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| Share Name | Share Symbol | Market | Type | Share ISIN | Share Description |
|---|---|---|---|---|---|
| 21st Century Technology Plc | LSE:C21 | London | Ordinary Share | GB0008866310 | ORD 6.5P |
| Price Change | % Change | Share Price | Bid Price | Offer Price | High Price | Low Price | Open Price | Shares Traded | Last Trade | |
|---|---|---|---|---|---|---|---|---|---|---|
| 0.00 | 0.00% | 4.25 | 4.00 | 4.50 | 0.00 | 01:00:00 |
| Industry Sector | Turnover | Profit | EPS - Basic | PE Ratio | Market Cap |
|---|---|---|---|---|---|
| 0 | 0 | N/A | 0 |
From Apr 2019 to Apr 2024
TIDMC21
RNS Number : 1470J
21st Century Technology PLC
28 March 2018
28 March 2018
21(st) Century Technology plc
("21(st) Century" or "the Group")
Final Results for the year ended 31 December 2017
21(st) Century Technology plc (AIM: C21), the specialist provider of tailored solutions to the transport community, solving complex operational requirements both on and off vehicle, announces its final results for the year ended 31 December 2017.
Financial headlines
-- Revenue GBP11.8m (2016: GBP11.6m) -- Gross profit GBP5.0m (2016: GBP4.7m) -- Underlying operating profit GBP0.01m (2016: GBP1.4m loss) -- Operating loss GBP0.3m (2016: GBP2.3m) -- Cash at year end GBP0.3m (2016: GBP0.5m) -- Cost base reduced by 18% to GBP5.1m (2016: GBP6.2m)
-- Additional working capital secured with access to a GBP1.25m invoice discounting facility on materially improved grounds (2016: GBP0.4m invoice discounting facility)
Operational headlines
-- Strategy to return Fleet and Passenger segments to profit well under way and supported by several significant contract wins:
-- 3-year agreement with major London-based fleet operator Abellio, worth cGBP2.5m.
-- Landmark GBP1m airport car park passenger information project for Omniserve and Gatwick Airport.
-- GBP1m contract from a large UK Fleet operator for the provision of safety systems engineering -- Underlying profit in Fleet segment recovered to GBP449k (2016: GBP748k loss).
-- Underlying loss in Passenger segment reduced to GBP267k (2016: GBP460k loss), all of which was incurred during H1. Order intake in segment improved throughout the period, with Q4 particularly strong.
-- Revenues from overseas operations grew to GBP1,653k (2016: GBP1,007k).
-- Operations consolidated to a central location resulting in annualised savings of GBP1.4m, whilst creating a more dynamic and innovative working environment.
-- R&D continues to be crucial to innovation led growth strategy with increased joined-up opportunities drawing from Fleet and Passenger expertise.
Russ Singleton, CEO of 21(st) Century Technology plc, said: "We've made enormous progress in the last year in our strategy to return the Group to profitability. The changes implemented have resulted in a far more dynamic, innovative and customer centric business, leading to several important contract wins. I am particularly pleased to see positive results emerging from greater collaboration between our Fleet and Passenger teams. It is this joined-up approach that will position us well for opportunities resulting from the Integrated or Intelligent Transport Systems (ITS) government initiatives, and as major urban areas move towards the creation of Smart Cities.
"Having started the year with a far stronger order book than last year, I expect our progress to continue."
Enquiries:
Hot Features
Premium
21st Century Technology Russ Singleton/Nick Tel: 0844 871
plc Lowe 7990
finnCap
Nominated Adviser Julian Blunt/Scott Tel: 0207 220
Mathieson 0500
Media enquiries
Communications Ariane Comstive / Tel: 07785
Portfolio Helen Carpanini 922 354/
0207 536 2007
The information communicated in this announcement contains inside information for the purposes of Article 7 of the Market Abuse Regulation (EU) No. 596/2014.
Notes to editors:
'Connected Systems for Connected Journeys'
21st Century Technology is the specialist provider of tailored solutions to the transport community, solving complex operational requirements both on and off the vehicle. Comprised of a Fleet Systems division and a Passenger Systems division, 21st Century Technology provides integrated solutions both on and off the vehicle to deliver 'connected systems for connected journeys'.
Fleet Systems: include CCTV video surveillance; to improve passenger & driver safety, vehicle & driver performance monitoring, real-time on-board IT subsystems management and automatic passenger counting.
Passenger Systems: include the design & manufacture of all the necessary hardware and software for electronic passenger information systems, off-vehicle smart ticketing and way-finding.
With over 20 years' experience in the transport industry, 21st Century Technology specialises in providing innovative, cost-effective technology lead solutions to improve the passenger experience and provide operational benefits to fleet and network operators.
Further information on the company is available on www.21stplc.com or search for 21st Century Technology on LinkedIn and @21stCenturyLtd on Twitter.
Chairman's statement
I am pleased to report on the significant progress achieved by the Company over the course of 2017 toward becoming a technically agile and customer-centric business, providing connected systems and services on vehicles and into the Smart Cities of today and tomorrow.
The programme of consolidating operations, started last year, has completed and, following the launch of 21st Century's new head office at Ashby-de-la-Zouch last January, resulted in annualised savings of GBP1.4m. At the same time, customer services were strengthened and asset clients were retained, enabling the Company to deliver a broadly breakeven result.
Concentrating the research and development, sales, finance and customer service teams into a single location has improved communication and teamwork, created a better environment for innovation and lifted the overall customer service experience. The combined effect of these efforts resulted in several significant contract wins.
I would like to welcome Abellio Bus London as a new Tier 1 transport operator customer to our Fleet Systems business. Investment in pre-sales and the subsequent integration of this c. GBP2.5m three-year contract into our operations was completed in H2 and contributed GBP0.2m of sales in the year. This strategic win builds on the two major contract renewals last year with First Bus UK and Arriva UK Bus.
For large fleet operators, connecting what were previously standalone systems to the Internet of Things (IoT), in order to gain data-driven insights, is allowing them greater visibility on the performance of their on-board technology. The inclusion of the Journeo(R) Remote Condition Monitoring (RCM) system, the software and hardware platform developed in house, is an important factor in renewing and securing new contracts.
The Passenger Systems business broadened its existing relationship with Transport for the West Midlands (TfWM), the transport arm of West Midlands Combined Authority. TfWM is pioneering some important changes within the UK public transport sector by implementing a Mobility as a Service (MaaS) model along the lines introduced in Helsinki.
The Nordics and Scandinavia continue to lead the industry as early adopters of new technologies and ITxPT (Information Technology for Public Transport) standards. Our Stockholm-based business continues to perform well, delivering high-quality managed services to Tier 1 operator customers in the region.
Towards the end of the year, we secured a GBP1m contract from a large UK Fleet operator for the provision of safety systems engineering, building on our existing framework. We commenced the installation programme at the start of 2018 and the project is scheduled to complete within the year.
The collaboration between our Fleet and Passenger teams is growing. The first joint project, the Gatwick Airport car park passenger information system, was handed over in December and is a great show-case for the Company's capabilities and we have already received interest from other airports. On a larger scale, recent government announcements for a series of Department for Transport (DfT) backed initiatives for Integrated or Intelligent Transport Systems (ITS), will require expertise in both passenger and fleet systems, and provide attractive opportunities for the future.
Furthermore we aim to capitalise on the longstanding relationships the Passenger Systems business has with many Passenger Transport Executives (PTEs) and local authorities as they look to solve the challenge of ensuring the safe movement of people, utilities and goods in increasingly congested urban environments.
Financing
Towards the end of the year we secured a new GBP1.25m invoice discounting facility with Close Brothers to provide additional working capital to the Group on materially improved terms to the previous GBP0.4m facility. Our new Chief Financial Officer, Nick Lowe, who joined the Board in May 2017, has implemented tight working capital controls to ensure an ongoing focus on cash as the business returns to profitable growth.
Trading results
2017 2016 Mvmt
GBP'm GBP'm GBP'm
Revenue 11.8 11.6 0.2
Gross profit 5.0 4.7 0.3
Gross profit percentage 42% 41% 1%
Other income 0.1 0.1 0
--------------------------- ------- ------- ------
Underlying administrative
expenses (5.1) (6.2) 1.1
--------------------------- ------- ------- ------
Underlying profit/(loss) 0 (1.4) 1.4
--------------------------- ------- ------- ------
Share-based payments (0.2) (0.3) 0.1
Reorganisation costs (0.1) (0.5) 0.4
--------------------------- ------- ------- ------
Total administrative
expenses (5.3) (7.0) 1.7
--------------------------- ------- ------- ------
Operating loss (0.3) (2.3) 2.0
Taxation 0 0 0
--------------------------- ------- ------- ------
Loss after taxation (0.3) (2.3) 2.0
--------------------------- ------- ------- ------
Pence Pence Pence
--------------------------- ------- ------- ------
Basic loss per share (0.38) (2.47) 2.09
--------------------------- ------- ------- ------
Group Results for the year ended 31 December 2017 are broadly break-even with an underlying profit before tax of GBP11k (2016: underlying loss GBP1,397k).
Overall sales volumes showed a slight increase to GBP11.8m (2016: GBP11.6m) and gross profit similarly increased to GBP5.0m (2016: GBP4.7m).
Fleet sales increased 8% to GBP7.5m (2016: GBP6.9m) on improved volumes in Bus UK & Eire and International, more than replacing the downsized Rail business, which is covered in the Chief Executive's Report. Gross profit increased to GBP2.6m (2016: GBP2.3m) reflecting the change in business mix.
Passenger sales reduced to GBP4.3m (2016: GBP4.7m) as sales recovered from their low in H2 2016 of GBP1.8m (H2 2017: GBP2.2m). Gross profit was maintained at GBP2.4m (2016: GBP2.4m).
The reduction of GBP1.1m in underlying administrative expenses is mainly attributable to the target annualised savings being delivered from the previously announced cost base restructuring and centralisation.
People
We remain fortunate to have many talented and loyal staff and, having achieved our 2017 objectives, we are investing in technical and sales personnel to support our growth plans.
I would like to welcome them and pass on my sincere thanks and that of the Board to everybody for their help in implementing the changes made and now being part of this growing and dynamic business.
Outlook
We entered 2018 with a significantly stronger order book than last year in both Fleet and Passenger Systems and are completing the transformation of 21(st) Century into the provider of choice for fully connected systems on and off vehicles.
Following the awards from First Bus UK, Arriva Bus and the Abellio Bus contract win last year, we have further broadened our customer base through the recent announcement this month of a contract award from Translink, who operate services throughout Northern Ireland with additional select services to Dublin.
A customer-centric approach and increasing R&D capabilities are strengthening our capabilities, underpinning an innovation-led, customer-focussed growth strategy.
Sales of new and niche applications within the passenger, fleet and integrated transport markets coupled with recently announced contract wins secured using our own IP and software, demonstrate that this strategy is working, and the Board expects the Group's progress to continue.
Following the Group's Annual General Meeting, the Chief Executive, Russ Singleton, will review these areas in more detail and a copy of his presentation will be added to our website.
Mark Elliott
Non-executive Chairman
28 March 2018
Strategic Report
Principal activities
The Group's principal activities are in providing tailored solutions to the transport community, solving complex operational requirements both on and off vehicles.
Fleet Systems solutions include on-board video surveillance to improve passenger and driver safety, vehicle, driver performance telematics and advanced passenger counting technologies.
Passenger Systems information solutions include the hardware, software and management services for urban passenger information estates, smart ticketing applications and interactive wayfinding.
Business model
Our business model is to compete in the market as an open provider of technology solutions, working with global-scale product companies and local specialists to deliver highly reliable and cost-effective solutions for the transport community over the lifecycle of the systems. The service offering includes the design, tailoring, installation, on-site support and back-office systems.
We compete by striving to offer better integrated solutions at reduced costs to our customers. We carefully select niche markets where we can generate significant market share to generate the economies of scale needed. Our customers in the transport community include fleet operators, vehicle manufacturers, local authorities and Passenger Transport Executives (PTEs).
Strategic goals
Our vision is to become the market-leading provider of tailored solutions to the transport community, solving the complex operational requirements on-board vehicles and associated connected systems in towns and cities. Our guiding principle is to improve the customer service experience continuously through innovation of our solutions, having the best team of people and operating efficiently.
Each year we set strategic goals and monitor performance against them throughout the year. Our goals for 2018 build on the achievements for 2017 and we have highlighted additional objectives as important focus areas.
Strategic Progress in 2017 Additional Comments
goals 2017 strategic
goals 2018
--------------- ------------------------- -------------------- ----------------------
Improve Significant progress Enhance our Provide training
customer made with centralised field engineering and information
service call handling, capabilities. systems to
management and --Yen improve reliability,
extension of first time
call-centre operating fix rates
hours. and overall
efficiency.
--------------- ------------------------- -------------------- ----------------------
Increase Centralising Invest in Building
technical the R&D team additional out our core
capability under our CTO technical technologies
++-- to complete the capabilities and IP for
integration of and systems wider resale;
Passenger Systems. linked to directly
target market and indirectly,
sectors. and into
--Yen new channels.
--------------- ------------------------- -------------------- ----------------------
Empower Cultural change Encourage Empower all
Management from building the development our people
-- moves and cost-base and training to be decisive
reductions have of existing and have
improved communication, staff members, the trust
morale and empowerment. whilst attracting of our customers.
the highest
calibre recruits.
--Yen
--------------- ------------------------- -------------------- ----------------------
Secure High level of Retain all Secure additional
positive renewals in Passenger existing accounts. sales of
outcomes Systems and significant ++Yen products,
from contract extra engineering services
negotiations upgrade work and software.
and renewals in Fleet Systems Offer greater
Yen under an existing value through
framework. innovation.
--------------- ------------------------- -------------------- ----------------------
Develop Secured Abellio Broaden sales Leverage
new lines as a major fleet to our current domain expertise
of business operator for customer base, and investment
and diversify Fleet Systems. extend into in R&D, develop
client Delivered Gatwick new customers potentially
base Airport car park and achieve disruptive
++Yen passenger information breakthrough products
system as a joint sales into and services
project from adjacent markets. and create
Passenger and ++Yen new market
Fleet. leadership
positions.
--------------- ------------------------- -------------------- ----------------------
Preserve Strengthened Maintain vigilance Operational
Cash debt collection on tight working efficiencies
Yen procedures. capital controls. during business
Increased invoice Yen growth phase.
discounting facility
from GBP0.4m
to GBP1.25m with
a move to Close
Brothers.
--------------- ------------------------- -------------------- ----------------------
Supporting principles
guide
------------------------
Excel at customer
service
------------------ ----
Continuous ++
innovation
------------------ ----
Best people --
------------------ ----
Operational Yen efficiency ------------------ ----
In 2017 we made significant progress in several areas and have seen how a positive outcome on a single strategic goal can deliver multiple positive results.
Technology that we developed in-house was pivotal in securing positive contract negotiations from First UK Bus in 2016 and Abellio in 2017. By realising the power of the data produced from the installed systems, we were able to build an intelligent new tool that gives customers real-time information about their fleet. Our Journeo(R) branded technology has the potential to fundamentally change the traditional service model for fleet operators.
Investing in technical capabilities with customer application, or 'domain expertise', provides an informed insight with an agility to spot and react swiftly to emergent industry trends or customer needs.
Key performance indicators
The Company uses a number of Key Performance Indicators (KPIs) to monitor progress against its objectives. The key KPIs are:
2017 2016 Mvmt
GBP'000 GBP'000 GBP'000
Revenue 11,761 11,555 206
Gross Profit 4,996 4,687 309
Underlying administrative
expenses 5,074 6,203 (1,129)
Total administrative
expenses 5,297 6,985 (1,688)
Underlying profit/(loss) 11 (1,397) 1,408
Operating loss (301) (2,298) 1,997
Net current (liabilities)/assets (785) (392) (393)
Net cash flows from
operating activities (729) (435) (294)
Cash and cash equivalents 302 511 (209)
---------------------------------- -------- -------- --------
Pence Pence Pence
---------------------------------- -------- -------- --------
Loss per share -
basic (0.38) (2.47) 2.09
Loss per share -
diluted (0.38) (2.47) 2.09
---------------------------------- -------- -------- --------
In addition, operational performance measurements are monitored at a major account level with exceptions raised to the Board.
Fleet Systems
This was a transformational year for the Fleet business as the strategic decisions to return the segment to profit were implemented. The transformation was achieved against a backdrop of scaling back aspects of the Rail business, the operational reorganisation and significant cost base savings whilst improving customer service, increasing technical capability and ultimately winning more business. Revenues in the year increased by GBP579k, even though the Rail business contracted significantly by GBP779k. Overall margin increased in the year by GBP349k despite significant margin pressures in our UK & Eire Bus operations.
The underlying profit recovered to GBP449k (2016 loss of GBP748k), ahead of management expectations.
We continued to support our major fleet asset clients Arriva, First Bus UK, Translink and Keolis throughout 2017 and in August we secured a three-year agreement with major London-based fleet operator Abellio. Under the contract 21(st) Century take responsibility for all on-board and depot-based CCTV download and related sub-systems and, importantly, become Abellio's technical partner for installations on their new vehicles. We also continue to provide care, support and new systems for several small to medium-sized fleet operating companies, including our first ATEX approved solution for a fuel-oil tanker operator. Throughout 2018 we are targeting further growth in these new customer segments.
The award of the Abellio contract, with a value of c. GBP2.5m, is a good step forward. The sales process to win new large fleet operator customers is long and complex; requiring a substantial investment in pre-sales activities and a deep understanding of their technology and other customer-specific factors.
We have completed several complex projects throughout 2017, including large-scale refurbishment programmes for existing customers and the landmark GBP1m airport car park passenger information project for Omniserve and Gatwick Airport Limited. I am delighted to see both sides of the Group working together to deliver such a high-profile and unique solution that is generating cost reductions and operational benefits for the customer. Since handover in December, we have received approaches from other operators for this type of solution, including from overseas.
Another notable success in the year was securing a major engineering project to fit safety critical systems to one of the UK's largest bus fleet operators. The GBP1m fleet-wide programme, with an existing customer, is a new challenge for our engineering teams, highlighting the benefits that can be realised through adopting a customer-centric approach.
The 2016 report highlighted the margin shortfall in our Rail operations due to challenging market conditions and we worked throughout 2017 to realign our strategy to operate from a lower cost base. We are continuing to support Rail customers and, with our increasing technical capability, are able to address opportunities to provide solutions that will further diversify our offering to the sector as part of a multi-modal approach.
Passenger Systems
The Passenger business has long-standing relationships with many PTEs and local authorities and, whilst budgets may be under pressure, the responsibilities for ensuring the safe movement of people, utilities and goods in increasingly congested urban environments remain, and require new solutions.
Revenue for the full year was GBP4.3m (2016: GBP4.7m), slightly behind management expectations due to the low level of brought-forward order book from FY 2016, which impacted the programme to return the segment to profit. Sales orders during H1 began to improve; however, the lead-time between order receipt and commissioning (typically 16-20 weeks) resulted in the full year producing an underlying loss of GBP267k (2016: loss of GBP460k), all of which was incurred during H1.
During the second half, the business performed well and was profitable and included sales of our next generation E-ink and solar powered displays, along with the first field application of our prototype pollution sensing system. Order intake continued to improve throughout the period, with Q4 particularly strong at GBP1.5m with GBP1m carried forward to 2018.
I am particularly pleased to have secured the contract with Transport for the West Midlands (TfWM), the transport arm of West Midlands Combined Authority (WMCA) as it adopts a Mobility as a Service (MaaS) model. We completed an audit of over 600 displays across their large estate and, with our own design and manufacturing capabilities, were able to make innovative and cost-effective recommendations to repair and upgrade, extending the life of key elements of their equipment. The contract award was followed by a renewal of our Content Management System (CMS) software which demonstrates the business is able to manage and maintain large estates with a high-availability service; both on the street and in the cloud.
Upgrading complex applications, such as for TfWM are target areas for sales and maintenance and in 2017 we achieved a 25% year-on-year increase for managed services in this segment, building quality earnings due to the long-term, recurring nature of the revenue.
In the UK, the DfT and a Smarter Cities agenda is driving innovation, providing opportunities across the Group that are accessible through our Passenger Systems team. Towards the end of the year, we further invested in our capabilities for these emerging areas through the recruitment of additional high-calibre Intelligent Transport System (ITS) industry experts.
Central services
Significant benefits and efficiencies were delivered across all our operations having started the year from our new head office in the Midlands at Ashby-de-la-Zouch and with logistics now centralised to one of our sites in Coventry. Our UK sales teams, field engineers and project managers and all R&D resources are now supported and coordinated from Ashby. To further enhance customer service, we have extended the eight-hour support desk to twelve-hours' coverage.
In addition, all ISO accreditations have been renewed and consolidated under a single audit body for both companies.
Business review and results
Segmental
results Fleet Passenger Total Fleet Passenger Total
2017 2017 2017 2016 2016 2016
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
Revenue 7,502 4,259 11,761 6,923 4,715 11,638
Intersegment
sales - (83)
-------- ---------- -------- -------- ---------- --------
11,761 11,555
-------- ---------- -------- -------- ---------- --------
Gross profit 2,617 2,379 4,996 2,268 2,419 4,687
-------- ---------- -------- -------- ---------- --------
Underlying
profit/(loss) 449 (267) 182 (748) (460) (1,208)
-------- ---------- -------- ----------
Central costs (171) (189)
-------- --------
Underlying
profit/(loss) 11 (1,397)
---------------- -------- ---------- -------- -------- ---------- --------
The performance of the Group was a significant improvement on 2016 with an underlying profit of GBP11k (2016: loss of GBP1,397). Total revenue grew by 1% in the year and gross profit by 7%. The segmental results show the performance of our Fleet and Passenger Systems segments as seen in table: Segmental results.
Basic loss per share is 0.38p (2016: loss per share of 2.47p).
Fleet Systems sales overall were up 8%, with the varying changes in the elements of the segment being Bus 17% increase, International 51% increase and Rail decreased 62% reflecting the scaling back of activities in this area. Fleet gross profit levels improved by 15% with a 17% decrease in Bus, an 84% increase in International and a 12% decrease in Rail. The significant overhead cuts in Fleet of GBP963k enabled a return to underlying profit of GBP449k (2016: loss of GBP748k).
Our Scandinavian and wider European operations continue to perform well, with revenue increasing to GBP1,653k (2016: GBP1,007k). We have an office and team of engineers based in Stockholm, delivering high-quality managed services to our customers in the region. There is scope for further growth as a number of the operating contracts and franchises come up for renewal during 2018. We are engaged and tracking the progress of these with great interest and aligning our sales and technical services accordingly.
The trading environment in Passenger Systems remained challenging across 2017 after the marked slowdown in sales reported in H2 2016. Overall sales were down 10% on 2016, but this did represent a 19% recovery on the annualised sales levels from H2 2016. The overall sales decrease saw new systems down 23%, while service work saw a 25% increase. Passenger Systems gross profit fell 2% in the year which was marginally ahead of management expectations due to the improved margin sales mix from increased service work. However, the shortfall in new sales lead to an under-absorption of manufacturing costs, reducing the saving on overheads to GBP233k and contributed to the underlying loss of GBP269k (2016: loss of GBP460k).
The overall underlying profit of GBP11k (2016: loss of GBP1,397k) is in-line with management expectations.
The underlying operating profit reconciles to the IFRS operating loss as seen below in table: Reconciling segmental results to IFRS operating loss.
The operating loss was GBP301k (2016: GBP2,298k).
Principal risks and uncertainties
The management of the business and the execution of the Group's strategy are subject to a number of risks. Risks are formally reviewed by the Board and, where possible, appropriate processes are put in place to monitor and mitigate them. If more than one event occurred, it is possible that the overall effect of such events would compound the possible adverse effects on the Group. The key business risks affecting the Company are set out below:
Risk or uncertainty and Mitigation
potential impact
-------------------------------------------------------------- ----------------------------------
Dependence on major customers
--------------------------------------------------------------------------------------------------
Currently the Fleet Systems These risks are mitigated
segment has a high dependence by monitoring and managing
on a small number of the business' operational
customers which are of performance measures,
a far greater scale than including response times
the Group. This generates and CCTV availability,
three distinct risks, with operational dashboards
each of which could have agreed with each customer,
a significant impact and by regular communication
on the business: at Director level. Additionally,
* the loss of any single major customer; there are long-term framework
agreements in place with
two of our largest customers.
* pressure on price and margin; and This risk has reduced
through diversification
into the Passenger Systems
* changes to their vehicle replacement or retro-fit market and this year
schedules. through the Abellio contract
win. However, it remains
a large risk. We are
highly focused on customer
retention and winning
new business with other
public transport companies
in the UK and overseas,
to further reduce reliance
on the existing customer
base.
-------------------------------------------------------------- ----------------------------------
Reduction in government spending on public transport
--------------------------------------------------------------------------------------------------
Our Group revenues are We now have a more diversified
strongly linked to the position in the transport
overall health of the sector where we operate
UK public transport sector, nationally rather than
which in turn is significantly regionally across bus
affected by levels of and rail networks, on
government funding at and off vehicles. We
local, regional and national are targeting an increase
levels. in international sales.
-------------------------------------------------------------- ----------------------------------
Major project delivery
--------------------------------------------------------------------------------------------------
Failure to deliver a Risk assessments are
major project on time conducted for all projects
or to specification, and the major ones are
or technical performance also subject to Board
falling significantly approval.
short of customer expectations, Major projects are reviewed
would have potentially at various levels and
significant adverse financial frequencies throughout
and reputational consequences. the project lifecycle.
-------------------------------------------------------------- ----------------------------------
Dependence on key suppliers
--------------------------------------------------------------------------------------------------
Wherever possible the On certain projects there
Group endeavours to retain is technical risk with
a choice of suppliers our suppliers when they
for its components and are developing systems
finished goods. In instances for our customers' applications.
where we are currently We manage this risk with
reliant on one supplier, rigorous project management
we are constantly looking and the involvement of
for ways to minimise our internal R&D team.
technical and commercial
risk.
-------------------------------------------------------------- ----------------------------------
Competition
-------------------------------------------------------------- ----------------------------------
The Group may face increased The Group will continue
competition as the technology to increase its technical
on and off vehicles moves capability to capitalise
away from point solutions on our current market
to broader integrated position and work closely
solutions. This changing with technology partners
technology landscape to broaden our skills.
creates openings for We are targeting becoming
new product and service a larger group via organic
entrants which may possess growth and potential
better technical and acquisitions to provide
capital resources than better economies of scale
the Group. and increased industry
knowledge.
-------------------------------------------------------------- ----------------------------------
Technology
--------------------------------------------------------------------------------------------------
The future success of This involves keeping
the Group's activities pace with changes and
depends upon it creating improvements in relevant
a leading position for technology and having
innovative systems within the integration skills
both the Fleet Systems necessary to create added
and Passenger Systems value for our customers
segments. As a smart on the move and in the
integrator we require back office. The Group
both a breadth of knowledge has been investing in
and a deeper understanding our development team
in areas of software allowing stronger relationships
integration. with partner organisations.
Market adoption and timing
are difficult to predict,
particularly in the emerging
opportunities in the
ticketing arena.
-------------------------------------------------------------- ----------------------------------
Future developments
The current trading and outlook is covered in the Chairman's Statement and a more detailed shareholder presentation will be made immediately following the Group's Annual General Meeting (AGM) in April 2018.
Signed on behalf of the Board
Russ Singleton
Chief Executive
28 March 2018
Consolidated statement of comprehensive income
for the year ended 31 December 2017
2017 2016
Notes GBP'000 GBP'000
-------------------------------------------- ----- -------- --------
Revenue 2, 3 11,761 11,555
Cost of sales (6,765) (6,868)
-------------------------------------------- ----- -------- --------
Gross profit 3 4,996 4,687
Underlying administrative expenses (5,074) (6,203)
Other income 89 119
-------------------------------------------- ----- -------- --------
Underlying profit / (loss) 11 (1,397)
Share-based payments (224) (323)
One-off legal costs - (44)
Reorganisation costs 8 (88) (534)
-------------------------------------------- ----- -------- --------
Total administrative expenses (5,297) (6,985)
-------------------------------------------- ----- -------- --------
Operating loss (301) (2,298)
Finance expense (63) (11)
-------------------------------------------- ----- -------- --------
Loss before taxation from continuing
operations (364) (2,309)
Taxation credit 4 13 6
-------------------------------------------- ----- -------- --------
Loss for the year being total comprehensive
loss attributable to owners of the
parent (351) (2,303)
-------------------------------------------- ----- -------- --------
Loss per share 5
Basic (0.38p) (2.47p)
-------------------------------------------- ----- -------- --------
Diluted (0.38p) (2.47p)
-------------------------------------------- ----- -------- --------
Consolidated statement of changes in equity
for the year ended 31 December 2017
Total
Share equity
Share Premium Retained shareholders'
capital account earnings funds
GBP'000 GBP'000 GBP'000 GBP'000
----------------------------- -------- -------- --------- --------------
Balance at 1 January 2016 6,061 8 (3,695) 2,374
Loss and total comprehensive
income for the year - - (2,303) (2,303)
Share-based payments - - 323 323
----------------------------- -------- -------- --------- --------------
Balance at 31 December 2016 6,061 8 (5,675) 394
----------------------------- -------- -------- --------- --------------
Loss and total comprehensive
income for the year - - (351) (351)
Share-based payments - - 224 224
----------------------------- -------- -------- --------- --------------
Balance at 31 December 2017 6,061 8 (5,802) 267
----------------------------- -------- -------- --------- --------------
Consolidated statement of financial position
at 31 December 2017
2017 2016
Notes GBP'000 GBP'000
------------------------------ ----- -------- --------
Assets
Non-current assets
Goodwill 6 1,345 1,345
Other intangible assets 829 847
Property, plant and equipment 128 149
Trade and other receivables 44 39
------------------------------ ----- -------- --------
2,346 2,380
------------------------------ ----- -------- --------
Current assets
Inventories 1,355 1,510
Trade and other receivables 3,827 3,549
Cash and cash equivalents 302 511
------------------------------ ----- -------- --------
5,484 5,570
------------------------------ ----- -------- --------
Total assets 7,830 7,950
------------------------------ ----- -------- --------
Liabilities
Current liabilities
Trade and other payables (5,108) (5,303)
Loans and borrowings (933) (54)
Provisions (228) (605)
------------------------------ ----- -------- --------
(6,269) (5,962)
------------------------------ ----- -------- --------
Net current liabilities (785) (392)
------------------------------ ----- -------- --------
Non-current liabilities
Trade and other payables (569) (569)
Loans and borrowings (300) (300)
Deferred tax liability (35) (44)
Provisions (390) (681)
------------------------------ ----- -------- --------
Total liabilities (7,563) (7,556)
------------------------------ ----- -------- --------
Net assets 267 394
------------------------------ ----- -------- --------
Shareholders' equity
Share capital 6,061 6,061
Share premium account 8 8
Retained earnings (5,802) (5,675)
------------------------------ ----- -------- --------
Total equity 267 394
------------------------------ ----- -------- --------
Consolidated statement of cash flows
for the year ended 31 December 2017
2017 2016
Notes GBP'000 GBP'000
------------------------------------------- ----- -------- --------
Net cash flows from operating activities 7 (729) (435)
------------------------------------------- ----- -------- --------
Cash flows from investing activities
Purchases of property, plant and equipment (42) (85)
Disposals of property, plant and equipment - 40
Purchases / generation of intangible
assets (316) (229)
------------------------------------------- ----- -------- --------
Net cash flows from investing activities (358) (274)
------------------------------------------- ----- -------- --------
Cash flows from financing activities
Cash flows from financing activities 948 -
Issue of loan notes - 300
Repayment of loans (70) (104)
------------------------------------------- ----- -------- --------
Net cash flows from financing activities 878 196
------------------------------------------- ----- -------- -------- Net decrease in cash and cash equivalents (209) (513) Cash and cash equivalents at beginning of year 511 1,010 Effect of foreign exchange rate changes - 14 ------------------------------------------- ----- -------- -------- Cash and cash equivalents at end of year 302 511 ------------------------------------------- ----- -------- --------
Notes to the consolidated financial statements
for the year ended 31 December 2017
1. Basis of preparation
The Group financial statements are prepared in accordance with International Financial Reporting Standards and IFRIC interpretations issued and effective (or adopted early) and endorsed by the European Union at the time of preparing these financial statements and with those parts of the Companies Act 2006 applicable to companies reporting under IFRS. The financial statements have been prepared under the historical cost convention.
The financial information contained in this announcement does not constitute statutory accounts for the year ended 31 December 2017 or 31 December 2016. The financial information for the years ended 31 December 2017 and 31 December 2016 is derived from the statutory accounts for those periods which include audit reports which are unqualified, do not contain a statement under either Section 498(2) or Section 498(3) of the Companies Act 2006 and do not include references to any matters to which the auditor drew attention by way of emphasis. The statutory accounts for the year ended 31 December 2016 have been delivered to the Registrar of Companies. The statutory accounts for the year ended 31 December 2017 will be delivered to the Registrar of Companies following the Company's Annual General Meeting.
Going concern
The Group's business activities, together with factors likely to affect its future development, performance and position, are set out in the Strategic Report along with the principal risks and uncertainties.
The Group's net underlying profit for the year was GBP11k (2016: underlying loss GBP1,397k). As at 31 December 2017 the Group had net current liabilities of GBP785k (2016: GBP392k) and net cash reserves of GBP302k (2016: GBP511k).
In 2016 the Directors identified a need to raise finance to cover liquidity issues pending the anticipated return of the Group to profitability and raised GBP300k from the issue of loan notes in December 2016 and arranged a GBP400k invoice discounting facility.
In December 2017 a new GBP1.25m invoice discounting facility was put in place to replace the GBP400k facility. Current trading is in line with management forecasts and restructuring efforts are complete.
The Directors have prepared Group cash flow projections for the period to 30 June 2019 based on latest forecasts that show that the Group will be able to operate within the Group current funding resources. It is important that we achieve sales forecasts and the profile of cash receipts.
As with all businesses there are particular times of the year where our working capital requirements are at their peak. The Group is well placed to manage these business risks effectively and the Board reviews the Group's performance against budgets and forecasts on a regular basis to ensure action is taken when needed.
These projections indicate that the Group will operate within available facilities throughout the projection period and therefore based on these projections, the Directors have a reasonable expectation that the Company has adequate resources to continue in operational existence for the foreseeable future and for at least twelve months from the date of these financial statements. The Directors therefore continue to adopt the going concern basis in preparing the financial statements.
2. Revenue
The revenue split between goods and services is:
2017 2016
GBP'000 GBP'000
--------------------------------- -------- --------
Goods 7,745 8,435
Services 4,016 3,120
--------------------------------- -------- --------
11,761 11,555
--------------------------------- -------- --------
Contract works included in goods 2,701 3,384
--------------------------------- -------- --------
3. Segmental reporting
IFRS 8 requires operating segments to be determined on the basis of those segments whose operating results are regularly reviewed by the Board of Directors (the Chief Operating Decision Maker as defined by IFRS 8) to make strategic decisions.
As the Board of Directors reviews revenue, gross profit and operating loss on the same basis as set out in the consolidated statement of comprehensive income, no further reconciliation is considered to be necessary.
Revenue and gross profit
Revenue Gross Revenue Gross
2017 profit 2016 profit
GBP'000 2017 GBP'000 2016
GBP'000 GBP'000
------------------- -------- -------- -------- --------
Fleet Systems 7,502 2,617 6,923 2,268
Passenger Systems 4,259 2,379 4,715 2,419
Intersegment sales - - (83) -
------------------- -------- -------- -------- --------
Total 11,761 4,996 11,555 4,687
------------------- -------- -------- -------- --------
Major customers
In the year, two customers within the Fleet Systems segment each accounted for over 10% of Group revenue at 22% and 10%. In the prior year, there were two Fleet Systems customers that each accounted for over 10% of revenue at 18% and 13%. There were no major customers within the Passenger Systems segment.
Underlying profit/(loss)
2017 2016
GBP'000 GBP'000
--------------------------- -------- --------
Fleet Systems 449 (748)
Passenger Systems (267) (460)
--------------------------- -------- --------
182 (1,208)
Central (171) (189)
--------------------------- -------- --------
Underlying profit / (loss) 11 (1,397)
--------------------------- -------- --------
Reconciling to loss before interest and tax
One-off
legal Profit/(Loss)
Underlying and before
operating reorganisation Share-based Operating interest
profit/(loss) costs payments profit/(loss) and tax
2017 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
------------------ -------------- --------------- ----------- -------------- -------------
Fleet Systems 449 (85) (224) 140 140
Passenger Systems (267) (3) - (270) (270)
------------------ -------------- --------------- ----------- -------------- -------------
182 (88) (224) (130) (130)
Central (171) - - (171) (171)
------------------ -------------- --------------- ----------- -------------- -------------
11 (88) (224) (301) (301)
------------------ -------------- --------------- ----------- -------------- -------------
One-off
legal Loss
Underlying and before
operating reorganisation Share-based Operating interest
loss costs payments loss and tax
2016 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
------------------ ---------- --------------- ----------- --------- ---------
Fleet Systems (748) (410) (323) (1,481) (1,481)
Passenger Systems (460) (168) - (628) (628)
------------------ ---------- --------------- ----------- --------- ---------
(1,208) (578) (323) (2,109) (2,109)
Central (189) - - (189) (189)
------------------ ---------- --------------- ----------- --------- ---------
(1,397) (578) (323) (2,298) (2,298)
------------------ ---------- --------------- ----------- --------- ---------
Net assets attributed to each business segment represent the net external operating assets of that segment, excluding goodwill, bank balances and borrowings, which are shown as unallocated amounts, together with central assets and liabilities.
Net assets
Assets Liabilities Net assets Assets Liabilities Net assets
2017 2017 2017 2016 2016 2016
GBP'000 GBP'000 GBP'000 GBP'000 GBP'000 GBP'000
-------------------- -------- ----------- ---------- -------- ----------- ----------
Fleet Systems 3,638 (3,183) 455 3,814 (4,042) (228)
Passenger Systems 2,500 (3,176) (676) 2,246 (3,148) (902)
-------------------- -------- ----------- ---------- -------- ----------- ----------
6,138 (6,359) (221) 6,060 (7,190) (1,130)
Goodwill 1,345 - 1,345 1,345 - 1,345
Cash and borrowings 302 (1,233) (931) 511 (354) 157
Unallocated 45 29 74 34 (12) 22
-------------------- -------- ----------- ---------- -------- ----------- ----------
Total 7,830 (7,563) 267 7,950 (7,556) 394
-------------------- -------- ----------- ---------- -------- ----------- ----------
Geographical segments
Revenue Gross Revenue Gross
2017 profit 2016 profit
GBP'000 2017 GBP'000 2016
GBP'000 GBP'000
-------------------- -------- -------- -------- --------
UK 10,108 3,989 10,462 4,057
-------------------- -------- -------- -------- --------
International
- Scandinavia 1,053 626
- Other EU 448 361
- Non-EU 152 106
-------------------- -------- -------- -------- --------
Total international 1,653 1,007 1,093 630
-------------------- -------- -------- -------- --------
Total 11,761 4,996 11,555 4,687
-------------------- -------- -------- -------- --------
Assets and liabilities by location
2017 2016
GBP'000 GBP'000
------------------ -------- --------
Assets
UK 7,796 7,914
International 34 36
------------------ -------- --------
Total assets 7,830 7,950
------------------ -------- --------
Liabilities
UK (7,529) (7,514)
International (34) (42)
------------------ -------- --------
Total liabilities (7,563) (7,556)
------------------ -------- --------
All non-current assets are located within the United Kingdom.
4. Taxation
(a) Analysis of (credit)/charge in year:
2017 2016
GBP'000 GBP'000
-------------------------------------------- -------- --------
Current tax
UK corporation tax on the loss for the year - -
(19.25%)
Swedish corporation tax on the profit for
the year (22%) (4) 7
Deferred tax (credit)/charge
- Temporary differences on acquisition (9) (13)
-------------------------------------------- -------- --------
Total tax credit for the year (13) (6)
-------------------------------------------- -------- --------
(b) Factors affecting the total tax (credit)/charge for the year
The tax assessed for the year differs from the standard rate of corporation tax in the UK at 19.25% (2016: 20%). The differences are explained below:
2017 2016
GBP'000 GBP'000
-------------------------------------------- -------- --------
Loss on ordinary activities before tax (364) (2,309)
-------------------------------------------- -------- --------
Loss on ordinary activities multiplied by
standard rate of corporation tax in the UK
of 19.25% (2016: 20%) (70) (462)
Effects of:
Expenses not deductible for tax purposes 105 53
Change in unrecognised deferred tax assets (39) 408
Prior year (over) / under provision (9) -
Brought forward tax losses used (previously
not recognised) - (5)
Total tax credit for the year (13) (6)
-------------------------------------------- -------- --------
(c) Deferred tax asset/(liability)
The unrecognised and recognised deferred tax assets/(liability) comprise the following:
Unrecognised Recognised
------------------ ------------------
2017 2016 2017 2016
Group GBP'000 GBP'000 GBP'000 GBP'000
------------------------------- -------- -------- -------- --------
Tax losses 615 573 - -
Decelerated capital allowances 56 62 - -
Arising on acquisition - - (35) (44)
------------------------------- -------- -------- -------- --------
671 635 (35) (44)
------------------------------- -------- -------- -------- --------
The Group has GBP3,621,000 of unutilised tax losses (2016: GBP3,372,000) which may be carried forward indefinitely.
5. Loss per Ordinary Share
Basic earnings per share (EPS) is calculated by dividing the earnings attributable to Ordinary Shareholders by the weighted average number of Ordinary Shares in issue during the year.
For diluted earnings, the weighted average number of Ordinary Shares in issue is adjusted to assume conversion of all dilutive potential Ordinary Shares.
2017 2016
------------------- -------------------
Per share Per share
Losses amount Losses amount
Group GBP'000 Pence GBP'000 Pence
-------------------------------- -------- --------- -------- ---------
Basic EPS
Losses attributable to Ordinary
Shareholders (351) (0.38) (2,303) (2.47)
-------------------------------- -------- --------- -------- ---------
Diluted EPS
Losses attributable to Ordinary
Shareholders (351) (0.38) (2,303) (2.47)
-------------------------------- -------- --------- -------- ---------
Details of the weighted average number of Ordinary Shares used as the denominator in calculating the earnings per Ordinary Share are given below:
2017 2016
'000 '000
------------------------------------------ ------ ------
Basic weighted average number of shares 93,240 93,240
Dilutive potential Ordinary Shares - -
------------------------------------------ ------ ------
Diluted weighted average number of shares 93,240 93,240
------------------------------------------ ------ ------
6. Goodwill
Goodwill acquired in a business combination is allocated at acquisition to the cash generating unit (CGU) that is expected to benefit from that business combination. The Group has two CGUs which are its two operating segments, Fleet Systems and Passenger Systems. The carrying amount of goodwill has been allocated to the CGUs as follows:
Passenger
Systems Total
GBP'000 GBP'000
-------------------- --------- --------
Deemed cost:
At 1 January 2016 1,345 1,345
At 31 December 2016 1,345 1,345
At 31 December 2017 1,345 1,345
--------------------- --------- --------
The Group tests goodwill annually for impairment as at 31 December, or more frequently if there are indications that goodwill might be impaired.
The recoverable amounts of the CGUs are determined based on a value-in-use calculation which uses cash flow projections based on financial budgets and business plans approved by the Directors covering a five-year period. Cash flows beyond that period have been extrapolated in perpetuity assuming no growth, which the Directors consider to be a conservative approach.
The key assumptions for the value-in-use calculations are those regarding discount rates and sales forecasts.
The discount rates needed to equate the net present value from these cash flows to the carrying value of goodwill are compared to the required rate of return from the CGU based upon an assessment of the time value of money, prevailing interest rates and the risks specific to the CGU. If this discount rate is in excess of the required rate of return then it is assumed that no impairment has occurred to the carrying value of goodwill.
The discount rates are as follows:
2017 2016
% %
------------------ ---- ----
Passenger Systems 14 14
------------------ ---- ----
The discount rates used are based on the Board's judgement considering macroeconomic factors and reflecting specific risks in each segment such as the nature of the market served, the concentration of customers, cost profiles and barriers to entry.
Passenger Systems also has intangible assets, which are considered in the same value-in-use calculations as goodwill.
The Passenger Systems cash flow projections used to determine value in use are based upon assumptions of sales, margins and cost bases. Of these assumptions the value in use is most sensitive to the level of sales. Margins are fixed in the forecast based upon past experience; the cost base is similarly based upon past experience but also takes into account savings from restructuring and will vary depending upon the level of sales. In accordance with the requirements of IAS 36 our value-in-use calculations do not include cash flows from restructurings to which the Group is not yet committed.
The level of sales is the key assumption used in the cash flow forecast. Sales have been determined by management using estimates based upon past experience and future performance with reference to market position and the sales pipeline. Due to the difficult macroeconomic environment there has been a reduction in the availability of contracts, which has in turn resulted in pressure on margins. In 2017 a major restructuring took place, followed by a reinvestment in key staff at the end of the year. The 2018 forecast predicts growth of 40%. The remaining four years are based upon compound sales growth of 5%.
The value-in-use calculation supports the carrying value of the CGU with headroom of GBP344k. A sensitivity analysis has been performed on the impairment test. The Directors consider that an absolute change in the key sales assumption is possible and a reduction of 5% points in the growth rate in 2018 to 35% would result in an impairment charge being recognised for the current carrying value of goodwill in relation to Passenger Systems of GBP541k. If sales forecasts were down 10% across the whole period and overheads were partially scaled back by 5% then the impairment charge would be GBP979k.
Based on the review the discount rate applied to equate the net present value of the forecast cash flows to the carrying value of goodwill and the intangible assets was 16.7%, whereas the required rate of return of the CGU is 14%.
In view of this, the Directors consider that no impairment of goodwill or intangible assets is required.
7. Reconciliation of operating loss to net cash (outflow)/inflow from operating activities
2017 2016
GBP'000 GBP'000
------------------------------------------- -------- --------
Loss for the year (351) (2,303)
Adjustments for:
- Finance income 63 11
- Profit on disposal of fixed assets - 4
- Deferred tax credit (9) (13)
- Depreciation of property, plant and
equipment 63 107
- Amortisation of intangible fixed
assets 334 295
- Share-based payment expense 224 323
- Foreign exchange rate (14) (32)
- (Decrease)/increase in provisions (668) 42
------------------------------------------- -------- --------
Operating cash flows before movement
in working capital (358) (1,566)
Decrease/(Increase) in inventories 155 (428)
(Increase)/decrease in receivables (271) 1,026
(Decrease)/increase in payables (196) 551
------------------------------------------- -------- --------
Cash outflow from operations (670) (417)
Income taxes received/(paid) 4 (7)
Interest paid (63) (11)
------------------------------------------- -------- --------
Net cash outflow from operating activities (729) (435)
------------------------------------------- -------- --------
8. Reorganisation costs
2017 2016
GBP'000 GBP'000
------------------ -------- --------
Passenger Systems 3 124
Fleet Systems - 410
------------------ -------- --------
Central 85 -
88 534
------------------ -------- --------
Prior year reorganisation costs related to restructuring programmes arising during the year, the disposal of the Group's leased premises in Croydon, and the December 2016 agreed restructuring programme.
Current year reorganisation costs relate to the additional costs in respect of the December 2016 restructuring programme and costs related to the loss of office of one of the Group's Directors.
All reorganisation costs relate to administrative expenses.
9. Availability of audited accounts:
Copies of the 2017 audited accounts will be made available following the announcement of the date of our AGM. They will also be available on the Company's website (www.21stplc.com) for the purposes of AIM Rule 26 and will be posted to shareholders in due course.
This information is provided by RNS
The company news service from the London Stock Exchange
END
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March 28, 2018 02:00 ET (06:00 GMT)
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