TIDMJET2
RNS Number : 5831R
Jet2 PLC
07 July 2022
Jet2 plc
PRELIMINARY UNAUDITED RESULTS FOR YEARED 31 MARCH 2022
Jet2 plc , the Leisure Travel group (the "Group" or the
"Company"), announces its preliminary results for the year ended 31
March 2022. These results are presented in accordance with
UK-adopted international accounting standards and applicable
law.
* Overall liquidity improved significantly with total cash balances
(including money market deposits) at the year-end of GBP2,228.5m
(2021: GBP1,379.0m), an increase of 62%. 'Own Cash' which excludes
customer deposits increased by 2% to GBP1,083.8m (2021: GBP1,061.7m).
* Although seat capacity increased to 7.01m (2021: 2.00m), and
average load factor % increased to 69.2% (2021: 66.0%), fragile
consumer confidence arising from the three-weekly UK Government
"traffic light" reviews during Summer 21, meant customer bookings
were significantly closer to departure than normal, leading
to a reduction in average flight-only ticket yield per passenger
sector of 29% year on year.
* As a result, Jet2.com flew a total of 4.85m single sector passengers,
an increase of 267% (2021: 1.32m). Jet2holidays package holiday
customers represented 51% (2021: 58%) of the overall mix of
flown passengers at 1.29m customers (2021: 0.37m), an increase
of 249%.
* Group operating loss reduced by 4% to GBP323.9m (2021: GBP336.1m)
and Group loss before foreign exchange revaluation and taxation
increased by 1% to GBP376.2m (2021: GBP373.8m).
* In order to meet the future anticipated growth of our Leisure
Travel business and to refresh our existing aircraft fleet,
we were delighted to enter into agreement with Airbus for up
to 75 new A321 neo aircraft, of which 60 are now firm orders.
* Pleasingly, over 35% of our Summer 22 bookings are completely
new customers to Jet2 and package holiday bookings are displaying
a materially higher mix of the total up 13ppts. Average load
factors are only 1.4ppts behind Summer 19 (against the 14% increase
in seat capacity), whilst pricing remains robust.
* Although we invested well ahead of the Summer 22 season to ensure
we had adequate resources to be able to operate efficiently,
we have been directly impacted by the broader disruption seen
across the aviation sector and its supply chains. Many Suppliers
have been woefully ill-prepared and poorly resourced for the
volume of customers they could reasonably expect, inexcusable,
bearing in mind our flights have been on sale for many months
and our load factors are quite normal.
* Consequently, Group performance for the financial year ending
31 March 2023 very much depends on how quickly the broader aviation
sector returns to some level of stability, as well as strength
of bookings for the remainder of Summer and the second half
of the financial year, a period for which we still have limited
visibility.
* In the medium term, inflationary pressures coupled with the
uncertain UK economic outlook for consumers, lead us to conclude
that prices are likely to come under some pressure. However,
we believe we have the right product for these tougher times.
* The end-to-end package holiday is a higher yielding, resilient
and popular product in difficult economic times and the control
of our own seat supply and our frequency of flying, allow us
to offer truly variable duration holidays, critical in allowing
our Customers the ability to flex their holiday arrangements
to suit their individual budgets. Our 'Customer First' ethos
runs deep throughout our company culture with 'People, Service,
Profits' our guiding principles.
* With our healthy Own Cash position, well-capitalised Balance
Sheet and having retained much of our knowledgeable and skilled
pre-Covid colleague base, the Group remains well-positioned
to grow its leisure travel offering. And, for the long-term,
with our customer focused approach and Right Product for these
Tougher Times, we believe that opportunities for us to grow
share as a financially strong and trusted package holiday provider
will only increase.
Further information on the calculation of this measure can be
found in Note 8.
OUR CHAIRMAN'S STATEMENT
Back in April 2020 it was hard to imagine a scenario where the
Leisure Travel industry would suffer such a prolonged period of
extraordinary financial and operational challenges. However, the
Covid-19 pandemic and its far-reaching consequences have tested us
all.
Fortunately, the many decisive actions taken during the previous
financial year meant the business entered the new financial year in
April 2021 with a healthy 'Own Cash' (excluding advance customer
deposits) balance from which to make considered decisions, meaning
our UK Leisure Travel Business - which encompasses Jet2holidays,
our acclaimed ATOL licensed package holidays provider and Jet2.com,
our award-winning airline - was well placed to weather a further
period of difficult trading conditions, but was also able to
respond swiftly once travel restrictions were finally relaxed and
customer confidence began to recover.
Appreciation
Before commencing the detailed Statement, I want to record the
Board's huge appreciation for all our Colleagues' tremendous
support and efforts over recent months, which have enabled Jet2.com
and Jet2holidays to take our Customers on their holidays. This has
been achieved despite the currently very challenging airport,
onboard and in-destination working environments, which have been
exacerbated by many of our Suppliers' failure to adequately plan
and resource for the post-Covid operational start up, as has been
widely reported in the media.
Broadly, most of our 10 UK Base Airports have been woefully
ill-prepared and poorly resourced for the volume of customers they
could reasonably expect, as have other suppliers, such as Onboard
Caterers and providers of Airport PRM (Passengers with Reduced
Mobility) services. Inexcusable, bearing in mind our flights have
been on sale for many months and our load factors are quite
normal.
Theirs and the Ground Handling suppliers' often atrocious
customer service, long queues for Security Search, lack of Staff
and congestion in Baggage Handling Areas, and the consequent
airport congestion, together with the frequent lack of onboard
catering supplies, have each contributed to a very much poorer
experience at the start and finish of our Customers' holidays than
they were entitled to expect. Inevitably, these customer-facing
challenges have put extra pressure on our Colleagues, both in the
UK, onboard our aircraft and in our holiday destinations.
This difficult return to normal operations has occurred simply
because of the lack of planning, preparedness and unwillingness to
invest by many Airports and associated Suppliers.
As a result, Jet2.com and Jet2holidays management colleagues
have worked hard to fully involve themselves in our operations and
to ensure that our Colleagues are supported, encouraged, rewarded
and properly appreciated. In this respect, we are very pleased to
have awarded all our Colleagues a total pay increase of 8% with a
further GBP1k to be paid to all Colleagues at the end of Summer
22.
We sincerely thank all our Colleagues for the support they have
given and are giving our Company and our Customers at this,
regrettably, very challenging time.
Further information on the calculation of this measure can be
found in Note 8.
Results for the financial year
Though the successful rollout of vaccines in the UK and Europe
throughout 2021 signalled progress towards normality, the first
three months of the financial year were very similar to those of
the prior year, with extensive international travel restrictions
imposed by the UK Government and the Group not permitted to operate
any scheduled flights from 1 April to 24 June 2021.
And, although the UK Government's decision to allow
quarantine-free travel to Amber list destinations for those fully
vaccinated from 19 July 2021 was a welcome step in the right
direction, the limited number of Green destinations and fragile
consumer confidence arising from the three-weekly Government
"traffic light" reviews undertaken throughout the period, meant
that customer bookings were significantly closer to departure than
normal which put considerable pressure on pricing. Despite these
challenges, the Group was able to progressively tailor its flying
programme as further destinations became unrestricted and maintain
a disciplined focus on cash generative flying.
The removal of the "traffic light" system in early October
heralded a brief hiatus from the impact of the virus as October and
November flying operations were relatively unhindered, though this
short-lived stability was derailed by the emergence of the Omicron
variant in late November 2021 which led to the reimposition of
international travel restrictions until early January 2022.
The progressive easing of restrictions since, which culminated
in the removal of Covid related formalities including passenger
locator forms during March 2022, meant the performance for both
February and March was much improved and trending towards historic
seasonal norms as customer confidence to travel strengthened.
Consequently, Jet2.com flew a total of 4.85m single sector
passengers (2021: 1.32m) in the year with Jet2holidays package
holiday customers representing 51% (2021: 58%) of the overall mix
of flown passengers at 1.29m customers (2021: 0.37m). The passenger
volume growth contributed directly to an increase in revenue to
GBP1,231.7m (2021: GBP395.4m) and consequently a loss before FX
revaluation and taxation of GBP376.2m (2021: GBP373.8m ).
After accounting for net FX revaluation losses of GBP12.6m
(2021: GBP3.9m gain), total loss before taxation from continuing
operations was GBP388.8m (2021: GBP369.9m).
Further information on the calculation of this measure can be
found in Note 8.
Dividend
Basic earnings per share from continuing operations were
(147.0p) (2021: (166.9p)) and in consideration of the losses
incurred, the Board does not recommend the payment of a final
dividend (2021: nil). The dividend policy will continue to be
monitored by the Board during the 2023 financial year.
Strategy
"We take people on holiday!"
Jet2holidays is the UK's largest package holiday provider to
many Mediterranean and Canary Islands leisure destinations and
Jet2.com is the UK's 3rd largest airline by number of passengers
flown.
Our "Customer First" strategy has remained consistent and is
what has driven Jet2's continuing success. The delivery of great
service is at the core of Jet2holidays and Jet2.com brand values as
we recognise that, whether taking end-to-end Real Package Holidays
from Jet2holidays(R) , or a holiday flight with Jet2.com, the
delivery of an attractive and memorable holiday experience
engenders loyalty and repeat bookings.
Our long-term ambition is: To be the UK's Leading and Best
Leisure Travel business. To further underpin this strategy and to
broaden our geographic reach, we were delighted to successfully
commence operations from our new Bristol base on 2 July 2021. The
enthusiastic feedback we have received from our new Bristol
customers for our customer-centric leisure travel product offering
has been hugely encouraging, and we look forward to continuing to
grow in the South West of the UK.
Further, in late August and October 2021, we were delighted to
announce that in order to meet the future anticipated growth of our
Leisure Travel business and to refresh our existing aircraft fleet,
we had entered into an agreement with Airbus to purchase 51 new
firm ordered A321 neo aircraft. We subsequently exercised 9 of our
associated purchase rights to take the firm ordered total to 60
aircraft, with agreed flexibility to extend the order up to 75
aircraft. The firm ordered aircraft are due for delivery between
2023 and 2029, and at list price represented a total value of
approximately $8.1bn, with a total transaction value for up to 75
aircraft of approximately $10.1bn, though the Company negotiated
significant discounts from the list price.
We are delighted to have placed this order with Airbus and will
be proud to operate this aircraft, the first of which arrives in
early 2023. The A321 neo which has more seats than other aircraft
in its class, provides additional environmental and operating
benefits through lower fuel consumption per passenger and therefore
lower emissions and is, in our opinion, on a per passenger basis,
the most fuel efficient and sustainable aircraft in its class
today. The Group will retain flexibility in determining the most
favourable method of financing the aircraft, which it expects will
be through a combination of internal resources and debt.
This order underlines our determination to sustainably grow our
successful business and expand our fleet in line with the demand
for our award-winning package holidays and flights. The
introduction of the A321 neo will continue to ensure that our
Customers have a wonderfully comfortable and enjoyable experience
as they travel with us for their well-deserved Real Package
Holidays from Jet2holidays(R) or on scheduled holiday flights with
Jet2.com.
Liquidity
The Group began the financial year with a strong and carefully
managed balance sheet with an 'Own Cash' balance of GBP1,061.7m and
a total cash balance of GBP1,379.0m.
On 3 June 2021, the Group announced the successful issuance of
GBP387.4m of guaranteed senior unsecured convertible bonds due in
2026 carrying a coupon of 1.625%, the offering for which was
significantly oversubscribed. The initial conversion price was set
at GBP18.06 representing a premium of 40% above the reference share
price of GBP12.90. The proceeds of the issuance strengthened Jet2
plc's liquidity further and positioned the Company for a strong
recovery, through fleet growth and fleet renewal opportunities.
Additionally, the Group also secured a new GBP150.0m term loan,
which matures in September 2023, from its supportive relationship
banks.
Given its strong liquidity position, helped in part by the
progressive easing of travel restrictions early in 2022, the Group
comfortably repaid its GBP200m Bank of England Covid Corporate
Financing Facility ("CCFF") in March 2022.
Consequently, at 31 March 2022, the Group had a healthy 'Own
Cash' balance of GBP1,083.8m and a total cash balance (including
money market deposits) of GBP2,228.5m.
Further information on the calculation of this measure can be
found in Note 8.
Customers
We relish the trust our Customers place in us to give them a
fantastic holiday experience and, notwithstanding the pandemic, our
"Customer First" strategy has remained consistent.
We firmly believe the way in which our Company responded to the
pandemic will be remembered by our Customers, and we are very proud
of the way in which we looked after our Customers in refunding over
GBP1.7bn of their advance deposits in a timely and accurate
manner.
There is no better measure of how well we are performing in this
regard than recognition from the consumer champion Which? and its
members. As well as continuing to receive prestigious Which?
Recommended Provider status for Jet2.com, Jet2holidays and
Jet2CityBreaks, Which? also recognised Jet2.com for having the best
record on delivering timely and accurate customer refunds for
holiday cancellations during the pandemic. Additionally, Jet2.com
and Jet2holidays have recently been named Travel Brand of the Year
2022, (for the second time in five years) by Which? -
acknowledgement of the way we have treated our Customers, both
during the pandemic and following the reopening of international
travel.
We know that there is enormous pent-up demand for our holiday
flights and ATOL protected package holidays and that customers want
nothing more than to get away on one of the most important family
experiences of the year. Even during the most uncertain period in
late Summer 2021, our Customers' desire to travel remained intact
as we saw bookings soar as destinations were able to reopen, this
despite onerous testing obligations and the threat of
quarantine.
We also know that in times of uncertainty customers look to
operators they can trust and who offer them the best value for
money. Therefore, ahead of Summer 2022, we have been resolutely
focused on delivering the same industry-leading levels of customer
service that our Customers expect, investing considerable sums in
recruiting and training colleagues well in advance of our peak
flying programme operation to ensure the minimum of disruption and
the best possible passenger experience.
As a result of our unwavering focus to do what is right for our
Customers, we are confident they will be even more determined to
enjoy the wonderful experience of a well-deserved Jet2holiday. We
remain completely committed to doing our very best to ensure that
each of our Customers "has a lovely holiday" that can be both
eagerly anticipated and fondly remembered, supported by our core
principles of being family friendly, offering value for money and
giving a truly VIP customer service.
The combined power of our proposition, product and people is
what will fuel our ongoing success, as we constantly seek to
improve our Customers' holiday choice, experience and enjoyment,
giving us the greatest opportunity to retain and attract new
customers - the key to continuing profitable growth!
Colleagues
Our Leisure Travel business has its foundations firmly rooted in
providing truly memorable holiday experiences for our Customers.
Whether in the UK or Overseas, our Colleagues' ability to excel in
their roles whilst continuously displaying our Company's 'Take Me
There' values (Be Present; Create Memories; Take Responsibility;
and Work As One Team ), is of paramount importance. This "Customer
First" approach has set us apart and enabled us to be consistently
recognised as an industry leader for our outstanding customer
service.
In order for the Board to support our Colleagues as fully as
possible, the Group continued its use of the UK Government's
Coronavirus Job Retention Scheme ("CJRS") until its cessation in
September, for which it received grants of GBP30.1m (2021:
GBP97.9m) in the financial year. These amounts continued to be
supplemented by our generous bespoke salary plan which saw the
Group substantially "top up" the CJRS funding on a sliding scale
basis up to 100% of full contractual salary for the lowest paid, to
provide further financial support for our loyal Colleagues.
Subsequently, and as our operations began to show signs of
recovery, we were pleased to welcome back colleagues and were also
able to restore full contractual rates of pay.
The Board is pleased that its investment in fully supporting
colleagues during this turbulent period has resulted in a team who
are engaged and committed to carry on delivering the outstanding
"Customer First" service that means so much to our Customers, and
which has contributed immeasurably to our long-term success.
Whilst the past two years has seen a very different focus for
our Colleagues due to the unexpected and prolonged impact of
Covid-19, we will always consider them our most valuable asset. We
truly believe in the principle of: People, Service, Profits and no
praise is high enough for our Colleagues who remained resolutely
loyal and helped us navigate this most difficult of periods. I
would therefore like to take this opportunity to sincerely thank
all our talented, committed and passionate colleagues who represent
our 'Take Me There' values every day for continuing to Work As One
Team and being dedicated to our business and our Customers
throughout these unprecedented times.
The Board
The Board recognises that it is responsible for the long-term
success of the Group, for its proper management and is accountable
to shareholders in generating long-term shareholder value by making
decisions that ensure the foundations of the business remain strong
and sustainable in an ever-changing marketplace.
The efficient size and composition of our Board, together with
the breadth of experience across the Group's Executive and
Non-Executive Directors, allowed us to respond quickly and
effectively to the many complex challenges we faced during the last
two years, ensuring the business has emerged from the pandemic
period in as strong a position as possible.
Nevertheless, the Board's composition is regularly reviewed to
ensure that it maintains an appropriate balance of skill sets,
background and experience to enable it to oversee the execution of
the Group's strategy and we will continue to explore options to add
further diversity to our Board structure in order to take the
Company forward.
Culture, Suppliers and Stakeholders
We recognise the importance of strong relationships with our
many stakeholders in helping to realise our growth plans. For many
years we have held an annual supplier conference where we have
focused on how we, and our supplier partners, can work together
effectively to build mutually beneficial long-term relationships
and, notwithstanding the current operational challenges with our
Airport and Catering suppliers, these strong relationships are
proving crucial as we head towards our peak flying operation in
Summer 2022.
We also recognise that paying our suppliers, including of course
our hotel partners, on time and in full is vital for their
financial well-being and we continued to do so throughout the
pandemic. Under the 'Duty to report on payment practices and
performance' legislation, the average time taken to pay supplier
invoices during the year was 23.9 days (2021: 31.7 days) for
Jet2.com Limited and 27.5 days (2021: 34.7 days) for Jet2holidays
Limited.
We engage with our shareholders and institutional investors
where appropriate and regularly meet at results presentations,
individual investor meetings and at the Annual General Meeting.
The Executive Directors and certain senior managers within the
organisation regularly engage with senior members of the UK
Government and regulatory bodies, with contact this past year
continuing to be focused on the removal of travel restrictions
imposed as a result of the pandemic. Additionally, the Chief
Executive Officer engages with governments and business and tourism
bodies in all our destination countries, at both a national and
regional level.
Sustainability
Jet2 plc endeavours to operate in the most efficient and
sustainable way possible, minimising both emissions and carbon
intensity (emissions per passenger kilometre). Efficient operations
also help to minimise our environmental impact in terms of both
noise and air quality pollutants. Consequently, between 2011 and
2019, Jet2 plc reduced its CO2 emissions per passenger kilometre
from 83.1g to 67.0g, a reduction of more than 19% and in 2018, as
published by Atmosfair Index, was ranked 11(th) best airline in the
world in this regard.
Nonetheless, as a socially and environmentally responsible
airline and package holiday provider, we recognise our future
growth must continue to be sustainable. Therefore, in September
2021, we were very pleased to publish our comprehensive
Sustainability Strategy with the vision to be "the leading brand in
sustainable air travel and package holidays".
As part of our Jet2 Net Zero 2050 commitment, in addition to the
significant new Airbus A321 neo investment, Jet2 will offset
emissions not currently covered by existing carbon pricing
mechanisms (UK and EU Emissions Trading Schemes), thereby taking
full responsibility for all its carbon emissions. By going above
and beyond regulatory requirements, Jet2 will see a significant
drop in net emissions in the coming months and years. Jet2 have
also worked with their offsetting partner, Vertis, to carefully
select how to enact their carbon offsetting programme to maximise
its real-world impact, focusing on the development of renewable
energy to accelerate the global transition away from fossil fuels.
The Group has also committed to using a percentage of UK produced
Sustainable Aviation Fuel.
Further, by 2023, 50% of our Ground Support Equipment will be
zero carbon and we will have reduced single use plastics on our
aircraft by 80% as compared to 2019 - equivalent to removing 11
million items per annum!
Finally, Jet2holidays will also act on the environmental impacts
in its supply chain by enabling Customers to make more sustainable
accommodation choices through its hotel sustainability labelling
system. More detailed information on the Group's Sustainability
Strategy can be found at www.jet2plc.com/sustainability
We believe that achieving these goals will represent significant
steps on our journey to offer sustainable holidays to all our
valuable Customers.
Outlook - The Right Product for Tougher Times
Inflationary pressures coupled with the uncertain UK economic
outlook for consumers, lead us to conclude that in the medium term
prices are likely to come under some pressure. However, we believe
we have the right product for these tougher times.
The end-to-end package holiday is a higher yielding, resilient
and popular product in difficult economic times and the
Mediterranean and Canary Islands are evergreen destinations where
people absolutely want to go. The control of our own seat supply
and our frequency of flying, allow us to offer truly variable
duration holidays, critical in allowing our Customers the ability
to flex their holiday arrangements to suit their individual
budgets.
And, the All Inclusive Package is a wonderful product for
challenging economic times - all-in holiday cost certainty in a
'one click' purchase - perfect for those budget conscious
customers!
Customers want to be looked after throughout their holiday
experience and great and attentive service is where we excel. Our
'Customer First' ethos runs deep throughout our company culture
with 'People, Service, Profits' our guiding principles. This
results in happy, well paid and motivated Colleagues who will
continue to provide great service and thereby produce sustainable
long-term profits.
In the meantime, our Leisure Travel business has made a
satisfactory start to the new financial year, with on sale seat
capacity for Summer 22 approximately 14% higher than Summer 19.
Overall demand for our leisure travel products has continued to
strengthen, but with customers booking a little later than normal.
Pleasingly, over 35% of our Summer 22 bookings are from completely
new customers to Jet2. Additionally, package holiday bookings
remain encouraging displaying a materially higher mix of the total
up 13ppts and average load factors for the Summer 22 season are
currently only 1.4ppts behind Summer 19 at the same point (against
the 14% increase in seat capacity) whilst pricing remains
robust.
We are currently fully hedged for jet fuel for Summer 22 and 75%
hedged for Winter 22/23 in line with our normal policy.
However, although we invested well ahead of the summer season to
ensure we had adequate resources to be able to operate efficiently
and we also self--handle at many of our key airport bases, we have
been directly impacted by the broader disruption seen across the
aviation sector and its supply chains. As stated previously,
inexcusably, many Suppliers simply did not plan, prepare or invest
for a normal summer season and are now suffering from the difficult
employment market which has meant us incurring additional costs to
recover the consequent disruption to our flying programme.
Consequently, Group performance for the financial year ending 31
March 2023 very much depends on how quickly the broader aviation
sector returns to some level of stability, as well as strength of
bookings for the remainder of Summer and the second half of the
financial year, a period for which we still have limited
visibility.
Despite the looming economic difficulties, for the long term we
continue to believe that opportunities for us to grow share as a
financially strong and trusted package holiday provider will only
increase. With our customer focused approach, and Right Product for
these Tougher Times we are confident that our Customers will
continue to be keen to travel with us from our Rainy Island to the
sun spots of the Mediterranean, the Canary Islands and to European
Leisure Cities.
____________________
Philip Meeson
Executive Chairman
7 July 2022
BUSINESS & FINANCIAL REVIEW
The Group's financial performance for the year ended 31 March
2022 is reported in accordance with UK-adopted international
accounting standards and applicable law.
Summary Income Statement 2022 2021 Change
GBPm GBPm
Unaudited
Revenue 1,231.7 395.4 212%
Net operating expenses (1,555.6) (731.5) (113%)
------------------------------------------------- ----------- -------- ---------
Operating loss (323.9) (336.1) 4%
Net financing expense (excluding Net FX
revaluation (losses) / gains) (53.4) (38.5) (39%)
Profit on disposal of property, plant and
equipment 1.1 0.8 38%
------------------------------------------------- ----------- -------- ---------
Loss before FX revaluation and taxation (376.2) (373.8) (1%)
Net FX revaluation (losses) / gains (12.6) 3.9 (423%)
------------------------------------------------- ----------- -------- ---------
Loss before taxation from continuing operations (388.8) (369.9) (5%)
Profit before taxation from discontinued
operating activities - 2.1 (100%)
Profit on disposal of discontinued operations - 26.5 (100%)
Loss before taxation (388.8) (341.3) (14%)
Net financing expense (including Net FX
revaluation (losses) / gains) 66.0 34.6 (91%)
Depreciation 158.3 163.7 3%
EBITDA from continuing operations* (164.5) (171.6) 4%
================================================= =========== ======== =========
* EBITDA is included as an alternative performance measure in
order to aid users in understanding the underlying operating
performance of the Group. Further information can be found in Note
8.
Customer Demand & Revenue
As a result of the continuing impact of the Covid-19 pandemic,
for large periods of the financial year the Group faced significant
operational challenges, being unable to operate its aircraft fleet
to anywhere near full potential, which has resulted in its
financial performance being severely impacted.
With no scheduled flying activity from 1 April 2021, we were
pleased to be able to resume limited flying operations to Jersey on
24 June, and subsequently to the Balearic Islands and Madeira in
early July. Following the UK Government's decision to allow
quarantine-free travel to Amber list destinations for the fully
vaccinated from mid-July 2021, Jet2.com and Jet2holidays broadened
its Summer 21 flying programme to 37 leisure destinations, though
this still only represented approximately 55% of pre-Covid Summer
19 capacity.
The dissolution of Green and Amber lists from 4 October 2021 saw
the business flex its flying programme in order to optimise
performance, and as a result, passenger sectors flown and average
load factors in October and November 2021 increased markedly.
However, the improving conditions were short-lived as the emergence
of the Omicron variant and subsequent reimposition of international
travel restrictions, both served to dampen customer confidence and
negatively affected December 2021 and January 2022 financial
performance.
Pleasingly, as international travel restrictions were
progressively lifted from early January 2022, the Group's financial
performance for both February and March was much improved and
trending towards historic seasonal norms as customer confidence to
travel steadily improved.
As a result, during the financial year Jet2.com flew a total of
4.85m (2021: 1.32m) single sector passengers, an increase of 267%
with customers choosing our end-to-end package holiday products
increasing by 249% to 1.29m (2021: 0.37m).
Although the mix of package holiday customers dropped by 7ppts
to 51% of overall flown passengers (2021: 58%), this was a direct
result of the uncertainty created by the numerous changes in travel
restrictions which resulted in customer booking behaviour
displaying a pronounced move to very short lead times from
departure.
Consequently, ticket prices were heavily discounted to drive
average load factors and generate positive financial contribution
which played to the shorter lead time, more price sensitive
flight-only product. As a result, average flight-only ticket yield
per passenger sector at GBP67.90 (2021: GBP95.24) was 29% lower
than the prior year with average load factor showing a slight
increase to 69.2% (2021: 66.0%), though materially down on the
pre-Covid level of 92.2% in 2020.
Conversely, the average price of a Jet2holidays package holiday
increased by 2% to GBP689 (2021: GBP676), reflective of heavily
discounted hotelier prices in the previous year which were passed
on to consumers.
Non-Ticket Retail Revenue per passenger sector grew by 4% to
GBP30.28 (2021: GBP29.10) due to an increased take-up of advanced
seat assignment and hold baggage. Additionally, our successful
in-flight retail service, a product which our Customers have come
to expect and enjoy, performed strongly, in part assisted by
changes to passenger duty-free allowances that came into effect
from 1 January 2021, plus the limited opening of retail outlets at
many of our airport bases.
As a result, overall Group Revenue increased by 212% to
GBP1,231.7m (2021: GBP395.4m).
Net Operating Expenses
Higher levels of flying activity resulted in an associated 145%
increase in direct operating expenses (including direct staff
costs) to GBP1,099.3m (2021: GBP449.6m). Additionally, the Group
continued to take mitigating actions where appropriate to control
costs and associated cash burn, including the continued use of the
Coronavirus Job Retention Scheme ("CJRS") to support those
colleagues who were unfortunately unable to work, claiming grants
of GBP30.1m (2021: GBP97.9m) until its cessation in September.
These amounts continued to be substantially "topped up" to provide
further financial support for our loyal Colleagues.
The increase in operational activity in the second half of the
year meant that we were able to progressively welcome back
colleagues and also to remove temporary pay cuts which had been in
place for approximately 18 months.
Additionally, as the business planned for recovery well ahead of
its proposed Summer 22 flying programme, the Group invested
significant monies in the recruitment and training of colleagues to
support its operational requirements and also in marketing to drive
forward bookings to ensure the business was as well-placed as
possible to capitalise on pent-up consumer demand.
As a result, net operating expenses increased by 113% to
GBP1,555.6m (2021: GBP731.5m).
Operating loss
Overall Group operating loss for the year was GBP323.9m (2021:
GBP336.1m).
Net Financing Expense
Net financing expense of GBP66.0m (2021: GBP34.6m) is stated
after finance income of GBP5.1m (2021: GBP2.0m), which improved
155% due to the increase in central bank interest rates in the
second half of the financial year. Finance expenses of GBP58.5m
(2021: GBP40.5m) increased primarily due to the Group's convertible
bond issuance in June 2021, which resulted in an additional expense
of GBP13.6m (2021: GBPnil), the remainder being interest on the
GBP200m Covid Corporate Financing Facility ("CCFF") which was drawn
down in March 2021 and a new term loan of GBP150m secured in May
2021.
In addition, a net FX revaluation loss of GBP12.6m (2021:
GBP3.9m gain) resulted from the year end revaluation of foreign
currency denominated monetary balances, along with FX movements
from the crystallisation of prior year ineffective derivatives.
Statutory Loss for the Year
As a result, the Group made a statutory loss before taxation
from continuing operations of GBP388.8m (2021: GBP369.9m), at a
loss per flown passenger of GBP80 (2021: loss per flown passenger
of GBP280), with the reduction in loss per flown passenger on the
prior year due to the more efficient absorption of fixed costs as a
result of the increased flying activity.
Taxation
The Group recorded a tax credit of GBP73.4m (2021: GBP70.4m),
with an effective tax rate of 19% (2021: 19%). The Finance Bill
enacted on 10 June 2021 detailed a proposed increase in the rate of
corporation tax from 19% to 25% from 1 April 2023 and consequently,
the Group has provided for all deferred tax expected to reverse
beyond this effective date at 25% (2021: 19%).
Statutory Net Loss for the year and Earnings Per Share
The Group made a statutory loss after taxation from continuing
operations of GBP315.4m (2021: GBP299.5m) and basic earnings per
share were (147.0p) (2021: (166.9p)).
Other Comprehensive Income and Expense
The Group had other comprehensive income of GBP193.1m (2021:
GBP20.5m); the change compared to the prior year is primarily due
to significant increases in the valuation of in-the-money fuel
derivatives that the Group has entered into for the forthcoming
financial year.
Cash Flows and Financial Position
The Group has maintained a strong balance sheet with significant
liquidity and also secured additional financing to underpin its
growth aspirations and to refresh certain of its aircraft
fleet.
The following table sets out condensed cash flow data and the
Group's cash and cash equivalents:
Summary of Cash Flows 2022 2021
GBPm GBPm Change
Unaudited
EBITDA from continuing operations (164.5) (171.6) 4%
EBITDA from discontinued operating
activities - 4.7 (100%)
Other Income Statement adjustments 3.0 (2.1) 243%
--------------------------------------- ---------- -------- -------
Operating cash flows before movements
in working capital (161.5) (169.0) 4%
Movements in working capital 966.0 (556.7) 274%
Payment on settlement of derivatives (15.5) (101.6) 85%
Interest and taxes (38.0) (7.5) (407%)
--------------------------------------- ---------- -------- -------
Net cash generated from / (used
in) operating activities 751.0 (834.8) 190%
Purchase of property, plant and
equipment and right-of-use assets (108.4) (37.4) (190%)
Movement on borrowings 268.5 286.2 (6%)
Movement on lease liabilities (67.5) (69.2) 2%
Proceeds on issue of shares - 580.4 (100%)
Proceeds from sale of discontinued
operations (net of cash disposed) - 76.0 (100%)
Other items 5.9 (22.4) 126%
--------------------------------------- ---------- -------- -------
Net increase / (decrease) in cash
and money market deposits (a) 849.5 (21.2) 4107%
======================================= ========== ======== =======
(a) Cash flows are reported including the movement on money
market deposits (cash deposits with maturity of more than three
months from point of placement) to give readers an understanding of
total cash generation. The Consolidated Statement of Cash Flows
reports net cash flow excluding these movements.
Net Cash Generated From / (Used in) Operating Activities
Operating losses from continuing operations of GBP323.9m (2021:
GBP336.1m), primarily offset by depreciation of GBP158.3m (2021:
GBP166.1m), resulted in an operating cash outflow of GBP161.5m
(2021: GBP169.0m).
In addition, movements in working capital and settlement of
derivatives resulted in cash inflows of GBP950.5m (2021: GBP658.3m
outflows), principally due to holding more customer cash deposits
from much improved forward bookings and an increase in trade and
other payables as the business geared up ahead of its Summer 22
flying programme. After net interest payments of GBP38.0m, overall
the Group generated GBP751.0m of cash in its operating activities
(2021: GBP834.8m cash absorbed).
Net Cash (Used In) / Generated From Investing Activities
Total capital expenditure of GBP108.4m (2021: GBP37.4m)
predominately reflected pre-delivery payments made for the Group's
Airbus A321 neo order, plus continued investment in the long-term
maintenance of our existing aircraft fleet.
Net Cash Generated From Financing Activities
On 3 June 2021, the Company announced the successful issuance of
GBP387.4m of senior unsecured convertible bonds due in 2026
carrying a coupon of 1.625%, the offering for which was heavily
oversubscribed, plus a new unsecured GBP150.0m term loan maturing
in September 2023 from its supportive relationship banks.
Repayments of borrowings and lease liabilities amounted to
GBP327.0m (2021: GBP84.1m) including the Covid Corporate Financing
Facility ("CCFF") of GBP200.0m, which was repaid in full in March
2022.
Other items totalling an inflow of GBP5.9m (2021: GBP22.4m
outflow) are largely driven by the effect of foreign exchange rate
changes on the Group's cash balances.
Overall, this resulted in a net cash inflow from total
operations of GBP849.5m (2021: GBP21.2m outflow) and a year-end
gross cash position (including money market deposits) of
GBP2,228.5m (2021: GBP1,379.0m). Net cash, stated after borrowings
and lease liabilities increased by 985% to GBP658.3m (2021:
GBP60.7m).
At the reporting date, the Group had received payments in
advance of travel from its Leisure Travel customers amounting to
GBP1,144.7m (2021: GBP317.3m) and had increased its 'Own Cash'
balance to GBP1,083.8m (2021: GBP1,061.7m).
At the reporting date, the Group had no cash restrictions from
Merchant Acquirers (2021: GBPnil) or margin calls (2021:
GBP8.3m).
Summary Statement of Financial 2022 2021
Position
GBPm GBPm Change
Unaudited
------------------------------------ ---------- -------- --------
Non-current assets (a) 1,363.9 1,326.3 3%
Net current (liabilities) / assets
(b) (87.6) 2.5 (3604%)
Cash and money market deposits 2,228.5 1,379.0 62%
Deferred revenue (1,189.1) (322.4) (269%)
Borrowings (991.7) (756.2) (31%)
Lease liabilities (578.5) (562.1) (3%)
Deferred taxation (12.6) (36.7) 66%
Derivative financial instruments 163.7 (66.2) 347%
Total shareholders' equity 896.6 964.2 (7%)
==================================== ========== ======== ========
(a) Stated excluding derivative financial instruments.
(b) Stated excluding cash and cash equivalents, money market
deposits, deferred revenue, borrowings, lease liabilities and
derivative financial instruments.
Total shareholders' equity decreased by GBP67.6m (2021:
GBP330.1m increase) which included the loss after taxation of
GBP315.4m (2021: GBP271.2m). This was partially offset by gains
within the cash flow hedging and cost of hedging reserves of
GBP193.1m, notably fair value movements on in-the-money fuel
derivatives, coupled with a GBP51.4m equity component of the
convertible bond, representing the embedded derivative that allows
for the conversion of the bond into equity.
With our strong Own Cash position, a well-capitalised Balance
Sheet and having retained much of our knowledgeable and skilled
pre-Covid colleague base, the Group remains well-positioned to grow
its leisure travel offering and believes it has lost none of the
positive momentum or customer loyalty which it had when it entered
the pandemic period back in April 2020.
___________________________
Gary Brown
Group Chief Financial Officer
7 July 2022
Leisure Travel Key Performance Change
Indicators 2022 2021
---------------------------------------- ------------ ------------ ---------
Number of routes operated during
the year 329 224 47%
Leisure Travel sector seats available
(capacity) 7.01m 2.00m 251%
Leisure Travel passenger sectors
flown 4.85m 1.32m 267%
Leisure Travel load factor 69.2% 66.0% 3.2 ppts
Flight-only passenger sectors flown 2.36m 0.56m 321%
Package holiday customers 1.29m 0.37m 249%
Flight-only ticket yield per passenger
sector (excl. taxes) GBP67.90 GBP95.24 (29%)
Average package holiday price GBP689 GBP676 2%
Non-ticket revenue per passenger
sector GBP30.28 GBP29.10 4%
Average hedged price of fuel (per
tonne) $715 $483 48%
Advance sales made as at 31 March GBP2,396.0m GBP1,162.4m 106%
---------------------------------------- ------------ ------------ ---------
For further information please contact:
Jet2 plc
Philip Meeson, Executive
Chairman
Gary Brown, Group Chief 0113 239
Financial Officer 7692
Cenkos Securities plc
Nominated Adviser 020 7397
Katy Birkin / Camilla Hume 8900
Canaccord Genuity
Joint Broker 020 7523
Adam James 8000
Jefferies International
Limited
Joint Broker 020 7029
Ed Matthews 8000
Buchanan
Financial PR 020 7466
Richard Oldworth 5000
COnsolidated income statement (unaudited)
for the year ended 31 March 2022
Results for Results for
the the
year ended year ended
31 March 2022 31 March 2021
GBPm GBPm
Revenue 1,231.7 395.4
Net operating expenses (1,555.6) (731.5)
------------------------------------------ ----------------- --------------------------------
Operating loss (323.9) (336.1)
Finance income 5.1 2.0
Finance expense 5 (58.5) (40.5)
Net FX revaluation (losses) / gains (12.6) 3.9
------------------------------------------ ----------------- --------------------------------
Net financing expense (66.0) (34.6)
Profit on disposal of property, plant
and equipment 1.1 0.8
Loss before taxation (388.8) (369.9)
Taxation 73.4 70.4
------------------------------------------ ----------------- --------------------------------
Loss for the year from continuing
operations (315.4) (299.5)
Profit after taxation from discontinued
operating activities - 1.8
Profit on disposal of discontinued
operations - 26.5
------------------------------------------ ----------------- --------------------------------
Loss for the year (315.4) (271.2)
(all attributable to equity shareholders
of the Parent)
========================================== ================= ================================
Earnings per share from continuing
operations
- basic 6 (147.0p) (166.9p)
- diluted 6 (147.0p) (166.9p)
------------------------------------ --------- ---------
Consolidated statement of comprehensive income (UNAUDITED)
for the year ended 31 March 2022
Year ended Year ended
31 March 31 March
2022 2021
GBPm GBPm
------------------------------------------- ----------- --- ------------
Loss for the year (315.4) (271.2)
Other comprehensive income / (expense)
Items that are or may be reclassified
subsequently to profit or loss:
Cash flow hedges:
Fair value gains / (losses) 225.2 (23.6)
Net amount transferred to Consolidated
Income Statement 22.4 55.0
Cost of hedging reserve - changes in
fair value (8.0) (1.9)
Related taxation charge (46.5) (5.6)
Revaluation of foreign operations - (3.4)
------------------------------------------- ----------- --- ------------
193.1 20.5
Total comprehensive expense for the
year (122.3) (250.7)
(all attributable to equity shareholders
of the Parent)
=========================================== =========== === ============
Total comprehensive (expense) / income
for the year arises from:
Continuing operations (122.3) (279.0)
Discontinued operations - 28.3
------------------------------------------- ----------- --- ---------------
Total comprehensive expense (122.3) (250.7)
=========================================== =========== === ===============
Consolidated Statement of Financial Position (UNAUDITED)
at 31 March 2022
2022 2021
GBPm GBPm
Restated
---------------------------------- -------- ---------
Non-current assets
Intangible assets 26.8 26.8
Property, plant and equipment 845.2 836.6
Right-of-use assets 491.9 462.9
Derivative financial instruments 20.5 9.4
----------------------------------- --------
1,384.4 1,335.7
---------------------------------- -------- ---------
Current assets
Inventories 8.5 1.0
Trade and other receivables 185.8 133.8
Derivative financial instruments 186.3 23.5
Money market deposits 1,181.0 -
Cash and cash equivalents 1,047.5 1,379.0
2,609.1 1,537.3
---------------------------------- -------- ---------
Total assets 3,993.5 2,873.0
----------------------------------- -------- ---------
Current liabilities
Trade and other payables 217.8 69.8
Deferred revenue 1,173.4 278.0
Borrowings 134.5 322.5
Lease liabilities 74.8 67.1
Provisions and liabilities 41.8 48.2
Derivative financial instruments 39.6 58.3
1,681.9 843.9
---------------------------------- -------- ---------
Non-current liabilities
Deferred revenue 15.7 44.4
Borrowings 857.2 433.7
Lease liabilities 503.7 495.0
Provisions and liabilities 22.3 14.3
Derivative financial instruments 3.5 40.8
Deferred taxation 12.6 36.7
----------------------------------- --------
1,415.0 1,064.9
---------------------------------- -------- ---------
Total liabilities 3,096.9 1,908.8
----------------------------------- -------- ---------
Net assets 896.6 964.2
=================================== ======== =========
Shareholders' equity
Share capital 2.7 2.7
Share premium 19.8 19.8
Cash flow hedging reserve 155.2 (44.2)
Cost of hedging reserve (5.5) 0.8
Other reserves 51.3 (0.1)
Retained earnings 673.1 985.2
Total shareholders' equity 896.6 964.2
=================================== ======== =========
The ageing of Provisions and liabilities shown for the year
ended 31 March 2021 have been restated as detailed in Note 9.
consolidated statement of cash flows (UNAUDITED)
for the year ended 31 March 2022
2022 2021
GBPm GBPm
Loss from continuing operations before
taxation (388.8) (369.9)
Profit from discontinued operations before
taxation - 28.6
Net financing expense (including Net
FX revaluation losses / (gains)) 66.0 34.8
Hedge ineffectiveness 0.8 (1.7)
Depreciation 158.3 166.1
Profit on disposal of discontinued operations - (26.5)
Profit on disposal of property, plant
and equipment (1.1) (0.8)
Equity settled share-based payments 3.3 0.4
Operating cash flows before movement
in working capital (161.5) (169.0)
------------------------------------------------ ---------- --------
(Increase) / decrease in inventories (7.5) 0.3
(Increase) / decrease in trade and other
receivables (35.5) 160.3
Increase / (decrease) in trade and other
payables 151.8 (296.4)
Increase / (decrease) in deferred revenue 866.7 (422.8)
Decrease in provisions and liabilities (9.5) (2.0)
Movement in assets held for sale - 3.9
Payment on settlement of derivatives (15.5) (101.6)
------------------------------------------------ ---------- --------
Cash generated from / (used in) operations 789.0 (827.3)
------------------------------------------------ ---------- --------
Interest received 5.1 2.0
Interest paid (43.5) (36.7)
Income taxes refunded 0.4 27.2
Net cash generated from / (used in)
operating activities 751.0 (834.8)
------------------------------------------------ ---------- --------
Cash flows (used in) / generated from
investing activities
Purchase of property, plant and equipment (107.9) (36.2)
Purchase of right-of-use assets (0.5) (1.2)
Proceeds from sale of discontinued operations
(net of cash disposed) - 76.0
Proceeds from sale of property, plant
and equipment 1.1 2.5
Net increase in money market deposits (1,181.0) -
Net cash (used in) / generated from
investing activities (1,288.3) 41.1
------------------------------------------------ ---------- --------
Cash generated from financing activities
Repayment of borrowings (259.5) (14.9)
New loans advanced 147.9 301.1
Payment of lease liabilities (67.5) (69.2)
Proceeds on issue of shares - 580.4
Proceeds on issue of convertible bonds 380.1 -
Net cash generated from financing activities 201.0 797.4
------------------------------------------------ ---------- --------
Net (decrease) / increase in cash in
the year (336.3) 3.7
Cash and cash equivalents at beginning
of year 1,379.0 1,400.2
Effect of foreign exchange rate changes 4.8 (24.9)
Cash and cash equivalents at end of year 1,047.5 1,379.0
------------------------------------------------ ---------- --------
Consolidated statement of changes in equity (UNAUDITED)
for the year ended 31 March 2022
Share Share Cash flow Cost Other Merger Retained Total
capital premium hedging of hedging Reserves reserve earnings shareholders'
reserve reserve equity
GBPm GBPm GBPm GBPm GBPm GBPm GBPm GBPm
----------------- --------- --------- ---------- ------------ ---------- --------- ---------- ----------------
Balance at
31 March 2020 1.9 12.9 (69.6) 2.3 3.3 - 683.3 634.1
Total
comprehensive
expense - - 25.4 (1.5) (3.4) - (271.2) (250.7)
Issue of share
capital 0.8 6.9 - - - 572.7 - 580.4
Reserves
transfer - - - - - (572.7) 572.7 -
Share-based
payments - - - - - - 0.4 0.4
Balance at
31 March 2021 2.7 19.8 (44.2) 0.8 (0.1) - 985.2 964.2
Total
comprehensive
expense - - 199.4 (6.3) - - (315.4) (122.3)
Share-based
payments - - - - - - 3.3 3.3
Issue of
convertible
bonds (1) - - - - 51.4 - - 51.4
Balance at
31 March 2022 2.7 19.8 155.2 (5.5) 51.3 - 673.1 896.6
================= ========= ========= ========== ============ ========== ========= ========== ================
(1) In June 2021, senior unsecured convertible bonds were issued
generating gross proceeds of GBP387.4m. The equity component of
these bonds was valued at GBP51.4m and recognised in other
reserves.
Notes to the UNAUDITED PRELIMINARY ANNOUNCEMENT
for the year ended 31 March 2022
1. Accounting policies and general information
Basis of preparation
The financial information in this preliminary announcement has
been prepared and approved by the Board of Directors in accordance
with UK-adopted international accounting standards and applicable
law ("Adopted IFRS").
Whilst the information included in this preliminary announcement
has been prepared in accordance with Adopted IFRS, the financial
information contained within this preliminary announcement for the
years ended 31 March 2022 and 31 March 2021 does not itself contain
sufficient information to comply with Adopted IFRS and nor does it
comprise statutory financial statements within the meaning of
section 434 of the Companies Act 2006.
The financial information for 2021 is derived from the financial
statements for the year ended 31 March 2021, which have been
delivered to the Registrar of Companies. The Auditor has reported
on the year ended 31 March 2021 financial statements; their
report:
i. was unqualified;
ii. did not include a reference to any matters to which the
Auditor drew attention by way of emphasis without qualifying their
report; and
iii. did not contain a statement under section 498 (2) or (3) of the Companies Act 2006.
The financial statements for the year ended 31 March 2022 will
be finalised on the basis of the financial information presented by
the Board of Directors in this preliminary announcement and will be
delivered to the Registrar of Companies in due course.
The 2022 Annual Report & Accounts (including the Auditor's
Report) will be made available to shareholders during the week
commencing 8 August 2022. The Jet2 plc Annual General Meeting will
be held on 1 September 2022.
The financial information has been prepared under the historical
cost convention except for all derivative financial instruments,
which have been measured at fair value.
The Group's financial information is presented in pounds
sterling and all values are rounded to the nearest GBP100,000
except where indicated otherwise.
Going concern
The Directors have prepared financial forecasts for the Group,
comprising profit before and after taxation, balance sheets and
cash flows through to 31 March 2025.
For the purpose of assessing the appropriateness of the
preparation of the Group's financial statements on a going concern
basis, two financial forecast scenarios have been prepared for the
12 month period following approval of these financial
statements:
-- A base case which assumes an unhindered flying operation,
utilising an aircraft fleet of 104 at pre-pandemic load factors
above 90%, and includes significant cost increases in fuel and
carbon; and
-- A downside scenario with load factors reduced by 10ppts
between July and October 2022 to reflect a possible reduction in
demand. In addition, the Group has incorporated a two month period
of no flying followed by two months of flying at reduced average
load factors over the winter months to reflect the potential impact
of the emergence of a new Covid variant.
The forecasts consider the current cash position, which is after
repayment of the GBP65m Revolving Credit Facility in April 2022,
and an assessment of the principal areas of risk and uncertainty as
described in more detail in the Group's Annual Report &
Accounts, paying particular attention to the impact of Covid-19 and
cost of living pressures. The Directors have also considered the
headroom in the downside scenario described above in light of the
current trading environment as referred to in the Chairman's
Statement.
In addition to forecasting the cost base of the Group, both
scenarios incorporated the funding of future aircraft deliveries
with our well-established aircraft financing partners, and no
mitigating actions taken to defer uncommitted capital expenditure.
Whilst the maturity of the GBP150m term loan in September 2023
occurs outside of the 12-month going concern period, the Group's
longer term viability forecasts incorporate the repayment of this
facility.
The Directors concluded that, given the combination of a closing
cash balance (including money market deposits) of GBP2,228.5m at 31
March 2022 together with the forecast monthly cash utilisation,
under both scenarios, the Group would have sufficient liquidity
throughout a period of 12 months from the date of approval of the
financial statements at the end of July 2022. In addition, the
Group is forecast to meet its banking covenants at 30 September
2022 and 31 March 2023 under both scenarios.
As a result, the Directors have a reasonable expectation that
the Group as a whole has adequate resources to continue in
operational existence for a period of 12 months from the date of
approval of the financial statements. For this reason, they
continue to adopt the going concern basis in preparing the
financial statements for the year ended 31 March 2022.
Accounting policies
The accounting policies adopted are consistent with those
described in the Annual Report & Accounts for the year ended 31
March 2021, aside from those described below which are in addition
to the policies previously disclosed.
Convertible bonds
Convertible bonds are compound financial instruments, and as a
result their liability and equity components are presented
separately in accordance with IAS 32 - Financial Instruments:
Presentation.
On issuance of the convertible bonds, the initial fair value of
the liability component is determined using a market rate for an
equivalent non-convertible instrument. This amount is classified as
a financial liability measured at amortised cost (net of
transaction costs) until it is extinguished on conversion or
redemption, with amortisation recorded through net financing
expense in the Consolidated Income Statement.
The remainder of the proceeds raised on issuance of the
convertible bonds is allocated to the conversion option that is
recognised in equity; this equity component is not remeasured in
subsequent years, until redemption of the liability or conversion
into shares.
Transaction costs related to the convertible bond issuance are
recorded proportionally against the corresponding liability and
equity components.
Carbon
Trade and other payables
Free carbon allowances are received under the EU and UK
Emissions Trading Schemes ("ETS"). The Group records the shortfall
between the free allowance and its mandatory carbon obligations
under both EU and UK ETS within trade and other payables.
These mandatory ETS liabilities are measured using the annual
weighted average of purchased ETS allowances and carbon forward
contracts where these are already in place. If there are
insufficient carbon forward contracts at the point of emission,
these liabilities are accrued using a market price of the relevant
ETS allowance at this date.
In addition, from 1 January 2022 in line with its Sustainability
Strategy, the Group has voluntarily offset all carbon emissions not
already covered in its ETS obligations, including covering its free
allowances. The cost of voluntary carbon emission offsetting is
recorded in the Consolidated Income Statement when the flight
occurs with a corresponding liability in trade and other
payables.
These voluntary carbon offsetting liabilities are accrued using
the purchase price on a first-in first-out basis where there are
already sufficient purchase commitments for relevant offsetting
schemes or by using a weighted average market price for such
schemes where purchase commitments are not yet in place.
Inventories
Carbon emissions credits purchased in advance are recorded in
inventories at their historic cost and are not subsequently
revalued as they are held for own use. When the Group settles its
carbon obligations, the balances held in inventories and trade and
other payables are derecognised. At 31 March 2022, the value of
carbon emission allowances held in inventories exceeded the amounts
accrued in trade and other payables.
2. New and amended accounting standards and interpretations
The following amendments to IFRS became mandatorily effective in
the current year and did not have a material impact.
International Financial Reporting Applying to accounting
Standards periods
----------------------------------
beginning after
---------------------------------- -----------------------
IAS 38 - Intangible Assets - IFRS IC decision
on Configuration or Customisation Costs
in a Cloud Computing Arrangement March 2021
IFRS 16 - Leases - Extension of amendments
in relation to Covid-19 related rent concessions April 2021
Amendments to IFRS 9, IAS 39, IFRS 7, IFRS
4 and IFRS 16 - Interest Rate Benchmark
Reform Phase 2 January 2021
---------------------------------------------------- -------------------
IAS 38 - Intangible Assets
The publication details how to account for configuration and
customisation costs in cloud computing arrangements and whether
they should be capitalised as an intangible asset or a prepayment
in the Statement of Financial Position, or if they are required to
be expensed when incurred. The Group has cloud computing contracts,
but the IFRS IC decision had no material impact on the financial
statements of the Group due to the limited use of such
software.
IFRS 16 - Leases
The amendment to IFRS 16 - Leases - published by the IASB on 28
May 2020, and subsequently revised on 31 March 2021, provides
lessees with an exemption from assessing whether a Covid-19 related
rent concession is a lease modification. Lessees applying the
exemption have to account for the rent concessions as if they were
not lease modifications. The amendments are available for rent
concessions reducing lease payments due on or before 30 June
2022.
Interest Rate Benchmark Reform
The only interest rate benchmarks which the Group was exposed to
and that were subject to reform are LIBOR and US LIBOR. These
exposures related to the Revolving Credit Facility, aircraft
financing and any associated floating-to-fixed interest rate swaps.
The Group renegotiated the terms of its LIBOR financing agreements
during the financial year to Sterling Overnight Index Average Rate
(SONIA). The impact of this was not material.
The Group continues to engage with those financing partners to
which it has US LIBOR exposures to transition these agreements to
the Secured Overnight Financing Rate ("SOFR") ahead of the 30 June
2023 deadline. The Group's USD denominated borrowings and lease
liabilities at 31 March 2022 that are subject to the transition are
GBP517.2m. The impact of this is not expected to be material.
The following are the new and amended accounting standards that
have an effective date after the date of these financial statements
and are not expected to have a material impact on the Group's
reported financial performance or position.
International Financial Reporting Standards Applying to
accounting periods
beginning after
------------------------------------------------------- --------------------
New standards
IFRS 17 - Insurance Contracts January 2023
Amendments to existing standards
Amendments to IFRS 3 - Business Combinations
- Reference to the conceptual framework January 2022
Amendments to IAS 16 - Property, Plant and
Equipment - Proceeds before intended use January 2022
Amendments to IAS 37 - Provisions, Contingent
Liabilities and Contingent Assets - Costs
of fulfilling a contract January 2022
Amendments to IAS 1 - Presentation of Financial January 2023
Statements - Disclosure of accounting policies
Amendments to IAS 1 - Presentation of Financial January 2023
Statements - Classification of liabilities as
current or non-current
Amendment to IAS 12 - Income Tax - Deferred January 2023
tax related to assets and liabilities arising
from a single transaction
Amendments to IAS 8 - Accounting Policies, Changes January 2023
in Accounting Estimates and Errors - Definition
of accounting estimates
3. Segmental reporting
IFRS 8 - Operating segments requires operating segments to be
determined based on the Group's internal reporting to the Chief
Operating Decision Maker ("CODM").
The CODM is responsible for the overall resource allocation and
performance assessment of the Group. The Board of Directors
approves major capital expenditure, assesses the performance of the
Group and also determines key financing decisions. Consequently,
the Board of Directors is considered to be the CODM.
The Group disposed of its Distribution & Logistics segment
in the previous year; consequently, the information presented to
the CODM for the purpose of resource allocation and assessment of
the Group's performance now relates to its Leisure Travel segment
as shown in the Consolidated Income Statement.
The Leisure Travel business specialises in offering package
holidays by its ATOL licensed provider, Jet2holidays, to leisure
destinations in the Mediterranean, the Canary Islands and to
European Leisure Cities, and scheduled holiday flights by its
airline, Jet2.com. Resource allocation decisions are based on the
entire route network and the deployment of its entire aircraft
fleet. All Jet2holidays customers fly on Jet2.com flights, and
therefore these segments are inextricably linked and represent the
only continuing segment within the Group.
Revenue is principally generated from within the UK, the Group's
country of domicile. No customer represents more than 10% of the
Group's revenue.
4. Net operating expenses
2022 2021
GBPm GBPm
Unaudited
------------------------------------------------- ---------- ------
Direct operating costs:
Accommodation 473.5 113.0
Landing, navigation and third-party handling 139.5 34.3
Fuel 132.8 79.9
Maintenance 38.7 25.7
Agent commission 29.5 9.0
In-flight cost of sales 28.9 8.2
Aircraft rentals 0.6 -
Other direct operating costs 64.6 2.3
Staff costs including agency staff 313.2 224.2
Depreciation of property, plant and equipment 105.2 115.2
Depreciation of right-of-use assets 53.1 48.5
Other operating charges 176.0 71.2
Total net operating expenses 1,555.6 731.5
================================================= ========== ======
5. Net financing expense
2022 2021
GBPm GBPm
Unaudited
------------------------------------------- ---------- -------
Finance income 5.1 2.0
Interest expense on aircraft loans (16.0) (15.1)
Interest expense on other loans (7.7) (2.7)
Interest expense on convertible bond (13.6) -
Interest expense on lease liabilities (21.2) (22.7)
Net foreign exchange revaluation (losses)
/ gains (12.6) 3.9
------------------------------------------- ---------- -------
Total net financing expense (66.0) (34.6)
=========================================== ========== =======
6. Earnings per share from continuing operations
Basic earnings per share is calculated by dividing the loss
attributable to the equity owners of the Parent Company by the
weighted average number of ordinary shares in issue during the
year.
Diluted earnings per share is calculated by dividing the loss
attributable to the equity owners of the Parent Company by the
weighted average number of ordinary shares in issue during the
year, adjusted for the effects of potentially dilutive
instruments.
In accordance with IAS 33 - Earnings per Share, the Group shows
no dilutive impact in respect of its share options, Deferred Awards
and convertible bonds for the years ended 31 March 2022 or 31 March
2021 as their conversion to ordinary shares would decrease the loss
per share.
2022
Unaudited 2021
Earnings Weighted EPS Earnings Weighted EPS
GBPm average pence GBPm average pence
number number
Earnings of shares of shares
per share millions millions
------------------- --------- ----------- -------- --------- ----------- --------
Basic EPS
Loss attributable
to ordinary
shareholders (315.4) 214.6 (147.0) (299.5) 179.4 (166.9)
------------------- --------- ----------- -------- --------- ----------- --------
Effect of dilutive instruments
Share options - - - - - -
and Deferred
Awards
Convertible - - - - - -
bonds
Diluted
EPS (315.4) 214.6 (147.0) (299.5) 179.4 (166.9)
------------------- --------- ----------- -------- --------- ----------- --------
7. Convertible bonds
On 3 June 2021, the Group announced the launch of an offering of
GBP387.4m of guaranteed senior unsecured convertible bonds due in
2026. Settlement and delivery of the convertible bonds took place
on 10 June 2021. The total bond offering of GBP387.4m covers a
five-year term beginning on 10 June 2021 with a 1.625% per annum
coupon payable semi-annually in arrears in equal instalments. The
bonds are convertible into new and/or existing ordinary shares of
Jet2 plc. The initial conversion price was set at GBP18.06
representing a premium of 40% above the reference share price on 3
June 2021 of GBP12.90. If not previously converted, redeemed or
purchased and cancelled, the bonds will be redeemed at par on 10
June 2026.
The convertible bonds are deemed to be a compound financial
instrument, with their accounting treatment as detailed in Note 1.
Accordingly, GBP328.7m was initially recognised as a liability in
the Statement of Financial Position on issue and GBP51.4m was
recognised in equity, representing the conversion option. These two
amounts are net of transaction costs of GBP7.3m, which were
allocated proportionally between the components, with GBP6.3m
recorded against the liability and GBP1.0m recorded against
equity.
Further detail of the judgement and estimate taken in the
initial recognition of these convertible bonds is disclosed in the
Group's Annual Report & Accounts.
8. Alternative performance measures
The Group's alternative performance measures are not defined by
IFRS and therefore may not be directly comparable with other
companies' alternative performance measures. These measures are not
intended to be a substitute for, or superior to, IFRS
measurements.
Loss before FX revaluation and taxation from continuing
operations
Loss before FX revaluation and taxation from continuing
operations is included as an alternative performance measure in
order to aid users in understanding the underlying operating
performance of the Group excluding the impact of foreign exchange
volatility.
EBITDA from continuing operations
Earnings before interest, tax, depreciation and amortisation
(EBITDA) from continuing operations is included as an alternative
performance measure in order to aid users in understanding the
underlying operating performance of the Group.
These can be reconciled to the IFRS measure of loss before
taxation from continuing operations as below:
2022 2021
GBPm GBPm
Unaudited
----------- --------
Loss before taxation from continuing
operations (388.8) (369.9)
Net FX revaluation losses / (gains) 12.6 (3.9)
----------- --------
Loss before FX revaluation and taxation
from continuing operations (376.2) (373.8)
Net financing expense (excluding Net FX
revaluation losses / (gains)) 53.4 38.5
Depreciation of property, plant and equipment 105.2 115.2
Depreciation of right-of-use assets 53.1 48.5
----------- --------
EBITDA from continuing operations (164.5) (171.6)
=========== ========
'Own Cash'
'Own Cash' comprises cash and cash equivalents and money market
deposits and excludes advance customer deposits. It is included as
an alternative measure in order to aid users in understanding the
liquidity of the Group.
2022 2021
GBPm GBPm
---------- ----------
Cash and cash equivalents 1,047.5 1,379.0
Money market deposits 1,181.0 -
Deferred revenue (1,189.1) (322.4)
Trade and other receivables 44.4 5.9
Trade and other payables - (0.8)
'Own Cash' 1,083.8 1,061.7
========== ========
Trade and other receivables relates to invoicing of amounts due
from travel agents in respect of package holiday deposits and
balance payments.
Trade and other payables relates to refund credit notes issued
and cash refunds not yet paid out for flights and holidays
cancelled prior to year end.
9. Restatement of prior year financial statements
Year ended Provisions Year ended
31 March and 31 March
2021 liabilities 2021
restatement*
As restated As originally
reported
GBPm GBPm GBPm
------------------------------------ ------------ -------------- --------------
Non-current assets
Intangible assets 26.8 - 26.8
Property, plant and equipment 836.6 - 836.6
Right-of-use assets 462.9 - 462.9
Derivative financial instruments 9.4 - 9.4
------------------------------------- ------------ -------------- --------------
1,335.7 - 1,335.7
------------------------------------ ------------ -------------- --------------
Current assets
Inventories 1.0 - 1.0
Trade and other receivables 133.8 - 133.8
Derivative financial instruments 23.5 - 23.5
Cash and cash equivalents 1,379.0 1,379.0
1,537.3 - 1,537.3
------------------------------------ ------------ -------------- --------------
Total assets 2,873.0 - 2,873.0
------------------------------------- ------------ -------------- --------------
Current liabilities
Trade and other payables 69.8 - 69.8
Deferred revenue 278.0 - 278.0
Borrowings 322.5 - 322.5
Lease liabilities 67.1 - 67.1
Provisions and liabilities 48.2 (14.3) 62.5
Derivative financial instruments 58.3 58.3
843.9 (14.3) 858.2
------------------------------------ ------------ -------------- --------------
Non-current liabilities
Deferred revenue 44.4 - 44.4
Borrowings 433.7 - 433.7
Lease liabilities 495.0 - 495.0
Provisions and liabilities 14.3 14.3 -
Derivative financial instruments 40.8 - 40.8
Deferred taxation 36.7 - 36.7
------------------------------------- ------------ -------------- --------------
1,064.9 14.3 1,050.6
------------------------------------ ------------ -------------- --------------
Total liabilities 1,908.8 - 1,908.8
------------------------------------- ------------ -------------- --------------
Net assets 964.2 - 964.2
===================================== ============ ============== ==============
Shareholders' equity
Share capital 2.7 - 2.7
Share premium 19.8 - 19.8
Cash flow hedging reserve (44.2) - (44.2)
Cost of hedging reserve 0.8 - 0.8
Other reserves (0.1) - (0.1)
Retained earnings 985.2 - 985.2
Total shareholders' equity 964.2 - 964.2
===================================== ============ ============== ==============
* The Group has restated its Provisions and liabilities to
better reflect the timing of when its aircraft maintenance
obligations fall due, having previously recognised the full balance
as a current liability.
10. Market Abuse Regulation (MAR) Disclosure
Certain information contained in this announcement would have
been deemed inside information as stipulated under the UK version
of the EU Market Abuse Regulation (2014/596) which is part of UK
law by virtue of the European Union (Withdrawal) Act 2018, as
amended and supplemented from time to time, until the release of
this announcement.
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