured - motor finance
where security no longer present 4,658 4,103
Amounts receivable from customers 420,710 322,915
========================= =========================
7. AMOUNTS RECEIVABLE FROM CUSTOMERS (CONTINUED)
Analysis of loan loss provision and amounts receivable
from customers (capital)
Not credit Not credit Credit
Impaired Impaired Impaired
Stage Stage
1: Stage 2: 3:
Subject Subject Subject
to to to
12 months lifetime lifetime Total
As at 31 January 2023 ECL ECL ECL
GBP'000 GBP'000 GBP'000 GBP'000
Amounts receivable (capital)
Motor finance 285,050 2,236 115,996 403,282
Property bridging finance 108,378 - 7,073 115,451
Total 393,428 2,236 123,069 518,733
=========== =========== ========= =========
Loan loss provisions
Motor finance (26,640) (662) (69,163) (96,465)
Property bridging finance (1,116) - (442) (1,558)
Total (27,756) (662) (69,605) (98,023)
=========== =========== ========= =========
Amounts receivable (net)
Motor finance 258,410 1,574 46,833 306,817
Property bridging finance 107,262 - 6,631 113,893
Total 365,672 1,574 53,464 420,710
=========== =========== ========= =========
Stage Stage
1: Stage 2: 3:
Subject Subject Subject
to to to
12 months lifetime lifetime Total
As at 31 January 2022 ECL ECL ECL
GBP'000 GBP'000 GBP'000 GBP'000
Amounts receivable (capital)
Motor finance 240,588 7,503 102,426 350,517
Property bridging finance 63,145 - 1,380 64,525
Total 303,733 7,503 103,806 415,042
=========== =========== ========= =========
Loan loss provisions
Motor finance (22,129) (2,769) (66,583) (91,481)
Property bridging finance (446) - (200) (646)
Total (22,575) (2,769) (66,783) (92,127)
=========== =========== ========= =========
Amounts receivable (net)
Motor finance 218,459 4,734 35,843 259,036
Property bridging finance 62,699 - 1,180 63,879
Total 281,158 4,734 37,023 322,915
=========== =========== ========= =========
7. AMOUNTS RECEIVABLE FROM CUSTOMERS (CONTINUED)
Analysis of loan loss provision and amounts receivable
from customers (capital)
Stage Stage
1: 2: Stage 3:
Subject Subject Subject
to to to Total
12 months lifetime lifetime Provision
Analysis of
Loan loss
provisions ECL ECL ECL
GBP'000 GBP'000 GBP'000 GBP'000
At 1 February
2021 14,680 12,759 65,475 92,914
Net
transfers
and changes
in credit
risk (3,144) (7,462) (2,775) (13,381)
New loans
originated 11,212 112 6,177 17,501
Total
impairment
charge
to income
statement 8,068 (7,350) 3,402 4,120
Amount
netted off
revenue
for stage 3
assets - - 10,197 10,197
Utilised
provision
on
write-offs (173) (2,640) (12,291) (15,104)
At 31 January
2022 22,575 2,769 66,783 92,127
Net transfers
and changes
in credit
risk (10,020) (1,905) (1,710) (13,635)
New loans
originated 15,599 148 11,765 27,512
Total
impairment
charge
to income
statement 5,579 (1,757) 10,055 13,877
Amount
netted off
revenue
for stage 3
assets - - 8,893 8,893
Utilised
provision
on
write-offs (398) (350) (16,126) (16,874)
At 31 January
2023 27,756 662 69,605 98,023
========================== ============================ ============================== ============================
8. EARNINGS PER ORDINARY SHARE
The calculation of earnings per ordinary share ("eps") from
continuing operations is based on profit after tax of GBP33,718,000
(2022: GBP37,982,000).
The number of shares used in the basic eps calculation is the
weighted average number of shares in issue during the year of
12,149,205 (2022: 12,142,928). There are a total of nil dilutive
share options in issue (2022: 5,500) and taking into account the
appropriate proportion of these dilutive options the number of
shares used in the diluted eps calculation is 12,149,205 (2022:
12,145,096).
9. RECONCILIATION OF OPERATING PROFIT
TO NET CASH FROM OPERATING ACTIVITIES
2023 2022
GBP'000 GBP'000
Operating Profit 48,905 50,790
Finance costs paid (7,495) (3,772)
Finance income received - -
Tax paid (7,748) (8,749)
Depreciation on plant, property and
equipment 525 529
(Profit)/loss on disposal of plant,
property and equipment (26) 13
Increase in amounts receivable from
customers (97,795) (42,005)
Decrease/increase in trade and other
receivables 138 (633)
Increase in trade and other payables 255 1,584
Increase in accruals and deferred
income 488 116
Increase in cost of future share based
payments 6 39
Movement in retirement benefit asset/obligations (13) (6)
Net cash used in operating activities (62,760) (2,094)
========= =========
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