easyJet PLC EZJ Final Results
easyJet PLC (EZJ) - Final Results
RNS Number : 5084R
easyJet PLC
20 November 2012
20 November
2012
easyJet plc
Results for the year ended 30 September 2012
Strategy continues to deliver record profits, growth in profit margins and
improved returns for shareholders
Results at a glance
^ 2012 2011 Change
Total revenue (£ million) 3,854 3,452 +11.6%
Profit before tax (£ million) 317 248 +27.9%
Pre-tax margin (%) 8.2% 7.2% +1.0ppt
Basic earnings per share (pence) 62.5 52.5 +19.0%
Proposed dividend - ordinary (pence per share) 21.5 10.5 +104.8%
Return on Capital Employed (%) - excluding operating 14.5% 12.7% +1.8ppt
leases adjustment
Return on Capital Employed (%) - including operating 11.3% 9.8% +1.5ppt
leases adjustment
Return on equity 14.6% 14.0% +0.6ppt
· easyJet has delivered improved returns for shareholders and growth in a
challenging economic environment. Profit before tax was up by 27.9% to a
record £317 million and pre-tax profit margins grew by 1 percentage point to
8.2% despite a £182 million increase in unit fuel costs. Return on Capital
Employed excluding operating lease adjustment improved by 1.8 percentage
points to 14.5% (while Return on Capital Employed including operating lease
adjustment improved by 1.5 percentage points to 11.3%.)
· Total revenue per seat grew by 5.9% (7.5% at constant currency) to
£58.51 driven by: improved load factors; the annualisation of changes to fees
and charges made in 2011; the careful targeting of capacity to markets with
the strongest returns potential; improvements to easyJet.com; the success of
the 'Europe by easyJet' campaign and from capacity constraint in the market.
· Seats flown grew by 5.5% to 65.9 million, load factors increased by 1.4
percentage points to 88.7% and passenger numbers rose 7.1% to 58.4 million.
· Cost per seat excluding fuel fell by 1% for the full year (and grew by
1.8% at constant currency). Unit cost increases were driven by increased
charges at regulated airports especially in Spain and Italy and higher load
factors. Cost pressures were partially offset by shorter average sector
lengths, the easyJet Lean programme delivering significant savings in ground
handling and non-regulated airport charges, by the increased proportion of
larger A320 aircraft in the fleet and by the exceptionally low levels of
disruption in comparison to previous years.
· easyJet generated operating cash (excluding dividend payments) of £457
million in the year, an increase of 7.8% compared to the prior year.
· In light of the continued strong financial performance of easyJet and
the confidence in easyJet's position within European short-haul aviation, the
Board has decided to amend the dividend policy from this year to pay out
one-third of profit after tax each year, up from the one-fifth payout
introduced last year. As a result the recommended ordinary dividend is
21.5pence per share or £85 million.
· Earnings per share grew 19.0% to 62.5 pence per share.
Commenting on the results, Carolyn McCall easyJet Chief Executive said:
"These results demonstrate that easyJet is a structural winner in the European
short-haul market against both legacy and low cost competition. The strength
of easyJet's business model and strategy coupled with the hard work and
dedication of the easyJet team has delivered record profits as well as a
significant increase in returns for shareholders during the year.
As evidence of its confidence in easyJet's current position and future
prospects the Board proposes to increase the dividend from 10.5p to 21.5p for
the year ended September 2012 which will see our shareholders benefit from
easyJet's success with £85m of dividends.
"Whilst there is always the potential for unexpected events to temporarily
impact financial results the Board of easyJet is confident that its business
model, strategy and people will consistently continue to generate superior
returns and growth for shareholders."
For further details please contact easyJet plc:
Institutional investors and sale side analysts:
Rachel Kentleton Investor
Relations +44 (0) 7961 754 468
Tom Oliver Investor
Relations +44 (0) 7950 996 262
Media:
Paul Moore Corporate
Communications +44 (0) 7860 794 444
Edward Simpkins RLM
Finsbury +44 (0) 207 251
3801
+44 (0) 7947 740 551
There will be an analyst presentation at 9:30 am on 20 November 2012 at
Nomura, One Angel Lane, London, EC4R 3AB.
A live webcast of the presentation will be available at www.easyJet.com
Audio Details
· UK & International Number +44 (0) 203 140 0722
· US Number +1 718 705 7514
Playback Details
· UK Playback Number +44 (0) 203 140 0698
· US Playback Number +1 877 846 3918
· Playback Pin Code 387362#
The replay service will be available up until 27 November 2012
A) PERFORMANCE DURING THE YEAR
Financial performance
easyJet delivered record profit before tax of £317 million up by £69 million
from 2011. The result was delivered despite headwinds from a £182 million
increase in unit fuel costs and ongoing consumer pressure from the weak
European economy combined with a £50 million increase in Air Passenger Duty
charges in UK, France and Germany. Profit per seat (including fuel) rose by 84
pence to £4.81. This performance was driven by:
· 5.5% capacity growth and a 1.4 percentage point improvement in load
factor to 88.7%. Passenger numbers rose 7.1% to 58.4 million.
· Total revenue per seat grew by 5.9% (7.5% at constant currency) to
£58.51, driven by improved load factors; the annualisation of changes to fees
and charges made in 2011; the careful targeting of capacity to markets with
the strongest returns potential; improvements to easyJet.com; the success of
the 'Europe by easyJet' campaign and from competitor capacity constraint in
the market.
· Cost per seat excluding fuel fell by 1% for the full year (and grew by
1.8% at constant currency). Unit cost increases were driven by increased
charges at regulated airports especially in Spain and Italy and higher load
factors. Cost pressures were partially offset by shorter average sector
lengths, the easyJet Lean programme delivering significant savings in ground
handling and non-regulated airport charges, by the increased proportion of
larger A320 aircraft in the fleet and by the exceptionally low levels of
disruption in comparison to previous years.
easyJet generated operating cash of £457 million in the year. In light of the
continued strong financial performance and cash generation of easyJet and the
robustness of the easyJet balance sheet, the Board has decided to reduce the
level of dividend cover from five times to three times and consequently the
Board has recommended paying an ordinary dividend of 21.5 pence a share or £85
million.
Return on Capital Employed
easyJet is committed to driving improved returns and growth for shareholders
and so uses a Return on Capital Employed (ROCE) metric to enable transparent
and consistent communication of this goal for shareholders.
easyJet's returns have improved year on year and its ROCE continues to be in
excess of the Company's cost of capital.
2012 2011 Change
ROCE - excluding operating leases adjustment 14.5% 12.7% +1.8ppt
ROCE - including operating leases adjustment 11.3% 9.8% +1.5ppt
When easyJet introduced ROCE as a key performance indicator in 2010, the
decision was taken not to adjust the calculation for leases in the expectation
that the International Accounting Standards Board (IASB) would shortly be
concluding a review of the most appropriate accounting treatment of lease
financing.
Over the last year it has become clear that the process is far from complete
and the accounting position is not expected to change before 2016 at the
earliest. As a consequence of the delay and following shareholder
consultation, easyJet has decided to amend its ROCE methodology to reflect the
impact on returns of aircraft held under operating leases by capitalising them
at seven times the annual lease rental in line with market practice.
Robust operations
easyJet's strong operational and cost performance is built around ensuring
aircraft depart and arrive on time. This both minimises the costs of
disruption, and improves customer satisfaction and repeat purchase, which in
turn increases revenue. easyJet experienced considerably less disruption from
weather and industrial action than in previous years. In total, fewer than
1,000 flights were cancelled in the year to 30 September 2012 compared to over
4,000 flights in the year to 30 September 2011.
Although predominantly driven by external factors, the reduced level of
cancellations and delays is also as a result of the investment in easyJet's
operations control centre (OCC). Initiatives launched to drive operational
performance and minimise disruption included the easyJet turn project, the
ongoing twice daily operational calls and temporarily basing MET Office
forecasters in easyJet's head office during the course of the Olympics.
On-time performance (OTP) improved again in the year with a 9 percentage point
improvement across the network and an increase of 3 percentage points in the
fourth quarter^(1). easyJet's OTP is now best in-class within the
industry^(2).
OTP % arrivals within 15 minutes Q1 Q2 Q3 Q4 Full year
2011 65% 81% 84% 85% 79%
2012 88% 90% 87% 88% 88%
The focus of the operations team in the coming financial year will be on
aircraft turn time during the roll-out of allocated seating whilst continuing
to control cost through standardisation and simplification.
Customer satisfaction
The strong operational performance was reflected in improvements in customer
satisfaction, with a 3 percentage point year-on-year improvement to 82%^(3)
and a two percentage points improvement in the likelihood to recommend score
to 84%.
easyJet closely monitors customer satisfaction and strives to maintain or grow
its customer satisfaction scores through making travel easy and affordable for
its customers. easyJet made further improvements to its end-to-end customer
experience such as the decision to roll-out allocated seating across the
network following its successful trial this summer. The decision to trial
allocated seating was prompted by scores for the boarding experience which
were lower than the other categories monitored.
Country review
UK
easyJet is the largest carrier in the UK with a market share of around 20%^(4)
in the total intra-European market and around 35% share in easyJet's markets.
easyJet has further increased its total UK market share by around 1% in the
last year, largely due to other carriers reducing capacity. easyJet saw growth
at Gatwick and in its new base at Southend, while bases in Stansted and
Liverpool were reduced. easyJet is the number one carrier in nine out of
eleven UK easyJet bases with the total number of UK based aircraft at 122.
Switzerland
Switzerland continues to be a focus market for easyJet. With 7.2% capacity
growth, easyJet has consolidated its leadership position in both Geneva with
around 37% market share and Basel with 43% market share^(4). The capacity
increase has enabled easyJet to launch 7 new routes and add frequencies on
core routes such as Berlin, Barcelona and London. easyJet now operates 19
aircraft out of its Swiss bases.
France
easyJet grew capacity in France by 8.2% in the year and is the second largest
carrier in France with over 12% market share^(4) and bases 24 aircraft in
France. A key part of easyJet's strategy in France is to address regional
demand for both domestic and international flights and to become the
alternative carrier to Air France. Capacity growth was focused on the French
regions driven by 11 new routes from its new bases in Nice and Toulouse which
opened in March. This brings the total number of routes touching these two
bases to 41.
Brand consideration^(5) and customer satisfaction scores have increased in the
year. Since April 2012, easyJet.com is the most visited airline website in
France.
Italy
easyJet is the third largest carrier in Italy, with a market share of 11%^(4).
easyJet has 23 aircraft based in Italy with a number 1 share^(4) in its main
Milan Malpensa base and a strong presence in Rome Fiumicino, Venice and
Naples.
The easyJet brand is increasing its profile in Italy with the recent launch of
easyJet's first television advertising campaign. Brand consideration ^(5) has
increased by 11 percentage points up to 46% thanks to more targeted marketing
activities in the key catchment areas.
Germany
In a highly regional market easyJet's focus in Germany has remained on
building a strategic European point-to-point network in Berlin (now with 50%
market share in Schönefeld^(4)), easyJet has continued to build both its
leisure and business product out of Berlin whilst rationalising the
non-essential network in Dortmund to improve profitability.
Spain
The outbound Spanish market remains one of the most competitive in Europe,
with the existing overcapacity leading to lower yields than in other easyJet
markets. Lower yields and high and increasing airport charges led to the
decision to cease having crew and aircraft based in Madrid from 1 December
2012. The base closure is on plan and 87% of the 300+ staff currently based in
Madrid have accepted the offer to relocate to another easyJet operational base
in Europe.
easyJet remains committed to Spain, including Madrid, and will continue to fly
to and from Spain out of its other bases. Although capacity will be reduced
by around 9%, easyJet expects to carry over 12 million passengers to and from
Spain next year.
Portugal
easyJet is the third largest carrier in Portugal with a market share of around
13%^(4) and is also the second carrier in Lisbon Portela airport, having
opened a base there in April 2012. The base launched with two aircraft and a
third one started there in November 2012.
B) MARKET OVERVIEW
Competitive landscape
There are 3,000 short-haul aircraft in operation in Europe and around half of
overall capacity is flown by the top five carriers: Ryanair, IAG, Lufthansa,
AF-KLM and easyJet. In recent years, the sustained high price of aviation
fuel combined with restricted European economic growth and consumer spending,
rising aviation taxes and scarcity of financing has led to a difficult
operating environment for all airlines.
In the past year, several carriers have exited and other carriers have changed
ownership or required refinancing; the charter operators are seeing their
market share and profitability diminishing further; and the losses incurred
from legacy operators' short-haul operations are well publicised.
Consequently, overall capacity in the European short-haul aviation market
remained flat, and declined slightly on easyJet's routes^(4).
Overall demand for European point-to-point leisure and business travel in the
medium term is expected to grow slightly ahead of GDP and this, combined with
the capacity restraint in the European aviation market, means that there are
structural growth opportunities for carriers such as easyJet with robust
business models and strong competitive positions.
Competitive position
easyJet is one of the very few pan-European low-cost carriers in the European
short-haul passenger aviation market and is focused on making travel easy and
affordable for its customers. easyJet is the fourth largest short-haul
carrier in Europe with a market share of 8%^(4) ^ and derives its competitive
advantages from the following attributes:
· leading short-haul network with the highest number of market pairs
within Europe's top 100 market pairs and strong market shares in valuable
markets such as London, Paris, Milan, Amsterdam and Geneva;
· low cost, efficient and flexible business model derived from scale and
cost advantage, high asset utilisation, a young efficient fleet with low cost
ownership, a leading online and digital offering and industry-leading load
factors; and
· efficient and robust capital structure.
Regulatory environment
The regulatory environment continues to have a significant impact on easyJet
and over the last year monopoly infrastructure providers have pushed through
unreasonable increases in charges.
However, there are EU proposals on slot and ground handling frameworks which
could improve competition across Europe and allow better access to congested
airports. easyJet has devoted significant effort to the European Commission's
proposals as these have the potential to improve competition at airports. In
particular, easyJet is advocating the legalisation of secondary slot trading
at airports across Europe and an increase in competition within the ground
handling market which would lead to lower costs and an improved service. This
is particularly important in Germany and Portugal, where anti-competitive
restrictions on the number of ground handlers at an airport have led to
excessive costs.
easyJet supports the work to make airspace more efficient through the Single
European Sky initiative, and the European Commission's efforts to drive lower
costs into airspace. Europe now has a real opportunity to address the
inefficiencies in airspace, and it is vital that individual Member States are
not allowed to escape their responsibilities to deliver change and control
costs.
easyJet remains concerned with the continual increase in taxes on aviation
across Europe, which is undermining European growth and ultimately jobs.
easyJet has undertaken work to demonstrate to governments that these taxes are
not in their interest or those of consumers or people working within the
sector.
Towards the end of 2012, the European Commission will set out a redraft of the
EU 261 regulations, which govern passenger rights. easyJet is focused on
ensuring that the reform brings clarity to airline obligations. easyJet
believes in the importance of providing passengers with the right level of
protection, but also the protection passengers value and want to pay for.
The airports easyJet flies to are central to its business model. easyJet's
network focuses on primary airports where people want to fly to and this
provides easyJet with access to important catchments and drives up unit
revenues. Primary airports tend to have pricing power and could engage in
monopolistic behaviour if they are not regulated.
Where airports are monopolies, regulation is the only effective answer. Only
in this way will passengers be protected from excessive airport charges and
poor service. easyJet has focused on ensuring that there is effective
regulation where it is needed, but also that regulators understand the needs
of point-to-point airlines and their passengers. There is cost pressure from
regulated airports across Europe from a combination of lower passenger
volumes, restricted access to finance and upcoming regulatory reviews. The
cost increases from the regulatory reviews in Spain and Italy were
disappointing for easyJet and there are upcoming reviews at Gatwick, Geneva
and Stansted. To address the risk of increasing airport costs, easyJet has
put in place a more sophisticated approach to regulated airport charges
building on experience of working with governments and economic regulators.
This has involved developing economic evidence on the impact of airport
charges, providing technical input into regulatory reviews and ensuring that
easyJet is properly represented in discussions with regulators and
governments.
At non-regulated airports, easyJet has worked where possible to put in place
long-term contracts that mitigate the risk of future cost increases and ensure
that easyJet can build on a long-term sustainable platform.
C) STRATEGIC PROGRESS: easyJet is uniquely positioned to be the structural
winner in European short haul aviation
easyJet is structurally positioned as the strongest pan European airline due
to its cost advantage, leading market positions at convenient airports and
great customer proposition of low fares with friendly and efficient service
supported by one of the strongest balance sheets in European aviation. As
inefficient and financially weak competitors retrench, easyJet will continue
its strategy to build its leading position on Europe's top 100 routes where it
has a 25% market share to become the leading point-to-point airline flying
between primary airports. This will enable easyJet to deliver passenger
growth, in excess of the market overall, of around 3% to 5% per annum and
tangible returns to shareholders of an annual ordinary dividend of three times
cover.
In order to execute against our strategy, easyJet is focused on four key
objectives:
1. Build strong number 1 and 2 network positions
2. Maintain cost advantage
3. Drive demand, conversion and yields across Europe
4. Disciplined use of capital
1. Build strong number 1 and 2 network positions
A core easyJet strength is its pan-European network which connects more of the
top 100 city to city market pairs than any other airline. easyJet's principal
competitors are the legacy carriers operating in slot constrained, primary
airports over whom easyJet enjoys a significant cost advantage, allowing it to
offer competitive, affordable fares. easyJet has the number 1 or 2 market
share position in 21 valuable slot constrained airports such as London
Gatwick, Paris Orly, Milan Malpensa, Amsterdam and Geneva.
easyJet has built up key positions in slot constrained airports over a number
of years which provide the Company with a very competitive and resilient
network platform for its operations. easyJet's strategy is to continue to
build positions of strength in its key markets and to reallocate aircraft to
the routes and bases which will deliver the highest returns. Routes are
measured on the returns they are delivering against the Company's returns
target. Capacity on underperforming routes is reallocated, or performance
managed and profitability improved, to deliver an appropriate return. In a
dynamic marketplace, profitability of routes can change over time and by
ensuring that route returns are continually monitored the Company is most
effectively able to drive ROCE.
As a consequence of the desire to re-orientate the easyJet network to drive
sustainable long term returns, easyJet took the difficult step of announcing
the proposed closure of its Madrid base from Winter 2012/13. easyJet will
continue to serve Madrid and the rest of Spain but to do so differently by
moving its aircraft to other easyJet bases, which will deliver higher returns
for the airline.
It was clear from the network review that the Madrid base was delivering
returns significantly below all of easyJet's other bases. This was due to a
combination of overcapacity in the Spanish airline market, leading to low
revenue per passenger, combined with high airport charges, which have more
than doubled in the last two years and will be subject to further increases
above inflation in the coming years.
Aircraft have been redeployed in areas which have the potential to drive
higher returns further evidenced by the strengthening of our position in Lyon
and the opening of the French regional bases in Nice and Toulouse; the new
Lisbon base; London Southend opening to improve the offering in north London
and additional aircraft based in Gatwick, Basel and Milan with further plans
to increase aircraft based in Edinburgh and Manchester.
2. Maintain cost advantage
easyJet has a cost advantage over its competitors in the airports that it
operates from, allowing it to offer competitive and affordable fares. Its key
competitors in these airports tend to be legacy carriers with older, less
efficient aircraft, lower asset utilisation, lower seat densities and load
factors and higher levels of fixed costs. This lower cost base enables easyJet
to offer the lower fares its customers value.
In addition, easyJet's asset utilisation of 10.4 block hours per day for owned
aircraft is amongst the highest in the industry. During the year, asset
utilisation decreased by 0.6% year-on-year following the introduction of
shorter but higher returning sectors including French domestic routes.
easyJet Lean
The easyJet Lean programme is now firmly established and embedded within the
organisation with targets every year on a rolling 5 year basis under the
sponsorship of the Chief Financial Officer.
easyJet Lean's goal is to protect easyJet's structural cost advantage by
ensuring below inflation non-fuel cost per seat increases. The emphasis is
both on keeping cost out as well as taking cost out. easyJet Lean delivered
ahead of the planned £90 million in 2012 and expects to deliver additional
savings of around £35 million in the 2013 financial year. Savings are being
achieved by driving cost efficiencies through best in-class procurement,
leveraging scale, tight control of overhead costs, greater crew flexibility
and improved operational performance. Savings to date have partially offset
inflationary increases and the increased investments in infrastructure
developments including allocated seating.
Ground handling was a target area in the last financial year and significant
savings have been achieved. Over a third of ground handling contracts
measured by spend were renegotiated, delivering typical savings of between 5%
and 15%. easyJet continues to work with suppliers to drive operational
efficiencies and to simplify its product.
easyJet's strategy is focused around building strong positions at primary
airports where there is inherent demand and thus higher yields are available.
Consequently around 70% of easyJet's airport costs come from regulated
airports and there have been above inflationary cost increases in the period
especially in Italy and Spain. The easyJet procurement team have mitigated
part of the impact by putting in place key deals to support asset growth
elsewhere in the network. easyJet expects further cost pressure from
regulated airports in 2013.
easyJet continues to make progress in optimising crew costs to ensure it is
competitive in each market in which it operates. Successes include agreeing
more flexibility with crew and increasing crew planning horizons. easyJet
continues to recognise and engage with unions during a difficult economic time
for the industry.
Fleet
easyJet has built flexibility into its fleet planning arrangements such that
it can increase or decrease capacity deployed, subject to the opportunities
available and prevailing economic conditions. The Company also has the
flexibility to move aircraft between routes and markets to improve returns.
easyJet's total fleet as at 30 September 2012 comprised 214 aircraft, split
between 156 seat Airbus A319s and 180 seat A320s. During the year, easyJet
took delivery of 19 A320 aircraft under the terms of the Airbus easyJet
agreement and seven A319 aircraft exited the fleet. The two remaining Boeing
737-700s were returned to their lessors in November 2011.
The larger A320 aircraft have been introduced over the last few years with
minimal reduction in yields, and deliver a per seat cost saving of
approximately 7% over the A319 aircraft through economies of scale,
efficiencies in crew, ownership, fuel and maintenance. The modest increase in
the proportion of A320s this year delivered a 21 pence per seat cost saving in
2012. easyJet believes that the mix of A320s in the fleet can continue to
increase in the foreseeable future with minimal impact on yields.
easyJet targets an owned:leased split of aircraft of 70:30 but as it evaluates
the next generation of aircraft expects the mix to fluctuate.
The major airframe suppliers have embarked upon the development of the next
generation of short-haul aircraft to take advantage of new engine technology
being developed by CFM International (a joint venture between General Electric
and Snecma) and Pratt & Whitney. Airbus and Boeing are updating their single
aisle aircraft with new engines and various other upgrades whilst Bombardier
is producing a completely new 100 to 150 seat family aircraft using the latest
systems and production techniques. The new aircraft types, which are planned
to enter service over the next six years, promise double digit fuel efficiency
improvements which are clearly attractive to easyJet.
easyJet is making good progress on its technical and commercial evaluation of
the next generation of short-haul aircraft technology. As the evaluation
advances further, easyJet will bring a proposal to shareholders which will
cover both the next generation of deliveries which are likely to be after 2017
and a plan for the bridging period from 2014 to 2017.
easyJet's intention for any new aircraft order is to maximise the economic
efficiencies of the fleet and to support further returns-focused capacity
growth.
Fleet as at 30 September 2012:
Unexercised
Operating Finance Changes Future committed purchase rights
Owned leases leases Total in year deliveries^(7) and options^(8)
easyJet 105 49 6 160 -7 - -
A319
easyJet
43 6 5 54 19 16 73
A320
Boeing
- - - - -2 - -
737-700
GB
Airways
A320 - - - - - 2^(6) -
family
148 55 11 214 10 18 73
3. Drive demand, conversion and yields across Europe
Over the course of the year, easyJet introduced a number of initiatives to
drive demand and improve unit revenue. Unit revenues rose by 7.5% on a
constant currency basis to £59.41.
The 'europe by easyJet' campaign has continued to drive visits to easyJet.com
and has been a success in all of its major markets. The aim of the campaign
has been to develop a brand that people know, like and understand, increasing
their likelihood to fly with easyJet on a recurring basis.
During the course of the year, easyJet launched its first television
advertising campaign focusing on connecting people across Europe and the
experiences customers have. The emphasis has been placed on having a
consistent presence across Europe with appropriate market testing and
tailoring of key messages. The TV campaign was delivered at the same time as
reducing marketing cost per seat with a reallocation of marketing investment
achieved through the rigorous testing of all media.
easyJet has continued to focus on attracting business travellers to improve
unit revenues. Key to success in this market is to establish effective
partnerships with Global Distribution System (GDS) providers, travel
management companies (TMCs) and large scale corporate customers. The emphasis
of the business traveller initiative in 2012 was to put these building blocks
in place for future growth. Agreements were signed with the major GDS
providers (including Amadeus), the leading TMCs (including American Express)
and by reaching agreements with specific customers (including major high
street banks) and recently with the UK Houses of Parliament. easyJet is
working in partnership with the GDS providers and TMCs to improve technology
to make the booking functionality for third party agents easier and expects
these improvements to be completed in mid-2013.
In the cost conscious business travel market, easyJet has seen a 6% growth in
business passengers and increased its share of the European business travel
market^(9).
In September, easyJet announced that its allocated seating trial had been
successful and would be rolled out across its network by 27 November 2012.
easyJet was keen to ensure that allocated seating did not impact asset
utilisation and is confident that the roll-out will not materially diminish
on-time performance. Customer feedback has been positive with more than 70% of
customers preferring allocated seating and over 60% more likely to use easyJet
in the future^(10).
easyJet is the third most searched for airline globally^(11) with close to 400
million visits to easyJet.com over the last 12 months. 60% of visitors
originate from outside the UK.
easyJet.com's new content management system was introduced to improve
operational efficiency, increase agility, and target specific users with
relevant route pricing and messages. Other new initiatives include the
introduction of InspireMe, a map based search tool targeting those people who
may not know exactly where or when they want to travel, and specific Swiss and
US websites.
During the course of the year, easyJet also focused on broadening its digital
reach through the introduction of new channels. As at 30 September 2012, the
easyJet mobile app had over 3 million downloads delivering £42 million of
revenue since its introduction in December 2011. The easyJet app is now
available through iPhone and Android devices and has been complemented with
the recent launch of a mobile website. By focusing on core booking
functionality and "making travel easy" for customers on the move, easyJet is
well positioned to take further advantage of developments in this growing
area.
easyJet made significant improvements in the way it prices its flights over
the last 12 months, investing in improvements to its yield management system.
Developments include continuous pricing allowing more specific yield
algorithms to be utilised on a wider range of flights, using the latest
artificial intelligence techniques to optimise pricing, and further unbundling
and yield managing ancillary charges.
Through partnerships with leading providers (including booking.com and
Europcar) and an increased focus on customer insight and segmentation, easyJet
is in the process of overhauling its customer contact strategy. A range of
relevant and personalised emails will be deployed at appropriate points with
the aim of driving ancillary upsell and improving customer experience.
4. Disciplined use of capital
The aviation market is a highly capital intensive industry and it is important
for airlines to pay careful consideration to its financing and balance sheet
position to balance risk, growth, access to funding and shareholder returns.
easyJet has a strong balance sheet and derives a competitive advantage through
access to funding at a lower cost. easyJet has a range of measures and tools
to effectively allocate capital and resources across its network whilst
maintaining an optimal capital structure. This has enabled easyJet to deliver
returns in excess of its cost of capital. easyJet has the following targets
to ensure its capital structure remains both robust and efficient:
· a maximum gearing of 50% giving investors and finance providers
assurance that easyJet will not over-leverage;
· a limit of £10 million net debt per aircraft; and
· a minimum £4 million liquidity per aircraft.
These measures allow easyJet to withstand external shocks such as an extended
closure of airspace, significant fuel price increases or a sustained period of
low yields whilst being in a position to drive growth and returns for
shareholders.
Over the cycle, easyJet is committed to covering its cost of capital, and will
self-fund both growth and the dividend from the cash flows of the business.
During the year good progress has been made on reducing excess liquidity and
capital by paying a special dividend of £150 million and repaying £162 million
of relatively high-coupon mortgage debt. easyJet is currently in the process
of closing sale and leasebacks for 12 new A320s and 12 older A319 aircraft.
The tender process has been heavily oversubscribed which should allow easyJet
to close deals at very attractive lease rates; demonstrating the benefit of
easyJet's strong balance sheet.
In light of the continued strong financial performance of easyJet and the
robustness of the easyJet balance sheet, the Board has decided that it is
appropriate to reduce the level of dividend cover from 5 times to 3 times for
the foreseeable future and consequently the Board has recommended paying an
ordinary dividend of 21.5 pence per share at a total cost of £85 million, an
increase of 104.8%.
The recommended ordinary dividend will be paid on Friday 22 March 2013 to
those shareholders on the register at the close of business on Friday 1 March
2013 with an ex-dividend date of Wednesday 27 February 2013.
D) LOOKING FORWARD
Hedging positions
easyJet operates under a clear set of treasury policies agreed by the Board.
The aim of easyJet's hedging policy is to reduce short term earnings
volatility. Therefore, easyJet hedges forward, on a rolling basis, between 65%
and 85% of the next 12 months anticipated fuel and currency requirements and
between 45% and 65% of the following 12 months anticipated requirements.
Details of current hedging arrangements are set out below:
Percentage of anticipated requirement hedged Fuel US Dollar Euro
requirement requirement surplus
Six months ending 31 March 2013 86% 86% 76%
Average rate $986 m/t $1.61 €1.18
Full year ending 30 September 2013 78% 81% 68%
Average rate $985 m/t $1.60 €1.18
Full year ending 30 September 2014 55% 62% 48%
Average rate $993 m/t $1.58 €1.22
Sensitivities
· A $10 movement per metric tonne impacts the FY'13 fuel bill by $4
million.
· A one cent movement in £/$ impacts the FY'13 profit before tax by £1.6
million.
· A one cent movement in £/€ impacts the FY'13 profit before tax by £1.2
million.
Outlook
The European macro-economic environment remains uncertain and easyJet
continues to be disciplined in its approach to asset allocation. Weaker
competitors have retrenched and there are clear opportunities for profitable
growth, thus easyJet will grow overall capacity in seats flown by around 3.5%
in the first half of the year. Full year capacity growth is expected to be at
a similar level to the first half of the year.
Forward bookings for the first half of the 2013 financial year are broadly in
line with the prior year. With around 45% of winter seats now booked, first
half total revenue per seat at constant currency is expected to be up by low
to mid-single digits; as is usual at this time of the year it is too early to
have any visibility on second half revenue per seat performance.
easyJet expects cost per seat (excluding fuel and currency movements) to
increase by around 3% to 4% for the full year and by around 4% to 5% for the
first half assuming normal levels of disruption and constant load factors.
Cost increases will be predominantly driven by increases in charges at
regulated airports and airport costs are likely to increase by £70 million at
constant currency for the 2013 financial year.
It is estimated that at current exchange rates and with fuel remaining within
its recent $1,000 m/t to $1,100 m/t trading range, easyJet's unit fuel bill
for the 2013 financial year would be up to £30 million higher ^(12). In
addition, exchange rate movements (excluding those related to fuel) are likely
to have a further £50 million^(12) negative impact in the 2013 financial year.
The challenges faced by easyJet are shared by all European airlines but
easyJet's leading European network and cost advantage combined with a
disciplined approach to use of capital means that easyJet is well placed to
continue to make travel easy and affordable for customers and to continue to
generate returns and growth for shareholders.
Whilst there is always the potential for unexpected events to temporarily
impact financial results the Board of easyJet is confident that its business
model, strategy and people will consistently continue to generate superior
returns and growth for shareholders.
(1) Source: On-time performance as measured by internal easyJet system
(2) Source: On-time performance as measured by flightstats.com
(3) Source: customer satisfaction data from GfK Customer Satisfaction
Tracker. Time period: FY 2012 versus FY 2011. Data updated October 2012.
(4) Market share data from OAG. Size of European market based on internal
easyJet definition. Historic data based on the 12 month period from October
2011 to end September 2012. Forward looking data based on available OAG
information to the end of March 2013 with assumptions made on Ryanair growth.
(5) Brand consideration scores from GfK ascent
(6) To be delivered as part of a GB Airways commitment
(7) The 16 future easyJet deliveries and 2 ex-GB Airways deliveries are
anticipated to be delivered over the next three financial years;10 in FY13, 6
in FY14 and 2 in FY15.
(8) Purchase options and rights may be taken on any A320 family aircraft and
are valid until 2015.
(9) Source: Business traveller market share from PhoCusWright report October
2012.
(10) Source: Allocated seating data based on 32,000 respondents to end of
August 2012
(11) Source: Google
(12) Rates as at 16 November 2012 US$1.59/£, €1.25/£ and US$1,019 per metric
tonne:
Finance Review
Key performance indicators
easyJet has delivered a strong financial performance for the 2012 financial
year, despite continuing macroeconomic challenges across Europe and fuel
prices remaining both high and volatile. Profit before tax grew by 27.9% to
£317 million, resulting in profit before tax per seat of £4.81; close to our
ambition of £5. Profit after tax was £255 million, an increase of 13.3% from
£225 million last year.
Return on capital employed and capital structure
2012 2011 Change
ROCE - including operating leases adjustment 11.3% 9.8% +1.5ppt
ROCE - excluding operating leases adjustment 14.5% 12.7% +1.8ppt
Return on equity 14.6% 14.0% +0.6ppt
Gearing 29% 28% +1ppt
When return on capital employed was introduced as a key performance indicator
in 2010, the decision was taken not to adjust the calculation for aircraft
held under operating leases. This was in the expectation that the IASB's
leasing project would complete in a relatively short time frame, resulting in
all leases being shown on the statement of financial position.
Over the last year it has become clear that this process is far from complete
and the accounting position is not expected to change before our 2016
financial year at the earliest. Consequently it has been decided to amend our
ROCE calculation to reflect appropriately the impact on return on capital of
aircraft held under operating leases by capitalising that at seven times the
annual lease rental in line with market practice. While the returns indicated
by the new measure are lower, the measures are closely correlated and both old
and new measures indicate returns in excess of cost of capital.
ROCE including operating leases adjustment for the year was 11.3%, an increase
of 1.5 percentage points from the previous year.
Return on equity improved by 0.6 percentage points to 14.6%. This increase is
lower than that seen in either ROCE measure due to the increase in effective
tax rate from 9% last year to 20% this year.
During the year good progress has been made on reducing excess liquidity and
capital by paying a special dividend of £150 million and repaying £162 million
of relatively high-coupon mortgage debt. Gearing was stable at 29% (2011: 28%)
Financial performance per seat
2012 2011
£ million £ per Pence per £ million £ per Pence per
seat ASK seat ASK
Total revenue 3,854 58.51 5.34 3,452 55.27 4.98
Costs excluding
fuel 2,388 36.25 3.31 2,287 36.62 3.30
Fuel 1,149 17.45 1.59 917 14.68 1.32
Profit before
tax 317 4.81 0.44 248 3.97 0.36
Tax charge 62 0.94 0.09 23 0.37 0.04
Profit after tax 255 3.87 0.35 225 3.60 0.32
Total revenue grew by 11.6% to £3,854 million resulting in growth of 5.9% in
revenue per seat to £58.51. At constant currency, revenue per seat grew by
7.5% to £59.41. Just over half of this improvement was driven by improved
ticket prices, with the balance mainly from the annualising of changes to fees
and charges introduced last year.
Excluding fuel, cost per seat fell by 1.0% to £36.25, however it grew by 1.8%
at constant currency. easyJet experienced above-inflation increases in charges
at regulated airports (particularly in Spain and Italy). Set against this
easyJet successfully re-negotiated a number of key ground handling contracts
and also continued to benefit from the increasing proportion of larger A320
aircraft in the fleet. To a lesser extent, cost per seat was also adversely
impacted by higher load factors and benefitted from slightly shorter average
sector length.
Disruption levels and the costs that resulted were exceptionally low this year
with just over 1,000 sectors cancelled on the day or delayed overnight. This
is a quarter of the level experienced last year. While it is pleasing to be
able to report this, easyJet does not consider it to be representative of what
may be seen in the future.
As previously reported, our average fuel price increased by $164 per tonne
compared with last year resulting in an increase in fuel unit costs of £182
million, equivalent to £2.77 per seat.
Overall, profit before tax increased by £69 million (£0.84 per seat) to £317
million (£4.81 per seat). While the impact of exchange rate changes on certain
components of the income statement were significant, overall profit before
taxation was improved by £10 million driven by the favourable timing of Euro
booking revenues.
The tax charge was £62 million resulting in an effective tax rate of 20%
(2011: charge of £23 million and effective tax rate of 9%).
The difference between the effective tax rate and standard UK rate is
principally driven by the reduction in the UK deferred tax rate to 23% and the
utilisation of previously unrecognised losses.
Earnings per share and dividends per share
2012 2011 Change
Earnings per share 62.5p 52.5p 19.0%
Ordinary dividend per share 21.5p 10.5p 104.8%
Special dividend per share - 34.9p N/A
easyJet paid its first ever dividends during March 2012, comprising an
ordinary dividend of 10.5 pence per share and a special dividend of 34.9 pence
per share. The total dividend paid was £196 million. Following payment of the
special dividend, share capital was consolidated on a basis of eleven for
twelve, and at year end easyJet had 396 million shares of 27 ^2/[7] pence
outstanding.
Earnings per share grew 19.0% to 62.5 pence per share. Of this increase,13.6%
is due to growth in profit after tax and 5.4% due to the impact of the share
consolidation following payment of the special dividend in March.
Ordinary dividend per share grew by 104.8 % to 21.5p pence per share. easyJet
is pleased to announce that its dividend policy is being amended from this
year to pay out one-third of profit after tax for each year, up from the
one-fifth payout introduced last year.
Exchange rates
Capacity grew in the year by 3.4 million seats flown, of which around
two-thirds was deployed in bases outside the UK. While this resulted in
increased cash flows denominated in Euros, the weakness of the Euro against
sterling meant that the overall currency profile of the business was little
changed year on year:
Revenue Costs
2012 2011 2012 2011
Sterling 47% 47% 24% 24%
Euro 43% 44% 35% 35%
US Dollar 1% - 35% 35%
Other (principally Swiss Franc) 9% 9% 6% 6%
Average Exchange Rates 2012 2011 Change
Euro - revenue €1.19 €1.15 (3.9%)
Euro - costs €1.22 €1.15 5.8%
US Dollar $1.60 $1.61 (0.6%)
Swiss Franc CHF 1.46 CHF 1.45 (0.7%)
The value of the Euro against sterling declined during the year, with the year
end exchange rate 7.8% lower at €1.25/£1. This decline was more marked during
the second half of the year. Since the business generates a Euro surplus (Euro
revenue exceeds Euro costs) a net loss from this Euro exposure might be
expected.
However a significant proportion of summer bookings were taken before the
sharpest decline in the exchange rate, which, coupled with the policy of
hedging surplus Euros, meant that easyJet was shielded from the full impact of
the falling Euro in this financial year.
The impact on profit of changes in exchange rates was as follows:
Favourable / (Adverse) Euro Swiss franc US dollar Other Total
£ million £ million £ million £ million £ million
Revenue (65) 9 1 (5) (60)
Fuel 11 - (10) - 1
Costs excluding fuel 68 4 (5) 2 69
Total 14 13 (14) (3) 10
Financial performance
Revenue
2012 2011
£ million £ per seat Pence per £ million £ per Pence per
ASK seat ASK
Seat revenue 3,794 57.61 5.26 3,389 54.25 4.89
Non-seat
revenue 60 0.90 0.08 63 1.02 0.09
Total revenue 3,854 58.51 5.34 3,452 55.27 4.98
Revenue per seat improved by 5.9% compared with last year to £58.51 reflecting
strong performances across the network (with the exception of Spain),
particularly from London Gatwick, France and Switzerland.
Seats flown grew by 5.5% to 65.9 million, principally in London Gatwick,
France and Switzerland. Load factor was marginally higher at 88.7% and
passengers increased by 7.1% to 58.4 million.
Seat revenue contributed to 6.2% of this increase, held back by significant
increases in APD, VAT and similar taxes levied on passengers. Overall these
taxes, driven by a further increase in UK APD, increased by 8.0% to £6.76 per
seat.
Non-seat revenue contracted by 11.8% to £0.90 per seat as commissions earned
from sale of travel insurance and, to a lesser extent, car hire continued to
fall.
Costs
2012 2011
£ million £ per Pence per £ million £ per Pence per
seat ASK seat ASK
Operating costs excluding
fuel 2,174 33.00 3.01 2,067 33.10 2.98
Fuel 1,149 17.45 1.59 917 14.68 1.32
Ownership costs 214 3.25 0.30 220 3.52 0.32
Total costs 3,537 53.70 4.90 3,204 51.30 4.62
Total costs excluding fuel 2,388 36.25 3.31 2,287 36.62 3.30
Total cost per seat increased by 4.7% to £53.70; however excluding fuel, cost
per seat was broadly flat at £36.25, and up by 1.8% at constant currency.
Operating costs excluding
fuel
2012 2011
£ million £ per Pence per £ million £ per Pence per
seat ASK seat ASK
Ground operations 955 14.49 1.32 923 14.79 1.33
Crew 432 6.55 0.60 407 6.51 0.58
Navigation 280 4.25 0.39 285 4.56 0.41
Maintenance 203 3.08 0.28 179 2.86 0.26
Selling and
marketing 104 1.58 0.14 102 1.64 0.15
Other costs 200 3.05 0.28 171 2.74 0.25
2,174 33.00 3.01 2,067 33.10 2.98
Operating costs per seat excluding fuel decreased by 0.3% to £33.00. At
constant currency, operating costs per seat excluding fuel increased by 2.8%
to £34.01 per seat.
Ground operations cost per seat fell by 2.0% but increased by 1.6% excluding
the effect of changes in exchange rates. Although costs have decreased due to
the relatively benign winter weather and better controls over the use of
de-icing fluid, as well as savings on contract renegotiations with ground
handlers, this has been offset by significant increase at airports operated in
Spain by AENA and a doubling of charges for on-ground navigation services in
Italy. The further increases in AENA charges were a factor in our decision to
withdraw the six aircraft based in Madrid from December 2012.
Crew cost per seat increased by 0.6%, and by 2.8% at constant currency driven
by an average 2% increase in salaries and disciplined thinning of capacity
during the winter months.
Navigation costs fell 6.7% to £4.25 per seat and were down 1.2% at constant
currency despite regulated cost increases averaging 2%. This reduction is
driven by the increased proportion of A320 aircraft in the fleet and a
slightly shorter average sector length as capacity based on the European
mainland continues to grow at a faster rate than in the UK.
Maintenance costs have been declining for a number of years, but increased
this year by 7.7% to £3.08 per seat; similar to the level seen in 2010. This
increase is driven by one-off items that are unlikely to recur. The cost
benefits from reducing the proportion of leased aircraft in the fleet have now
come to an end, and the average age of the fleet is gradually increasing as
planned. easyJet is investing in process improvements that will maintain our
cost position in the future.
Other costs increased by 11.3% to £3.05 per seat. This is due to investment
in IT infrastructure, and higher performance-related employee costs,
reflecting the significantly improved profitability of the business. This was
partly offset by unusually low levels of operational disruption resulting in
lower compensation payments under EU Regulation EU261/2004.
Fuel
2012 2011
£ million £ per seat Pence per ASK £ million £ per seat Pence per ASK
Fuel 1,149 17.45 1.59 917 14.68 1.32
The market price for jet fuel remained high and volatile over the year, mostly
in excess of $1,000 per tonne. Our hedging activities continued to defer the
full impact of this. Average price paid increased by $164 to $982 per tonne;
in sterling terms, an increase of £110 to £618. Of the total increase in fuel
costs of £232 million, £182 million (£2.77 per seat) is due to the roll off of
fuel purchases hedged at favourable rates.
Forward purchases of 1.8 million tonnes of fuel for 2013 and 2014 were
executed during the periodic dips below $1,000 at an average price of $992 per
tonne. As a result the hedged percentages are 78% for 2013 at $985 per tonne
and 55% for 2014 at $993 per tonne.
Ownership costs
2012 2011
£ million £ per Pence per £ million £ per Pence per
seat ASK seat ASK
Aircraft dry leasing 95 1.44 0.13 109 1.75 0.16
Depreciation 97 1.47 0.14 83 1.33 0.12
Amortisation 8 0.12 0.01 7 0.12 0.01
Interest receivable (10) (0.14) (0.01) (9) (0.15) (0.01)
Interest payable and
other financing charges 25 0.38 0.03 24 0.38 0.03
Net exchange (gains) /
losses (1) (0.02) - 6 0.09 0.01
214 3.25 0.30 220 3.52 0.32
Ownership costs declined slightly to £3.25 per seat continuing recent strong
performance.
The final two Boeing 737 aircraft were returned to lessors during the first
quarter, and easyJet now operates a standardised fleet with two gauges of
Airbus aircraft. Depreciation cost per seat increased by £0.14 to £1.47 driven
by the increased proportion of owned aircraft in the fleet.
The leased proportion of the fleet is currently 26%, which is below the
objective of a 70% owned and 30% leased fleet mix, as completion of a number
of leases was deferred into the first quarter of the coming financial year.
The recent trend of declining ownership costs is not expected to continue at
the same rate, although the increasing proportion of A320 aircraft in the
fleet will continue to deliver some reductions to depreciation and aircraft
dry leasing costs per seat.
Exchange gains and losses arise from changes in the value of monetary assets
and liabilities denominated in currencies other than sterling. Fluctuations
of the size seen in the last two years are within the range of expectations
given the size of the related foreign currency cash flows.
Cash flows and financial position
Summary consolidated statement of cash flows
2012 2011 Change
£ million £ million £ million
Net cash generated from operating activities
(excluding dividends) 457 424 33
Ordinary dividend paid (46) - (46)
Special dividend paid (150) - (150)
Net capital expenditure * (389) (478) 89
Net loan and lease finance (repayment) /
drawdown (314) 356 (670)
Net decrease / (increase) in money market
deposits 55 (38) 93
Other including the effect of exchange rates (68) (76) 8
Net (decrease) / increase in cash and cash
equivalents (455) 188 (643)
Cash and cash equivalents at beginning of year 1,100 912 188
Cash and cash equivalents at end of year 645 1,100 (455)
Money market deposits at end of year 238 300 (62)
Cash and money market deposits at end of year 883 1,400 (517)
* stated net of disposal proceeds of £75 million
in 2011
In line with prior years, easyJet generated strong operating cash flow in the
year principally driven by growth in forward bookings and revenue per seat.
Operating cash flow exceeded capital expenditure and ordinary dividend paid in
line with the ambition to self-fund growth and fleet renewal.
Net capital expenditure principally comprises the acquisition of 19 A320
aircraft and advance payments on aircraft due to be delivered mainly over the
next two years.
No new loan or lease finance was drawn down during the year, and mortgage
loans on twelve aircraft were fully repaid. Two of these loans had reached
their contractual end, however the other ten loans were repaid early as part
of our strategy to reduce expensive borrowings and excess liquidity.
Summary consolidated statement of financial
position
2012 2011 Change
£ million £ million £ million
Goodwill 365 365 -
Property, plant and equipment 2,395 2,149 246
Net working capital (792) (765) (27)
Restricted cash 159 123 36
Net (debt) / cash (74) 100 (174)
Current and deferred taxation (227) (188) (39)
Other non-current assets and liabilities (32) (79) 47
1,794 1,705 89
Opening shareholders' equity 1,705 1,501
Profit for the year 255 225
Ordinary dividend paid (46) -
Special dividend paid (150) -
Change in hedging reserve 28 (21)
Other movements 2 -
1,794 1,705
Net assets increased by £89 million driven by the profit for the year offset
by dividends paid and a small net change in the hedging reserve.
The net book value of property plant and equipment increased by £246 million
driven principally by the acquisition of 19 A320 family aircraft, and advance
payments for aircraft due to be delivered over the next two years.
Net working capital was broadly flat at a net negative £792 million.
Passengers pay for their flights in full when booking, therefore the key
component of this balance is unearned revenue, which increased by £24 million
to £496 million. This increase was rather lower than that seen last year as
flights for July and August 2013 did not go on sale until shortly after year
end.
Reconciliation of net cash flow to movement in
net (debt) / cash
2012 2011 Change
£ million £ million £ million
Cash and cash equivalents 645 1,100 (455)
Money market deposits 238 300 (62)
883 1,400 (517)
Bank loans (752) (1,079) 327
Finance lease obligations (205) (221) 16
(957) (1,300) 343
Net (debt) / cash (74) 100 (174)
easyJet ends the year with £883 million in cash and money market deposits; a
decrease of £517 million compared with 30 September 2011. Net borrowings
decreased by £343 million.
Net debt at 30 September 2012 was £74 million compared with net cash of £100
million at 30 September 2011. At 30 September 2012 gearing was 29%,
marginally higher than last years gearing of 28%.
Although the net position has not changed significantly, both cash and debt
balances have declined markedly during the year, due to payment of the special
dividend, accelerated repayment of £162 million of mortgage loans and a
reduction in the number of leased aircraft. These actions reduced excess
liquidity, and easyJet ended the year with a cash and money market deposits
balance in line with our policy of holding £4 million cash per aircraft in the
fleet.
Key statistics
Operational measures 2012 2011 Change
Seats flown (millions) 65.9 62.5 5.5%
Passengers (millions) 58.4 54.5 7.1%
Load factor 88.7% 87.3% +1.4ppt
Available seat kilometres (ASK) (millions) 72,182 69,318 4.1%
Revenue passenger kilometres (RPK) (millions) 65,227 61,347 6.3%
Average sector length (kilometres) 1,096 1,110 (1.3%)
Sectors 411,008 393,147 4.5%
Block hours 786,854 761,708 3.3%
Number of aircraft owned/leased at end of year 214 204 4.9%
Average number of aircraft owned/leased during year 206.6 198.8 3.9%
Number of aircraft operated at end of year 203 197 3.0%
Average number of aircraft operated during year 195.7 185.4 5.5%
Operated aircraft utilisation (hours per day) 11.0 11.3 (2.5%)
Owned aircraft utilisation (hours per day) 10.4 10.5 (0.6%)
Number of routes operated at end of year 605 547 10.6%
Number of airports served at end of year 133 123 8.1%
Financial measures
Return on equity 14.6% 14.0% +0.6ppt
Return on capital employed - excluding operating
leases adjustment 14.5% 12.7% +1.8ppt
Return on capital employed - including operating
leases adjustment 11.3% 9.8% +1.5ppt
Gearing 29% 28% +1ppt
Profit before tax per seat (£) 4.81 3.97 21.3%
Profit before tax per ASK (pence) 0.44 0.36 22.8%
Revenue
Revenue per seat (£) 58.51 55.27 5.9%
Revenue per seat at constant currency (£) 59.41 55.27 7.5%
Revenue per ASK (pence) 5.34 4.98 7.2%
Revenue per ASK at constant currency (pence) 5.42 4.98 8.9%
Costs
Per seat measures
Total cost per seat (£) 53.70 51.30 4.7%
Total cost per seat excluding fuel (£) 36.25 36.62 (1.0%)
Total cost per seat excluding fuel at constant
currency (£) 37.28 36.62 1.8%
Operational cost per seat (£) 50.45 47.78 5.6%
Operational cost per seat excluding fuel (£) 33.00 33.10 (0.3%)
Operational cost per seat excluding fuel at constant
currency (£) 34.01 33.10 2.8%
Ownership cost per seat (£) 3.25 3.52 (7.8%)
Per ASK measures
Total cost per ASK (pence) 4.90 4.62 6.0%
Total cost per ASK excluding fuel (pence) 3.31 3.30 0.2%
Total cost per ASK excluding fuel at constant
currency (pence) 3.40 3.30 3.1%
Operational cost per ASK (pence) 4.60 4.30 6.9%
Operational cost per ASK excluding fuel (pence) 3.01 2.98 0.6%
Operational cost per ASK excluding fuel at constant
currency (pence) 3.10 2.98 4.1%
Ownership cost per ASK (pence) 0.30 0.32 (6.6%)
Consolidated Income Statement
Year ended Year ended
30 September 2012 30 September 2011
Notes £ million £ million
Seat revenue 3,794 3,389
Non-seat revenue 60 63
Total revenue 3,854 3,452
Ground operations (955) (923)
Fuel (1,149) (917)
Crew (432) (407)
Navigation (280) (285)
Maintenance (203) (179)
Selling and marketing (104) (102)
Other costs (200) (171)
EBITDAR 531 468
Aircraft dry leasing (95) (109)
Depreciation 6 (97) (83)
Amortisation of intangible assets (8) (7)
Operating profit 331 269
Interest receivable and other
financing income 11 9
Interest payable and other financing
charges (25) (30)
Net finance charges 3 (14) (21)
Profit before tax 317 248
Tax charge 4 (62) (23)
Profit for the year 255 225
Earnings per share, pence
Basic 5 62.5 52.5
Diluted 5 61.7 52.0
Consolidated Statement of Comprehensive Income
Year ended Year ended
30 September 2012 30 September 2011
Notes £million £million
Profit for the year 255 225
Other comprehensive income
Cash flow hedges
Fair value gains in the year 109 122
Gains transferred to income
statement (74) (152)
Related tax 4 (7) 9
28 (21)
Total comprehensive income for the
year 283 204
Consolidated Statement of Financial Position
30 September 2012 30 September 2011
Notes £ million £ million
Non-current assets
Goodwill 365 365
Other intangible assets 91 86
Property, plant and equipment 6 2,395 2,149
Derivative financial instruments 21 24
Loan notes 10 11
Restricted cash 29 33
Other non-current assets 57 63
2,968 2,731
Current assets
Trade and other receivables 241 165
Derivative financial instruments 73 83
Restricted cash 130 90
Money market deposits 238 300
Cash and cash equivalents 645 1,100
1,327 1,738
Current liabilities
Trade and other payables (1,021) (916)
Borrowings (129) (155)
Derivative financial instruments (26) (52)
Current tax liabilities (29) (9)
Maintenance provisions (59) (45)
(1,264) (1,177)
Net current assets 63 561
Non-current liabilities
Borrowings (828) (1,145)
Derivative financial instruments (24) (27)
Non-current deferred income (46) (59)
Maintenance provisions (141) (177)
Deferred tax liabilities (198) (179)
(1,237) (1,587)
Net assets 1,794 1,705
Shareholders' equity
Share capital 108 108
Share premium 656 654
Hedging reserve 42 14
Translation reserve 1 1
Retained earnings 987 928
1,794 1,705
Consolidated Statement of Changes in Equity
Share
Share Hedging Translation Retained
capital premium reserve reserve earnings Total
£
£ million £ million £ million £ million £ million million
At 01 October 2011 108 654 14 1 928 1,705
Total
comprehensive
income - - 28 - 255 283
Dividends paid - - - - (196) (196)
Share incentive
schemes
Proceeds from
shares issued - 2 - - - 2
Value of
employee services - - - - 12 12
Related tax
(note 4) - - - - 3 3
Purchase of own
shares - - - - (15) (15)
At 30 September
2012 108 656 42 1 987 1,794
Share
Share Hedging Translation Retained
capital premium reserve reserve earnings Total
£
£ million £ million £ million £ million £ million million
At 01 October 2010 107 652 35 1 706 1,501
Total
comprehensive
income - - (21) - 225 204
Share incentive
schemes
Proceeds from
shares issued 1 2 - - - 3
Value of
employee services - - - - 6 6
Related tax
(note 4) - - - - (1) (1)
Purchase of own
shares - - - - (8) (8)
At 30 September
2011 108 654 14 1 928 1,705
The hedging reserve comprises the effective portion of the cumulative net
change in fair value of cash flow hedging instruments relating to highly
probable transactions that are forecast to occur after the year end.
Consolidated Statement of Cash Flows
Year ended Year ended
30 September 2012 30 September 2011
Notes £ million £ million
Cash flows from operating activities
Cash generated from operations
(excluding dividends) 7 494 449
Ordinary dividends paid (46) -
Special dividends paid (150) -
Net interest and other financing
charges paid (9) (23)
Tax paid (28) (2)
Net cash generated from operating
activities 261 424
Cash flows from investing activities
Purchase of property, plant and
equipment (379) (550)
Proceeds from sale of assets held
for sale - 75
Proceeds from sale of property,
plant and equipment 1 -
Purchase of other intangible assets (13) (6)
Redemption of loan notes 2 3
Net cash used by investing
activities (389) (478)
Cash flows from financing activities
Net proceeds from issue of ordinary
share capital 2 3
Purchase of own shares for employee
share schemes (15) (8)
Proceeds from drawdown of bank loans - 172
Repayment of bank loans (305) (154)
Proceeds from drawdown of finance
leases - 71
Repayment of capital elements of
finance leases (9) (6)
Net proceeds from sale and operating
leaseback of aircraft - 273
Net decrease / (increase) in money
market deposits 55 (38)
Increase in restricted cash (37) (67)
Net cash (used by) / generated from
financing activities (309) 246
Effect of exchange rate changes (18) (4)
Net (decrease) / increase in cash
and cash equivalents (455) 188
Cash and cash equivalents at
beginning of year 1,100 912
Cash and cash equivalents at end of
year 645 1,100
Notes to the Accounts
1. Basis of preparation
This consolidated financial information has been prepared in accordance with
the Listing Rules of the Financial Services Authority.
The financial information set out in this document does not constitute
statutory accounts for easyJet plc for the two years ended 30 September 2012
but is extracted from the 2012 Annual report and accounts.
The Annual report and accounts for 2011 have been delivered to the Registrar
of Companies.
The Annual report and accounts for 2012 will be delivered to the Registrar of
Companies in due course. The auditors' report on those accounts was
unqualified and neither drew attention to any matters by way of emphasis nor
contained a statement under either section 498(2) of Companies Act 2006
(accounting records or returns inadequate or accounts not agreeing with
records and returns), or section 498(3) of Companies Act 2006 (failure to
obtain necessary information and explanations).
2. Significant judgements, estimates and critical accounting policies
The preparation of accounts in conformity with generally accepted accounting
principles requires the use of estimates and assumptions that affect the
reported amounts of assets and liabilities at the date of the accounts and the
reported amounts of income and expenses during the reporting period. Although
these estimates are based on management's best knowledge of the amount, events
or actions may mean that actual results ultimately differ from those
estimates, and these differences may be material. The estimates and the
underlying assumptions are reviewed regularly.
The following two accounting policies are considered critical accounting
policies as they require a significant amount of management judgment and the
results are material to easyJet's accounts.
Goodwill and landing rights
Goodwill and landing rights are tested for impairment at least annually.
easyJet has one cash-generating unit, being its route network. In making
this assessment, easyJet has considered the manner in which the business is
managed including the centralised nature of its operations and the ability to
open or close routes and redeploy aircraft and crew across the whole route
network.
The value in use of the cash-generating unit is determined by discounting
future cashflows to their present value. When applying this method, easyJet
relies on a number of estimates including its strategic plans, fuel prices,
exchange rates, long term economic growth rates for the principal countries in
which it operates and its pre-tax weighted average cost of capital.
Aircraft maintenance provisions
easyJet incurs liabilities for maintenance costs in respect of aircraft leased
under operating leases during the term of the lease. These arise from legal
and constructive contractual obligations relating to the condition of the
aircraft when it is returned to the lessor. To discharge these obligations,
easyJet will also normally need to carry out one heavy maintenance check on
each of the engines and the airframe during the lease term.
A charge is made in the income statement based on hours or cycles flown to
provide for the cost of these obligations. Estimates required include the
likely utilisation of the aircraft, the expected cost of the heavy maintenance
check at the time it is expected to occur, the condition of the aircraft and
the lifespan of life-limited parts.
The bases of all estimates are reviewed annually, and also when information
becomes available that is capable of causing a material change to an estimate,
such as renegotiation of end of lease return conditions, increased or
decreased utilisation, or changes in the cost of heavy maintenance services.
3. Net finance charges
2012 2011
£ million £ million
Interest receivable and other financing income
Interest income (10) (9)
Net exchange gains on financing items (1) -
(11) (9)
Interest payable and other financing charges
Interest payable on bank loans 20 20
Interest payable on finance lease obligations 5 5
Other interest payable - (1)
Net exchange losses on financing items - 6
25 30
14 21
Other interest payable in 2011 includes a credit of £1 million reversing
previous interest accruals.
4. Tax charge
Tax on profit on ordinary activities
2012 2011
£ million £ million
Current tax
United Kingdom corporation tax 37 5
Foreign tax 11 9
Prior year adjustments - (30)
Total current tax charge / (credit) 48 (16)
Deferred tax
Temporary differences relating to property, plant and
equipment 42 54
Other temporary differences (8) (5)
Prior year adjustments (2) 7
Change in tax rate (18) (17)
Total deferred tax charge 14 39
62 23
Effective tax rate 20% 9%
In the year ended 30 September 2011 the adjustments in respect of prior year
reflect the resolution and reassessment of various tax matters following
discussions with the UK and European tax authorities. This has resulted in the
net credits to the prior year current tax, and debits to prior year deferred
tax referred to above.
Current tax liabilities at 30 September 2012 amounted to £29 million (2011: £9
million), of which £12 million relates to years prior to 2012 which remain
open with the relevant tax authorities.
During the year ended 30 September 2012, net cash tax paid amounted to £28
million (2011: £2 million).
Tax on items recognised directly in other comprehensive
income or shareholders' equity
2012 2011
£ million £ million
(Charge) / credit to other comprehensive income
Deferred tax (charge) / credit on fair value movements of
cash flow hedges (7) 9
Credit / (charge) to shareholders' equity
Current tax credit on share-based payments 1 -
Deferred tax credit / (charge) on share-based payments 2 (1)
3 (1)
5. Earnings per share
Basic earnings per share has been calculated by dividing the profit for the
year by the weighted average number of shares in issue during the year after
adjusting for shares held in employee share trusts.
To calculate diluted earnings per share, the weighted average number of
ordinary shares in issue is adjusted to assume conversion of all dilutive
potential shares. Share options granted to employees where the exercise price
is less than the average market price of the Company's ordinary shares during
the year are considered to be dilutive potential shares. Where share options
are exercisable based on performance criteria and those performance criteria
have been met during the year, these options are included in the calculation
of dilutive potential shares.
Earnings per share is based on:
2012 2011
£ million £ million
Profit for the year 255 225
2012 2011
million million
Weighted average number of ordinary shares used to
calculate basic earnings per share 408 429
Weighted average number of dilutive share options 5 4
Weighted average number of ordinary shares used to
calculate diluted earnings per share 413 433
2012 2011
Earnings per share pence pence
Basic 62.5 52.5
Diluted 61.7 52.0
An ordinary dividend in respect of the year ended 30 September 2012 of £85
million (2011: ordinary dividend £46 million, special dividend £150 million)
21.5 pence per share (2011: 10.5 pence per share) is to be proposed at the
forthcoming Annual General Meeting. These accounts do not reflect this
dividend payable.
On 5 March 2012, the shares of easyJet plc were consolidated on an 11 for 12
basis. The impact of the share consolidation on the weighted average number
of shares used to calculate basic and diluted earnings per share is to reduce
it by 21 million.
6. Property, plant and equipment
Aircraft and Leasehold
spares improvements Other Total
£ million £ million £ million £ million
Cost
At 01 October 2011 2,410 8 19 2,437
Additions 371 7 14 392
Transfer to
intangible assets - - (13) (13)
Disposals (36) - (6) (42)
At 30 September 2012 2,745 15 14 2,774
Depreciation
At 01 October 2011 276 4 8 288
Charge for the year 93 1 3 97
Disposals (1) - (5) (6)
At 30 September 2012 368 5 6 379
Net book value
At 30 September 2012 2,377 10 8 2,395
At 01 October 2011 2,134 4 11 2,149
The net book value of aircraft includes £88 million (2011: £164 million)
relating to advance and option payments for future deliveries. This amount is
not depreciated.
Aircraft with a net book value of £990 million (2011: £1,206 million) were
mortgaged to lenders as loan security.
Aircraft with a net book value of £154 million (2011: £159 million) are held
under finance leases.
easyJet is contractually committed to the acquisition of 18 (2011: 37) Airbus
A320 family aircraft, with a total list price of US$1.0 billion (2011: US$1.9
billion) before escalations and discounts for delivery in the period to April
2015.
7. Reconciliation of operating profit to cash generated from operations
2012 2011
£ million £ million
Operating profit 331 269
Adjustments for non-cash items:
Depreciation 97 83
Loss on disposal of property, plant and equipment 1 -
Amortisation of intangible assets 8 7
Share based payments 12 6
Changes in working capital and other items of an operating
nature:
(Increase) / decrease in trade and other receivables (44) 27
Increase in trade and other payables 74 87
Increase / (decrease) in provisions 18 (5)
Decrease / (increase) in other non-current assets 6 (9)
Decrease / (increase) in derivative financial instruments 4 (2)
Increase in non-current deferred income (13) (14)
494 449
8. Reconciliation of net cash flow to movement in net funds / (debt)
Net
01 October Exchange Loan issue 30 September
2011 differences costs cash flow 2012
£ million £ million £ million £ million £ million
Cash and cash
equivalents 1,100 (18) - (437) 645
Money market deposits 300 (7) - (55) 238
1,400 (25) - (492) 883
Bank loans (1,079) 25 (3) 305 (752)
Finance lease
obligations (221) 7 - 9 (205)
(1,300) 32 (3) 314 (957)
Net funds / (debt)
(non-GAAP measure) 100 7 (3) (178) (74)
9. Related party transactions
The Company licences the easyJet brand from easyGroup IP Licensing Limited
("easyGroup"), a wholly owned subsidiary of easyGroup Holdings Limited, an
entity which easyJet's founder, Sir Stelios Haji-Ioannou, holds a beneficial
interest and holds 26.07% of the issued share capital of the Company.
Under the Amended Brand Licence signed in October 2010, an annual royalty of
0.25% of total revenue (fixed at £3.95 million for the year ended 30 September
2011 and £4.95 million for the year ending 30 September 2012) is payable for a
minimum term of ten years. The full term of the agreement is 50 years.
A new brand protection protocol was also agreed. easyJet must meet the costs
to protect the 'easy' and 'easyJet' brands alongside easyGroup on a ratio of
10:1 respectively up to a combined cost of £1.1 million per annum. Beyond the
first £1.1 million of costs, easyJet can commit up to an aggregate £5.5
million annually to meet brand protection costs, with easyGroup continuing to
meet its share of costs on a 10:1 ratio. easyJet must meet 100% of any brand
protection costs it wishes to incur above this limit.
A separate agreement has been entered into with Sir Stelios Haji-Ioannou ("the
Comfort Letter"), dated 9 October 2010, under which, in return for certain
non-compete obligations, easyJet makes payment of a fee of £300,000, adjusted
annually per the UK Retail Price Index, each year for 5 years (or until the
expiry of the longest subsisting restriction, whichever is later). Whilst
certain of those obligations have since expired, remaining in force are the
following:
· for 3 years from the date of the Comfort Letter, to not sell the
easyJet brand or the shares in easyGroup IP Holdings Limited to any airline
licensed in any EEA country, or Switzerland, or the owner or indirect owner of
such airline; and
· for 5 years from the date of the Comfort Letter, Sir Stelios
Haji-Ioannou shall not use his own name (or a derivative thereof) to brand an
airline flying to or from any EEA country, or Switzerland.
The Amended Brand Licence and Comfort Letter were approved by the shareholders
at a general meeting held on 10 December 2010. The amounts included in the
income statement for the year ended 30 September 2012 for these items were as
follows:
2012 2011
£ million £ million
Annual royalty 5.0 4.0
Brand protection (legal fees paid through easyGroup to 1.2 0.7
third parties)
Agreement with Sir Stelios Haji-Ioannou 0.3 0.3
6.5 5.0
At 30 September 2012, £0.2 million (2011: £nil) of the above aggregate amount
was included in trade and other payables.
This information is provided by RNS
The company news service from the London Stock Exchange
END
FR LFFVILVLALIF -0- Nov/20/2012 07:01 GMT
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