T4 Case Study - March 2013 Fleet maintenance case - CIMA

T4 – Part B Case Study Examination Tuesday 26 February 2013 Instructions to candidates

You are allowed three hours to answer this question paper. You are allowed 20 minutes reading time before the examination begins during which you should read the question paper and, if you wish, make annotations on the question paper. However, you will not be allowed, under any circumstances, to begin using your computer to produce your answer or to use your calculator during the reading time. This booklet contains the examination question and both the pre-seen and unseen elements of the case material. Answer the question on page 17, which is detachable for ease of reference. The Case Study Assessment Criteria, which your script will be marked against, is also included on page 17. Maths Tables and Formulae are provided on pages 24 to 27. Your computer will contain two blank files – a Word and an Excel file. Please ensure that you check that the file names for these two documents correspond with your candidate number.

Page Contents of this booklet: Pre-seen material – BVS – Fleet maintenance case

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Pre-Seen Appendices 1- 5

12

Question Requirement

17

Case Study Assessment Criteria

17

Unseen Material

19 - 22

Maths Tables and Formulae

24 - 27

© The Chartered Institute of Management Accountants 2013

T4 Test of Professional Competence – Part B Case Study Examination

DO NOT OPEN THIS QUESTION PAPER UNTIL YOU ARE TOLD TO DO SO

BVS – Fleet maintenance case Industry background Many companies worldwide operate and manage a fleet of vehicles, irrespective of whether they are leased or owned vehicles. The types of vehicles they operate range from executive cars to large articulated trucks and lorries. Within most companies, the vehicle fleet is managed by its own in-house fleet management department, although this can be out-sourced. The fleet management department is responsible for all aspects of the vehicle fleet. This includes vehicle acquisition and de-fleeting, vehicle financing, vehicle maintenance, driver management, speed management, fuel management and health and safety management. Therefore, fleet management is a function which companies undertake in order to reduce the risks and the costs associated with a range of activities including vehicle investment, improving the efficiency of their fleet and providing compliance with respective regulations on vehicle safety and road-worthiness. All vehicles need to be maintained in order to meet regulations as well as to maintain operational efficiency and to reduce running costs. A well maintained vehicle will breakdown far less often and therefore provide a greater degree of operational efficiency. With the pressure on companies to reduce operational costs and to increase efficiency, it is more important than ever for vehicle fleet costs to be better managed. Within Europe alone, the number of commercial vehicles deployed in company fleets is forecast to grow to four million vehicles by 2014. Many companies operate their own in-house fleet management department but choose to outsource the maintenance of their vehicles to one, or more, specialised fleet maintenance companies.

Fleet maintenance This case study concerns fleet maintenance specifically and does not encompass the many other aspects of fleet management, such as the cost and selection of vehicle acquisition. Fleet maintenance is crucial in order to run a safe, efficient and cost effective transportation operation. The penalties for a company failing to meet regulations, which are becoming increasingly more complex, are severe. For this reason most companies choose to outsource their fleet maintenance requirements to specialised fleet maintenance companies, which are able to deliver a one-stop service to meet all their needs. These needs are typically routine servicing of vehicles, mechanical repairs and tyre replacement. There is a range of large multi-national companies which operate their own fleet maintenance departments. Some of these large companies offer a maintenance service to other companies. In addition, there are many specialised fleet maintenance companies which offer services to small fleets of 30 or fewer vehicles, as well as to larger fleet operators with over 5,000 vehicles.

Background on JAR Fleet Maintenance (JAR FM) A large telecoms company, JAR, was a state-owned industry in its home European country until it was privatised in 1994. JAR then established separate fully-owned subsidiary companies for the various parts of its business. To support the telecoms business, JAR owned and operated a large fleet of vehicles. JAR had always managed its own in-house fleet which was then split into two separate subsidiary companies. One was fleet procurement and the other was fleet maintenance. The fleet maintenance subsidiary company, called JAR FM, operated a large number of vehicle workshops throughout this European country and it also outsourced a small proportion of its maintenance to a range of smaller workshops in certain areas of this country. JAR FM had been loss-making for many years, as its facilities were under-utilised and badly managed. JAR FM maintained only JAR‟s own fleet of vehicles at this time. As part of the T4 - Part B Case Study

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re-structuring of JAR during 2005, and in order to improve company-wide profitability, all of JAR‟s subsidiary companies, including JAR FM, were given profit targets to meet over the 5year period ending 31 March 2010. Despite the operating profit targets that had been set for JAR FM, the level of operating losses continued at around the same level as previously. This prompted the main Board of JAR to recruit a more experienced Chief Executive for JAR FM. Toby Baum was appointed to this role in August 2007. Toby Baum had been recruited from outside the JAR group as he had extensive knowledge of the fleet maintenance industry. He started a review of business activities and made changes in the way the company operated. He was trying to improve the quality of the service the workshops provided to JAR‟s fleet of vehicles. However, he met much opposition and was unable to reduce headcount, due to opposition from trade unions. Therefore, he considered that if he could not cut costs in the short-term, he needed to increase the revenues for JAR FM. He was instrumental in marketing JAR FM‟s vehicle maintenance facilities in order to generate revenues from new customers. By 31 March 2008, JAR FM had reduced its operating losses to €3.0 million, the lowest level for many years. At this stage JAR FM had just 2 new fleet maintenance customers, in addition to the JAR fleet of vehicles. During the year ended 31 March 2009, Toby Baum was able to secure vehicle maintenance contracts with a further 6 vehicle fleet operators, which helped to improve workshop utilisation levels and generate substantial revenues. Additionally, the business had closed some of its workshops. Operating profit for the year ended 31 March 2009 was €0.5 million. This was the first time JAR FM had been profitable for many years. The Board of JAR was under pressure to increase group profits and to concentrate on its core activities. This led to the Board of JAR making the decision in June 2009 to sell off, or close, a number of its subsidiary companies, including JAR FM. The Board of JAR wished to dispose of the selected subsidiary companies within 9 months, by 31 March 2010. The Board of JAR announced in June 2009 that it would be seeking a trade buyer for JAR FM. Employee reaction in JAR FM to this news was one of disbelief, particularly after the significant improvements that had taken place over almost 2 years since Toby Baum was appointed. All employees feared that they would lose their jobs and some of the administration staff sought to transfer to another company within the JAR group. At 30 June 2009 JAR FM employed almost 1,500 employees, including Head Office staff and employees based at the 260 workshops across its home country. During the year ended 31 March 2010 some further contracts were signed with new customers, bringing in maintenance work for a further 2,800 vehicles, offset by a fall in JAR‟s fleet size. This resulted in an end of financial year (31 March 2010) figure of 47,500 vehicles being maintained.

Management Buy-Out in April 2010 Toby Baum was not totally surprised at the JAR Board‟s decision to sell off the fleet maintenance business and he considered that this would be a good opportunity for a Management Buy-Out (MBO) by some of the current management team of JAR FM. However, Toby Baum considered that a particular area of weakness was the lack of management information and financial control of the business due to a weak and ineffective Finance Director who had worked in JAR FM for many years. However, he had confidence in Leo Willems, Operations Director and the newly recruited Sales and Customer Support Director, Phillip Beck. He discussed his ideas of a MBO with his 2 key operational colleagues, Leo Willems and Phillip Beck, and received confirmation from both colleagues that they would be prepared to go ahead. They also agreed that the new company (post MBO) would require a new Finance Director with strong financial skills. Toby Baum identified an experienced accountant, through a recruitment advisor, and appointed her as a consultant, to work for him personally, in order to help to prepare a business plan and to try to identify a private equity provider. Toby Baum also informally approached some of the members of the Board of JAR to establish whether it would be receptive to a MBO for JAR FM, or whether it had already identified a trade March 2013

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T4 - Part B Case Study

buyer for the JAR FM business. He was informed that no buyers had yet been found, due to the history of losses, and that a MBO would be possible, providing that the required finance could be raised. Following approaches to, and negotiations with, banks and private equity providers in late 2009 and early 2010, a deal was finally reached. Raising funds for a MBO was especially difficult during this period due to the economic environment and restrictions on lending. The new MBO company was to be called BVS. Toby Baum‟s business plan for BVS, together with his confident charismatic personality, persuaded a private equity investor, PIE, to take a 60% stake in the company. A summary of BVS‟s key personnel is shown in Appendix 1 on page 12. Negotiations took place with JAR on the valuation of the business, its assets and employee liabilities. Toby Baum knew the company well, which is always a distinct advantage with MBO‟s, and had already identified which assets, workshop facilities, and which staff he wished to employ in the new company. After much negotiation an agreement for a valuation of the JAR FM business was reached. The agreed valuation was €4.0 million. This net valuation included: 

120 specified workshops that would be transferred and managed by BVS (some owned workshops and some leased).

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Liabilities for 860 employees that would transfer to the new MBO company.

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Inventory of materials and spare parts.

A 5-year maintenance agreement was also agreed for JAR‟s fleet of vehicles. The agreement was to be at a fixed price per vehicle, based on vehicle type. The price would vary by the size of JAR‟s fleet, which was forecast to reduce over the 5-year business plan period. There was also a clause for the fixed price to be index linked to inflation each year. The 5-year maintenance agreement for JAR‟s fleet had benefits for both parties. JAR was able to reduce its total fleet maintenance costs and BVS would commence trading with a guaranteed 5-year contract for JAR‟s fleet of vehicles, which covered 34,100 vehicles at 1 April 2010. JAR FM had operated 260 workshops at 30 June 2009. However, Toby Baum did not want BVS to be overly burdened with the employee and other running costs associated with operating such a large number of workshops. BVS chose to acquire only 120 workshops from JAR FM, as it planned to outsource the remaining volume of the maintenance work to a range of carefully selected outsourced workshops, which met its quality and customer service requirements. JAR was responsible for the closure costs of the other 140 workshops that BVS was not acquiring. JAR was also responsible for all of the remaining employees of the JAR FM subsidiary company, who were not employed by BVS. News of the impending MBO was announced in January 2010 to all employees in JAR FM. Negotiations then took place as to which employees would transfer into BVS and which employees would transfer elsewhere within JAR or be made redundant. BVS would be totally responsible for all future staff costs and liabilities for the 860 employees transferred into BVS.

Structure of BVS BVS is a private limited company and not listed on any stock exchange. It has 400,000 shares in issue, each of €0.50 par value. The company has an authorised share capital of 1,000,000 shares. When the company was established, at 1 April 2010, a share premium of €4.50 was agreed. All shareholders purchased shares at a cost of €5.00 per share. Each of BVS‟s 4 executive directors purchased their shares in cash and all of them had to raise personal loans secured against their homes to generate the required level of financing for the MBO. Therefore they are all personally very committed to making a success of BVS and to see the company grow and achieve the business plan. T4 - Part B Case Study

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The shareholdings are as follows: Number of shares held at 31 March 2012 Toby Baum Leo Willems Phillip Beck Annika Larsen PIE (private equity provider) Total

Percentage shareholding % 17.5 7.5 7.5 7.5 60.0 100.0

70,000 30,000 30,000 30,000 240,000 400,000

The Board of BVS has not yet declared any dividends. The agreed acquisition price was €4.0 million, payable to JAR in 4 instalments: 

€2.5 million on the date of acquisition, 1 April 2010.

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3 further instalments of €0.5 million each, of which 2 instalments were payable on 31 March 2011 and 31 March 2012, and the last instalment is payable on 31 March 2013.

Once PIE was signed up for its 60% equity stake, Toby Baum was able to negotiate and obtain a bank loan for €1,400,000, at an interest rate of 12% per year. This loan is secured against the assets of the company. The bank loan is repayable on 31 March 2015. The bank also agreed to an overdraft facility to help meet the peak demands in working capital. The overdraft interest rate is 14% per year. Therefore, the overall structure of the book value of finance provided at 1 April 2010 was as follows:

Management €0.8 million

PIE private equity €1.2 million

Bank loan financing €1.4 million

The business plan The business plan was to grow the existing vehicle fleet maintenance business and to expand its geographical coverage of maintenance workshops to two neighbouring European countries. Underpinning BVS‟s plan is for BVS to provide a seamless one-stop service to fleet managers operating vehicle fleets across three countries. The Board planned to deliver this service through the use of managed and outsourced workshops which would all deliver a high quality of service, excellent customer care as well as the provision of management information on the fleet vehicles through BVS‟s new IT systems.

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The principles behind BVS‟s business plan are shown in the following diagram:

Develop the strategy   

Monitor performance   

Vision Strategic analysis Business strategy



Profitability analysis Strategy reviews Operating reviews Customer responses

Operational planning     

Sales planning Resource planning Capacity limits Planned improvements Adapt and change

The business plan includes a growth in revenues from €84 million to almost €140 million by 31 March 2015. Toby Baum, Managing Director, considered that this is challenging, but achievable. Extracts from BVS‟s business plan are shown in Appendix 2 on page 13. The core business that BVS offers to its customers is a fixed annual price, per type of vehicle, for vehicle servicing. The price per vehicle varies depending on the type of vehicle and its expected mileage. BVS‟s customers require that their vehicles are serviced on time, so as to minimise the risk of breakdowns and failures, and the associated risk to its fleet safety. Furthermore, they require that BVS‟s maintenance work should be of a high standard and that quality replacement parts should be used, particularly for safety-critical elements such as brakes and tyres. BVS‟s customers have differing requirements for the frequency of vehicle servicing, depending on the mileage and type of vehicle. Other factors include the vehicle manufacturer‟s recommended service frequency and the need for more frequent servicing in different geographical regions and for harsher environmental conditions, such as during winter months. Revenues are generated from four streams, which are: 1. Fixed price maintenance service (for which minor parts are not chargeable to customers) 2. Mechanical repairs, for which BVS charges its customers based on labour time as well as the cost of bought in parts, with a small mark-up on parts. BVS does not provide vehicle crash repairs at its own, or its outsourced, workshops. 3. Replacement tyres. BVS also makes a charge for the labour costs associated with replacing tyres and balancing the vehicles wheels to ensure safe and accurate steering of all vehicles. 4. Additional fleet management services, as detailed on the next page.


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Additional fleet management services offered by BVS BVS also offers a range of administrative services to help its customers manage their fleets. These additional services are at an extra cost to customers, but many fleet managers want to outsource them to a specialised company. BVS offers the following additional services:      

Fleet administration services and provision of vehicle management information. Management of vehicle road testing certificates. Accident management and arranging for vehicle repairs at specialist repair facilities. Management of vehicle insurance claims. Breakdown recovery service. Reporting of vehicle mileage and carbon emissions.

Toby Baum recognised that many company fleet managers wanted to outsource much of their fleet operational work and BVS‟s customer were under pressure to control and reduce their fleet operating costs. Furthermore, market research and contact with potential customers identified that they were seeking a “one-stop” outsourcer which could not only service and maintain their vehicles, but also provide key management information on each vehicle‟s operating efficiency. This includes data on mileage, operating costs, tyre usage and carbon emissions. This information can be gathered using new “telematic” technology. A telematic device is defined as a piece of electronic equipment which is installed in each vehicle which allows the vehicle‟s fleet management department, and its outsourced maintenance supplier (such as BVS), to gather a range of data on each vehicle‟s operation. This information is far more sophisticated than merely providing information on vehicle location, as it can also provide data on how the vehicle has been driven. For example, it can report on whether speed limits have been observed, how aggressively a vehicle has been driven round corners and the usage of brakes. The flow of data to the fleet manager, and also to BVS, generates information on all vehicles, the mileage driven and helps BVS to plan its customers‟ vehicles maintenance requirements. This enables BVS to ensure that its customers‟ fleet vehicles are maintained to minimise breakdowns and to ensure that all vehicles meet all of the legal and safety requirements. An added opportunity exists for the use of data from vehicles fitted with telematic devices, as BVS is able to monitor and report to its customers‟ fleet managers on carbon emissions for those customers who have selected to subscribe to this additional fleet management service.

Current operations of BVS The majority of BVS‟s work is generated from vehicle servicing, vehicle repair work and tyre replacement. However, the additional fleet management services are a growing area of BVS‟s revenues. Furthermore, these additional services have been instrumental in BVS winning several large fleet maintenance contracts from competitors over the last few years. Fleet managers are under increasing pressure to reduce their operating costs but also to meet increasingly demanding vehicle safety compliance measures, especially in respect of the 3 key areas of vehicle safety, concerning brakes, lights and tyres. BVS‟s Fleet Maintenance IT system, FLIS, (see page 9) helps provide information to BVS‟s customers‟ fleet managers for them to closely monitor their fleet vehicles. This IT system identifies the need for regular checks to be undertaken and provides reports on vehicles that are due for any safety related maintenance work. Some of BVS‟s customers‟ fleets include vehicles which use alternative fuel sources. These include vehicles which use a mix of fuels including bio-diesel, electric vehicles and hybrid vehicles, which are capable of running on electric power or alternative fuel. Therefore, BVS has had to adapt to the changing needs of its customers‟ fleet vehicles and offer a wider range of maintenance services. This has enabled BVS to expand its skills and it has provided training for some of its employees in the maintenance work required for these alternative vehicle types. These services are currently offered at workshops located near major cities.

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Outsourced suppliers Leo Willems was responsible for selecting and appointing a range of outsourced workshops to undertake BVS‟s customers‟ vehicle maintenance in the geographical areas where BVS did not retain its own managed workshop. Only 120 workshops were retained by BVS after the MBO and with BVS‟s expansion into two neighbouring countries, it was necessary to appoint reliable outsourced companies which have the vehicle capacity and experience to meet BVS‟s strict criteria for maintenance and repair work. BVS has appointed 5 outsourced suppliers for vehicle maintenance. By 31 December 2012 these 5 outsourced suppliers undertake maintenance work for BVS‟s customers‟ vehicles at over 320 locations. These outsourced suppliers are independent chains of garages and workshops which have spare capacity, or can provide increased capacity, to undertake maintenance work which meets the strict criteria for quality of work and spare parts fitted as well as excellent levels of customer service. These outsourced suppliers are presented to BVS‟s customers as “BVS‟s partners”. These outsourced workshops have BVS‟s signage and BVS‟s logo on all paperwork. This ensures that BVS‟s customers would not necessarily be able to distinguish between any of BVS‟s own managed workshops and an outsourced workshop. BVS‟s contracts with these outsourced suppliers are based on BVS paying an agreed fixed hourly rate plus an agreed mark up on parts bought and used for customers‟ vehicles. These outsourced costs are invoiced to BVS at the end of each calendar month, and are analysed by vehicle and by outsourced workshop. As BVS is utilising a significant proportion of the 5 outsourced company‟s total workshop capacity, the contracted hourly rate with BVS is lower than these outsourced companies charge their other customers. Additionally, all work undertaken by all of the outsourced workshops is updated on BVS‟s Fleet Maintenance IT system, FLIS, (see page 9). This IT system therefore reflects all of the work that has been undertaken for all of BVS‟s customers‟ vehicles irrespective of whether the work occurs at an outsourced workshop or in one of BVS‟s managed workshops. Toby Baum chose to acquire only 120 workshops from JAR in April 2010 and to outsource the remainder of the maintenance work to gain greater flexibility. The volume of work allocated to outsourced workshops depends on a number of factors. These include:    

Geographical location. Customers‟ selection of the workshop, or workshops, in which they choose to have their vehicles maintenance work undertaken. Availability and utilisation levels at BVS‟s 120 managed workshops. The overall number of vehicles BVS is responsible for maintaining.

BVS‟s customers want their vehicles off the road for the shortest possible time and they choose where to book their vehicles for maintenance and repair work. The business plan assumed that the 120 managed workshops would have utilisation levels of 90%, rising to 92% by Year 5. However, the business plan included a high growth in the number of vehicles being maintained, and much of this increased volume of work was planned to be undertaken by its outsourced workshops. The number of vehicle hours planned to be outsourced was forecast to rise from fewer than 300,000 hours in the year ended 31 March 2011 to over 1,000,000 vehicle hours forecast in the year to 31 March 2015.

BVS’s new IT systems Toby Baum recognised the lack of operational and management information provided by JAR FM‟s IT systems, which had not been updated for many years. The first task that he undertook when the MBO was approved was to appoint a global IT consultancy company to select and implement new IT systems for BVS. However, until these new IT systems were operational, at various dates during BVS‟s first year of trading, JAR allowed BVS to use its existing IT systems for a small licence fee. By selecting the best available software solutions and integrating these systems together, BVS was able to reduce the implementation time for these new systems. BVS


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now incurs annual software licencing fees of €0.24 million each year. This is included in administrative expenses. BVS‟s new IT systems include:   

a multi-currency nominal ledger including integrated sales and purchase ledgers and a fixed assets register. a fleet maintenance IT system, called Fleet Information System (FLIS). a cash flow forecasting modelling system.

The Fleet Maintenance IT system, FLIS, provides management information tailored for the needs of workshop managers, Head Office staff, the senior management team as well as for BVS‟s customers. FLIS is installed at all workshops, both BVS‟s managed workshops and outsourced workshops. It provides BVS‟s customers with improved reporting on fleet repair costs, vehicle downtime, mileage data and more. FLIS incorporates detailed reporting with the capability to track the maintenance needs for all of BVS‟s customers‟ vehicles. FLIS holds statutory data, including vehicle taxes, mileage and maintenance and repair data as well as carbon emission monitoring data. FLIS also provides a range of management information reports, analysed by vehicle, by customer, by each engineer, and by managed workshop or outsourced workshop. FLIS can also be remotely accessed by BVS‟s customers for them to book their vehicles for maintenance and repairs and to access information on vehicle status whilst in for servicing or repair. This allows a seamless interface for customers, irrespective of whether the vehicle is maintained by one of BVS‟s managed workshops or by an outsourced workshop. The planned implementation cost for all of these new IT systems was €2.0 million, for both hardware and software licencing costs. However, the final cost was €2.3 million, which was charged in full (in Administrative expenses) against profits in the year ended 31 March 2011. This cost was net of the agreed payment received from outsourced suppliers, for installing FLIS at all of the outsourced workshops. Jonas Kral, PIE‟s representative on the BVS Board, was not happy with this cost over-run, but was re-assured by Toby Baum that the IT systems were robust and that they were all fully operational by the planned completion date. During the year ended 31 March 2011, all employees and outsourced workshop personnel were trained extensively in the use of these new IT systems. Additionally, they all receive regular annual training in respect of FLIS system updates and any new features it offers.

Customers’ fleet profile BVS maintains four categories of vehicles, which are:  Vans.  Cars.  Articulated lorries.  “Other” vehicles, for example street lighting trucks and earth-moving plant vehicles. The majority of the vehicles maintained are vans and cars, with less than 10% of the total vehicles that BVS maintains being articulated lorries and “other” vehicles. Phillip Beck has been actively involved with meetings and presentations to many fleet managers. He has been promoting the services that BVS offers to its customers, its quality of service and maintenance standards as well as the range of management information that BVS can provide to help each fleet manager run his or her fleet as cost effectively and efficiently as possible. Phillip Beck has had a real challenge to achieve the high growth in new sales, to meet the agreed business plan vehicle and sales revenue targets. When BVS commenced operations on 1 April 2010, it was responsible for 47,500 vehicles. This comprised 34,100 vehicles in JAR‟s fleet and 13,400 vehicles for other customers‟ fleets. At 1 April 2010, these 13,400 vehicles comprised: March 2013

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 

10 customers, each of which operates a fleet size of more than 300 vehicles, including 1 large fleet operator with 4,500 vehicles. 84 different customers, each of which has a fleet size of 300 vehicles or fewer.

The forecast for 31 March 2013 is that other customers‟ fleets will have grown to comprise 33,200 vehicles (see Appendix 5 on page 16). BVS does not offer any maintenance services to the general public. JAR had signed a 5-year contract with BVS for maintaining its entire vehicle fleet, which included 34,100 vehicles at 1 April 2010. This 5-year contract gave JAR assurances that its vehicle fleet would continue to be maintained (as it had been previously by JAR FM) and it also generated a large revenue stream for BVS. However, JAR‟s fleet size is forecast to reduce, as part of JAR‟s planned cuts and efficiency improvements, to 26,000 vehicles by 31 March 2015, as included in BVS‟s business plan. Over the first 2 years of trading, Phillip Beck was pro-active in speaking to company fleet managers to win new business. He considers that BVS offers a competitive service, clearly priced with good levels of service and quality of work. BVS‟s geographical expansion to cover 2 neighbouring countries, as well as its home country, also enabled it to attract fleet managers who were looking for a single outsourced fleet maintenance company across these 3 countries. Phillip Beck has worked closely with regional and central government departments in BVS‟s home country over the last year in order to try to win the fleet maintenance work for some of the government‟s fleet of vehicles, including emergency vehicles such as police cars. A contract for 20,800 vehicles was signed with the central government department in June 2012, and maintenance work commenced from 1 October 2012. The contract was for a rolling annual contract with the possibility for a further 12,000 vehicles to be added in future.

Procurement Leo Willems is responsible for all areas of procurement, including negotiations of prices with outsourced suppliers as well as procurement contracts with a range of suppliers of vehicle parts and tyres. The speed of delivery of spare parts for repairs is of great importance as the “down time” of customers‟ vehicles whilst being repaired is crucial for its customers‟ businesses. Therefore, BVS has in operation a large number of contracts with large, as well as small, vehicle parts suppliers. These suppliers are normally able to meet the time-critical demands for getting spare parts delivered to BVS‟s managed and outsourced workshops in the shortest possible time, which is usually the same day as the order is placed. BVS also has contracts in place with a range of specialist tyre manufacturers. BVS fitted over 500,000 tyres in the year to March 2012 for its customers. BVS considers that the cost, as well as the quality of these tyres, is very important. Some customers specify which manufacturer‟s tyres they require to be fitted, whereas other customers leave the choice of tyre to BVS‟s expertise based on quality and value for money. BVS has a contract with a large European tyre manufacturer which attracts a good volume discount. The reduced tyre cost is passed onto BVS‟s customers, giving them a reduction in their fleet maintenance costs.

BVS employees BVS took on responsibility for 860 employees at 1 April 2010. By 31 December 2012, employee numbers had grown slightly to 890 employees, due to additional work carried out by Head Office staff, in order to provide an efficient service to its customers. The split of employees between BVS‟s 120 managed workshops and Head Office is as follows:  

Workshop based: 724 employees. Head Office: 166 employees.


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Toby Baum and the rest of the BVS Board recognise the important role all employees contribute towards the company‟s success and the need to deliver high quality of service to customers. Each of BVS‟s customers has an account manager as a point of contact, who has a small support team. The account manager and the team provide support and management information on their customers‟ vehicles and they try to ensure customer satisfaction. Some of BVS‟s account managers provide support to many customers, especially those customers which have small vehicle fleets. Regular customer surveys are carried out and the general feedback is positive. BVS has not lost any of its customers to date. In order to try to ensure goal congruence and to help BVS to succeed, Toby Baum established performance related pay (PRP) for all employees from 1 April 2010. PRP is linked to the achievement of different, specific objectives which are: 1. All employees – the achievement of the annual business plan operating profit. 2. Workshop based employees – the achievement of a “satisfactory”, or better, assessment of the quality of work carried out within each of BVS‟s managed workshops based on customers‟ assessment of their maintenance work at each workshop. 3. Sales employees and customer account managers – the achievement of high levels of customer satisfaction as well as the number of new customers‟ vehicles for which BVS acquires the maintenance work for each year. Therefore, if BVS meets, or exceeds, the business plan annual operating profit, then a proportion of the annual profits will be paid to all employees, assuming that the assessment of their work has shown them to be satisfactory or better. Any employee with a poor assessment will not receive any PRP. PRP based on operating profit was not paid for BVS‟s first year, but it was paid in respect of the year ended 31 March 2012. Most of BVS‟s managed workshops met the satisfactory assessment requirement and the employees at these workshops received PRP. Additionally, all of the sales and customer account managers received PRP for the higher than planned levels of new customers‟ vehicles to be maintained by BVS, although there are some customer service issues still to resolve. It is forecast that PRP will be paid in respect of the current year ending 31 March 2013. PRP relates to BVS‟s employees at the 120 managed workshops only.

Financials The planned level of operating profit was for €1.2 million in the year ended 31 March 2011 rising to €10.0 million by the year ended 31 March 2015. In its first year of trading, BVS‟s operating profit was lower than planned at €0.5 million. However, in its second year, operating profit was higher than planned at €4.4 million, an increase from plan of €0.6 million. An extract from BVS‟s accounts for the year ended 31 March 2012 is shown in Appendix 3 on page 14. BVS‟s Statement of cash flows for the year ended 31 March 2012 is shown in Appendix 4 on page 15. The latest forecast for the year ended 31 March 2013 has higher than planned operating profit at €6.6 million due to an increase in the vehicle numbers compared to the business plan. This also includes revenues and costs relating to the new government contract, which commenced halfway through the current financial year. The latest forecast for the year ended 31 March 2013 is shown in Appendix 5 on page 16, compared to the business plan for this year.

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Appendix 1 BVS’s key personnel Toby Baum - Managing Director, BVS (since 1 April 2010) Toby Baum, aged 48, was recruited as the new Chief Executive of JAR FM in August 2007 to try to improve profitability. He had previously worked as the Fleet Maintenance Operations Director of a smaller, but highly profitable, fleet maintenance company. Despite reducing the losses that the subsidiary company made, the JAR Board decided to sell off JAR FM. He was instrumental in preparing the business plan and for identifying an interested private equity investor, PIE, in order to establish BVS on 1 April 2010. He borrowed funds to invest in 17.5% of the shares in BVS. Leo Willems - Operations Director Leo Willems, aged 55, has spent his whole career in the vehicle industry. He has worked for several companies in middle management positions involved in fleet management and also fleet maintenance. He joined JAR in 2005, when the company recruited a number of senior managers to improve operational efficiency and profitability. He borrowed funds to invest in 7.5% of the shares in BVS. Phillip Beck - Sales and Customer Support Director Phillip Beck, aged 40, was recruited in November 2007 by Toby Baum to identify new external customers and to market and sell JAR FM‟s fleet maintenance services. He had previously worked as a fleet manager for eight years, responsible for a large fleet of vehicles. In his previous role he had been dissatisfied with the outsourced maintenance service and had changed the outsourced service provider twice. As a fleet manager, he knew what service he wanted to provide, and his previous experience of running a fleet helps him understand the needs from a fleet manager‟s perspective. He has brought in, and retained, many large customers with fleets of thousands of vehicles. This has helped generate large levels of revenues with a relatively small impact on fixed costs. He borrowed funds to invest in 7.5% of the shares in BVS. Annika Larsen - Finance Director Annika Larsen, aged 40, is a qualified accountant. She was recruited by Toby Baum initially as a business consultant to help him arrange and establish the MBO. She had previously worked in an international business consultancy firm, but had held senior finance roles in the retail and distribution industries. She had no specialised knowledge of the vehicle maintenance industry but Toby Baum considered that her financial skills were excellent. Whilst working directly for Toby Baum as a consultant, she was offered, and accepted, the role of Finance Director in the newly established company. She borrowed funds to invest in 7.5% of the shares in BVS. Jonas Kral - Non-executive Director – PIE’s representative Jonas Kral, aged 45, was selected to be PIE‟s representative on the BVS board. He is extremely experienced in helping newly established businesses and MBO‟s to achieve their business plans. He has undertaken a Board representative role many times before and brings management experience to BVS. It is his role to ensure that BVS delivers the levels of cash flow and profitability that are included in BVS‟s business plan. It is also his role to steer BVS towards a flotation so that PIE can exit and realise its investment. PIE owns 60% of BVS‟s shares. Jan Grein - IT Manager Jan Grein, aged 32, was recruited by Jonas Kral in April 2010, immediately after BVS was established, in order to help implement and manage the newly created IT systems. Jan Grein previously worked as an IT manager in a competitor‟s fleet maintenance company and understands the business well. He has also established good relations with many of the workshop managers, who consider that he is approachable and helpful when they experience IT problems or are confused about any aspects of the new IT systems. Carmen Kemp - Human Resources Manager Carmen Kemp, aged 55, was recruited to the newly established company in April 2010 and was given a remit to ensure that all employees understood the importance of creating value in the business and to deliver outstanding levels of customer service. T4 - Part B Case Study

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March 2013

Appendix 2 BVS’s Business Plan Year ended

31 March 2011

31 March 2012

31 March 2013

31 March 2014

31 March 2015

Business statistics: No. of vehicles – End year: JAR Other customers Total vehicles

32,100 18,600 50,700

30,100 24,800 54,900

28,100 32,200 60,300

27,000 42,600 69,600

26,000 55,000 81,000

No. of vehicles – average for year

49,100

52,800

57,600

64,950

75,300

Utilisation level at managed workshops

90.0%

90.0%

91.0%

91.0%

92.0%

Outsourced vehicle hours „000 hours

274

385

516

736

1,034

€ million

€ million

€ million

€ million

€ million

Revenue Cost of sales Gross profit

84.0 64.9 19.1

92.2 71.6 20.6

102.6 79.7 22.9

118.1 91.9 26.2

139.8 109.5 30.3

Distribution costs Administrative expenses Operating profit

0.2 17.7 1.2

0.2 16.6 3.8

0.2 17.6 5.1

0.3 18.7 7.2

0.3 20.0 10.0

Finance costs

0.2

0.2

0.2

0.2

0.2

Profit before tax

1.0

3.6

4.9

7.0

9.8

Profit after tax

0.7

2.5

3.4

4.9

6.9

Financial plan:

Number of vehicles (end year)

Business Plan - Number of vehicles - End year 90,000 81,000 80,000 69,600 70,000 54,900 60,300 60,000 47,500 50,700 50,000 40,000 30,000 20,000 10,000 0 Mar Mar Mar Mar Mar Mar 2010 2011 2012 2013 2014 2015

Operating profit (€ million)

Business Plan - Operating profit 12.0 10.0 10.0 7.2

8.0 5.1

6.0 3.8 4.0 1.2 2.0 0.0 Mar 2011

March 2013

Mar 2012

Mar 2013

13

Mar 2014

Mar 2015


Appendix 3 Extract from BVS’s Statement of Comprehensive Income, Statement of Financial Position and Statement of Changes in Equity Year ended 31 March 2012 € million

Statement of Comprehensive Income

Year ended 31 March 2011 € million

Revenue Cost of sales Gross profit

93.9 72.8 21.1

84.9 66.2 18.7

Distribution costs Administrative expenses Operating profit

0.2 16.5 4.4

0.2 18.0 0.5

Finance income Finance expense

0 0.2

0 0.2

Profit before tax Tax expense (effective tax rate is 30%) Profit for the period

4.2 1.3 2.9

0.3 0.1 0.2

As at 31 March 2012 € million € million

As at 31 March 2011 € million € million

3.2

3.4

Statement of Financial Position

Non-current assets (net) Current assets Inventory Trade receivables Cash and cash equivalents Total current assets Total assets

1.6 17.8 0.3

0.9 13.1 0.1 19.7 22.9

Equity and liabilities Equity Issued share capital Share premium Retained earnings Total Equity

14.1 17.5

0.2 1.8 3.1

Non-current liabilities Long-term loan Liability for acquisition (to JAR) – due over 1 year Current liabilities Liability for acquisition (to JAR) – due within 1 year Bank overdraft Trade payables and other liabilities Tax payables Total current liabilities Total equity and liabilities

0.2 1.8 0.2 5.1

2.2

1.4 0

1.4 0.5

0.5 0 14.6 1.3

0.5 0 12.8 0.1 16.4 22.9

13.4 17.5

Note: Paid in share capital represents 400,000 shares of €0.50 each at 31 March 2012. Statement of Changes in Equity For the year ended 31 March 2012

Share capital € million

Balance at 31 March 2011 Profit Dividends paid Balance at 31 March 2012


0.2 0 0 0.2

14

Share premium € million 1.8 0 0 1.8

Retained earnings € million

Total € million

0.2 2.9 0 3.1

2.2 2.9 0 5.1

March 2013

Appendix 4 Statement of Cash Flows Year ended 31 March 2012 € million

€ million

Cash flows from operating activities: Profit before taxation (after Finance costs (net)) Adjustments: Depreciation Finance costs (net)

4.2

0.4 0.2 0.6

(Increase) / decrease in inventories (Increase) / decrease in trade receivables Increase / (decrease) in trade payables (excluding taxation)

(0.7) (4.7) 1.8 (3.6)

Finance costs (net) paid Tax paid

(0.2) (0.1) (0.3)

Cash generated from operating activities Cash flows from investing activities: Purchase of non-current assets (net)

0.9

(0.2)

Cash used in investing activities

(0.2)

Cash flows from financing activities: Payment of instalment for acquisition Dividends paid

(0.5) 0

Cash flows from financing activities

(0.5)

Net increase in cash and cash equivalents

0.2

Cash and cash equivalents at 31 March 2011

0.1

Cash and cash equivalents at 31 March 2012

0.3

March 2013

15


Appendix 5 Latest forecast for year ended 31 March 2013 compared to Business Plan Year ended 31 March 2013

Year ended 31 March 2013

Forecast

Plan

No of vehicles - end year JAR Government contract (from October 2012) Other customers

28,100 20,800 33,200

28,100 32,200

Total vehicles - end year

82,100

60,300

No of vehicles - average for year

69,000

57,600

Utilisation level at managed workshops

91.5%

91.0%

851

516

€ million

€ million

122.9 98.5 24.4

102.6 79.7 22.9

0.2 17.6 6.6

0.2 17.6 5.1

Finance costs

0.2

0.2

Profit before tax

6.4

4.9

Profit after tax

4.5

3.4

Business statistics:

Outsourced vehicle hours

(„000 hours)

Financial plan: Revenue Cost of sales Gross profit Distribution costs Administrative expenses Operating profit

End of Pre-seen material


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March 2013

BVS – Fleet maintenance case – Unseen material provided on examination day Additional (unseen) information relating to the case is given on pages 19 to 22. Read all of the additional material before you answer the question. ANSWER THE FOLLOWING QUESTION You are the Management Accountant of BVS. Toby Baum, the Managing Director, has asked you to provide advice and recommendations on the issues facing BVS. Question 1 part (a) Prepare a report that prioritises, analyses and evaluates the issues facing BVS and makes appropriate recommendations. (Total marks for Question 1 part (a) = 90 Marks)

Question 1 part (b) In addition to your analysis in your report for part (a), Toby Baum, the Managing Director, has asked you to prepare a presentation to the Board on the effect on operating profit and utilisation level for 2013/14 for the 10 under-performing workshops. Your presentation should contain no more than 5 bullet points, including your recommendation, and 1 graph (a column or a bar chart or a line chart). This graph, as an attachment to your presentation, should show the actual utilisation levels for each under-performing workshop in 2012/13 together with the forecast and planned utilisation levels for 2013/14 and the annual effect on the utilisation level if 2,000 extra hours of work were to be undertaken at each of these workshops. (Total marks for Question 1 part (b) = 10 Marks) Your script will be marked against the T4 Part B Case Study Assessment Criteria shown below. Assessment Criteria Criterion

Maximum marks available

Analysis of issues (25 marks) Technical

5

Application

15

Diversity

5

Strategic choices (35 marks) Focus

5

Prioritisation

5

Judgement

20

Ethics

5

Recommendations (40 marks)

March 2013

Logic

30

Integration

5

Ethics

5

Total

100

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March 2013

BVS – Fleet maintenance case – unseen material provided on examination day Read this information before you answer the question Apprentice scheme proposal Leo Willems, Operations Director, is concerned that with the planned growth in vehicle numbers, the 120 BVS managed workshops are under pressure to cope with the planned volume of maintenance work. The age profile of workshop employees shows that 50 employees are within 1 to 5 years of the current retirement age of 65 in BVS‟s home country. This is shown below: Age range

Under 30 years old 30 to 49 years old 50 to 59 years old Over 60 years old Total workshop employees

Number of workshop employees 260 368 46 50 724

Following discussions with Carmen Kemp, Human Resources Manager, a proposal has been prepared to introduce an apprentice scheme. Details are:    

The apprentice scheme would cover 1 year. The total salary and associated employer costs for each apprentice would be €22,000 each year. External training costs are forecast to be €5,000 for each apprentice for the 1 year course. Government subsidy available of €4,000 for each apprentice for the 1 year course. It is forecast that each apprentice employed would result in a reduction in the number of hours chargeable to customers by 420 hours each year, as workshop employees spend time training each apprentice. This loss of time would result in additional outsourced maintenance work at a cost to BVS of €32.00 per hour.

Carmen Kemp believes that at least 10 apprentices should be trained each year, but the Board has indicated that a budget of only €150,000 is available each year. Some Board members consider that experienced qualified vehicle mechanics could be recruited when BVS requires new employees and that the apprentice scheme is an unnecessary expense. There is a shortage of skilled vehicle mechanics in BVS‟s home country. One Board member has suggested that apprentices should not receive any salary during their training.

Vehicle repairs The Fleet Manager of JP, one of BVS‟s customers, has queried the repair bill for some work undertaken at one of BVS‟s managed workshops on 5 different vehicles in JP‟s fleet. JP‟s Fleet Manager questioned why certain parts, brakes and some other parts, had been charged for in February 2013 when they had only been replaced, and charged for, in January 2013. The lifespan for these parts, even with the high mileage that these vehicles undertake, would only require them to be replaced every 3 months at the earliest. BVS‟s account manager, who is responsible for this customer, was concerned that it was a duplicate charge and that it would only require the customer‟s account to be credited for these repair costs. You, as the Management Accountant, have decided to investigate this query more fully. On investigation you have identified that all of these parts for the 5 vehicles were replaced in January 2013 as well as in February 2013, so it was not a duplicate charge. You have spoken to the workshop manager and established that all of the mechanics at his workshop have been instructed to replace parts as they consider necessary and even commented “well, this at least generates extra billable work and more revenue for BVS”. You have reported this conversation back to the account manager, who wants to keep the customer happy and has asked you to just raise a credit on the customer‟s account for these repairs and not to take any further action. March 2013

19


Electric vehicles Currently, BVS offers electric vehicle servicing at only 60 of BVS‟s managed workshops. Many of BVS‟s customers are increasing the number of electric vehicles in their fleets. The work required to service electric vehicles is low as it relies on electrical diagnosis of faults and the “removal and replacement” of faulty parts. Some customers have complained that BVS‟s current fixed-price for electric vehicle servicing is too high at €500 per vehicle each year. One of BVS‟s customers, FAST, with a fleet size of 4,500 vehicles, has recently announced its plans to replace 1,000 vehicles with electric vans over the next year. Its Fleet Manager has informed Leo Willems that it will terminate its contract with BVS in September 2013 unless BVS is able to expand the geographical coverage of workshops equipped to service electric vehicles. The current gross profit is €310 per year for each of FAST‟s normal vehicles (i.e. non-electric vehicles). This compares with the current annual gross profit of €120 per electric vehicle. Toby Baum, the Managing Director, has received a proposal from an electric vehicle manufacturer, E-car. The proposal is for BVS to be one of E-car‟s appointed electric car servicing providers as well as providing electric vehicle charging points at all of its workshops. E-car‟s Sales Director considers that BVS‟s involvement could help promote higher fleet sales of its electric vehicles. The proposal for electric re-charging points, which would have the new universal fitting allowing re-charging for any make of electric car, would require installing recharging points at all of BVS‟s managed workshops and outsourced workshops. This would necessitate dedicating an area in the workshop parking area for electric vehicles to re-charge at any time. E-car will contribute 50% towards the cost of installing re-charging points. E-car has asked for a decision within 2 weeks. Preliminary discussions with BVS‟s outsourced workshop supply companies are that they are all in favour of the proposal to service electric vehicles and provide re-charging points. However, they have all stated that they will not contribute towards the capital investment, training or the installation costs of re-charging points. Further information on the proposal to expand BVS‟s services for electric vehicles is as follows: 

To equip and train staff at 380 workshops (60 BVS managed and 320 outsourced) at the start of the proposal, at a cost of €4,000 per workshop. Currently only 60 BVS managed workshops offer electric vehicle servicing. This will mean that all 120 of BVS‟s managed workshops will offer electric vehicle serving.



Average number of BVS‟s customers‟ electric vehicles in Year 1, which BVS is forecast to service, is 1,800 vehicles, growing at 30% each year.



BVS‟s share of the capital investment for the installation of electric charging points at the start of the proposal is €2,500 for each workshop location for all 440 workshops.



Operating profit from re-charging points is forecast to be €2,000 per workshop in Year 1, growing at 30% each year. BVS will retain the profits at only its 120 managed workshops.



Variable operating costs (manpower at BVS managed workshops and charges from outsourced workshops) are forecast to average €260 for each electric vehicle each year.



The proposal is to charge all customers (including FAST) a fixed price of €450 for each electric vehicle each year, a reduction from the current price of €500.



The capital expenditure and training costs would be funded from cash generated from operations together with additional loan finance.

Annika Larsen, Finance Director, has asked for the proposal to be evaluated over a 4 year period, using BVS‟s pre-tax cost of capital of 12%. You should assume that all cash flows, except equipment, training and capital investment, occur at the end of the year to which they relate. Jonas Kral, PIE‟s representative on the BVS Board, has stated that this proposal will only be acceptable to PIE if it generates a positive NPV within 3 years. T4 - Part B Case Study

20

March 2013

Under-performing workshops BVS has significantly increased the number of vehicles that it maintains since the company was formed in April 2010. The company has not increased the number of workshops that it manages and this still remains at 120 workshops. The remainder of the maintenance work for its customers‟ vehicles is undertaken by 5 outsourced companies operating across 3 European countries. BVS‟s customers can choose to book any of their vehicles for maintenance at any of BVS‟s workshops, whether they are BVS managed workshops or outsourced workshops. It has been established that BVS has 10 managed workshops that are under-performing. Customer feedback for these 10 BVS managed workshops is generally negative with reports of delays in vehicle repairs and poor quality of work. One vehicle was involved in an accident soon after it had been maintained by BVS. The accident was blamed on faulty workmanship. Leo Willems, Operations Director, is concerned that previous actions have not resulted in improved quality of work at these 10 workshops. Over the last 2 years the workshop managers and all employees at these 10 workshops have attended a variety of training courses. Leo Willems is now considering: (A) Closing down some, or all, of these 10 managed workshops and moving the work to outsourced workshops. All 10 workshops are leased at a cost of €48,000 per workshop each year, with a 2 month notice period. The lease costs are included in the direct fixed costs for each workshop. Employee termination costs are forecast at €30,000 per workshop. (B) Replacing the managers and some of the employees at these 10 managed workshops. (C) Promotional discounts for customers to try to persuade them to book their vehicles into these 10 BVS managed workshops. The actual data for 2012/13 is compared to the latest forecast and plan for 2013/14 as follows: Figures are for EACH of the 10 workshops

2012/13

Latest forecast 2013 /14

Total hours available at each workshop

11,100

11,100

11,100

Average number of hours work charged to customers for work performed at each workshop

7,104

6,882

10,101

Utilisation level

64.0%

62.0%

91.0%

€

284,000

290,000

290,000

€ per hour

32.00

32.00

32.00

Direct fixed costs for each workshop Cost of outsourced workshops

Actual

Plan 2013 /14

You are asked to calculate the effect on forecast operating profit for 2013/14 for 3 alternatives: 

Alternative 1. If all 10 workshops were to achieve the planned utilisation level of 91.0%.



Alternative 2. If all 10 workshops were to be closed immediately.



Alternative 3. If an additional 2,000 hours of work were to be carried out at each workshop, in addition to the forecast level of 6,882 hours. You should also calculate the effect on utilisation levels for these proposed additional 2,000 hours.

Jonas Kral, PIE‟s representative on the BVS Board, has insisted that 2 of these underperforming workshops are closed immediately and the BVS management team have agreed to this. Jonas Kral has asked you, the Management Accountant, to provide him with the location of the 2 worst performing workshops, so that he can announce the closure of them immediately. You, as Management Accountant, do not feel confident that your information is sufficiently robust and adequate enough to justify this business decision.

March 2013

21


Inventory valuation You are preparing for the financial year end inventory count at workshops and have emailed out some forms for workshop managers to complete. You have now received several questions from workshop managers about the information that you have asked for. The questions that have been asked are: 1. Why does the inventory count have to take place on Sunday 31 March? Several workshop managers have asked if the count could be taken at various times during the week commencing Monday 25 March, as the workshops are fully booked with vehicle maintenance work everyday including the weekend. 2. How should parts be valued? Workshop managers have asked whether parts should be valued at the original purchase cost, as some parts were bought in bulk, or whether they should be valued at the current cost. Some parts are currently substantially cheaper to buy, whereas other parts are significantly more than the original purchase cost. 3. Slow moving items – why do these parts need to be counted and valued as they are hardly ever used? 4. One workshop manager has asked how he should value some specialised tyres. A bulk purchase of 200 of these specialised tyres was made last year at €150 per tyre. However, 140 tyres are still in inventory and have not been used at all, as the customer whose vehicles needed these specialised tyres, sold the vehicles 2 months ago.

End of unseen material


22

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23


APPLICABLE MATHS TABLES AND FORMULAE Present value table -n

Present value of 1.00 unit of currency, that is (1 + r) where r = interest rate; n = number of periods until payment or receipt. Periods (n) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

1% 0.990 0.980 0.971 0.961 0.951 0.942 0.933 0.923 0.914 0.905 0.896 0.887 0.879 0.870 0.861 0.853 0.844 0.836 0.828 0.820

2% 0.980 0.961 0.942 0.924 0.906 0.888 0.871 0.853 0.837 0.820 0.804 0.788 0.773 0.758 0.743 0.728 0.714 0.700 0.686 0.673

3% 0.971 0.943 0.915 0.888 0.863 0.837 0.813 0.789 0.766 0.744 0.722 0.701 0.681 0.661 0.642 0.623 0.605 0.587 0.570 0.554

4% 0.962 0.925 0.889 0.855 0.822 0.790 0.760 0.731 0.703 0.676 0.650 0.625 0.601 0.577 0.555 0.534 0.513 0.494 0.475 0.456

Interest rates (r) 5% 6% 0.952 0.943 0.907 0.890 0.864 0.840 0.823 0.792 0.784 0.747 0.746 0705 0.711 0.665 0.677 0.627 0.645 0.592 0.614 0.558 0.585 0.527 0.557 0.497 0.530 0.469 0.505 0.442 0.481 0.417 0.458 0.394 0.436 0.371 0.416 0.350 0.396 0.331 0.377 0.312

7% 0.935 0.873 0.816 0.763 0.713 0.666 0.623 0.582 0.544 0.508 0.475 0.444 0.415 0.388 0.362 0.339 0.317 0.296 0.277 0.258

8% 0.926 0.857 0.794 0.735 0.681 0.630 0.583 0.540 0.500 0.463 0.429 0.397 0.368 0.340 0.315 0.292 0.270 0.250 0.232 0.215

9% 0.917 0.842 0.772 0.708 0.650 0.596 0.547 0.502 0.460 0.422 0.388 0.356 0.326 0.299 0.275 0.252 0.231 0.212 0.194 0.178

10% 0.909 0.826 0.751 0.683 0.621 0.564 0.513 0.467 0.424 0.386 0.350 0.319 0.290 0.263 0.239 0.218 0.198 0.180 0.164 0.149

Periods (n) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

11% 0.901 0.812 0.731 0.659 0.593 0.535 0.482 0.434 0.391 0.352 0.317 0.286 0.258 0.232 0.209 0.188 0.170 0.153 0.138 0.124

12% 0.893 0.797 0.712 0.636 0.567 0.507 0.452 0.404 0.361 0.322 0.287 0.257 0.229 0.205 0.183 0.163 0.146 0.130 0.116 0.104

13% 0.885 0.783 0.693 0.613 0.543 0.480 0.425 0.376 0.333 0.295 0.261 0.231 0.204 0.181 0.160 0.141 0.125 0.111 0.098 0.087

14% 0.877 0.769 0.675 0.592 0.519 0.456 0.400 0.351 0.308 0.270 0.237 0.208 0.182 0.160 0.140 0.123 0.108 0.095 0.083 0.073

Interest rates (r) 15% 16% 0.870 0.862 0.756 0.743 0.658 0.641 0.572 0.552 0.497 0.476 0.432 0.410 0.376 0.354 0.327 0.305 0.284 0.263 0.247 0.227 0.215 0.195 0.187 0.168 0.163 0.145 0.141 0.125 0.123 0.108 0.107 0.093 0.093 0.080 0.081 0.069 0.070 0.060 0.061 0.051

17% 0.855 0.731 0.624 0.534 0.456 0.390 0.333 0.285 0.243 0.208 0.178 0.152 0.130 0.111 0.095 0.081 0.069 0.059 0.051 0.043

18% 0.847 0.718 0.609 0.516 0.437 0.370 0.314 0.266 0.225 0.191 0.162 0.137 0.116 0.099 0.084 0.071 0.060 0.051 0.043 0.037

19% 0.840 0.706 0.593 0.499 0.419 0.352 0.296 0.249 0.209 0.176 0.148 0.124 0.104 0.088 0.079 0.062 0.052 0.044 0.037 0.031

20% 0.833 0.694 0.579 0.482 0.402 0.335 0.279 0.233 0.194 0.162 0.135 0.112 0.093 0.078 0.065 0.054 0.045 0.038 0.031 0.026


24

March 2013

Cumulative present value of 1.00 unit of currency per annum, Receivable or Payable at the end of 1(1 r )  n  each year for n years  r   Periods (n) 1 2 3 4 5

1% 0.990 1.970 2.941 3.902 4.853

2% 0.980 1.942 2.884 3.808 4.713

3% 0.971 1.913 2.829 3.717 4.580

4% 0.962 1.886 2.775 3.630 4.452

Interest rates (r) 5% 6% 0.952 0.943 1.859 1.833 2.723 2.673 3.546 3.465 4.329 4.212

7% 0.935 1.808 2.624 3.387 4.100

8% 0.926 1.783 2.577 3.312 3.993

9% 0.917 1.759 2.531 3.240 3.890

10% 0.909 1.736 2.487 3.170 3.791

6 7 8 9 10

5.795 6.728 7.652 8.566 9.471

5.601 6.472 7.325 8.162 8.983

5.417 6.230 7.020 7.786 8.530

5.242 6.002 6.733 7.435 8.111

5.076 5.786 6.463 7.108 7.722

4.917 5.582 6.210 6.802 7.360

4.767 5.389 5.971 6.515 7.024

4.623 5.206 5.747 6.247 6.710

4.486 5.033 5.535 5.995 6.418

4.355 4.868 5.335 5.759 6.145

11 12 13 14 15

10.368 11.255 12.134 13.004 13.865

9.787 10.575 11.348 12.106 12.849

9.253 9.954 10.635 11.296 11.938

8.760 9.385 9.986 10.563 11.118

8.306 8.863 9.394 9.899 10.380

7.887 8.384 8.853 9.295 9.712

7.499 7.943 8.358 8.745 9.108

7.139 7.536 7.904 8.244 8.559

6.805 7.161 7.487 7.786 8.061

6.495 6.814 7.103 7.367 7.606

16 17 18 19 20

14.718 15.562 16.398 17.226 18.046

13.578 14.292 14.992 15.679 16.351

12.561 13.166 13.754 14.324 14.878

11.652 12.166 12.659 13.134 13.590

10.838 11.274 11.690 12.085 12.462

10.106 10.477 10.828 11.158 11.470

9.447 9.763 10.059 10.336 10.594

8.851 9.122 9.372 9.604 9.818

8.313 8.544 8.756 8.950 9.129

7.824 8.022 8.201 8.365 8.514

11% 0.901 1.713 2.444 3.102 3.696

12% 0.893 1.690 2.402 3.037 3.605

13% 0.885 1.668 2.361 2.974 3.517

14% 0.877 1.647 2.322 2.914 3.433

Interest rates (r) 15% 16% 0.870 0.862 1.626 1.605 2.283 2.246 2.855 2.798 3.352 3.274

17% 0.855 1.585 2.210 2.743 3.199

18% 0.847 1.566 2.174 2.690 3.127

19% 0.840 1.547 2.140 2.639 3.058

20% 0.833 1.528 2.106 2.589 2.991

6 7 8 9 10

4.231 4.712 5.146 5.537 5.889

4.111 4.564 4.968 5.328 5.650

3.998 4.423 4.799 5.132 5.426

3.889 4.288 4.639 4.946 5.216

3.784 4.160 4.487 4.772 5.019

3.685 4.039 4.344 4.607 4.833

3.589 3.922 4.207 4.451 4.659

3.498 3.812 4.078 4.303 4.494

3.410 3.706 3.954 4.163 4.339

3.326 3.605 3.837 4.031 4.192

11 12 13 14 15

6.207 6.492 6.750 6.982 7.191

5.938 6.194 6.424 6.628 6.811

5.687 5.918 6.122 6.302 6.462

5.453 5.660 5.842 6.002 6.142

5.234 5.421 5.583 5.724 5.847

5.029 5.197 5.342 5.468 5.575

4.836 4.988 5.118 5.229 5.324

4.656 7.793 4.910 5.008 5.092

4.486 4.611 4.715 4.802 4.876

4.327 4.439 4.533 4.611 4.675

16 17 18 19 20

7.379 7.549 7.702 7.839 7.963

6.974 7.120 7.250 7.366 7.469

6.604 6.729 6.840 6.938 7.025

6.265 6.373 6.467 6.550 6.623

5.954 6.047 6.128 6.198 6.259

5.668 5.749 5.818 5.877 5.929

5.405 5.475 5.534 5.584 5.628

5.162 5.222 5.273 5.316 5.353

4.938 4.990 5.033 5.070 5.101

4.730 4.775 4.812 4.843 4.870

Periods (n) 1 2 3 4 5

March 2013

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FORMULAE Valuation Models (i)

Irredeemable preference share, paying a constant annual dividend, d, in perpetuity, where P0 is the ex-div value:

d P0 =

k pref (ii)

Ordinary (Equity) share, paying a constant annual dividend, d, in perpetuity, where P0 is the ex-div value: d

P0 = ke

(iii)

Ordinary (Equity) share, paying an annual dividend, d, growing in perpetuity at a constant rate, g, where P0 is the ex-div value:

d1 P0 =

or P0 =

d 0 [1  g ] ke  g

ke - g (iv)

Irredeemable (Undated) debt, paying annual after tax interest, i (1-t), in perpetuity, where P0 is the ex-interest value:

i [1  t ] P0 =

k dnet or, without tax:

i P0 =

kd (v)

Future value of S, of a sum X, invested for n periods, compounded at r% interest: n

S = X[1 + r] (vi)

Present value of £1 payable or receivable in n years, discounted at r% per annum:

1 PV =

[1  r ] (vii)

Present value of an annuity of £1 per annum, receivable or payable for n years, commencing in one year, discounted at r% per annum:

PV =

(viii)

n

1 1 1 n  r  [1  r ]

  

Present value of £1 per annum, payable or receivable in perpetuity, commencing in one year, discounted at r% per annum: 1

PV = r


26

March 2013

(ix)

Present value of £1 per annum, receivable or payable, commencing in one year, growing in perpetuity at a constant rate of g% per annum, discounted at r% per annum: PV

=

1 r g

Cost of Capital (i)

Cost of irredeemable preference capital, paying an annual dividend, d, in perpetuity, and having a current ex-div price P0: kpref =

d P0

(ii)

Cost of irredeemable debt capital, paying annual net interest, i (1 – t), and having a current ex-interest price P0: i [1  t ]

kdnet = (iii)

P0 Cost of ordinary (equity) share capital, paying an annual dividend, d, in perpetuity, and having a current ex-div price P0:

ke = (iv)

P0 Cost of ordinary (equity) share capital, having a current ex-div price, P0, having just paid a dividend, d0, with the dividend growing in perpetuity by a constant g% per annum: d1

 g or ke =

d 0[1  g ]

g P0 P0 Cost of ordinary (equity) share capital, using the CAPM:

ke =

(v)

d

ke = Rf + [Rm – Rf]ß (vi)

Weighted average cost of capital, k0:

k0 = ke

March 2013

 VE   VD   kd V  V  V  V   E D  E D

27


T4 – Test of Professional Competence - Part B Case Study Examination

March 2013


28

March 2013