First half results, six months ended 30 June 2024

About this update from Mobico Group Plc

[{"type":"text","content":"\n \n Mobico Group PLC (\"Mobico\" or the \"Group\"): results for the six months ended 30 June 2024 \n Continued revenue and passenger growth \n FY 24 Adjusted Operating Profit guidance unchanged at £185m to £205m \n Deleveraging remains a priority: North America School Bus sale process underway \n   \n First half results, six months ended 30 June 2024 \n   \n \n \n \n \n   \n \n \n  HY 24 \n \n \n HY 23 \n Restated 2 \n \n \n Change (Constant FX) \n \n \n Change (Reported) \n \n \n \n \n Group Revenue \n \n \n £1.65bn \n \n \n £1.57bn \n \n \n 7.6% \n \n \n 5.4% \n \n \n \n \n Group Adjusted EBITDA 1 \n \n \n £183.8m \n \n \n £166.7m \n \n \n 13.2% \n \n \n 10.3% \n \n \n \n \n Group Adjusted 1 Operating Profit \n \n \n £71.2m \n \n \n £57.5m \n \n \n 28.1% \n \n \n 23.8% \n \n \n \n \n Group Adjusted 1 Profit Before Tax \n \n \n £25.4m \n \n \n £25.4m \n \n \n \n \n \n \n \n \n \n \n Adjusted basic 1 EPS \n \n \n 0.3p \n \n \n 1.0p \n \n \n \n \n \n \n \n \n \n \n Dividend per share \n \n \n 0.0p \n \n \n 1.7p \n \n \n \n \n \n \n \n \n \n \n Return on Capital Employed \n \n \n 7.8% \n \n \n 6.0% \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Statutory \n \n \n   \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Group Operating Profit/(Loss) \n \n \n £45.5m \n \n \n £(9.2)m \n \n \n \n \n \n \n \n \n \n \n Group Loss Before Tax \n \n \n £(1.5)m \n \n \n £(41.9)m \n \n \n \n \n \n \n \n \n \n \n Group Loss After Tax \n \n \n £(4.1)m \n \n \n £(51.9)m \n \n \n \n \n \n \n \n \n \n \n Basic EPS \n \n \n (2.9)p \n \n \n (10.4)p \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Free cash flow \n \n \n £90.5m \n \n \n £79.7m \n \n \n \n \n \n \n \n \n \n \n Covenant net debt \n \n \n £987.9m \n \n \n £908.5m \n \n \n \n \n \n \n \n \n \n \n Covenant gearing \n \n \n 2.8x \n \n \n 2.8x \n \n \n \n \n \n \n \n \n \n \n   \n   \n H1 2024 highlights \n § Continuing positive passenger demand - strong revenue performance up 7.6% (at constant currency), with continuing growth across much of the Group. \n § Profit improvement initiatives on track - Group Adjusted Operating Profit increased by £13.7m, (23.8% on a reported basis). \n § Unchanged FY 24 Adjusted Operating Profit guidance of £185m to £205m . \n o  Cost inflation lower than in prior year, with full benefit from mitigating pricing actions in 2023 and H1 2024 expected in H2 this year \n o  Accelerate cost saving programme remains on track, FY 24 expected savings of £30m under Accelerate 1.0 and £10m under Accelerate 2.0. \n § Stable balance sheet with clear plans to reduce leverage and debt \n o  Good cash generation, with Free Cash Flow of £90.5m (£79.7m in H1 23) \n o  New debt reduction initiatives to deliver £25m of additional benefits in FY 24 \n o  Improvement in covenant gearing, relative to FY 23, targeted at 31 December 2024 \n § Formal sale process for North American School Bus underway following strong bidding season where routes won exceeded routes lost for the first time in over a decade \n § Operational Performance - record H1 results in ALSA and the improvement in North America, were delivered alongside ongoing recovery in UK and Germany. \n Ignacio Garat, Mobico Group Chief Executive, said: \n \" Mobico has delivered a good performance in the first half of 2024, with continuing positive passenger demand and revenue growth. ALSA has delivered record H1 results, underpinning the overall growth of the Group. We have retained, won and successfully mobilised significant new business across different parts of the Group and our cost-reduction initiatives have delivered savings slightly eariler than expected. Addressing our leverage remains a priority and in addition to commencing the formal sale process for North American School Bus, we have identified new organic debt reduction initiatives that will deliver in the second half. We remain confident of achieving FY 24 Adjusted Operating Profit of between £185m and £205m.\" \n   \n Enquiries \n   \n \n \n \n \n Helen Cowing, John Dean \n \n \n Mobico Group \n \n \n Tel: +44 (0)121 803 2580 \n \n \n \n \n Stephen Malthouse, Antonia Pollock \n   \n \n \n Headland \n \n \n Tel: +44 (0)7734 956 201 \n Tel: +44 (0)7789 954 356 \n \n \n \n \n A live webcast of the analyst meeting taking place today at 9:00 a m (BST) will be available on the investor page of the Group's website: www.mobicogroup.com.   \n   \n Notes \n 1. To supplement IFRS reporting, we also present our results (including EBITDA) on an adjusted basis to show the performance of the business before adjusting items. These are detailed in note 5 to the Financial Statements and principally comprise intangible amortisation for acquired businesses, re-measurement of historic onerous contract provisions and impairments, Group wide restructuring and other costs and, in the prior year, re-measurement of the WeDriveU Put Liability and voluntary repayment of UK CJRS grant income ('furlough'). In addition to performance measures directly observable in the Group financial statements (IFRS measures), alternative financial measures are presented that are used internally by management as key measures to assess performance. \n \n \n 2. H1 2023 has been restated in respect of a correction to the onerous contract provisions in German Rail. This has changed 2023 Group Statutory Operating Profit/Loss from £8.7m to (£9.2m), Group Statutory (Loss) Before Tax from £(23.4)m to £(41.9)m, Group Statutory Loss After Tax from £(39.4)m to £(51.9)m and H1 2023 statutory EPS from (8.3)p  to (10.4)p. Please see note 1 to the Financial Statements. \n   \n 3. This announcement contains forward-looking statements with respect to the financial condition, results and business of Mobico Group. By their nature, forward-looking statements involve risk and uncertainty and there may be subsequent variations to estimates. Mobico's actual future results may differ materially from the results expressed or implied in these forward-looking statements. Unless otherwise required by applicable law, regulation or accounting standard, Mobico does not undertake to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise. Forward-looking statements can be made in writing but also may be made verbally by members of the management of the Group (including without limitation, during management presentations to financial analysts) in connection with this announcement.   \n   \n \n \n   \n Results overview \n In the first half of 2024, the Group has delivered another strong revenue performance driven by progress in all of the Group's major business units. The Adjusted Operating Profit performance for H1 is consistent with our guidance for FY in 2024. \n   \n \n \n \n \n   \n \n \n Adjusted \n \n \n   \n \n \n Statutory \n Restated 1 \n \n \n   \n \n \n Adjusted \n \n \n \n \n £m \n \n \n HY 24 \n \n \n HY 23 \n \n \n Change \n \n \n HY 24 \n \n \n HY 23 \n \n \n Change \n \n \n FY 23 \n \n \n \n \n Revenue \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n ALSA \n \n \n 617.1 \n \n \n 559.7 \n \n \n 10.3% \n \n \n 617.1 \n \n \n 559.7 \n \n \n 10.3% \n \n \n 1,165.4 \n \n \n \n \n North America \n \n \n 609.3 \n \n \n 587.0 \n \n \n 3.8% \n \n \n 609.3 \n \n \n 587.0 \n \n \n 3.8% \n \n \n 1,115.6 \n \n \n \n \n UK \n \n \n 307.3 \n \n \n 285.4 \n \n \n 7.7% \n \n \n 307.3 \n \n \n 285.4 \n \n \n 7.7% \n \n \n 610.1 \n \n \n \n \n Germany \n \n \n 120.2 \n \n \n 137.3 \n \n \n (12.5)% \n \n \n 120.2 \n \n \n 137.3 \n \n \n (12.5)% \n \n \n 259.8 \n \n \n \n \n Total \n \n \n 1,653.9 \n \n \n 1,569.4 \n \n \n 5.4% \n \n \n 1,653.9 \n \n \n 1,569.4 \n \n \n 5.4% \n \n \n 3,150.9 \n \n \n \n \n Operating profit/(loss) \n \n \n   \n \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n ALSA \n \n \n 82.5 \n \n \n 57.6 \n \n \n 43.2% \n \n \n 79.8 \n \n \n 50.8 \n \n \n 57.1% \n \n \n 136.8 \n \n \n \n \n North America \n \n \n 21.4 \n \n \n 13.8 \n \n \n 55.1% \n \n \n 12.1 \n \n \n (5.0) \n \n \n 342.0% \n \n \n 27.1 \n \n \n \n \n UK \n \n \n (12.6) \n \n \n (10.8) \n \n \n (16.7)% \n \n \n (15.5) \n \n \n (21.2) \n \n \n 26.9% \n \n \n 23.5 \n \n \n \n \n Germany \n \n \n (5.1) \n \n \n 5.9 \n \n \n (189.6)% \n \n \n (5.6) \n \n \n (12.9) \n \n \n 56.6% \n \n \n 0.2 \n \n \n \n \n Central Functions \n \n \n (9.2) \n \n \n (9.0) \n \n \n (2.2)% \n \n \n (9.2) \n \n \n (9.0) \n \n \n (2.2)% \n \n \n (19.0) \n \n \n \n \n Restructuring, legal one offs and bonus \n \n \n (5.8) \n \n \n nil \n \n \n n/a \n \n \n (16.1) \n \n \n (11.9) \n \n \n 35.3% \n \n \n nil \n \n \n \n \n Total \n \n \n 71.2 \n \n \n 57.5 \n \n \n 23.8% \n \n \n 45.5 \n \n \n (9.2) \n \n \n 594.6% \n \n \n 168.6 \n \n \n \n \n Operating margin \n \n \n 4.3% \n \n \n 3.7% \n \n \n 0.6% \n \n \n 2.8% \n \n \n (0.6)% \n \n \n 3.4% \n \n \n 5.4% \n \n \n \n \n   \n 1 H1 23 has been restated in respect of a correction to the onerous contract provisions in German Rail. \n   \n Revenue grew by £84.5m or 5.4% on a reported basis, and by 7.6% on a constant currency basis. This mainly reflects another strong performance at ALSA, continuing passenger growth in most other businesses, and positive impact from price increases (equivalent to around 3.6% Revenue growth at constant currency vs. H1 2023). Adjusted Operating Profit grew 23.8% to £71.2m (and Statutory Operating Profit was £45.5m). The impact of further agreed price rises and cost saving initiatives will result in a more robust H2 profitability. \n ALSA continued to trade well with growth across the business, including strong performance in Regional and Long Haul, with Adjusted Operating Profit up 43.2%, driven by revenue growth of 10.3%. \n North America grew revenue by 3.8% on a reported basis (6.4% at constant currency), as routes continued to be recovered in School Bus. This School Year bid season has delivered the first net positive route outcome (routes won vs routes lost) in over a decade.  Adjusted Operating Profit increased to £21.4m (up 55.1%), with both route and pricing gains contributing to School Bus and important contracts in WeDriveU (the recently re-branded Transit & Shuttle) also mobilising recently. \n In the UK and Germany, revenues grew 1.1%. With continued strong trading in UK Coach, and UK Bus patronage also improving, UK turnover grew 7.7% but the divisional result was also affected by a decline in German Rail. The £12.8m decline in Adjusted Operating Loss for H1 2024 partly reflected the continuing challenges faced by the German Rail industry, after expectations were rebased earlier in the year, as well a headwind from lower rail strike income in UK Coach. The UK business will benefit in the second half from a significant reduction in losses at NXTS due to the completion of the turnaround work that will deliver going forward. Fare increases implemented in 2023 and July 2024, and other significant cost actions taken in H1 create good momentum into H2. \n   \n Balance Sheet \n At 30 June 2024, the Group had £0.8bn of cash and undrawn, committed facilities and a covenant gearing ratio of 2.8x (FY 23: 3.0x). The Group continues to benefit from strong liquidity having extended the vast majority of its Core RCF facility a further year from the original expiry in 2028, during the period. \n Interest charges for FY 24 will rise as a consequence of higher bond coupons and interest on the RCF when drawn. As rates stand today, the anticipated net interest charge in Full Year 2024 will be c.£90m (£75m in 2023). 75% of our debt is fixed, with the majority of the floating portion due to revert to fixed in 2025. \n Mobico has made clear its commitment to debt and leverage reduction. Whilst we are able to achieve that through the growth of Adjusted EBITDA and Free Cash Flow, targeting net debt / covenant Adjusted EBITDA of 1.5x to 2.0x by FY 27; we have also made clear that accelerated solutions are preferred to reduce debt levels. As such, the Group confirms that the formal process to dispose of its North America School Bus business is underway. Furthermore, operational controls have been tightened over aged debt collection and capital expenditure appraisals, including an increased focus on asset-light transactions.    \n   \n Dividend \n As the Group remains focused on de-leveraging the Board has decided that no 2024 interim dividend will be paid. \n   \n Outlook \n Based on current market conditions, Mobico remains on track for Adjusted Operating Profit for 2024 to be within the range of £185m to £205m, with improvement in covenant gearing, relative to FY 23, expected at 31 December 2024. \n   \n Strategic Commentary \n Mobico has made a good start to 2024, with revenue continuing to grow across the Group. Whilst we still face challenges, we have retained, won and successfully mobilised significant contracts across our businesses, secured good price increases and our cost reduction plans have delivered better than originally planned. Our guidance for FY 24 Adjusted Operating Profit between £185m and £205m remains unchanged . \n An immediate priority remains the reduction of debt and leverage. With that ambition in mind, we're pleased to report that the formal process for the sale of the North America School Bus business has begun, and is progressing in line with expectations. \n The Board in partnership with the management team review all available options to de-lever. Work to optimise cash generation and focus capital expenditure resources on investments with the most compelling returns, will also ensure that debt and leverage reduction remains central to our priorities. We have also launched a Company wide initiative targeted specifically at cash improvement and debt reduction, with projected FY 24 benefits of £25m and annualised benefits from 2025 of at least £50m. This is in addition to Accelerate benefits. \n   \n Continuing importance of Evolve \n The Evolve strategy defines the critical strategic outputs for a successful business, including safety, efficiency and customer service - and is delivering clear operational and commercial improvement. For example, on-time performance (OTP) has improved significantly vs H1 2023 to 92.7% (from 91.6%) and customer satisfaction up across all markets. \n   \n During this 2024 / 2025 bidding season, North America School Bus has delivered the first net gains in routes won, for many years. ALSA has continued to grow, diversify and maximise its returns in dynamic markets. WeDriveU has won significant new business from both existing and new customers. The UK operations have also taken important steps during the first half towards delivering a sustainable and profitable business, fit for the future. It will take time for the turnaround to take effect and this is factored into our financial planning. \n   \n Accelerate cost-reduction initiatives \n During the first half, further progress has been made with Accelerate 1.0 and Accelerate 2.0, our organisational design and cost-reduction initiatives, with savings under Accelerate 2.0 having delivered earlier than expected (£2m delivered in H1). We have increased confidence in delivering at least £40m of savings from the programme as a whole in FY 24 (as announced at FY 23), annualising to at least £50m in FY 25 onwards. The measures taken will improve the competitiveness of our businesses, across the portfolio, underpinning profit sustainability. \n   \n Key contract wins \n To date we have won 23 new contract wins, ahead of the same point last year, with revenue values of  £91m p.a. (H1 2023: £72m), and total contract values of £622m. Average Operating Profit margins on those contracts are 11%, with 30% ROCE. The conversion rate on bids submitted and awarded was 25%. \n   \n Environmental, Social & Governance \n Mobico's Evolve strategy remains directly aligned to pressing environmental and social needs in society. It operates tailored transport solutions that enable communities to transition from low occupancy modes of transport to much more efficient, cleaner and safer mass transit solutions - these advance global ambitions for both a low carbon society and greater social mobility. \n The Group is retaining focus on our transition to Zero Emissions Vehicles (ZEVs) in fleets across the businesses, around the world, whilst also ensuring that their adoption is financially and commercially sensible for our customers. \n Mobico has previously set out zero emission fleet targets to reach net zero by 2040 (Scope 1 & 2 emissions) and an interim target of 1,500 ZEVs in service or on order by the end of 2024. \n We will continue to review the targets in the context of the overall scale of the Group. \n   \n Divisional Results overview \n The following section describes the performance of the Group's continuing business for the six month period to 30 June 2024, compared to the same period in 2023. \n   \n ALSA \n ALSA is the leading company in the Spanish road passenger transport sector. It has, over a number of years, significantly diversified its portfolio away from predominantly Long Haul to having a multi-modal offering, which today spans Regional and Urban Bus and Coach services across Spain, Morocco, Switzerland, Portugal and Saudi Arabia. \n   \n \n \n \n \n   \n \n \n HY 24 \n \n \n HY 23 \n \n \n Change \n \n \n Change \n \n \n \n \n   \n \n \n m \n \n \n m \n \n \n m \n \n \n % \n \n \n \n \n Reporting currency (£) \n \n \n £ \n \n \n £ \n \n \n £ \n \n \n \n \n \n \n \n Revenue \n \n \n 617.1 \n \n \n 559.7 \n \n \n 57.4 \n \n \n 10.3% \n \n \n \n \n Adjusted Operating Profit \n \n \n 82.5 \n \n \n 57.6 \n \n \n 24.9 \n \n \n 43.2% \n \n \n \n \n Statutory Operating Profit \n \n \n 79.8 \n \n \n 50.8 \n \n \n 29.0 \n \n \n 57.1% \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n Local Currency (€) \n \n \n € \n \n \n € \n \n \n € \n \n \n \n \n \n \n \n Revenue \n \n \n 722.0 \n \n \n 638.8 \n \n \n 83.2 \n \n \n 13.0% \n \n \n \n \n Adjusted Operating Profit \n \n \n 96.5 \n \n \n 65.7 \n \n \n 30.8 \n \n \n 46.9% \n \n \n \n \n Adjusted Operating Margin \n \n \n 13.4% \n \n \n 10.3% \n \n \n 3.1%pts \n \n \n 3.1%pts \n \n \n \n \n Statutory Operating Profit \n \n \n 93.3 \n \n \n 58.0 \n \n \n 35.3 \n \n \n 60.9% \n \n \n \n \n Statutory Operating Margin \n \n \n 12.9% \n \n \n 9.1% \n \n \n 3.8%pts \n \n \n 3.8%pts \n \n \n \n \n FX rates: H1 FY 24: €1.17:£1; H1 FY 23: €1.14:£1 \n   \n Highlights \n   \n ALSA continues to grow across a diverse portfolio. ALSA delivered another strong result in the first half of the year in all its markets: \n   \n § Strong growth with revenues up 13.0% (at constant currency) (10.3% on a reported basis) and Adjusted Operating Profit growth of 46.9% (at constant currency); Statutory Operating Profit of £79.8m, an increase of £29.0m versus H1 23; \n § Regional revenues 14.2% higher vs. H1 23 \n § Long Haul revenues up 25.6% vs. H1 23 driven by passenger growth (up 17.6%) and yields (up 6.8%); \n § Sophisticated CRM enables customer segmentation and management of KPIs; \n § Successfully managing increased competitive pressure from High-Speed Rail; \n § Urban down 5%: absorbed impact of the Bilbao strike, now concluded; \n § International business (including Portugal) up 87.8% on H1 23; \n § New business: CanaryBus and Medical Transport, \n § ALSA is now the no1 provider of non-emergency medical transport in Madrid. \n § We expect momentum across the business to continue in H2 24 \n   \n Commentary \n ALSA had another strong performance in the first half and strengthened its reputation as the best operator in the market. Close control of key metrics - Occupancy, Revenue Management, Digital Sales and Customer Experience, all of which are improved vs last year - has again contributed to this performance. \n Despite poor weather, Easter trading was ahead of last year, particularly on key Long-Haul routes. The 'Young Summer' discounted travel scheme was renewed for 2024, covering travel between July and September. Advance ticket sales in 2024 are already ahead of 2023 at this point, despite the slightly later start to the travel period covered this year. The Multi Vouchers scheme sponsored by Ministry of Transport and Sustainable Mobility has also been extended. \n ALSA has adapted very quickly to evolving markets, not least through the increasingly sophisticated use of customer segmentation, CRM and revenue management. Development in International markets has also been positive, with further growth seen in the period in Portugal, Saudi Arabia and Switzerland. \n   \n Long Haul concessions \n ALSA's strategy has successfully delivered three important outcomes - growth, diversification from Long-Haul, and continuous improvement in its position as a best-in-class operator - exceeding the expectations of its customers as it does so. That success has allowed ALSA to remain resilient, including when concessions come to tender. It also ensures ALSA will remain in a strong position in the industry, as a valued and leading provider. \n   \n There has long been external speculation about the future structure of the Long-Haul market. However, with the new Sustainable Mobility Law in process in Spain, it is expected that, should any change in the market be made, it is unlikely to have notable impact on ALSA's long-haul business (17% of total revenue today) until 2026 onwards, given the legislative and political timetable that would necessarily precede it. In the meantime we will maintain the continued strong momentum and continue to build and diversify our core business in to new territories and markets. \n   \n North America \n The North America business operates in thirty-four states and three provinces in Canada. School Bus operates through medium-term contracts awarded by local school boards. Within WeDriveU, Transit focuses predominantly on Paratransit (the transportation of passengers with special needs) and Urban Bus. Shuttle offers corporate employee shuttle services to a range of sectors including Technology, Biotechnology, Manufacturing and Universities such that we now have a stronger, diversified portfolio of sectors and customers. \n   \n \n \n \n \n \n \n \n HY 24 \n \n \n HY 23 \n \n \n Change \n \n \n Change \n \n \n \n \n \n \n \n m \n \n \n m \n \n \n m \n \n \n % \n \n \n \n \n Reporting currency (£) \n \n \n £ \n \n \n £ \n \n \n £ \n \n \n \n \n \n \n \n Revenue \n \n \n 609.3 \n \n \n 587.0 \n \n \n 22.3 \n \n \n 3.8% \n \n \n \n \n Adjusted Operating Profit \n \n \n 21.4 \n \n \n 13.8 \n \n \n 7.6 \n \n \n 55.1% \n \n \n \n \n Statutory Operating Profit/(Loss) \n \n \n 12.1 \n \n \n  (5.0) \n \n \n 17.1 \n \n \n 342.0% \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n Local currency ($) \n \n \n $ \n \n \n $ \n \n \n $ \n \n \n \n \n \n \n \n Revenue \n \n \n 770.9 \n \n \n 724.3 \n \n \n 46.6 \n \n \n 6.4% \n \n \n \n \n Adjusted Operating Profit \n \n \n 27.1 \n \n \n 17.1 \n \n \n 10.0 \n \n \n 58.5% \n \n \n \n \n Adjusted Operating Margin \n \n \n 3.5% \n \n \n 2.4% \n \n \n 1.1%pts \n \n \n 1.1%pts \n \n \n \n \n Statutory Operating Profit/(Loss) \n \n \n 15.3 \n \n \n  (6.2) \n \n \n 21.5 \n \n \n 346.8% \n \n \n \n \n Statutory Operating Margin \n \n \n 2.0% \n \n \n (0.9)% \n \n \n 2.8%pts \n \n \n 2.8%pts \n \n \n \n \n FX rates: H1 FY 24: $1.27:£1; H1 FY 23: $1.23:£1 \n   \n Highlights \n   \n North America has delivered an encouraging H1 2024, combining a strong bidding season for School Bus and important contract wins for WeDriveU. The division reported good growth with Revenues up 6.4% at constant currency and Adjusted Operating Profit growth of 58.5% vs. H1 2023 (at constant currency). \n   \n School Bus \n   \n § Underlying revenue growth with H1 24 1.9% higher (0.7% lower on a reported basis) than in H1 2023; \n § Performance reflecting volume improvements following route reinstatement, and the benefit of the 7.5% rate increase across the portfolio effective SY23/24, offset by the impact of business lost in the previous bid season; \n § First net positive route outcome (routes won vs routes lost) in over a decade; \n § Much improved fleet allocation to contracts and optimised life spans, driving stronger CapEx and cash control; \n § Strong, above inflation, pricing performance with current average rate increases for SY 24/25 tracking to 10.2% on expiring contracts and 6.1% on the portfolio overall, ahead of inflationary cost increases benefitting H2; \n § Clear line of sight to cost savings in organisation design workstream, as part of the Accelerate programme, with headcount already taking place. \n   \n WeDriveU \n   \n § Strong organic growth with H1 24 revenues up 17.3% (14.4% on a reported basis) vs H1 2023; \n § Transit & Shuttle business is now unified under the WeDriveU brand; \n § Notable contract wins, retentions and mobilisations secured, including WMATA (Washington Metropolitan Area Transport Authority) - a large, asset-light paratransit contract renewal and extension  a success bid against a strong incumbent, mobilised at very short notice to underpin delivery; \n § Corporate Shuttle has won four important new contracts, including Uber - consolidating its market leading position in the US corporate shuttle market driving momentum into H2; \n § Run rate cost improvements in H2 will build on operational efficiencies delivered in H1, eliminating duplicative roles and establishing the central services model. \n   \n Commentary - School Bus \n School Bus delivered another successful bidding season in preparation for the School Year 2024 / 2025, with the first net positive route outcome (routes won vs routes lost) in over a decade. The business also achieved above-inflation price increases across renewing contracts, driving the year-on-year improvement in profits. \n Other important actions have also been taken. For example, the business is now far more adept at identifying and tracking under-utilised fleet. Improved fleet allocation (or 'cascading') vehicles no longer suited to one customer to other contracts, is improving asset utilisation, cash flow and customer satisfaction as a consequence. 500 such vehicle movements took place in H1, with more planned for H2 24. \n Driver recruitment and retention have benefitted from the team's restructuring, to service high priority CSCs (Customer Service Centres). The wider use of internet recruitment platforms, boosted by social media and local hiring events, have all resulted in a growing talent pool - that includes referrals from current drivers. In H1 2024 School Bus recruited 4,310 new drivers, around 21% more than in H1 2023 (3,560 drivers). The business anticipates no significant driver issues when it launches the new school year in September 2024, a key win in the current environment and a critical success factor in our industry sector. \n Commentary - WeDriveU \n WeDriveU , the lead brand in the Shuttle business, has now been adopted as the single, unifying brand for the whole Transit & Shuttle operation, bringing together the seven North America Transit brands that existed before. \n WeDriveU gained good traction in H1 2024 as business alignment and Accelerate initiatives were achieved, creating operational efficiencies and cost savings. In particular, WeDriveU's Operations team delivered efficiencies, eliminating duplicative roles and establishing a central services model. Nine new contracts won in H1 2024 will deliver annual revenue of £67m, and total contract revenue of £500m, a strong base for the future. \n   \n H1 saw a gradual recovery of public transit ridership. A new contract with Uber and reactivated contract with LinkedIn provides signs of resilient ridership trends as some employers embrace transportation to facilitate their hybrid workforce return to the office. University accounts are stable. At a macro level, we do continue to expect some market pressure as various transit agencies rationalise spend priorities, particularly given an uncertain political and economic climate. Nonetheless, we continue to pursue numerous opportunities for growth that we identify, many of which are asset-light and margin accretive. \n   \n The contract retention and extension at WMATA (Washington Metropolitan Area Transport Authority) is impressive because it has validated our customer offering and demonstrated that we can mobilise major new business quickly and effectively (start date of 1 st July 2024). In the ramp-up to launch, we recruited 1,000 new drivers, met challenging delivery deadlines including two further contracts that launched on the same day . WMATA will become our largest single contract in North America and one of the largest in the Group, a flagship for our business which we will continue to build upon. \n   \n UK & Germany \n   \n The UK Bus & Coach businesses executed major organisational change successful over the last twelve months, with the German rail business responding to significant industry challenges. A new highly experienced German rail MD has recently been appointed to help drive that process. \n   \n Across UK Coach and Bus turnover grew 7.7% but the divisional result was also affected by a decline in German Rail. In the UK, H1 2024 Adjusted Operating Loss declined (16.7%) against the same period last year. In Q1 2024 a significant cost intervention programme was developed with momentum building through FY 24, spanning both network and operational cost savings as well as overhead savings as part of the Accelerate 2.0 programme. The majority of benefits will realised in H2 2024. \n \n \n   \n UK \n In the UK Bus sector, Mobico is the market leader in the West Midlands - the largest UK urban bus market outside London. UK Coach is the largest operator of scheduled coach services in the UK, and also serves the fragmented commuter, corporate shuttle, private hire and accessible transport markets. \n   \n \n \n \n \n UK \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n HY 24 \n \n \n HY 23 \n \n \n Change \n \n \n Change \n \n \n   \n \n \n \n \n   \n \n \n m \n \n \n m \n \n \n m \n \n \n % \n \n \n   \n \n \n \n \n Reported / Local currency (£) \n \n \n £ \n \n \n £ \n \n \n £ \n \n \n \n \n \n \n \n Revenue \n \n \n 307.3 \n \n \n 285.4 \n \n \n 21.9 \n \n \n 7.7% \n \n \n   \n \n \n \n \n Adjusted Operating (Loss) \n \n \n  (12.6) \n \n \n  (10.8) \n \n \n  (1.8) \n \n \n (16.7)% \n \n \n   \n \n \n \n \n Adjusted Operating Margin \n \n \n (4.1)% \n \n \n (3.8)% \n \n \n (0.3)%pts \n \n \n (0.3)%pts \n \n \n   \n \n \n \n \n Statutory Operating (Loss) \n \n \n (15.5) \n \n \n (21.2) \n \n \n 5.7 \n \n \n 26.9% \n \n \n   \n \n \n \n \n Statutory Operating Margin \n \n \n (5.0)% \n \n \n (7.4)% \n \n \n 2.4%pts \n \n \n 2.4%pts \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n UK Bus \n § Increase in UK Bus Revenue resulted from continued strong passenger growth and fare increases of 12.5% implemented in July 2023. \n § As a result of the multi-operator ticket scheme in the West Midlands a further 6% fare rise was implemented at the end of June 2024, driving margin improvement in H2; \n § Consistent improvement in operational KPIs, including on-time performance, partly driven by new punctually programme to increase the reliability of the network. \n § Strong relationships with transport authorities. Preparations continue to optimise potential shift to franchising in TfWM. \n   \n UK Coach \n § Year on year deterioration in Adjusted Operating Profit reflects the reduction in rail strikes in 2024 vs 2023 (c.£7m profit headwind for the half year). \n § Excluding the impact of fewer rail strikes there was moderate underlying growth in demand in H1 (with yield up 5.7% and passenger volumes up 2.5%). Reported passenger volumes, without normalisation for rail strikes, were flat year on year while yield increased by 1.7%. \n § Further optimisation of network capacity vs. demand already delivered in H1, with further actions planned for H2; \n § On-track to restore the NXTS business to a profitable run-rate in H2 2024, following the losses incurred in FY 23; \n § Seasonal trading in H2 will drive Operating Profit improvement vs H1; \n § Review of asset utilisation, optimising vehicle life spans driving capex efficiency \n Commentary - Bus \n UK Bus has delivered continued strong passenger growth in HY 24 (+8.1% vs H1 2023 (normalised for the driver strike in H1 2023) and +1% vs 2019), on a network that is now 12% smaller in mileage terms than in 2019, reduced in response to passenger demand post-Covid. Revenues benefited from the fare rise in July 2023, with a further rise implemented at the end of end June 2024. At the end of December 2024, the current agreement with TfWM ends, and thereafter our business will be able to exercise greater control over routes and fares. Striking the balance of risk and reward is the priority; maintaining an appropriate high quality service to our valued customers, and generating a fair return. We will continue to focus on our good relationships with the transport authorities as we consider the best solutions for all parties, and work with those authorities in a partnership approach. \n   \n The recent appointment of a new Mayor in Birmingham and change of UK Government - both to Labour - mean that the probability of a move future years towards greater franchising in UK Bus services has increased. We had already been preparing for such a change and we believe that our operational performance, together with the delivery of an industry-leading service to our customers, will ensure our commercial success, whatever the model and timetable of any changes. \n Commentary - Coach \n As with UK Bus, UK Coach has been working through great organisational change, a priority for the new leadership team since 2023 to reduce structural costs and target improved returns from the UK market's leading provider. After adjusting for the rail strike benefit in H1 2023, both volume and yield are up (+2.5% and +5.7%, respectively) vs. last year. Regional intercity and regional airport routes have performed well. Route optimisation and efficiency actions have served to limit any impact on yields of any competitive pressure. The addition of valet parking services to the Dublin Airport package further strengthens our platform in Ireland where we continue to improve profitability. \n   \n The business is on track to return NXTS to run-rate profitability in H2 of this year (NXTS made a loss of £13m in FY 23). That recovery will be delivered through a combination of different initiatives: the closure of two depots already announced, selective disposal, and the integration of the remaining businesses into our core operations. \n   \n Germany \n In Germany , Mobico is the second-largest rail operator in North Rhine-Westphalia and one of the top five operators in Germany. \n   \n \n \n \n \n   \n \n \n HY 24 \n \n \n Restated 1 \n HY 23 \n \n \n Change \n \n \n Change \n \n \n \n \n   \n \n \n m \n \n \n m \n \n \n m \n \n \n % \n \n \n \n \n Reporting currency (£) \n \n \n £ \n \n \n £ \n \n \n £ \n \n \n \n \n \n \n \n Revenue \n \n \n 120.2 \n \n \n 137.3 \n \n \n  (17.1) \n \n \n (12.5)% \n \n \n \n \n Adjusted Operating (Loss) / Profit \n \n \n  (5.1) \n \n \n 5.9 \n \n \n (11.0) \n \n \n (186.4)% \n \n \n \n \n Statutory Operating (Loss) 1 \n \n \n  (5.6) \n \n \n  (12.9) \n \n \n 7.3 \n \n \n 56.6% \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n Local currency (€) \n \n \n € \n \n \n € \n \n \n € \n \n \n \n \n \n \n \n Revenue \n \n \n 140.7 \n \n \n 156.7 \n \n \n  (16.0) \n \n \n (10.2)% \n \n \n \n \n Adjusted Operating (Loss) / Profit \n \n \n  (6.0) \n \n \n 6.7 \n \n \n  (12.7) \n \n \n (189.6)% \n \n \n \n \n Adjusted Operating Margin \n \n \n (4.3)% \n \n \n 4.3% \n \n \n (8.6)%pts \n \n \n (8.6)%pts \n \n \n \n \n Statutory Operating (Loss) 1 \n \n \n  (6.6) \n \n \n  (14.7) \n \n \n  8.1 \n \n \n 55.2% \n \n \n \n \n Statutory Operating Margin 1 \n \n \n (4.7)% \n \n \n (9.4)% \n \n \n 4.7%pts \n \n \n 4.7%pts \n \n \n \n \n FX rates: H1 FY 24: €1.17:£1; H1 FY 23: €1.14:£1 \n 1 H1 2023 has been restated in respect of a correction to onerous contract provisions. \n   \n Commentary \n Passenger volumes were boosted by the German Government's €49 monthly travel initiative, which was extended until the end of 2024. Despite this, revenue reduced by (10.2%) on a constant currency basis due to lower subsidies. \n   \n Three main structural issues continue to fundamentally impact our German business and wider sector: energy market volatility, industry-wide labour disruption to the train driver market and persistent levels of inflation in Germany. These have contributed to the decline in Adjusted Operating Loss in H1 2024 compared to prior year. The Rhine-Ruhr onerous contract losses were as expected for the period to 30 June 2024 and remain in line with previous expectations for the contract outlook, a remeasurement was therefore not required (H1 2023 restated: £18.3m). \n   \n Our German Rail management team is working closely with the German Rail PTAs to address these structural issues facing the industry, and to protect Mobico's interests, within the terms of the current contracts. Whilst it is still too early to tell how those critical discussions might conclude, or when, it remains clear that all parties are motivated to arrive at a sustainable and commercially viable conclusion. The outcome will have a critical impact upon delivery of FY 24. \n   \n In parallel, we continue to focus on narrowing the driver gap. We have significantly increased our 2024 training course capacity by 45% and currently have 92 people active in our training programme. \n \n \n   \n Group Chief Financial Officer's review \n   \n Mobico Group has benefitted from continuing positive passenger demand across much of the Group with strong revenue performance up 5.4% (on a reported basis). Profit improvement initiatives, including Accelerate and other operational efficiency improvements across the Group, remain on track with Adjusted Operating Profit increasing by £13.7m, (23.8% on a reported basis), albeit Divisions remain at various stages of recovery. \n   \n The Group is showing good cash generation, with Free Cash Flow of £90.5m (£79.7m in H1 2023) and clear plans to reduce leverage and new debt reduction initiatives to deliver £25m of benefit in FY24. \n   \n Mobico remains on track to deliver FY24 Adjusted Operating Profit in the range £185m to £205m. \n   \n Summary Income Statement \n   \n Group Revenue increased by £84.5m (5.4%) year-on-year to £1,653.9m (H1 2023: £1,569.4m) with strong passenger growth across core business lines. \n   \n Overall Group profitability has increased with Adjusted Operating Profit up £13.7m (23.8%) from £57.5m to £71.2m, despite the Group's divisions being in varying stages of recovery. Both the ALSA and North America divisions have performed well with both revenue and profit up on prior year - Adjusted Operating Profit up 43.2% and 55.1% respectively (on a reported basis). \n   \n \n \n \n \n \n \n \n Six months to 30 June \n \n \n \n \n \n \n \n Adjusted result 1 \n 2024 \n£m \n \n \n Adjusting items \n 2024 \n £m \n \n \n Statutory total \n 2024 \n £m \n \n \n Adjusted result 1 \n 2023 \n£m \n \n \n Adjusting items 2 \n 2023 \n £m \n \n \n Statutory total 2 \n 2023 \n £m \n \n \n \n \n Revenue \n \n \n 1,653.9 \n \n \n - \n \n \n 1,653.9 \n \n \n 1,569.4 \n \n \n - \n \n \n 1,569.4 \n \n \n \n \n Operating costs \n \n \n (1,582.7) \n \n \n (25.7) \n \n \n (1,608.4) \n \n \n (1,511.9) \n \n \n (66.7) \n \n \n (1,578.6) \n \n \n \n \n Operating profit/(loss) \n \n \n 71.2 \n \n \n (25.7) \n \n \n 45.5 \n \n \n 57.5 \n \n \n (66.7) \n \n \n (9.2) \n \n \n \n \n Share of results from associates \n \n \n 0.2 \n \n \n - \n \n \n 0.2 \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Net finance costs \n \n \n (46.0) \n \n \n (1.2) \n \n \n (47.2) \n \n \n (32.1) \n \n \n (0.6) \n \n \n (32.7) \n \n \n \n \n Profit/(loss) before tax \n \n \n 25.4 \n \n \n (26.9) \n \n \n (1.5) \n \n \n 25.4 \n \n \n (67.3) \n \n \n (41.9) \n \n \n \n \n Tax \n \n \n (9.6) \n \n \n 7.0 \n \n \n (2.6) \n \n \n (7.2) \n \n \n (2.8) \n \n \n (10.0) \n \n \n \n \n Profit/(loss) for the year \n \n \n 15.8 \n \n \n (19.9) \n \n \n (4.1) \n \n \n 18.2 \n \n \n (70.1) \n \n \n (51.9) \n \n \n \n \n   \n 1: To supplement IFRS reporting, we also present our results on an adjusted basis which shows the performance of the business before adjusting items, principally comprising amortisation of intangibles for acquired businesses, remeasurement of onerous contract provisions and restructuring costs. Treatment as an adjusting item provides users of the accounts with additional useful information to assess the year-on-year trading performance of the Group. Further explanation in relation to these measures, together with cross-references to reconciliations to statutory equivalents where relevant, can be found in the Alternative Performance Measures section below. \n 2: Restated for correction to the German Rail onerous contract provision, see note 1 in the Financial Statements for further information. \n   \n   \n Covid-19 funding for the period to 30 June 2024 is £0.3m, down £15.0m on the prior year amount of £15.3m (which comprised of £6.7m ALSA government compensation and £8.6m UK Bus Recovery Grant). Excluding the impact of reduced government compensation, Adjusted Operating Profit would have increased by £28.7m (68.0%). \n   \n After £25.7m (H1 2023 restated: £66.7m) of adjusting items, statutory operating profit increased to £45.5m (H1 2023 restated: (£9.2m) loss). \n   \n Adjusted Net Finance Costs increased by £13.9m to £46.0m (H1 2023: £32.1m) due to both the refinancing of the £400m bond in the second half of 2023, which carried a 2.5% interest rate, with a €500m bond at a 4.875% interest rate; and the impact of higher interest rates on the Group's floating rate debt. \n   \n The Group recorded an Adjusted Profit Before Tax of £25.4m (H1 2023: £25.4m). \n   \n The adjusted effective tax rate of 37.8% (H1 2023: 28.3%) resulted in an adjusted tax charge of £9.6m (H1 2023: £7.2m). The statutory tax charge was £2.6m (H1 2023 restated: £10.0m), with an adjusting tax credit of £7.0m (H1 2023 restated: £2.8m charge) consisting of a £3.3m tax credit on tax deductible adjusting operating costs, and a £3.7m tax credit on adjusting intangible amortisation. \n   \n The statutory loss for the period was £4.1m (H1 2023 restated: (£51.9m) loss). \n   \n \n \n   \n Segmental performance \n   \n \n \n \n \n \n \n \n Six months to 30 June \n \n \n \n \n \n \n \n Adjusted Operating Profit/(Loss) \n2024 \n£m \n \n \n Adjusting items \n2024 \n£m \n \n \n Segment \nresult \n2024 \n£m \n \n \n Adjusted Operating \nProfit/(Loss) \n2023 \n£m \n \n \n Adjusting   items 1 \n2023 \n£m \n \n \n Segment \nresult 1 \n2023 \n £m \n \n \n \n \n ALSA \n \n \n 82.5 \n \n \n (2.7) \n \n \n 79.8 \n \n \n 57.6 \n \n \n (6.8) \n \n \n 50.8 \n \n \n \n \n North America \n \n \n 21.4 \n \n \n (9.3) \n \n \n 12.1 \n \n \n 13.8 \n \n \n (18.8) \n \n \n (5.0) \n \n \n \n \n UK \n \n \n (12.6) \n \n \n (2.9) \n \n \n (15.5) \n \n \n (10.8) \n \n \n (10.4) \n \n \n (21.2) \n \n \n \n \n German Rail \n \n \n (5.1) \n \n \n (0.5) \n \n \n (5.6) \n \n \n 5.9 \n \n \n (18.8) \n \n \n (12.9) \n \n \n \n \n Central Functions \n \n \n (9.2) \n \n \n (10.3) \n \n \n (19.5) \n \n \n (9.0) \n \n \n (11.9) \n \n \n (20.9) \n \n \n \n \n Restructuring, legal one offs and bonus \n \n \n (5.8) \n \n \n - \n \n \n (5.8) \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Operating profit/(loss) \n \n \n 71.2 \n \n \n (25.7) \n \n \n 45.5 \n \n \n 57.5 \n \n \n (66.7) \n \n \n (9.2) \n \n \n \n \n   \n 1 Restated for correction to the German Rail onerous contract provision, see note 1 in the Financial Statements for further information. \n \n \n \n \n   \n ALSA's Adjusted Operating Profit has increased by £24.9m to £82.5m as a result of strong passenger demand with Spanish Long Haul performing particularly well with high levels of occupancy and increased yields, benefitting from the continuation of the mutli-voucher scheme with passenger numbers up 18.0%. The Regional business has also seen continuing growth with passenger numbers up 17.1% (in the part of the business exposed to passenger revenue), boosted by increased mobility and network increases. The acquisition of CanaryBus completed successfully, with integration into the ALSA business well underway. \n   \n North America Adjusted Operating Profit also increased by £7.6m to £21.4m, benefiting from a 13% price increase across 40% of School Bus contracts for the 2023/24 school year and good cost control across the division. The segment result is impacted by costs related to the sale of the School Bus business as explained below. \n   \n In the UK, the Bus business Adjusted Operating Loss reduced by £5.3m to (£3.0m), as an increase in demand for its services, with commercial passenger numbers up 8.1% (normalised for the driver strike in the comparative period) and a price increase from July 2023 of 12.5% improved profitability. This outweighs a reduction in funding from Covid-19 Bus Recovery Grant and Bus Service Improvement Plan (BSIP) of £8.6m and £4.0m respectively; partially offset by the prior year being impacted by industrial strike action that took place in March 2023. The Coach business reported an Adjusted Operating Loss of (£9.6m), down £7.1m on prior year. Despite core Coach passenger numbers being up 2.5% (normalised for rail strikes) on the prior period, increased scheduled coach hire costs, fewer high-margin rail strikes (c£7m impact year-on-year), and lower ancillary income, have reduced profitability.  \n   \n German Rail Adjusted Operating Loss of (£5.1m), is down £11.0m on prior year due to lower subsidy income relating to energy and staff costs, and higher penalties which have resulted from industry-wide driver shortages, with train routes being cancelled under the RRX Lot 1 contract. \n   \n Central Functions costs have increased £6.0m, principally due to improved performance of the Group resulting in higher costs of performance linked remuneration benefits. The segment result is also impacted by the costs relating to the sale of the School Bus business and other restructuring costs.  \n   \n For the full year, £30m of Accelerate 1.0 and £10m of Accelerate 2.0 cost savings expected across all divisions. \n   \n Adjusting items \n   \n Adjusting items of £25.7 million (H1 2023 restated: £66.7m) were recorded as a net cost before tax in the Income Statement, of which £38.7 million (H1 2023: £23.5m) represented cash outflows in the period. \n   \n \n \n \n \n Adjusting items \n \n \n Income statement \n Six months to 30 June 2024 \n£m \n \n \n Income statement \n Six months to 30 June 2023 1 \n£m \n \n \n Cash \n Six months to 30 June 2024 \n£m \n \n \n Cash \n Six months to 30 June 2023 \n£m \n \n \n \n \n Intangible amortisation for acquired businesses \n \n \n (14.2) \n \n \n (17.3) \n \n \n - \n \n \n - \n \n \n \n \n Re-measurements of onerous contracts and impairments resulting from the Covid-19 pandemic \n \n \n 3.9 \n \n \n (0.9) \n \n \n (0.9) \n \n \n (2.5) \n \n \n \n \n Re-measurement of the Rhine-Ruhr onerous contract provision \n \n \n - \n \n \n (18.3) \n \n \n (12.9) \n \n \n (1.4) \n \n \n \n \n Re-measurement of onerous contract provisions and impairments in respect of North America driver shortages \n \n \n 0.7 \n \n \n (4.9) \n \n \n (1.0) \n \n \n (7.0) \n \n \n \n \n Final re-measurement of the WeDriveU put liability \n \n \n - \n \n \n (2.3) \n \n \n - \n \n \n - \n \n \n \n \n Repayment of UK Coronavirus Job Retention Scheme grant ('Furlough') \n \n \n - \n \n \n (8.9) \n \n \n (8.9) \n \n \n - \n \n \n \n \n Restructuring and other costs \n \n \n (16.1) \n \n \n (14.1) \n \n \n (15.0) \n \n \n (12.6) \n \n \n \n \n Adjusting operating items \n \n \n (25.7) \n \n \n (66.7) \n \n \n (38.7) \n \n \n (23.5) \n \n \n \n \n   \n   \n 1 Restated for correction to the German Rail onerous contract provision, see note 1 in the Financial Statements for further information. \n   \n Non-cash intangible amortisation in respect of acquired businesses reduced by £3.1m in the period. \n   \n Amounts relating to re-measurement of the remaining onerous contracts and impairments were significantly reduced due to improvements in profitability of onerous contracts with a total credit of £4.6m in the period (H1 2023: £5.8m charge). \n   \n The Rhine-Ruhr onerous contract losses were as expected for the period to 30 June 2024 and remain in line with previous expectations for the contract outlook, a remeasurement was therefore not required (H1 2023 restated: £18.3m). \n   \n Restructuring and other costs of £16.1m includes the impact of Group wide strategic initiatives and restructuring. \n   \n   \n Treasury & cash management \n   \n \n \n \n \n Funds flow \n \n \n Six months to 30 June 2024 \n £m \n \n \n Six months to 30 June 2023 \n £m \n \n \n \n \n Adjusted Operating Profit \n \n \n 71.2 \n \n \n 57.5 \n \n \n \n \n Depreciation and other non-cash items \n \n \n 112.6 \n \n \n 109.2 \n \n \n \n \n EBITDA \n \n \n 183.8 \n \n \n 166.7 \n \n \n \n \n Net maintenance capital expenditure* \n \n \n (89.7) \n \n \n (55.0) \n \n \n \n \n Working capital movement \n \n \n 23.9 \n \n \n (3.6) \n \n \n \n \n Pension contributions above normal charge \n \n \n (3.8) \n \n \n (3.7) \n \n \n \n \n Operating cash flow \n \n \n 114.2 \n \n \n 104.4 \n \n \n \n \n Net interest paid \n \n \n (23.7) \n \n \n (16.0) \n \n \n \n \n Tax paid \n \n \n - \n \n \n (8.7) \n \n \n \n \n Free cash flow \n \n \n 90.5 \n \n \n 79.7 \n \n \n \n \n Growth capital expenditure* \n \n \n  (28.1) \n \n \n 3.0 \n \n \n \n \n Acquisitions (net of cash acquired/disposed) \n \n \n (41.6) \n \n \n (6.4) \n \n \n \n \n Adjusting items \n \n \n (38.7) \n \n \n (23.5) \n \n \n \n \n Payment on hybrid instrument \n \n \n (21.3) \n \n \n (21.3) \n \n \n \n \n Dividend \n \n \n - \n \n \n (30.7) \n \n \n \n \n Other, including foreign exchange \n \n \n 4.5 \n \n \n 38.2 \n \n \n \n \n Net funds flow \n \n \n (34.7) \n \n \n 39.0 \n \n \n \n \n Net Debt \n \n \n (1,236.4) \n \n \n (1,168.9) \n \n \n \n \n   \n   \n *Net maintenance capital expenditure and growth capital expenditure are defined in the glossary of Alternative Performance Measures \n   \n The Group generated EBITDA of £183.8m in the period (H1 2023: £166.7m) driven by the improvement in Adjusted Operating Profit as explained above. \n   \n £89.7m of maintenance capital expenditure is principally related to asset purchases in North America and ALSA and is £34.7m higher than H1 2023 as the Group accelerated capital expenditure at the end of December 2022, to secure production slots, resulting in a lower cash outflow in H1 2023. \n   \n Working capital is well controlled with strong cash collections in H1 2024 resulting in an inflow of £23.9 million, compared to an outflow of £3.6m in the previous period. \n   \n Free cash inflow is £90.5m in the period (H1 2023: £79.7m), representing strong free cash flow conversion of 127% (H1 2023: 139%). \n   \n Growth capital expenditure of £28.1m has increased by £31.1m (H1 2023: £3.0 inflow) reflecting higher investment in property and fleet as a result of growth contract wins in North America and the timing of fleet purchases in ALSA, as well as a funding receipt from the local authority of £11.9m received in H1 2023 relating to the new Casablanca fleet. \n   \n Acquisitions cash outflow of £41.6m (H1 2023: £6.4m) relate primarily to the acquisition of CanaryBus in ALSA, a leading provider of tourist and discretionary services in the Canary Islands, as well as deferred consideration paid for previous acquisitions. The prior year reflects multiple smaller acquisitions in ALSA. \n   \n A cash outflow of £38.7m was recorded in respect of the items excluded from adjusted results as explained above. £21.3m of coupon payments on the hybrid instrument were made in the period, in line with prior periods. A final dividend was not declared in FY23 therefore no external dividend has been paid in HY24, the prior year included a dividend payment of £30.7m. Other inflows of £4.5m principally reflect the movement in exchange rates and settlement of foreign exchange derivatives. \n   \n Net funds outflow for the period of £34.7m (H1 2023: £39.0m inflow) resulted in Net Debt of £1,236.4m (H1 2023: £1,168.9m). \n   \n Please see the Supporting Reconciliations section below for a reconciliation to the statutory cash flow statement. \n   \n The Group maintains a disciplined approach to its financing and is committed to an investment grade credit rating. Our Moody's and Fitch ratings are Baa3 and BBB- respectively. \n The Group has two key bank covenant tests; a <3.5x test for gearing and a >3.5x test for interest cover. At 30 June 2024, covenant gearing was 2.8x (31 December 2023: 3.0x) and interest cover was 4.4x (31 December 2023: 5.2x). \n   \n At 30 June 2024, the Group had utilised £1.3 billion of debt capital and committed facilities, with an average maturity of 5.8 years. \n   \n At 30 June 2024, the Group's RCFs were undrawn and the Group had available a total of £0.8 billion in cash and undrawn committed facilities. The table below sets out the composition of these facilities. \n \n \n   \n \n \n \n \n Funding facilities \n \n \n Facility \n   \n £m \n \n \n Utilised at 30 June 2024 \n £m \n \n \n Headroom at 30 June 2024 \n £m \n \n \n Maturity year \n \n \n \n \n Core RCFs* \n \n \n 600 \n \n \n - \n \n \n 600 \n \n \n 2028-2029* \n \n \n \n \n 2028 bond \n \n \n 234 \n \n \n 234 \n \n \n - \n \n \n 2028 \n \n \n \n \n 2031 bond \n \n \n 418 \n \n \n 418 \n \n \n - \n \n \n 2031 \n \n \n \n \n Private placement \n \n \n 400 \n \n \n 400 \n \n \n - \n \n \n 2027-2032 \n \n \n \n \n Divisional bank loans \n \n \n 119 \n \n \n 119 \n \n \n - \n \n \n various \n \n \n \n \n Leases \n \n \n 173 \n \n \n 173 \n \n \n - \n \n \n various \n \n \n \n \n Funding facilities excluding cash \n \n \n 1,944 \n \n \n 1,344 \n \n \n 600 \n \n \n \n \n \n \n \n Net cash and cash equivalents** \n \n \n \n \n \n (240) \n \n \n 240 \n \n \n \n \n \n \n \n Total \n \n \n \n \n \n 1,104 \n \n \n 840 \n \n \n   \n \n \n \n \n * During the period the Group extended the vast majority of its Core RCF facility a further year from the original expiry in 2028. £571m of the facility will now mature in 2029 with £29m maturing in 2028. The Group has a further one year extension option available next year to further extend the maturity to 2030. \n ** Includes £1.2m classified in the Group Balance Sheet under assets held for sale. \n   \n To ensure sufficient availability of liquidity, the Board requires the Group to maintain a minimum of £300 million in cash and undrawn committed facilities at all times. This does not include factoring facilities which allow the without-recourse sale of receivables. These arrangements provide the Group with more economic alternatives to early payment discounts for the management of working capital, and as such are not included in (or required for) liquidity forecasts. \n   \n At 30 June 2024, the Group had foreign currency debt and swaps held as net investment hedges. These help mitigate volatility in the foreign currency translation of our overseas net assets. The Group also hedges its exposure to interest rate movements to maintain an appropriate balance between fixed and floating interest rates on borrowings. At 30 June 2024, the proportion of Group debt at floating rates was 25% (31 December 2023: 21%). \n   \n The Group hedges its exposure to fuel prices in order to provide a level of certainty as to its cost in the short term and to reduce the year-on-year impact of price fluctuations over the medium term. Fuel cost represents approximately 8% of revenue (HY 2023: 9%). At 30 June 2024 t he Group is fully hedged for 2024 at an average price of 51.6p per litre; around 85% hedged for 2025 at an average price of 52.4p per litre; and around 35% hedged for 2026 at an average price of 48.4p per litre. This compares to an average hedged price in 2022 and 2023 of 37.5p per litre and 48.5p per litre respectively. \n   \n Return on capital employed \n   \n The return on capital employed at the end of the period was 7.8% (31 December 2023: 7.0%; 30 June 2023 restated: 6.0%). \n   \n Dividend \n   \n An interim dividend has not been proposed for the current period (2023 interim: 1.7p). \n   \n Group tax policy \n   \n We adopt a prudent approach to our tax affairs, aligned to business transactions and economic activity. We have a constructive and good working relationship with the tax authorities in the countries in which we operate and there are no outstanding tax audits in any of our main three markets of the UK, Spain and North America. The Group's tax strategy is published on the Group website in accordance with UK tax law. \n   \n Pensions \n   \n The Group's principal defined benefit pension scheme is in the UK. The combined deficit under IAS 19 on 30 June 2024 was £16.9m (31 December 2023: £32.6m), with the IAS 19 deficit for the Group main's scheme, West Midlands Bus being £15.6m (31 December 2023: £30.0m). \n   \n Going concern \n   \n The Financial Statements have been prepared on a going concern basis as the Directors are satisfied that the Group has adequate resources to continue in operational existence for a period of not less than 12 months from the date of approval of the financial statements. Details of the Board's assessment of the Group's 'base case', 'reasonable worse case', and 'reverse stress tests' are detailed in note 1 of the Financial Statements. \n   \n   \n Risks and uncertainties \n   \n In the 2023 Annual Report and Accounts the Board sets out what it considers to be the principal risks and uncertainties. Having subsequently reviewed these again the Board considers them to remain relevant. The principal risks are summarised below: \n   \n ·      Unprecedented external factors \n ·      Adverse economic conditions affecting our speed of recovery \n ·      Adverse political and policy environment affecting funding \n ·      Regulatory landscape and ability to comply \n ·      Climate changes (physical) \n ·      Climate changes (transitional) \n ·      Implications of new technology in our business model (ZEV transformation) \n ·      Competition and market dynamics in a digital world \n ·      Shortages of drivers and frontline employees \n ·      Industrial action \n ·      Cyber attack \n ·      Safety incidents, litigation and claims \n ·      Credit/financing \n ·      Attraction and retention of talent and succession planning \n   \n For a full summary of the Principal Risks and Uncertainties facing the Group, please refer to the 2023 Annual Report and Accounts pages 42 to 47 at https://www.mobicogroup.com/media/izrhscsr/mobico-group-plc-annual-report-and-accounts-2023.pdf. \n   \n   \n Helen Cowing \n Group Chief Financial Officer \n 20 August 2024 \n   \n Alternative performance measures \n In the reporting of financial information, the Group has adopted various Alternative Performance Measures (\"APMs\"). APMs should be considered in addition to IFRS measurements. The Directors believe that these APMs assist in providing useful information on the Adjusted performance of the Group, enhance the comparability of information between reporting periods, and are used internally by the Directors to measure the Group's performance. The key APMs that the Group focuses on are as follows: \n \n \n \n \n Measure \n \n \n Closest IFRS measure \n \n \n Definition and reconciliation \n \n \n Purpose \n \n \n \n \n Adjusted EBITDA \n \n \n Operating profit 1 \n \n \n Adjusted Earnings Before Interest and Tax plus Depreciation and Amortisation. It is calculated by taking Adjusted Operating Profit and adding back depreciation, fixed asset grant amortisation, and share-based payments. \n \n \n Adjusted EBITDA is used as a key measure to understand profit and cash generation before the impact of investments (such as capital expenditure and working capital). It is also used to derive the Group's gearing ratio. \n \n \n \n \n Gearing \n \n \n No direct \n equivalent \n \n \n The ratio of Covenant Net Debt to Adjusted EBITDA over the last 12 months, after making the following amendments to Adjusted EBITDA: including any pre-acquisition Adjusted EBITDA generated in that 12-month period by businesses acquired by the Group during that period; the reversal of IFRS 16 accounting; the exclusion of the profit or loss from associates; the exclusion of the profit or loss attributable to minority interest; and the add back of interest costs arising from the unwind of the discount on provisions. \n \n \n The gearing ratio is considered a key measure of balance sheet strength and financial stability by which the Group and interested stakeholders assess its financial position. \n \n \n \n \n Free cash flow \n \n \n Net cash generated from operating activities \n \n \n The cash flow equivalent of Adjusted Profit After Tax. \n A reconciliation of Adjusted Operating Profit and net cash flow from operating activities to free cash flow is set out in the supporting tables below. \n \n \n Free cash flow allows us and external parties to evaluate the cash generated by the Group's operations and is also a key performance measure for the Executive Directors' annual bonus structure and management remuneration. \n \n \n \n \n Net maintenance \ncapital expenditure \n \n \n No direct \n equivalent \n \n \n Comprises the purchase of property, plant and equipment and intangible assets, other than growth capital expenditure, less proceeds from their disposal. It excludes capital expenditure arising from discontinued operations. It includes the capitalisation of leases initiated in the year in respect of existing business. \n A reconciliation of capital expenditure in the statutory cash flow statement to net maintenance capital expenditure (as presented in the Group Chief Financial Officer's Report) is set out in the supporting tables below. \n \n \n Net maintenance capital expenditure is a measure by which the Group and interested stakeholders assesses the level of investment in new/existing capital assets to maintain the Group's profit. \n \n \n \n \n Growth capital expenditure \n \n \n No direct \n equivalent \n \n \n Growth capital expenditure represents the cash investment in new or nascent parts of the business, including new contracts and concessions, which drive enhanced profit growth. It includes the capitalisation of leases initiated in the year in respect of new business. \n \n \n Growth capital expenditure is a measure by which the Group and interested stakeholders assesses the level of capital investment in new capital assets to drive profit growth. \n \n \n \n \n Net Debt \n \n \n Borrowings less cash and related hedges \n \n \n Cash and cash equivalents (cash overnight deposits, other short-term deposits) and other debt receivables, offset by borrowings (loan notes, bank loans and finance lease obligations) and other debt payable (excluding accrued interest). \n The components of Net Debt as they reconcile to the primary financial statements and notes to the accounts is disclosed in note 15. \n \n \n Net Debt is the measure by which the Group and interested stakeholders assess its level of overall indebtedness. \n   \n   \n \n \n \n \n Covenant Net Debt \n \n \n Borrowings less cash and related hedges \n \n \n Net Debt adjusted for certain items agreed with the Group's lenders as being excluded for the purposes of calculating Net Debt for covenant assessment. The adjustments principally comprise the exclusion of IFRS 16 liabilities, the exclusion of amounts owing under arrangements to factor advance subsidy payments, the add back of trapped cash, and an adjustment to retranslate any borrowing denominated in foreign currency to the average foreign currency exchange rates over the preceding 12 months. \n \n \n Covenant Net Debt is the measure that is applicable in the covenant gearing test. \n \n \n \n \n Adjusted earnings \n \n \n Profit after tax \n \n \n Adjusted earnings is Profit attributable to equity shareholders for the period, excluding Adjusting items (as described below) and can be found on the face of the Group Income Statement in the first column. \n \n \n Adjusted earnings is a key measure used in the calculation of Adjusted earnings per share. \n \n \n \n \n Adjusted earnings \nper share \n \n \n Basic earnings per share \n \n \n Is Adjusted earnings divided by the weighted average number of shares in issue, excluding those held in the Employee Benefit Trust which are treated as cancelled. \n A reconciliation of statutory profit to Adjusted profit for the purpose of this calculation is provided within note 8 of the financial statements. \n \n \n Adjusted earnings per share is widely used by external stakeholders, particularly in the investment community. \n \n \n \n \n Adjusted Operating Profit \n \n \n Operating profit 1 \n \n \n Statutory operating profit excluding Adjusting items (as described below), and can be found on the face of the Group Income Statement in the first column. \n \n \n Adjusted Operating Profit is a key performance measure for the Executive Directors' annual bonus structure and management remuneration. It also allows for ongoing trends and performance of the Group to be measured by the Directors, management and interested stakeholders. \n \n \n \n \n Adjusting Items \n \n \n No direct equivalent \n \n \n Adjusting items are items that are considered significant in nature and value, not in the normal course of business, or are consistent with items that were treated as Adjusting items in prior periods. \n \n \n Treatment as an Adjusting item provides users of the accounts with additional useful information to assess the year-on-year trading performance of the Group. \n \n \n \n \n Adjusted Operating Margin \n \n \n Operating profit 1 divided by revenue \n \n \n Adjusted Operating Profit/(Loss) divided by revenue \n \n \n Adjusted Operating Margin is a measure used to assess and compare profitability.  It also allows for ongoing trends and performance of the Group to be measured by the Directors, management and interested stakeholders. \n \n \n \n \n Adjusted Profit Before Tax \n \n \n Profit before tax \n \n \n Statutory profit before tax excluding Adjusting Items can be found on the face of the Group Income Statement in the first column. \n \n \n Adjusted Profit before tax allows a view of the profit before tax after taking account of the Adjusting items. \n \n \n \n \n Return on capital employed (ROCE) \n \n \n Operating profit 1 and net assets \n \n \n Adjusted Operating Profit divided by average capital employed. Capital employed is net assets excluding Net Debt and derivative financial instruments, and for the purposes of this calculation is translated using average exchange rates. \n The calculation of ROCE is set out in the reconciliation tables below. \n \n \n ROCE gives an indication of the Group's capital efficiency and is a key performance measure for the Executive Directors' remuneration. \n \n \n \n \n 1   Operating profit is presented on the Group income statement. It is not defined per IFRS, however is a generally accepted profit measure. \n \n   \n Supporting reconciliations \n   \n \n \n \n \n Reconciliation of net cash flow from operating activities to free cash flow \n \n \n Six months to 30 June 2024 \n £m \n \n \n    Six months to 30 June 2023 \n      £m \n \n \n \n \n Net cash flow from operating activities \n \n \n 140.6 \n \n \n 120.6 \n \n \n \n \n Cash (receipts)/payments in respect of IFRIC 12 asset purchases treated as working capital for statutory cash flow* \n \n \n - \n \n \n (11.9) \n \n \n \n \n Cash expenditure in respect of adjusting items \n \n \n 38.7 \n \n \n 23.5 \n \n \n \n \n Net maintenance capital expenditure \n \n \n (89.7) \n \n \n   (55.0) \n \n \n \n \n Other non-cash movements \n \n \n (0.8) \n \n \n (0.4) \n \n \n \n \n Profit on disposal of fixed assets \n \n \n 1.7 \n \n \n 2.9 \n \n \n \n \n Free cash flow \n \n \n 90.5 \n \n \n 79.7 \n \n \n \n \n * During the prior year the Group received cash in respect of a capital grant receivable for assets (principally vehicles) acquired in previous years to fulfil a contract in Morocco that is accounted for under the IFRIC12 (service concession arrangements - an arrangement whereby a government or other public sector body contracts with a private operator to develop (or upgrade), operate and maintain the grantor's infrastructure assets) financial asset model and where the statutory cash flow for these purchases and grants receivable are accordingly presented as a movement in working capital, with the assets being recorded as contract assets on the balance sheet rather than property, plant and equipment or intangible assets. In order to be consistent with the treatment of asset purchases on other contracts, these asset purchases are reclassified to capital expenditure for the purposes of the \"funds flow\" presented in the CFO report. The grant receipt was included as growth capital expenditure, consistent with the original asset purchases for new business and consistent with previous years. \n   \n \n \n \n \n Reconciliation of capital expenditure in statutory cash flow to funds flow \n \n \n    Six months \n to 30 June 2024 \n £m \n \n \n Six months \n to 30 June 2023 \n £m \n \n \n \n \n Purchase of property, plant and equipment \n \n \n (97.7) \n \n \n (41.8) \n \n \n \n \n Proceeds from disposal of property, plant and equipment \n \n \n 6.8 \n \n \n 3.2 \n \n \n \n \n Payments to acquire intangible assets \n \n \n (3.3) \n \n \n (4.8) \n \n \n \n \n Proceeds from disposal of intangible assets \n \n \n 0.7 \n \n \n 0.4 \n \n \n \n \n Net capital expenditure in statutory cash flow statement \n \n \n (93.5) \n \n \n (43.0) \n \n \n \n \n Profit on disposal of fixed assets \n \n \n (1.7) \n \n \n (2.9) \n \n \n \n \n Capitalisation of leases initiated in the year, less disposals \n \n \n (22.6) \n \n \n (18.0) \n \n \n \n \n Cash receipts/payments in respect of IFRIC12 purchases (as explained above) \n \n \n - \n \n \n 11.9 \n \n \n \n \n Net capital expenditure in the funds flow (presented in the Group Chief Financial Officer's Report) \n \n \n (117.8) \n \n \n (52.0) \n \n \n \n \n Split as: \n \n \n   \n \n \n   \n \n \n \n \n Net maintenance capital expenditure \n \n \n (89.7) \n \n \n (55.0) \n \n \n \n \n Growth capital expenditure \n \n \n (28.1) \n \n \n 3.0 \n \n \n \n \n \n \n \n \n \n \n \n   \n \n \n \n \n Reconciliation of ROCE \n \n \n 12 months \n to 30 June 2024 \n£m \n \n \n (Restated) \n 12 months \n to 30 June 2023 1 \n£m \n \n \n \n \n Group statutory operating profit/(loss) \n \n \n 33.3 \n \n \n (225.0) \n \n \n \n \n Add back: adjusting items \n \n \n 149.0 \n \n \n 389.3 \n \n \n \n \n Return - Adjusted Group Operating Profit \n \n \n 182.3 \n \n \n 164.3 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Average net assets \n \n \n 1,140.9 \n \n \n 1,413.8 \n \n \n \n \n Average net debt \n \n \n 1,202.7 \n \n \n 1,168.8 \n \n \n \n \n Average derivatives, excluding amounts within net debt \n \n \n 11.0 \n \n \n (21.6) \n \n \n \n \n Foreign exchange adjustment \n \n \n (3.1) \n \n \n 186.9 \n \n \n \n \n Average capital employed \n \n \n 2,351.5 \n \n \n 2,747.9 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n Return on capital employed \n \n \n 7.8% \n \n \n 6.0% \n \n \n \n \n \n \n \n \n \n \n 1 Restated for correction to the German Rail onerous contract provision, see note 1 in the Financial Statements for further information. \n   \n Directors' Responsibilty Statement \n The Directors confirm that, to the best of their knowledge: \n ·      the condensed financial statements of the Company have been prepared in accordance with IAS 34; and \n ·      the interim management report of the Company includes: \n o  a fair review of the important events during the first six months of the year and their impact on the condensed financial statements and a description of the principal risks and uncertainties for the remaining six months of the year, as required by DTR 4.2.7R; and \n o  a fair review of related party transactions and changes therein, as required by DTR 4.2.8R. \n   \n On behalf of the Board \n   \n   \n \n \n \n \n Ignacio Garat \n \n \n \n \n \n \n \n \n Helen Cowing \n \n \n   \n \n \n \n \n Chief Executive Officer \n \n \n \n \n \n \n \n \n Interim Chief Financial Officer \n \n \n \n \n \n \n \n   \n MOBICO GROUP PLC \n CONDENSED GROUP INCOME STATEMENT \n For the six months ended 30 June 2024 \n \n \n \n \n \n \n \n   \n   \n \n \n Unaudited six months to 30 June \n \n \n \n \n \n \n \n   \n \n \n Note \n \n \n Adjusted result \n 2024 \n £m \n \n \n Adjusting \n items \n (note 5) \n 2024 \n £m \n \n \n Total \n 2024 \n £m \n \n \n  Adjusted result \n 2023 \n £m \n \n \n (Restated) \n Adjusting \n items \n (note 5) \n 2023 1 \n £m \n \n \n (Restated) \n Total \n 2023 1 \n £m \n \n \n Audited \n Year to 31 \n December \n Total \n 2023 \n £m \n \n \n \n \n Revenue \n \n \n 3 \n \n \n 1,653.9 \n \n \n - \n \n \n 1,653.9 \n \n \n 1,569.4 \n \n \n - \n \n \n 1,569.4 \n \n \n 3,150.9 \n \n \n \n \n Operating costs \n \n \n \n \n \n (1,582.7) \n \n \n (25.7) \n \n \n (1,608.4) \n \n \n (1,511.9) \n \n \n (66.7) \n \n \n (1,578.6) \n \n \n (3,172.3) \n \n \n \n \n Group operating profit/(loss) \n \n \n \n \n \n 71.2 \n \n \n (25.7) \n \n \n 45.5 \n \n \n 57.5 \n \n \n (66.7) \n \n \n (9.2) \n \n \n (21.4) \n \n \n \n \n Share of results from associates \n \n \n \n \n \n 0.2 \n \n \n - \n \n \n 0.2 \n \n \n - \n \n \n - \n \n \n - \n \n \n (0.5) \n \n \n \n \n Finance income \n \n \n 4 \n \n \n 1.5 \n \n \n - \n \n \n 1.5 \n \n \n 1.7 \n \n \n - \n \n \n 1.7 \n \n \n 4.0 \n \n \n \n \n Finance costs \n \n \n 4 \n \n \n (47.5) \n \n \n (1.2) \n \n \n (48.7) \n \n \n (33.8) \n \n \n (0.6) \n \n \n (34.4) \n \n \n (80.4) \n \n \n \n \n Profit/(loss) before tax \n \n \n \n \n \n 25.4 \n \n \n (26.9) \n \n \n (1.5) \n \n \n 25.4 \n \n \n (67.3) \n \n \n (41.9) \n \n \n (98.3) \n \n \n \n \n Tax (charge)/credit \n \n \n 6 \n \n \n (9.6) \n \n \n 7.0 \n \n \n (2.6) \n \n \n (7.2) \n \n \n (2.8) \n \n \n (10.0) \n \n \n (64.4) \n \n \n \n \n Profit/(loss) for the period \n \n \n \n \n \n 15.8 \n \n \n (19.9) \n \n \n (4.1) \n \n \n 18.2 \n \n \n (70.1) \n \n \n (51.9) \n \n \n (162.7) \n \n \n \n \n Profit/(loss) attributable to equity shareholders \n \n \n \n \n \n 12.7 \n \n \n (19.9) \n \n \n (7.2) \n \n \n 16.8 \n \n \n (69.9) \n \n \n (53.1) \n \n \n (163.8) \n \n \n \n \n Profit/(loss) attributable to non-controlling interests \n \n \n \n \n \n 3.1 \n \n \n - \n \n \n 3.1 \n \n \n 1.4 \n \n \n (0.2) \n \n \n 1.2 \n \n \n 1.1 \n \n \n \n \n \n \n \n \n \n \n 15.8 \n \n \n (19.9) \n \n \n (4.1) \n \n \n 18.2 \n \n \n (70.1) \n \n \n (51.9) \n \n \n (162.7) \n \n \n \n \n Earnings per share: \n \n \n 8 \n \n \n   \n \n \n   \n \n \n   \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n - basic earnings per share \n \n \n \n \n \n   \n \n \n   \n \n \n (2.9)p \n \n \n \n \n \n \n \n \n (10.4)p \n \n \n (30.2)p \n \n \n \n \n - diluted earnings per share \n \n \n \n \n \n   \n \n \n   \n \n \n (2.9)p \n \n \n \n \n \n \n \n \n (10.4)p \n \n \n (30.2)p \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n   \n \n   \n 1 Restated for a correction to the German Rail onerous contract provision, see note 1 for further information. \n   \n MOBICO GROUP PLC \nCONDENSED GROUP STATEMENT OF COMPREHENSIVE INCOME \nFor the six months ended 30 June 2024 \n \n \n \n \n \n \n \n   \n Unaudited \n six months to \n 30 June \n 2024 \n £m \n \n \n (Restated) \n Unaudited \n six months to \n 30 June \n 2023 1 \n £m \n \n \n   \n Audited \n year to \n 31 December \n 2023 \n £m \n \n \n \n \n Loss for the period \n \n \n (4.1) \n \n \n (51.9) \n   \n \n \n (162.7) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Items that will not be reclassified subsequently to profit or loss: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Actuarial gains on defined benefit pension plans \n \n \n 10.9 \n \n \n 4.2 \n \n \n 2.6 \n \n \n \n \n Deferred tax charge on actuarial movements \n \n \n (2.7) \n \n \n (1.0) \n \n \n (0.8) \n \n \n \n \n Losses on financial assets at fair value through Other Comprehensive Income \n \n \n - \n \n \n - \n \n \n (1.4) \n \n \n \n \n \n \n \n 8.2 \n \n \n 3.2 \n \n \n 0.4 \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Items that may be reclassified subsequently to profit or loss:         \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Exchange differences on retranslation of foreign operations \n \n \n (15.2) \n \n \n (77.7) \n \n \n (74.3) \n \n \n \n \n Exchange differences on retranslation of non-controlling interests \n \n \n (0.7) \n \n \n (1.6) \n \n \n (0.9) \n \n \n \n \n Gains on net investment hedges \n \n \n 13.5 \n \n \n 33.6 \n \n \n 30.1 \n \n \n \n \n Gains/(losses) on cash flow hedges \n \n \n 16.3 \n \n \n (45.5) \n \n \n (14.4) \n \n \n \n \n Cost of hedging \n \n \n (0.1) \n \n \n 0.3 \n \n \n 0.6 \n \n \n \n \n Hedging (losses)/gains reclassified to Income Statement \n \n \n (5.7) \n \n \n 7.0 \n \n \n (26.9) \n \n \n \n \n Deferred tax credit/(charge) on foreign exchange differences \n \n \n 0.3 \n \n \n (4.2) \n \n \n (0.8) \n \n \n \n \n Deferred tax (charge)/credit on cash flow hedges \n \n \n (2.7) \n \n \n 9.5 \n \n \n 3.6 \n \n \n \n \n \n \n \n 5.7 \n \n \n (78.6) \n \n \n (83.0) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Other comprehensive income/(expense) for the period \n \n \n 13.9 \n \n \n (75.4) \n \n \n (82.6) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Total comprehensive income/(expense) for the period \n \n \n 9.8 \n \n \n (127.3) \n \n \n (245.3) \n \n \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Total comprehensive income/(expense) attributable to: \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Equity shareholders \n \n \n 7.4 \n \n \n (126.9) \n \n \n (245.5) \n \n \n \n \n Non-controlling interests \n \n \n 2.4 \n \n \n (0.4) \n \n \n 0.2 \n \n \n \n \n \n \n \n 9.8 \n \n \n (127.3) \n \n \n (245.3) \n \n \n \n \n 1 Restated for a correction to the German Rail onerous contract provision, see note 1 for further information. \n \n MOBICO GROUP PLC \nCONDENSED GROUP BALANCE SHEET \n At 30 June 2024                                                                                                                                   \n \n \n \n \n \n \n \n  Note \n \n \n Unaudited \n 30 June \n 2024 \n £m \n \n \n (Restated) Unaudited \n 30 June \n 2023 1 \n £m \n \n \n Audited \n 31 December \n 2023 \n £m \n \n \n \n \n Non-current assets \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n \n Intangible assets \n \n \n \n \n \n 1,566.6 \n \n \n 1,545.9 \n \n \n 1,551.8 \n \n \n \n \n Property, plant and equipment \n \n \n 11 \n \n \n 1,205.6 \n \n \n 1,121.2 \n \n \n 1,164.5 \n \n \n \n \n Non-current financial assets \n \n \n 12 \n \n \n 17.1 \n \n \n 19.5 \n \n \n 15.3 \n \n \n \n \n Investments accounted for using the equity method \n \n \n \n \n \n 10.0 \n \n \n 12.8 \n \n \n 11.1 \n \n \n \n \n Trade and other receivables \n \n \n \n \n \n 139.9 \n \n \n 162.7 \n \n \n 153.8 \n \n \n \n \n Finance lease receivable \n \n \n \n \n \n 8.7 \n \n \n 7.8 \n \n \n 6.5 \n \n \n \n \n Deferred tax assets \n \n \n \n \n \n 183.3 \n \n \n 194.0 \n \n \n 164.4 \n \n \n \n \n Defined benefit pension assets \n \n \n 13 \n \n \n 0.2 \n \n \n 0.2 \n \n \n 0.2 \n \n \n \n \n Total non-current assets \n \n \n \n \n \n 3,131.4 \n \n \n 3,064.1 \n \n \n 3,067.6 \n \n \n \n \n Current assets \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Inventories \n \n \n \n \n \n 35.5 \n \n \n 32.1 \n \n \n 33.7 \n \n \n \n \n Trade and other receivables \n \n \n \n \n \n 593.9 \n \n \n 563.7 \n \n \n 573.1 \n \n \n \n \n Finance lease receivable \n \n \n \n \n \n 2.4 \n \n \n 3.7 \n \n \n 2.7 \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n 11.3 \n \n \n 40.9 \n \n \n 11.1 \n \n \n \n \n Current tax assets \n \n \n \n \n \n - \n \n \n 2.9 \n \n \n 12.4 \n \n \n \n \n Cash and cash equivalents \n \n \n 9 \n \n \n 244.7 \n \n \n 356.8 \n \n \n 356.3 \n \n \n \n \n \n \n \n \n \n \n 887.8 \n \n \n 1,000.1 \n \n \n 989.3 \n \n \n \n \n Assets classified as held for sale \n \n \n 14 \n \n \n 24.8 \n \n \n 24.5 \n \n \n 18.2 \n \n \n \n \n Total current assets \n \n \n \n \n \n 912.6 \n \n \n 1,024.6 \n \n \n 1,007.5 \n \n \n \n \n Total assets \n \n \n \n \n \n 4,044.0 \n \n \n 4,088.7 \n \n \n 4,075.1 \n \n \n \n \n Non-current liabilities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Borrowings \n \n \n \n \n \n (1,273.0) \n \n \n (854.4) \n \n \n (1,290.6) \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n (13.5) \n \n \n (34.4) \n \n \n (15.3) \n \n \n \n \n Deferred tax liability \n \n \n \n \n \n (43.6) \n \n \n (26.2) \n \n \n (47.1) \n \n \n \n \n Other non-current liabilities \n \n \n \n \n \n (120.5) \n \n \n (111.7) \n \n \n (115.2) \n \n \n \n \n Defined benefit pension liabilities \n \n \n 13 \n \n \n (17.1) \n \n \n (34.8) \n \n \n (32.8) \n \n \n \n \n Provisions \n \n \n \n \n \n (127.8) \n \n \n (90.6) \n \n \n (146.4) \n \n \n \n \n Total non-current liabilities \n \n \n \n \n \n (1,595.5) \n \n \n (1,152.1) \n \n \n (1,647.4) \n \n \n \n \n Current liabilities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Trade and other payables \n \n \n \n \n \n (1,035.1) \n \n \n (923.5) \n \n \n (960.6) \n \n \n \n \n Borrowings \n \n \n \n \n \n (229.2) \n \n \n (673.9) \n \n \n (271.2) \n \n \n \n \n Derivative financial instruments \n \n \n 12 \n \n \n (25.7) \n \n \n (45.3) \n \n \n (31.6) \n \n \n \n \n Current tax liabilities \n \n \n   \n \n \n (12.5) \n \n \n (4.2) \n \n \n - \n \n \n \n \n Provisions \n \n \n   \n \n \n (86.1) \n \n \n (92.1) \n \n \n (98.3) \n \n \n \n \n \n \n \n   \n \n \n (1,388.6) \n \n \n (1,739.0) \n \n \n (1,361.7) \n \n \n \n \n Liabilities classified as held for sale \n \n \n 14 \n \n \n (4.2) \n \n \n - \n \n \n - \n \n \n \n \n Total current liabilities \n \n \n   \n \n \n (1,392.8) \n \n \n (1,739.0) \n \n \n (1,361.7) \n \n \n \n \n Total liabilities \n \n \n   \n \n \n (2,988.3) \n \n \n (2,891.1) \n \n \n (3,009.1) \n \n \n \n \n Net assets \n \n \n   \n \n \n 1,055.7 \n \n \n 1,197.6 \n \n \n 1,066.0 \n \n \n \n \n Shareholders' equity \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Share capital \n \n \n \n \n \n 30.7 \n \n \n 30.7 \n \n \n 30.7 \n \n \n \n \n Share premium \n \n \n \n \n \n 533.6 \n \n \n 533.6 \n \n \n 533.6 \n \n \n \n \n Own shares \n \n \n \n \n \n (4.5) \n \n \n (3.6) \n \n \n (3.6) \n \n \n \n \n Hybrid reserve \n \n \n \n \n \n 502.2 \n \n \n 502.2 \n \n \n 513.0 \n \n \n \n \n Other reserves \n \n \n \n \n \n 404.2 \n \n \n 404.1 \n \n \n 397.6 \n \n \n \n \n Retained earnings \n \n \n \n \n \n (442.2) \n \n \n (312.5) \n \n \n (435.5) \n \n \n \n \n Total shareholders' equity \n \n \n \n \n \n 1,024.0 \n \n \n 1,154.5 \n \n \n 1,035.8 \n \n \n \n \n Non-controlling interest in equity \n \n \n \n \n \n 31.7 \n \n \n 43.1 \n \n \n 30.2 \n \n \n \n \n Total equity \n \n \n \n \n \n 1,055.7 \n \n \n 1,197.6 \n \n \n 1,066.0 \n \n \n \n \n 1 Restated for a correction to the German Rail onerous contract provision, see note 1 for further information. \n \n   \n MOBICO GROUP PLC \nCONDENSED GROUP STATEMENT OF CHANGES IN EQUITY \n For the six months ended 30 June 2024 \n \n \n \n \n   \n   \n \n \n Share \n capital \n £m \n \n \n Share \n premium \n £m \n \n \n Own \n shares \n £m \n \n \n Hybrid \n reserve \n £m \n \n \n Other \n reserves \n £m \n \n \n Retained \n earnings \n £m \n \n \n Total \n £m \n \n \n Non- \n controlling \n interests \n £m \n \n \n Total equity \n £m \n \n \n \n \n At 1 January 2024 \n \n \n 30.7 \n \n \n 533.6 \n \n \n (3.6) \n \n \n 513.0 \n \n \n 397.6 \n \n \n (435.5) \n \n \n 1,035.8 \n \n \n         30.2 \n \n \n 1,066.0 \n \n \n \n \n (Loss)/profit for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (7.2) \n \n \n (7.2) \n \n \n 3.1 \n \n \n (4.1) \n \n \n \n \n Other comprehensive income/(expense) for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 6.6 \n \n \n 8.0 \n \n \n 14.6 \n \n \n (0.7) \n \n \n 13.9 \n \n \n \n \n Total comprehensive    income \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 6.6 \n \n \n 0.8 \n \n \n 7.4 \n \n \n 2.4 \n \n \n 9.8 \n \n \n \n \n Shares purchased \n \n \n - \n \n \n - \n \n \n (2.0) \n \n \n - \n \n \n - \n \n \n - \n \n \n (2.0) \n \n \n - \n \n \n (2.0) \n \n \n \n \n Own shares released to equity employee share schemes \n \n \n - \n \n \n - \n \n \n 1.1 \n \n \n - \n \n \n - \n \n \n (1.1) \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Share-based payments \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 1.7 \n \n \n 1.7 \n \n \n - \n \n \n 1.7 \n \n \n \n \n Deferred tax on share-based payments \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (0.3) \n \n \n (0.3) \n \n \n - \n \n \n (0.3) \n \n \n \n \n Accrued payments on hybrid instrument \n \n \n - \n \n \n - \n \n \n - \n \n \n 10.5 \n \n \n - \n \n \n (10.5) \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Payments on hybrid instrument \n \n \n - \n \n \n - \n \n \n - \n \n \n (21.3) \n \n \n - \n \n \n - \n \n \n (21.3) \n \n \n - \n \n \n (21.3) \n \n \n \n \n Deferred tax on hybrid bond payments \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 2.7 \n \n \n 2.7 \n \n \n - \n \n \n 2.7 \n \n \n \n \n Dividends to non-controlling interests \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (0.9) \n \n \n (0.9) \n \n \n \n \n At 30 June 2024 \n \n \n 30.7 \n \n \n 533.6 \n \n \n (4.5) \n \n \n 502.2 \n \n \n 404.2 \n \n \n (442.2) \n \n \n 1,024.0 \n \n \n 31.7 \n \n \n 1,055.7 \n \n \n \n \n   \n \n   \n \n \n \n \n   \n   \n \n \n Share \n capital \n £m \n \n \n Share \n premium \n £m \n \n \n Own \n shares \n £m \n \n \n Hybrid \n reserve \n £m \n \n \n (Restated) \n Other \n Reserves 1 \n £m \n \n \n (Restated) \n Retained \n Earnings 1 \n £m \n \n \n (Restated)Total 1 \n £m \n \n \n Non- \n controlling \n interests \n £m \n \n \n (Restated) Total equity 1 \n £m \n \n \n \n \n At 1 January 2023 (restated) 1 \n \n \n 30.7 \n \n \n 533.6 \n \n \n (3.9) \n \n \n 513.0 \n \n \n 481.1 \n \n \n (223.7) \n \n \n 1,330.8 \n \n \n 43.0 \n \n \n 1,373.8 \n \n \n \n \n (Loss)/profit for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (53.1) \n \n \n (53.1) \n \n \n 1.2 \n \n \n (51.9) \n \n \n \n \n Other comprehensive (expense)/income for the period \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (77.0) \n \n \n 3.2 \n \n \n (73.8) \n \n \n (1.6) \n \n \n (75.4) \n \n \n \n \n Total comprehensive expense \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (77.0) \n \n \n (49.9) \n \n \n (126.9) \n \n \n (0.4) \n \n \n (127.3) \n \n \n \n \n Own shares released to equity employee share schemes \n \n \n - \n \n \n - \n \n \n 0.3 \n \n \n - \n \n \n - \n \n \n (0.3) \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Accrued payments on hybrid instrument \n \n \n - \n \n \n - \n \n \n - \n \n \n 10.5 \n \n \n - \n \n \n (10.5) \n \n \n - \n \n \n - \n \n \n - \n \n \n \n \n Payments on hybrid instrument \n \n \n - \n \n \n - \n \n \n - \n \n \n (21.3) \n \n \n - \n \n \n - \n \n \n (21.3) \n \n \n - \n \n \n (21.3) \n \n \n \n \n Deferred tax on hybrid bond payments \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 2.6 \n \n \n 2.6 \n \n \n - \n \n \n 2.6 \n \n \n \n \n Dividends paid to shareholders of Company \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n (30.7) \n \n \n (30.7) \n \n \n - \n \n \n (30.7) \n \n \n \n \n Contributions from non-controlling interests \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 0.4 \n \n \n 0.4 \n \n \n \n \n Other movements with non-controlling interests \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n - \n \n \n 0.1 \n \n \n 0.1 \n \n \n \n \n At 30 June 2023 \n \n \n 30.7 \n \n \n 533.6 \n \n \n (3.6) \n \n \n 502.2 \n \n \n 404.1 \n \n \n (312.5) \n \n \n 1,154.5 \n \n \n 43.1 \n \n \n 1,197.6 \n \n \n \n \n   \n \n   \n 1 Restated for a correction to the German Rail onerous contract provision, see note 1 for further information. \n \n MOBICO GROUP PLC \nCONDENSED GROUP STATEMENT OF CASH FLOWS \nFor the six months ended 30 June 2024 \n   \n \n \n \n \n \n \n \n Note \n \n \n Unaudited \n six months \n to 30 June \n 2024 \n £m \n \n \n   \n Unaudited \n six months \n to 30 June \n 2023 \n £m \n \n \n Audited \n year to \n 31 December \n 2023 \n £m \n \n \n \n \n Cash generated from operations \n \n \n 16 \n \n \n 163.1 \n \n \n 144.9 \n \n \n 315.7 \n \n \n \n \n Tax paid \n \n \n \n \n \n - \n \n \n (8.7) \n \n \n (27.3) \n \n \n \n \n Interest paid \n \n \n \n \n \n (23.1) \n \n \n (16.0) \n \n \n (62.9) \n \n \n \n \n Interest received \n \n \n \n \n \n 0.6 \n \n \n 0.4 \n \n \n 4.5 \n \n \n \n \n Net cash flow from operating activities \n \n \n \n \n \n 140.6 \n \n \n 120.6 \n \n \n 230.0 \n \n \n \n \n Cash flows from investing activities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Payments to acquire businesses, net of cash acquired \n \n \n 14 \n \n \n (29.5) \n \n \n (3.2) \n \n \n (9.4) \n \n \n \n \n Deferred consideration for businesses acquired \n \n \n 14 \n \n \n (1.3) \n \n \n (3.0) \n \n \n (3.6) \n \n \n \n \n Purchase of property, plant and equipment \n \n \n \n \n \n (97.7) \n \n \n (41.8) \n \n \n (128.2) \n \n \n \n \n Proceeds from disposal of property, plant and equipment \n \n \n \n \n \n 6.8 \n \n \n 3.2 \n \n \n 33.8 \n \n \n \n \n Payments to acquire intangible assets \n \n \n \n \n \n (3.3) \n \n \n (4.8) \n \n \n (12.9) \n \n \n \n \n Proceeds from disposal of intangible assets \n \n \n \n \n \n 0.7 \n \n \n 0.4 \n \n \n 4.9 \n \n \n \n \n Payments to settle net investment hedge derivative contracts \n \n \n \n \n \n (4.8) \n \n \n (0.6) \n \n \n (5.0) \n \n \n \n \n Receipts on settlement of net investment hedge derivative contracts \n \n \n \n \n \n 0.2 \n \n \n 4.9 \n \n \n 15.8 \n \n \n \n \n Receipts relating to associates and investments \n \n \n \n \n \n 1.0 \n \n \n 0.9 \n \n \n 1.5 \n \n \n \n \n Net cash flow from investing activities \n \n \n \n \n \n (127.9) \n \n \n (44.0) \n \n \n (103.1) \n \n \n \n \n Cash flows from financing activities \n \n \n \n \n \n   \n \n \n \n \n \n \n \n \n \n \n Dividends paid to holders of hybrid instrument \n \n \n \n \n \n (21.3) \n \n \n (21.3) \n \n \n (21.3) \n \n \n \n \n Net principal lease payments \n \n \n \n \n \n (29.7) \n \n \n (32.3) \n \n \n (57.4) \n \n \n \n \n Increase in borrowings \n \n \n \n \n \n 81.8 \n \n \n 163.9 \n \n \n 668.9 \n \n \n \n \n Repayment of borrowings \n \n \n \n \n \n (86.3) \n \n \n (79.7) \n \n \n (576.6) \n \n \n \n \n Transaction costs relating to new borrowings \n \n \n \n \n \n - \n \n \n - \n \n \n (4.1) \n \n \n \n \n Payments to settle foreign exchange forward contracts \n \n \n \n \n \n (11.9) \n \n \n (11.2) \n \n \n (30.3) \n \n \n \n \n Receipts on settlement of foreign exchange forward contracts \n \n \n \n \n \n 7.7 \n \n \n 23.1 \n \n \n 44.6 \n \n \n \n \n Purchase of own shares \n \n \n \n \n \n (2.0) \n \n \n (0.2) \n \n \n - \n \n \n \n \n Acquisition of non-controlling interests 1 \n \n \n \n \n \n - \n \n \n - \n \n \n (46.1) \n \n \n \n \n Contributions from non-controlling interests \n \n \n \n \n \n - \n \n \n 0.4 \n \n \n 0.5 \n \n \n \n \n Dividends paid to non-controlling interests \n \n \n \n \n \n (0.7) \n \n \n - \n \n \n - \n \n \n \n \n Disposals of non-controlling interests \n \n \n \n \n \n - \n \n \n - \n \n \n 0.4 \n \n \n \n \n Dividends paid to shareholders of the Company \n \n \n \n \n \n - \n \n \n (30.7) \n \n \n (41.1) \n \n \n \n \n Net cash flow from financing activities \n \n \n \n \n \n (62.4) \n \n \n 12.0 \n \n \n (62.5) \n \n \n \n \n (Decrease)/increase in net cash and cash equivalents \n \n \n \n \n \n (49.7) \n \n \n 88.6 \n \n \n 64.4 \n \n \n \n \n Opening net cash and cash equivalents \n \n \n \n \n \n 293.7 \n \n \n 233.1 \n \n \n 233.1 \n \n \n \n \n (Decrease)/increase in net cash and cash equivalents \n \n \n \n \n \n (49.7) \n \n \n 88.6 \n \n \n 64.4 \n \n \n \n \n Foreign exchange \n \n \n \n \n \n (3.9) \n \n \n (11.1) \n \n \n (3.8) \n \n \n \n \n Closing net cash and cash equivalents \n \n \n 9 \n \n \n 240.1 \n \n \n 310.6 \n \n \n 293.7 \n \n \n \n \n 1 Amounts in 2023 include £46.1m paid on exercise of the final 20% of the WeDriveU put liability \n \n \n \n \n Net cash and cash equivalents in continuing operations \n \n \n 9 \n \n \n 238.9 \n \n \n 310.6 \n \n \n 293.7 \n \n \n \n \n Net cash and cash equivalents classified in assets held for sale \n \n \n 9 \n \n \n 1.2 \n \n \n - \n \n \n - \n \n \n \n \n Closing net cash and cash equivalents \n \n \n 9 \n \n \n 240.1 \n \n \n 310.6 \n \n \n 293.7 \n \n \n \n \n \n \n   \n MOBICO GROUP PLC \n NOTES TO THE CONDENSED SET OF FINANCIAL STATEMENTS \n For the six months ended 30 June 2024 \n 1. General information \n Basis of preparation \n The condensed interim Financial Statements have been prepared in accordance with the Disclosure and Transparency Rules of the United Kingdom's Financial Conduct Authority and with International Accounting Standards 34 'Interim Financial Reporting' as issued by the International Accounting Standards Board. It should be read in conjunction with the Annual Report and Accounts for the year ended 31 December 2023, which were prepared in accordance with applicable law and International Financial Reporting Standards as issued by the International Accounting Standards Board. \n   \n These condensed interim Financial Statements for the six months ended 30 June 2024 do not comprise statutory accounts within the meaning of section 434 of the Companies Act 2006. Statutory accounts for the year ended 31 December 2023 were approved by the Board of Directors on 21 April 2024 and delivered to the Registrar of Companies. The report of the auditors on those accounts was unqualified, did not contain an emphasis of matter paragraph and did not contain any statement under Section 498 of the Companies Act 2006. \n   \n Figures for the year ended 31 December 2023 have been extracted from the Group's Annual Report and Accounts for the year ended 2023. The interim results have not been audited. \n Going concern \n The Financial Statements have been prepared on a going concern basis. In adopting this basis, the Directors have considered the Group's business activities, principal risks and uncertainties, exposure to macroeconomic conditions, financial position, liquidity and borrowing facilities. \n The Group continues to maintain a strong liquidity position, with £0.8bn in cash and undrawn committed facilities available to it as of 30 June 2024 and total committed facilities of £2.0bn at this date. There is no expiry of these facilities within the going concern outlook period. Certain of the Group's borrowings are subject to covenant tests on gearing and interest cover on a bi-annual basis. A gearing covenant whereby net debt must be no more than 3.5x adjusted EBITDA and an interest covenant whereby adjusted EBITDA must be at least 3.5x interest expense apply to the Group. Each input is subject to certain adjustments from reported to covenant measure as defined in the facility. \n The Group has continued to recover and grow throughout the period to June 2024, with Adjusted operating profit increasing by £13.7m (24%) compared to the 6 months to June 2023. The outlook for the near term is encouraging, with the Group due to improve profitability in the latter part of the year, with action plans well progressed to deliver this improvement, and supported by price increases recently agreed, positive momentum in volumes and the ongoing incremental benefit from the Accelerate cost saving programmes. At the same time the Directors remain confident in the longer term outlook for the Group with an ambition to selectively pursue growth opportunities from a strong pipeline of over £2.2bn of annualised revenue opportunities. This growth ambition is strengthened by government policy which remains highly supportive of public transport as part of the solution to climate change. \n In the base case projections, which cover the period to August 2025, for the remainder of this year we assume a continuation of the positive momentum seen across the Group in the first half leading to improved profitability, following meaningful price increases to recover cumulative inflation and implementation ...

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