Annual Report 2010/2011 - pdf 7.05 MB - Nobina AB
Annual Report 2010/2011 - pdf 7.05 MB - Nobina AB
Annual Report 2010/2011 - pdf 7.05 MB - Nobina AB
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ANNUAL REPORT<br />
<strong>2010</strong>/<strong>2011</strong><br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 1
FrAmvAgNsvINjett<br />
CONtENtS<br />
<strong>Nobina</strong> and the year in brief 4<br />
Statement from the CEO 8<br />
Market<br />
Overview 10<br />
regional traffic 15<br />
Interregional traffic 20<br />
<strong>Nobina</strong><br />
the operations 22<br />
Organization and operations control 26<br />
responsibility – the environment and safety 28<br />
Business areas 33<br />
Corporate governance<br />
Corporate governance report 48<br />
the share 52<br />
Board of Directors, senior management 54<br />
Administration <strong>Report</strong> 56<br />
2 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Accounts<br />
Consolidated income statement and consolidated<br />
statement of comprehensive income 61<br />
Consolidated balance sheet 62<br />
Consolidated statement of changes in<br />
shareholders’ equity 63<br />
Consolidated cash-flow statement 64<br />
parent Company income statement and<br />
statement of comprehensive income for<br />
the parent Company 65<br />
parent Company balance sheet 66<br />
parent Company statement of changes<br />
in shareholders’ equity 67<br />
parent Company cash-flow statement 68<br />
Notes 69<br />
Auditors’ report 93<br />
Glossary and key figures 94<br />
<strong>Annual</strong> General Meeting 95<br />
Contact information 95
FrAmvAgNsvINjett<br />
<strong>Nobina</strong>’s business concept is about simplifying the<br />
customer’s everyday travel. We have been doing<br />
that for exactly one hundred years.<br />
During that time, we have established a leading<br />
position in the market due to a successful business<br />
model with stable revenue and growing margins.<br />
At the same time, the market has developed to<br />
our advantage and with important ongoing changes,<br />
the potential for continued profitable growth is great.<br />
traveling together for a sustainable society is<br />
more in keeping with the times than ever.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 3
IN BrIeF<br />
this is <strong>Nobina</strong><br />
In a rapidly changing market, <strong>Nobina</strong> has maintained a market-leading position after successfully<br />
completed improvement activities. the company’s ambition is to advance its position<br />
with continued profitability throughout the Nordic region, and take shares in the value<br />
chain through improved customer offerings and an optimized bus fleet and traffic planning.<br />
through goal-oriented and delegated leadership, the industry’s most dedicated employees<br />
will be a driving force in this movement.<br />
BUSINESS MODEL<br />
<strong>Nobina</strong> has an effective business model that<br />
builds on stable revenue generated by longterm<br />
contracts and relations. The market logic<br />
and selected model entail that the business is<br />
conducted with low risk. An extensive contract<br />
portfolio and large tender volumes provide stability<br />
while the growing number of contracts<br />
that feature incentives, due to ongoing deregulation,<br />
allow for growth and better margins.<br />
<strong>Nobina</strong>’s market-leading position in the<br />
Nordic region entails significant advantages<br />
in connection with tendering, contract management,<br />
vehicle operation and traffic planning.<br />
The operations are divided into two<br />
business areas, Regional and Interregional<br />
traffic. <strong>Nobina</strong> is one of the largest public<br />
traffic companies in northern Europe with a<br />
bus fleet of about 3,600 buses and 280 million<br />
completed customer trips per year.<br />
OVERALL GOAL<br />
<strong>Nobina</strong> shall continue to be a strong driving<br />
force in the market to expand public traffic<br />
by bus in the Nordic region, broaden traffic<br />
companies’ responsibility for the customer<br />
offering and improve opportunities for<br />
strengthening the profitability of contracts<br />
through more balanced conditions<br />
between the parties.<br />
BUSINESS CONCEPt<br />
4 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
StRAtEGY – PROFIt<strong>AB</strong>LE GROWtH<br />
Stable and profitable growth is achieved by securing the right contracts, rather than<br />
high market shares, and by optimizing the bus fleet and daily operation in existing<br />
contracts. <strong>Nobina</strong> shall:<br />
WORK FOR LARGE ACCESSIBLE TENDER VOLUME TO SECURE MORE PROFIT<strong>AB</strong>LE<br />
CONTRACTS<br />
■ <strong>Nobina</strong> shall enhance the quality of its tendering and participate in a large number<br />
of tenders, but only where conditions for profitability are good.<br />
DEVELOP THE CUSTOMER OFFERING AND TAKE A LARGER SHARE OF THE VALUE CHAIN<br />
■ <strong>Nobina</strong> shall strengthen its offering to customers in both Regional and Interregional<br />
traffic, through continuous product development and greater responsibility for<br />
influencing travel and traveling.<br />
PRIORITIZE AND IMPROVE PROFIT<strong>AB</strong>ILITY IN ALL AREAS<br />
■ <strong>Nobina</strong> shall achieve greater efficiency in both existing and new contracts with<br />
the support of Group-wide working processes.<br />
■ Optimize indexation, fuel consumption and traffic planning.<br />
CONSTANTLY DEVELOP LEADERSHIP AND EMPLOYEE PARTICIPATION<br />
■ Prioritize the recruitment and training of leadership for all people with leadership roles.<br />
■ Management by objectives and continuous feedback makes all employees<br />
visible and committed.<br />
CONTINUE TO ACTIVELY DRIVE STRUCTURAL CHANGE<br />
■ <strong>Nobina</strong> shall capture market opportunities and increase the proportion of incentives<br />
in traffic contracts. This entails increasing the traffic company’s commitment<br />
through greater responsibility for the range of services, schedules and sales, and<br />
remuneration for both traffic production and the number of passengers.<br />
■ Participate in the market consolidation of active and quality-oriented players.<br />
<strong>Nobina</strong>’s business concept is to simplify everyday<br />
travel for its customers and the vision is clear:<br />
»Everyone wants to travel with us»
Financial overview<br />
sales increased 6.2% to SEK 6,697 million (6,308) and operating profit rose to SEK 232<br />
million (192). excluding costs of SEK 62 million (37) pertaining to extraordinary winter<br />
conditions, operating profit totaled SEK 294 million (229).<br />
In <strong>2010</strong>, <strong>Nobina</strong> secured contracts for 556 buses (451). some 273 buses (339) were acquired<br />
at a value of SEK 731 million (971) and financed through financial leasing. the number of<br />
cash-financed buses amounted to 122 (41).<br />
SALES PER BUSINESS AREA<br />
AND OPERATING PROFIT<br />
SEK M<br />
7,000<br />
6,000<br />
5,000<br />
4,000<br />
3,000<br />
2,000<br />
1,000<br />
SEK M,<br />
Sales Operating profit<br />
unless otherwise stated<br />
Regional traffic<br />
<strong>2010</strong>/<strong>2011</strong> 2009/<strong>2010</strong> <strong>2010</strong>/<strong>2011</strong> 2009/<strong>2010</strong><br />
sweden 4,459 4,227 242 205<br />
Denmark 323 192 –53 –30<br />
Norway 783 733 21 21<br />
Finland<br />
Interregional traffic<br />
756 801 7 7<br />
swebus 430 412 40 42<br />
Total 6,697 6,308 232 192<br />
0<br />
06/07<br />
07/08<br />
SEK M, unless otherwise stated 06/07 07/08 08/09 09/10 10/11<br />
sales 5,075 5,406 6,134 6,308 6,697<br />
Operating profit/loss –24 161 206 192 232<br />
profit loss after financial items –246 –16 –233 121 59<br />
Net profit/loss –245 –15 –239 121 59<br />
Cash flow 117 211 –59 –67 –91<br />
Cash and cash equivalents * 351 529 558 472 335<br />
equity/assets ratio, % 6.7 5.8 –2.7 2.8 3.4<br />
shareholders’ equity 227 210 –117 137 178<br />
Number of buses 3,503 3,376 3,505 3,553 3,618<br />
Average number of employees 6,814 7,021 7,606 7,318 7,714<br />
revenue/bus 1.45 1.60 1.75 1.78 1.85<br />
* Including restricted funds.<br />
08/09<br />
09/10<br />
10/11<br />
Regional traffic Interregional traffic<br />
Operating profit<br />
500<br />
300<br />
100<br />
0<br />
–100<br />
–300<br />
–500<br />
TENDER HISTORY<br />
Number of buses<br />
3,500<br />
3,000<br />
2,500<br />
2,000<br />
1,500<br />
1,000<br />
500<br />
0<br />
06/07<br />
07/08<br />
08/09<br />
09/10<br />
10/11<br />
Number of buses procured in the Nordic region<br />
Number of publicly procured buses where<br />
<strong>Nobina</strong> has offered a tender<br />
Number of buses won by <strong>Nobina</strong><br />
SALES<br />
Rolling four quarters<br />
SEK M<br />
8,000<br />
7,000<br />
6,000<br />
5,000<br />
4,000<br />
3,000<br />
2,000<br />
1,000<br />
0<br />
SEK M<br />
1,000<br />
800<br />
600<br />
400<br />
200<br />
0<br />
–200<br />
MSEK<br />
–200<br />
7 000<br />
–400 6 000<br />
–600 5 000<br />
–800 4 000<br />
3 000Q1<br />
–1,000 06/07<br />
2 000<br />
* Adjusted for one-off costs and non-recurring costs<br />
1 000<br />
Q1<br />
06/07<br />
Q1<br />
06/07<br />
0<br />
05/06<br />
Q1<br />
07/08<br />
Q1<br />
07/08<br />
06/07<br />
Q1<br />
08/09<br />
EARNINGS TREND *<br />
Rolling four quarters<br />
SEK M<br />
400<br />
200<br />
0<br />
Q1<br />
07/08<br />
EBIT<br />
EBITDAR<br />
Q1<br />
08/09<br />
Q1<br />
08/09<br />
07/08<br />
Q1<br />
09/10<br />
EBITDA<br />
Q1<br />
09/10<br />
EBT<br />
Q1<br />
09/10<br />
08/09<br />
IN BrIeF<br />
Q1<br />
10/11<br />
Q1<br />
10/11<br />
Q1<br />
10/11<br />
09/10<br />
NOBINA | Regional ANNuAl trafikrepOrt Interregional <strong>2010</strong>/<strong>2011</strong> trafik 5
FrAmvAgNsvINjett<br />
<strong>2010</strong>/<strong>2011</strong><br />
the year in review<br />
the year in review was characterized by snowstorms, an ash cloud – and business<br />
as usual. All in all, <strong>2010</strong> was an eventful year with major changes in the market prior<br />
to the new public transport Act, which comes into force next year.<br />
MARKEt<br />
NeW lAW ON lOWer DrIvINg Age<br />
the swedish riksdag decided on a<br />
lower age for bus driver’s licenses,<br />
which is expected to benefit the<br />
recruitment of young drivers to<br />
the industry.<br />
NeW puBlIC trANspOrt<br />
ACt IN sWeDeN<br />
public transport will be deregulated<br />
in sweden in 2012 and private traffic<br />
companies will be able to establish<br />
new routes on a commercial basis.<br />
Basic public transport will also be<br />
offered by traffic companies in the<br />
future through public procurement<br />
by the public transport authority.<br />
6 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
ORGANIzAtION<br />
NeW grOup struCture<br />
A new group structure was established<br />
early in the year to increase<br />
efficiency and create a clearer business<br />
focus. <strong>Nobina</strong> sweden, Norway,<br />
Finland and Denmark are part of the<br />
new regional traffic business area,<br />
while swebus belongs to the Interregional<br />
traffic business area. Central<br />
functions were combined into fewer<br />
units to enhance coordination.<br />
steIN NIlseN NeW<br />
mANAgINg DIreCtOr<br />
IN NOrWAY<br />
In December <strong>2010</strong>,<br />
stein Nilsen became<br />
the new managing<br />
Director for <strong>Nobina</strong><br />
in Norway. he has long experience in<br />
the personal traffic industry, and was<br />
formerly the executive vice president<br />
of NsB with responsibility for NsB<br />
persontog. prior to that, he worked in<br />
the sAs group for more than 20 years.<br />
AWARDS<br />
sWeDIsh hr mANAger<br />
OF the YeAr, <strong>2010</strong><br />
<strong>Nobina</strong>’s Director of human resources<br />
Ann-marie silokangas<br />
was announced human<br />
resources manager of the<br />
Year for <strong>2010</strong>. she<br />
received the award for<br />
her efforts to develop<br />
leadership within the<br />
group and create a culture<br />
where the individual is visible<br />
and can develop.<br />
OperAtOr OF the YeAr:<br />
NOBINA DeNmArK<br />
In may <strong>2010</strong>, <strong>Nobina</strong> was awarded<br />
Best Operator in Denmark by movia,<br />
the public transport authority in the<br />
Copenhagen/Zealand area.<br />
sWeBus – A sustAIN<strong>AB</strong>le BrAND<br />
In early <strong>2011</strong>, swebus was announced<br />
third-best traffic company in sweden<br />
for its environmental and social<br />
responsibility, by the sustainable<br />
Brands survey.
REGIONAL tRAFFIC<br />
NeW CONtrACts IN gOtheNBurg,<br />
NOrrKÖpINg AND mAlmÖ<br />
In <strong>2010</strong>, <strong>Nobina</strong> secured contracts<br />
for västtrafik, Norr köping and malmö<br />
City. the contracts comprises a total<br />
of 167 buses for city and commuter<br />
traffic in and around the three cities.<br />
however, <strong>Nobina</strong> lost two existing<br />
contracts with sl in the stockholm<br />
area. malmö City is now <strong>Nobina</strong>’s<br />
largest traffic area.<br />
NeW CONtrACt IN NOrrtÄlje<br />
<strong>Nobina</strong> secured a very exciting<br />
contract in Norrtälje commencing<br />
june <strong>2011</strong>. the contract comprises 85<br />
buses and combines a fixed price with<br />
variable remuneration for the number<br />
of boarding customers. For the first<br />
time, storstockholms lokaltrafik (sl)<br />
is allowing traffic companies to help<br />
design and be responsible for the<br />
customer offering.<br />
NOBINA FIrst WIth IsO CertIFI-<br />
CAtION OF All stOCKhOlm trAFFIC<br />
In july <strong>2010</strong>, <strong>Nobina</strong> became the<br />
first bus company in the industry<br />
to become IsO-certified in all traffic<br />
areas in stockholm. the certification<br />
involves 2,000 employees<br />
and 700 buses.<br />
INtERREGIONAL tRAFFIC<br />
sWeBus sIgNs sAles CONtrACt<br />
WIth reItAN grOup<br />
swebus broadened its reseller network<br />
through a contract with the<br />
reitan group, which owns 7-eleven<br />
and pressbyrån, comprising more<br />
than 500 retail stores in sweden.<br />
NeW AIrpOrt shuttle trAFFIC<br />
stOCKhOlm–ArlANDA<br />
In may, <strong>Nobina</strong> took a serious step into<br />
the market for airport shuttle traffic,<br />
in competition with Arlanda Xpress<br />
and Flygbussarna. the new direct<br />
route between Arlanda and Cityterminalen<br />
in stockholm takes<br />
35 minutes.<br />
hIgher perFOrmANCe<br />
sAtIsFACtION<br />
Customers gave swebus a considerably<br />
higher rating in the annual<br />
performance satisfaction<br />
survey conducted by<br />
svenskt kvalitetsindex (sKI).<br />
the survey also indicates<br />
that passengers give the<br />
entire bus industry a higher<br />
rating and that they are more<br />
satisfied with buses than<br />
both rail and air travel.<br />
FrAmvAgNsvINjett<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 7
stAtemeNt FrOm the CeO<br />
Improvement in all areas<br />
– with sights set higher<br />
Nordic public traffic has undergone a range of reforms during our hundred years in the<br />
market, but these changes were probably never greater than now. A new public transport<br />
act will come into force, the remaining concession contracts will expire and the Nordic<br />
contract model is being developed. mobility increases while more people are becoming<br />
aware of our own impact on the environment. In retrospect, it feels positive to contribute<br />
to future public traffic in a market where traffic companies are advancing their positions.<br />
We achieved major improvements in all areas<br />
in <strong>2010</strong>. We strengthened operating profit by<br />
SEK 40 million and implemented a more efficient<br />
organizational structure, but our sights<br />
were set higher. A key explanation for this<br />
lower-than-expected outcome was that the<br />
fiscal year began and ended with abnormally<br />
cold and snowy weather, which increased<br />
virtually all operating expenses – while fuel<br />
prices rose. The winter had a negative impact<br />
of SEK 62 million on profit for the year.<br />
Despite these severe conditions, we managed<br />
to maintain 99.8% of our driven routes and<br />
greater profitability, primarily due to costconscious<br />
thinking, better use of our buses<br />
and most of all, dedicated employees who<br />
actively contributed to the implementation<br />
of our improvement activities. We have also<br />
gained higher volumes in our existing contracts,<br />
which is a ripple effect of our marketing<br />
efforts and the political drive to double public<br />
transport’s share of total travel.<br />
SUCCESSES AND CHALLENGES IN OUR<br />
NORDIC OPERATIONS<br />
We strengthened our position in Sweden in<br />
several key locations. We lost two SL contracts<br />
with a total of 300 buses to Busslink in Stockholm,<br />
which we regret, but are also happy<br />
with our success in the rest of the country.<br />
Service launches for half of the city traffic<br />
in Malmö and several express routes in<br />
Gothenburg were major events, as was winning<br />
a new and interesting contract in Norrtälje<br />
with SL, which will commence in the<br />
summer. We are very excited about the new<br />
Norrtälje traffic since it builds on a demandbased<br />
remuneration model where <strong>Nobina</strong> as a<br />
8 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
traffic company will be responsible for designing<br />
and marketing the offering to customers.<br />
The Norwegian operations had a more<br />
difficult year with efficiency problems and<br />
loss of contracts. Operating traffic is more<br />
expensive in Norway and we are struggling<br />
to bring costs down to satisfactory levels.<br />
But we also see great future potential in the<br />
Norwegian market, which is currently<br />
undergoing a series of changes. The trend<br />
towards more public procurements is moving<br />
fast and the market share is expected to<br />
exceed 50% by <strong>2011</strong>. In December, Stein<br />
Nilsen became the new Managing Director<br />
for <strong>Nobina</strong> Norway. With more than 20<br />
years in the Nordic personal traffic sector,<br />
I think he will be an excellent leader for the<br />
Norwegian operations.<br />
<strong>Nobina</strong> Denmark continued to develop<br />
positively in <strong>2010</strong> and we are satisfied with<br />
both the efficient operation and excellent<br />
customer service. After just two years in the<br />
market, <strong>Nobina</strong> was announced “Operator<br />
of the year” by Movia, the largest client in<br />
the country, and we recently secured more<br />
traffic in a contract with them. We commenced<br />
two new contracts and have high<br />
hopes for continued growth, but will continue<br />
to have start-up and expansion costs.<br />
We maintained our position and an<br />
unchanged market share in Finland, despite<br />
a number of challenges and continued price<br />
pressure. With a loss in the spring and one<br />
win in the fall, our market share remained<br />
unchanged throughout the year. The challenges<br />
in the Finnish market are considerable,<br />
but more contracts are expected to become<br />
competitive in coming years and we have a<br />
solid and efficient organization in place to<br />
take advantage of market growth.<br />
Our Interregional player Swebus is a wellknown<br />
brand with a strong offering. After a<br />
very good start to the year, where the ash<br />
cloud contributed to a sharp increase in bus<br />
travel, the end of the year was more difficult<br />
– for two main reasons. Customers choose<br />
more expensive transport when times are<br />
better, and price competition is increasing<br />
from public players. To strengthen our position<br />
and clarify our value to customers, we<br />
will invest more in sales promotion in the<br />
future. Swebus launched a successful direct<br />
transfer between Stockholm Central and<br />
Arlanda at the beginning of summer. The<br />
investment was initially costly but this<br />
is a long-term venture and, to date, has<br />
proceeded according to schedule.<br />
STRUCTURAL CHANGES IN THE MARKET<br />
In recent years, competition in regional<br />
traffic has been difficult to break through in<br />
all countries except Sweden and Denmark.<br />
Public players have won contracts at prices<br />
that we cannot possibly match given the<br />
quality that we want to offer. But the trend<br />
is unsustainable because under-priced contracts<br />
have not been able to generate a profit<br />
for these players. As a result, public players<br />
are currently under review in Finland,<br />
Denmark and Norway.<br />
In Finland, the municipal main competitor<br />
HELB, was challenged after the municipality<br />
was forced to cover up the company’s<br />
losses with increasing loans. The Danish<br />
government has banned Danish company<br />
DSB from participating in procurements
in Sweden because of its losses here. The<br />
Office of the Auditor General of Norway is<br />
reviewing government-run Nettbuss’ operations<br />
outside of Norway, and the sale of<br />
Unibuss is being assessed in Oslo. In Sweden,<br />
the municipal bus company in Gothenburg<br />
is continuing to suffer heavy losses. We can<br />
verify that publicly owned public transport<br />
companies that are not operated on business<br />
terms are no longer sustainable in the long<br />
term, and it is only a matter of time before<br />
we see the consequences. I am convinced<br />
that an experienced traffic company with<br />
the tools to change, such as <strong>Nobina</strong>, will<br />
be tomorrow’s winner.<br />
The Nordic market is already consolidating<br />
through a series of acquisitions and mergers.<br />
Deutsche Bahn purchased British Arriva and<br />
the French players Veolia and Transdev are<br />
currently merging their public transport organizations.<br />
And this trend is expected to continue,<br />
especially in Sweden. Storstockholms Lokaltrafik<br />
(SL) sold its remaining holding in Busslink<br />
to Keolis during the year, which coincided<br />
with the procurement of several major SL<br />
contracts. KR-trafik and Nettbuss Sverige<br />
dissolved their ownership ties and Vänersborgs<br />
Linjetrafik (VL-trafik) was taken over by<br />
Buss i Väst. In addition, a number of small<br />
traffic companies in the bus industry formed<br />
the Together alliance.<br />
It is difficult to fully assess how the new<br />
Swedish Public Transport Act will influence<br />
market developments, but we can already see<br />
how nearly all counties are organizing public<br />
traffic in a new government agency, the Swedish<br />
Transport Administration, to increase<br />
political influence. The county council thus<br />
assumes total responsibility for public transport.<br />
The most important factor for <strong>Nobina</strong>,<br />
we believe, is that traffic solutions are being<br />
developed together with the traffic companies<br />
and that it takes place closer to customers,<br />
based on local conditions.<br />
More and more public transport authorities<br />
are applying incentive-driven contracts<br />
but despite a positive trend in contract terms<br />
and conditions, it is still difficult for new<br />
players to participate in procurements. The<br />
traffic companies are forced to calculate the<br />
excessive additional costs to cover the risks<br />
and specific requirements imposed by the<br />
contracting authorities. We do not think<br />
that the risks for damage and extreme<br />
weather conditions should lie solely with<br />
traffic companies. Our hope is that more<br />
public transport authorities choose to design<br />
contract terms and conditions in line with<br />
industry recommendations so that customers<br />
do not need to pay too high a price for public<br />
transport.<br />
HIGH EXPECTATIONS AND MAJOR<br />
OPPORTUNITIES<br />
Our vision is that everyone will travel with<br />
us. That is why we work consistently to<br />
stAtemeNt FrOm the CeO<br />
» We focus on<br />
contracts with<br />
good profitability.<br />
improve our offering to customers. How well<br />
we succeed depends on how well we can<br />
motivate our employees, whose dedication is<br />
one of our key competitive advantages.<br />
Thus, during the year, we clarified our shared<br />
values, developed our offering to increase the<br />
number of trips, invested time and resources<br />
in leadership issues and increased the<br />
number of individual performance reviews<br />
and feedback opportunities.<br />
In the coming year, we will focus on securing<br />
more contracts with conditions for good<br />
profitability. The more procurements in the<br />
market, the greater the selection of interesting<br />
contracts to bid for. We will maintain<br />
our strategy to tender only for conditions<br />
with profitable development and therefore<br />
welcome the new quality evaluations in<br />
which we can better demonstrate the added<br />
value we offer customers. We will also review<br />
our working processes and continue to<br />
improve productivity. Optimization of the<br />
bus fleet is central in this respect, as is finding<br />
alternative fuel solutions in order to<br />
achieve greater flexibility as fuel costs rise.<br />
In our world, the road to a sustainable<br />
society begins with buses and we are<br />
convinced that customer satisfaction and<br />
higher margins go hand in hand – in the<br />
next hundred years too.<br />
Ragnar Norbäck<br />
CEO<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 9
MArKet OVerVIeW<br />
public transport – an everyday event<br />
<strong>Nobina</strong> operates in a growing market in transition; public transport has never<br />
been more right. More and more people choose to travel by bus because it<br />
saves time, money and the environment. traffic companies gain more control<br />
over how traffic is designed and tomorrow’s winners are the players who can<br />
offer an attractive, affordable and profitable product to their customers.<br />
THE Traffic TrEND<br />
A GROWING MARKET<br />
<strong>Nobina</strong>’s largest market is in metropolitan<br />
regions. The majority of people choose the<br />
bus sometimes and about 25% use public<br />
transport every day. Women travel by bus<br />
more often than men, while young people<br />
and pensioners travel by bus most frequently.<br />
The Nordic market for public transport by<br />
bus is expected to grow over the coming years<br />
and generated around SEK 44 billion in <strong>2010</strong>,<br />
of which regional traffic accounted for nearly<br />
90% and interregional traffic for slightly<br />
more than 10%.<br />
THE PublIc TRANsPORT TREND Is GROWING,<br />
buT cHANGING HAbITs TAKEs TIME<br />
Environmental considerations, leisure time<br />
and personal finances make bus or train<br />
transport more attractive than driving. Just<br />
five passengers on a bus, irrespective of fuel,<br />
has already contributed to reducing our environmental<br />
impact. But despite the fact that<br />
cars are expensive, create congestion and<br />
have a negative impact on the environment,<br />
driving is increasing at a faster rate than bus<br />
traffic, due to the convenience, in all areas<br />
except metropolitan regions. Most people<br />
who do not use public transport do not know<br />
how public transport works or where it operates.<br />
Prejudices about travel times and disruptions<br />
make the threshold high. Efforts by<br />
politicians and traffic companies have not<br />
managed to increase the market share for<br />
public transport, which has remained at<br />
10 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
about 20% for decades. But a joint change<br />
processes is currently taking place.<br />
A doubling of public transport would<br />
reduce the carbon emissions of passenger<br />
traffic by more than 20% and provide an<br />
economic gain of more than SEK 4 billion.<br />
In early 2008, a united public transport<br />
industry thus presented its ambition to<br />
double the market share of public transport<br />
in the short term, and to double the overall<br />
travel by public transport by 2020 to the<br />
Ministry of Enterprise, Energy and Communications.<br />
In spring 2008, industry associations<br />
presented a joint action plan to the<br />
government, after which doubling work<br />
proceeded with full force through various<br />
sub-projects.<br />
PRIcING AND PRODucT DEVElOPMENT<br />
When times are tough, it is difficult for<br />
the government, municipalities and county<br />
councils to achieve a balanced budget, which<br />
reduces opportunities for public transport<br />
to receive higher appropriations. Economic<br />
development also affects the funding of<br />
buses, which accounts for around 40% of<br />
the costs in contracts. All buses in the market<br />
today are custom-built since requirements<br />
vary from one client to another, and the<br />
continued low number of competing bus<br />
suppliers has a negative impact on pricing<br />
and product development.<br />
In <strong>2010</strong>, several international traffic<br />
companies showed low or negative profitability<br />
in their Nordic operations. All players<br />
expect that the price scenario in the Nordic<br />
region will improve for traffic companies.<br />
» environmental considerations,<br />
leisure<br />
time and personal<br />
finances make bus or<br />
train transport more<br />
attractive than driving.
A VERy<br />
ORDINARy<br />
DAy
MArKet OVerVIeW<br />
» Bus transport accounted for about 59%<br />
of total public transport and increased<br />
slightly during <strong>2010</strong>.<br />
The trend throughout the Nordic region is<br />
toward more incentive-driven contracts,<br />
which will increase travel and make it profitable<br />
to offer public transport. And as more<br />
traffic areas are opened up for competition,<br />
the price scenario will improve and benefit<br />
the traffic companies that can deliver high<br />
quality for a good price.<br />
TRAVEl IN THE NORDIc cOuNTRIEs<br />
Travel is increasing in Sweden and this is true<br />
for both car travel and public transport. Bus<br />
traffic accounted for approximately 59% of<br />
total public transport, up 0.4% during <strong>2010</strong>.<br />
That can be compared with the subway, which<br />
accounted for approximately 27% and trains<br />
for approximately 14% of trips.<br />
In Norway, the number of travelers using<br />
public transport increased by 1.3% during<br />
<strong>2010</strong>, which corresponded to developments<br />
during 2009, according to the Statistics<br />
Norway. The largest growth occurred in<br />
Overview of public transport in sweden, Denmark, Norway and Finland <strong>2010</strong>/<strong>2011</strong><br />
All scheduled public<br />
transports (rail and bus)<br />
12 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Market value,<br />
SeK bn<br />
Number<br />
of buses<br />
scheduled public<br />
bus transports<br />
Market value<br />
SeK bn<br />
Number<br />
of buses<br />
scheduled public bus transports<br />
exposed to competition<br />
regional traffic<br />
Market value, SeK bn<br />
Interregional traffic<br />
Market value, SeK bn<br />
Sweden 30.2 7,696 14.8 7,186 14.0 0.8<br />
Denmark 24.5 3,247 8.4 3,177 8.2 0.3<br />
Norway 13.3 6,328 13.2 2,519 3.6 0.3<br />
Finland 20.6 4,913 7.6 1,354 2.7 0.8<br />
Total 88.6 22,184 44.0 14,236 28.5 2.2<br />
Market values are estimates made by <strong>Nobina</strong>.<br />
conjunction with the expansion of subway<br />
and streetcar lines, although those comprise a<br />
relatively small portion of the total traffic. Bus<br />
traffic accounted for approximately 60% of<br />
the total public transport, with that percentage<br />
remaining unchanged in recent years.<br />
In Finland, public transport increased in<br />
the capital city area by 2.2% during <strong>2010</strong>.<br />
Bus traffic accounted for just over half of<br />
trips, increasing by 4% during that time<br />
period. That can be compared with the subway,<br />
which accounted for approximately<br />
17.5% and trains for 14.4% of trips.<br />
In Denmark, bus traffic accounted for<br />
approximately 40% of trips according to<br />
a study conducted in 2009. Conditions<br />
remained unchanged during <strong>2010</strong>. The<br />
number of travelers has fallen since 2003 as<br />
a result of economic growth and increased<br />
competition from cars as the primary mode<br />
of transportation. Following the same trend,<br />
the number of bus trips increased by 2.4%<br />
during <strong>2010</strong> due to the financial crisis. The<br />
past two years have seen comprehensive<br />
changes to public transport in the form<br />
of cutbacks, structural changes and streamlining<br />
of both city and regional traffic.
NEARNEss IN<br />
EVERyDAy lIFE<br />
FrAMVAgNSVINjett
BACKgrOuND: HOW WE GOT HERE – PublIc TRANsPORT IN sWEDEN<br />
THE 1960s aND 1970s saw a sharp<br />
downturn in public transport as the<br />
car made its inroads into society. traffic<br />
companies held exclusive rights and<br />
controlled both pricing and traffic over<br />
the principals in their respective traffic<br />
areas. Despite subsidies, poor coordination<br />
of timetables and complicated<br />
ticket systems, it was difficult to break<br />
out of this pattern and there was an<br />
enormous need to shift the power from<br />
the traffic companies to the politicians.<br />
In 1967, Storstockholms lokaltrafik<br />
(Sl) was founded and in 1978 there<br />
was a transport authority reform.<br />
THE 1980s the transport authority<br />
reform took effect and resulted in<br />
coordinated transport offerings that<br />
were acquired through public procurement<br />
and a new ticketing system. We<br />
went from having bus routes to a bus<br />
system and public transport received<br />
a real boost thanks to a good economy<br />
and a political desire that more people<br />
should be able to travel together. With<br />
the new coordinated transport system,<br />
Stockholmers could travel throughout<br />
the entire city for only SeK 50 per<br />
month and a person from jämtland<br />
no longer needed to have four different<br />
tickets to travel to and from their<br />
job. However, it was only in 1989, in<br />
conjunction with the next transport<br />
reform, that the market was entirely<br />
deregulated.<br />
THE 1990s saw concession contracts<br />
(with a few small exceptions) and transport<br />
rights revert back to the public<br />
transport authorities, who could now<br />
implement public procurement of<br />
a desired bid, regardless of old structures.<br />
the power shifted from the traffic<br />
companies, who were forced to deliver<br />
the corresponding offerings as before<br />
– but at much lower prices. We ended<br />
up with higher quality thanks to a new<br />
buyer’s perspective, but also an unrealistic<br />
price point due to the fierce competition.<br />
the traffic companies were not<br />
mature enough to evaluate the market<br />
and acquired market shares at below<br />
cost prices with the hope of profitable<br />
contracts. At the same time, the amount<br />
of tax funds decreased due to the financial<br />
crisis, draining traffic companies<br />
who had limited means of impacting the<br />
product. We still see the consequences<br />
of that development today.<br />
14 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
THE 2000s provided us with clearer<br />
transport offerings, lower costs and<br />
higher quality. At the same time, traffic<br />
companies took on large losses and the<br />
open procurement process had developed<br />
into a complicated system that<br />
limited both purchasers and providers<br />
since it focused more on details and<br />
costs than on function and customer<br />
needs. Around the world, there was an<br />
increased focus on environmental and<br />
climate change issues, urbanization<br />
continued, fuel prices shot through<br />
the roof and congestion fees were<br />
implemented to better control<br />
traffic. Following the completion of<br />
the government study, Koll Framåt,<br />
which came out in 2007, the public<br />
transport industry rallied during the<br />
beginning of 2008 around a proposal<br />
for a common plan of action to double<br />
the market share of public transport<br />
over the short term and public transport<br />
travel by 2020.<br />
THE <strong>2010</strong>s will see changes with the<br />
new public transport law that goes into<br />
effect on january 1, 2012. the goal of the<br />
new law is to modernize public transport<br />
and adapt it to the eu’s new regulations<br />
in that area. According to the<br />
new legislation, traffic companies shall<br />
be allowed to establish commercial<br />
public transport offerings freely within<br />
all geographic market segments, with<br />
the goal of increasing the dynamics<br />
and contributing to a greater offering of<br />
public transport options and increased<br />
travel. At the same time, the regional<br />
public transport authorities will have<br />
better prerequisites to act efficiently<br />
through a more functional authority<br />
and a more clearly defined role and<br />
division of responsibilities, according to<br />
the government. For travelers, the new<br />
regulations will result in a larger number<br />
of travel alternatives and increased<br />
freedom of choice.<br />
T h e n …<br />
… and now.
the market for regional traffic<br />
the business model for regional traffic ensures steady revenues through long<br />
contracts and close relationships with customers and principals. the Nordic<br />
market is undergoing significant transformation with ongoing consolidations<br />
through acquisitions or mergers. Soon the last concession agreements will<br />
expire and more traffic areas will open up for public procurement.<br />
THE PUBLic PrOcUrEMENT MODEL<br />
A TRAFFIc AREA Is PROcuRED …<br />
Politically controlled, publically owned principals<br />
are responsible for regional traffic service,<br />
usually the municipality or county council.<br />
Regional traffic includes county traffic,<br />
city traffic and school bus traffic. In many<br />
parts of the Nordic countries individual public<br />
transport authorities and traffic companies<br />
hold exclusive rights for operations<br />
through old, concession agreements. However,<br />
in more places traffic is being publically<br />
procured in accordance with the EU’s new<br />
traffic regulations, which forbid concession<br />
agreements. As current concession agreements<br />
expire during the coming years,<br />
public transport throughout the Nordic<br />
countries will become competitive.<br />
… THROuGH PublIc PROcuREMENT …<br />
In those instances where traffic agreements<br />
have been awarded in accordance with the<br />
law for public procurement, the public transport<br />
authority invites all interested traffic<br />
companies to a public procurement. Preparations<br />
for a procurement are started well in<br />
advance and active subsidiaries begin to hold<br />
general discussions with the relevant public<br />
transport authority up to three years before<br />
the actual formal process begins. Special<br />
procurement teams create an accurate, comprehensive<br />
picture of the conditions year by<br />
year, for every individual case. Planning<br />
encompasses everything from pavement and<br />
traffic planning to investments in employees,<br />
fuel, buses and deposits. The goal is to prepare<br />
a bid that is attractive for all parties –<br />
both the principal and customers – and<br />
which also provides the traffic company satis -<br />
factory profitability.<br />
<strong>Nobina</strong> plays an active role in the industry<br />
dialog that is conducted between traffic companies<br />
and principals, in order to improve<br />
the correlation between goals and means in<br />
the tender process – such as evaluation models<br />
and general terms for increased predictability<br />
and transparency. A few concrete<br />
results of these initiatives include standardized<br />
industry contract templates that were<br />
developed during <strong>2010</strong> and new types of<br />
quality controls that are now being used by<br />
more transit authorities during procurement.<br />
… THE EMPlOyER AND THE WINNING TRAFFIc<br />
cOMPANy DRAW uP A cONTRAcT …<br />
The contract between the employer and the<br />
traffic company regulates how transport<br />
should be operated and generally is in force<br />
for between five and eight years, with the<br />
option for an extension. The contract regulates<br />
everything from timetables and ticket<br />
prices to what the buses should look like and<br />
what kind of fuel they should use. The aim is<br />
to make the contract less detail-oriented and<br />
more functionally based so that traffic companies<br />
have greater latitude in formulating<br />
their offerings according to their own evaluation<br />
of the market’s needs.<br />
The most common format is for the traffic<br />
company to receive payment in accordance<br />
with a gross contract. That enables the public<br />
transport authority to receive all ticket revenues<br />
while compensation to the traffic company<br />
is determined based on the number of<br />
kilometers and hours driven, which provides<br />
limited incentives to attract riders over<br />
the short term. Net contracts are rare,<br />
and instead provide a majority of ticket<br />
MArKet – regIONAl trAFFIC<br />
revenues to the traffic company and benefit<br />
those players who can run an efficient operation<br />
and attract the most travelers. The disadvantage<br />
is that a traffic company cannot<br />
control offerings according to demand – that<br />
is overseen by the principal. Finally, an<br />
incentive contract is a hybrid between a gross<br />
and a net contract and is becoming increasingly<br />
commonplace in the market. These<br />
are based on a gross contract but provide<br />
the traffic company with an opportunity<br />
to increase its revenue if the number of<br />
passengers increases.<br />
… AND THEN THE TRAFFIc sTARTs ROllING<br />
Once a company has negotiated a contract<br />
with a public transport authority and it has<br />
been signed, it is generally the case that the<br />
terms of the contract may not be renegotiated<br />
unless both parties mutually agree to<br />
the changes. Once traffic starts rolling,<br />
existing bus drivers and other operational<br />
employees usually move over to the bus<br />
company that wins the contract. This immediately<br />
eliminates costs for wages, insurance<br />
and pensions for those employees for the<br />
bus company that is handing over the traffic.<br />
The incoming traffic company must offer<br />
employment to drivers in the pool that<br />
consists of previous employees of the outgoing<br />
traffic company, before any eventual<br />
new hires.<br />
Most contracts contain the option of<br />
extension by one to three years, if the public<br />
transport authority informs the traffic company<br />
about this one year before the expiration<br />
of the original contract period.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 15
MArKet – regIONAl trAFFIC<br />
THE PaTH TO PrOfiTaBiLiTY<br />
REVENuEs<br />
At today’s price levels, ticket revenues are<br />
insufficient to cover the principal’s costs. The<br />
difference is funded through taxes. The rate<br />
of self-financing varies both nationally and<br />
over time, but lies on average at between<br />
50–60% for all of the Nordic market, with<br />
local variations.<br />
Commonplace for all the various types of<br />
traffic agreements is that changes in compensation<br />
over time track an index that is intended to<br />
compensate the traffic company when the<br />
costs of, for example, fuel or salaries, increase.<br />
How often the index is adjusted varies somewhat<br />
among the Nordic countries, but the<br />
trend is towards more frequent adjustments. In<br />
Denmark, the index is adjusted monthly, in<br />
Sweden and Finland on a quarterly basis, while<br />
in Norway calculations are made only one year<br />
after the fact.<br />
cOsTs<br />
Pricing is usually the primary variable for traffic<br />
companies to favorably distinguish themselves<br />
during the procurement process, which,<br />
as a rule, favors larger, more efficient traffic<br />
companies that can deliver transport services at<br />
low costs. <strong>Nobina</strong> operates with the principle of<br />
only submitting bids that have good prerequisites<br />
for good profitability, and therefore<br />
chooses not to use pricing to win over its competitors.<br />
As the largest bus traffic company in<br />
the Nordic countries, <strong>Nobina</strong> has achieved significant<br />
savings by centralizing a large portion<br />
of purchases for all of the Group’s operational<br />
subsidiaries. This means that the company can<br />
often procure a contract at price levels that are<br />
competitive, for example by seeking out advantageous<br />
terms for items such as fuel, tires and<br />
spare parts for buses.<br />
The bus fleet comprises approximately<br />
40% of the contract cost. Oftentimes the<br />
solution that a customer selects contains a<br />
combination of newly purchased buses and<br />
buses that have already been used previously<br />
16 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
in operations. Investments occur in advance<br />
of traffic startup and the goal is to relocate or<br />
sell buses in conjunction with the expiration<br />
of a contract. The more standardized buses<br />
are, the broader the area of application they<br />
have within the Group over time. Principals’<br />
demands on buses can be very specific, however,<br />
when it comes to things like fuel type,<br />
seat material, door width or body color,<br />
which requires long-term planning in order<br />
to optimize usage over time. The requirements<br />
on buses are similar in the Nordic<br />
countries with the exception of Finland,<br />
which means that it is more difficult to<br />
relocate buses into or out of that country in<br />
conjunction with a new contract.<br />
Specification of fuel type and emissions<br />
requirements are standard today in the procurement<br />
documents. Keeping in line with<br />
political objectives, 40% of traffic should be<br />
operated using buses that use renewable fuels<br />
by 2012 and 90% by 2020. In order to meet<br />
these goals, traffic companies will have to<br />
quickly adapt their bus fleets and increase<br />
their share of renewable fuels. This means a<br />
cost increase and major reorganizations for<br />
both bus companies and public transport<br />
authorities. <strong>Nobina</strong> is intensifying its business<br />
intelligence and skill development within the<br />
area of future fuels. Dialog with suppliers and<br />
principals is increasingly focused on the purchase<br />
of buses, and on various cooperative<br />
1,200<br />
900<br />
600<br />
300<br />
0<br />
–300<br />
–600<br />
–900<br />
Revenue<br />
Book value<br />
EBITDAR<br />
EBIT<br />
Accumulated cash flow<br />
projects with manufacturers and public transport<br />
authorities a number of different alternative<br />
fuels are being evaluated.<br />
PROFITAbIlITy<br />
Customer-specific solutions, like the start<br />
of a new traffic contract, often involve new<br />
investments in a bus fleet, both in terms of<br />
upgrades of existing buses as well as new<br />
purchases. Costs and revenues in individual<br />
contracts are therefore unevenly distributed<br />
across contract periods, as is profitability.<br />
In addition, insufficient index calculations<br />
can potentially make cost increases for fuel<br />
and wages a problem for traffic companies.<br />
A correctly calculated contract in combination<br />
with effective operations will, however,<br />
yield positive profitability when viewed over<br />
the entire contract period. Consequently, the<br />
composition of the contract portfolio of new<br />
and current contracts affects the combined<br />
profitability for a particular year. <strong>Nobina</strong><br />
has approximately 146 traffic contracts of<br />
varying ages and sizes.<br />
Optimization of the bus fleet, efficient<br />
traffic planning and a good dialog with the<br />
principal is the best path to good profitability.<br />
By avoiding empty mileage, using environmentally<br />
friendly fuel, applying environmentally<br />
friendly driving techniques and<br />
above all, filling up buses with people, both<br />
emissions and costs can be reduced.<br />
Profitability development of a normal seven-year contract with a two-year extension<br />
SEK M CONTRACT YEARS OPTION YEARS<br />
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9
A new way forward in Norrtälje<br />
In june <strong>2011</strong>, <strong>Nobina</strong> will be starting up new traffic in Norrtälje on behalf of the<br />
principal Sl. this is the first time that Sl is allowing a traffic company to have<br />
such a large responsibility for direct customer relations. In its Norrtälje contract,<br />
<strong>Nobina</strong> has received a large degree of freedom to design the offerings,<br />
timetables and marketing – and along with it an increased opportunity to<br />
impact the number of riders. this means that <strong>Nobina</strong> is taking on greater risk,<br />
but will also keep a larger portion of the revenues.<br />
the new Norrtälje traffic operation is one of this year’s most<br />
exciting events. In its contract with Sl, <strong>Nobina</strong> has received<br />
increased responsibility, a wide degree of latitude and clear<br />
financial incentives to increase public transport between<br />
Norrtälje and Stockholm.<br />
The goal is increased ridership<br />
the contract is divided into two different compensation<br />
models. In the more traditional portion <strong>Nobina</strong> will receive<br />
»normal« compensation for traffic in and around roslagen,<br />
local traffic in Norrtälje and rural traffic farther out in the<br />
county. In the second portion, which encompasses three<br />
commuter lines, <strong>Nobina</strong> will instead be paid solely based on<br />
the number of riders – one amount per boarding passenger<br />
during rush hour traffic and another lower amount per boarding<br />
passenger during nonrush hour periods. there is also<br />
room for a quality bonus for extra high customer satisfaction,<br />
which could be a challenge since Norrtälje residents are<br />
currently the most satisfied in the entire county.<br />
»We look forward to demonstrating how we as a traffic<br />
company can increase ridership through improved offerings.<br />
With our ambition of eventually doubling the number of passengers,<br />
having satisfied customers is a very good starting<br />
point,« says traffic manager leif enebrink.<br />
High level of onboard service<br />
the three commuter lines will be operated using doubledecker<br />
buses and have onboard wireless Internet. the buses<br />
will operate on rMe fuel (biodiesel made from rape seed oil)<br />
which is entirely fossilfree. the advantage of doubledecker<br />
buses is that <strong>Nobina</strong> can offer a product with a high level<br />
of comfort that allows all riders to better utilize their travel<br />
time. the buses will also be fully accessible to people with<br />
limited mobility.<br />
»Onboard the buses we will be focusing on friendly treatment<br />
and accurate information, for example regarding traffic<br />
disruptions. We will also be reviewing traffic routes and possibly<br />
move the bus terminus according to traffic patterns and<br />
connecting traffic. It is practically only one’s imagination that<br />
will set the limit for how we can develop offerings so that more<br />
people choose to ride public transport,« says leif enebrink.<br />
better awareness of benefits<br />
the goal is to gradually increase bus ridership, primarily by<br />
reaching people traveling by car. public transport’s current<br />
share of the commuter traffic is 50% between Norrtälje and<br />
Stockholm. A comprehensive mapping and analysis has<br />
formed the basis for evaluating future potential. During its<br />
tender analysis, <strong>Nobina</strong> asked its potential customers where<br />
they travel, how they travel, when and why not. the average<br />
motorist thought that it took 45% longer time than what it<br />
actually takes – one hour. An important aspect of marketing<br />
in the future will therefore be to eliminate such biases and<br />
provide information about the possibilities and advantages<br />
of public transport.<br />
Immediately after the tender results were announced last<br />
December, work began on preparing for a traffic launch date<br />
in june. that is an unusually short startup time compared<br />
with the more normal one year.<br />
»We have big plans for Norrtälje. Certain ideas will be implemented<br />
immediately, while others will have to wait until we<br />
have established a relationship and had time to test the system.<br />
Currently we are working intensively to get all the pieces in<br />
place and to train and inspire all our employees so that our traffic<br />
start will go as smoothly as possible,« says leif enebrink.<br />
Potential for profitability<br />
Depots and workshops have been adapted to be able to<br />
receive the new doubledeckers. In addition, the bus facilities<br />
are located in the Norrtälje area and not in Stockholm. By<br />
having the parking lot where most of the drivers live, the buses<br />
will be able to start at the actual route rather than having to<br />
first be transported from Stockholm to the first stop. that<br />
eliminates idling and unnecessary environmental impact<br />
while eliminating an extra trip for drivers to get to work.<br />
»the Norrtälje contract is a clear step in line with the new<br />
public transport law that will go into effect in Sweden in 2012.<br />
the incentive portion with compensation per boarding passenger<br />
will mean a greater risk – if we do not succeed in<br />
attracting as many new riders as we estimate and hope for.<br />
Above all, however, it is a huge potential for the possibility of<br />
impacting travel to generate higher revenues and improved<br />
profitability,« says leif enebrink.
MArKet – regIONAl trAFFIC<br />
NOrDic OVErViEW<br />
Consolidation of the Swedish market began<br />
in <strong>2010</strong> through a number of acquisitions<br />
and mergers. Deutsche Bahn purchased<br />
Arriva. Veolia and Transdev are in the process<br />
of merging their public transport organizations.<br />
SL sold its 30% share in Busslink to<br />
Keolis, which now owns 100% of Busslink.<br />
Jämtland’s KR-trafik and Nettbuss Sverige<br />
dissolved their ownership ties. In addition,<br />
a number of smaller traffic companies in the<br />
bus industry formed the alliance Together.<br />
Vänersborgs Linjetrafik (VL-trafik) was<br />
acquired by Buss i Väst.<br />
sWEDEN<br />
In Sweden, <strong>Nobina</strong> is the market leader for<br />
regional traffic with one-third of the publically<br />
procured market, which is divided up<br />
into 20 public transport authorities and is<br />
worth approximately SEK 14 billion. Other<br />
major players in the market are Keolis-owned<br />
Busslink, Arriva and Veolia. Almost all routebased<br />
public transport by bus is procured publically.<br />
In certain cities, old concession agreements<br />
remain, limiting competition. SL is the<br />
largest public transport authority since Stockholm<br />
alone accounts for almost half of all<br />
Swedish public transport.<br />
According to the Swedish law regarding<br />
public procurement, the procuring authority<br />
shall accept the tender that has the lowest<br />
price or in some other way is financially most<br />
advantageous. The latter means that the bidder<br />
can attempt to compensate a higher price<br />
with a higher level of quality. In recent years,<br />
public transport authorities have implemented<br />
quality evaluations alongside of the<br />
quantitative comparisons among incoming<br />
tenders. In those instances, operational<br />
descriptions are also ranked and given equal<br />
weight as the tender price.<br />
Gross contracts are the most common in the<br />
Swedish market. The trend, however, is to<br />
move towards incentive contracts. Compensation<br />
in the contract is normally adjusted<br />
according to quarterly indexation calculations.<br />
18 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
In January 2012, new public transport legislation<br />
will go into effect in Sweden, with a<br />
more clearly defined focus on customers,<br />
providing greater responsibility – and<br />
momentum – to traffic companies. The legislation<br />
is based largely on models that were<br />
developed within the framework of the doubling<br />
effort, where the industry, with strong<br />
support from <strong>Nobina</strong>, has been active. The<br />
goal is to modernize public transport, create<br />
improved dynamics in markets and to<br />
increase travel. Strategic decisions about<br />
public transport, which today are often made<br />
by county traffic companies, shall be made<br />
through administrative formats for increased<br />
insight and improved coordination with<br />
other community planning.<br />
NORWAy<br />
The Norwegian market for contract-bound<br />
regional traffic amounts to approximately<br />
SEK 4 billion and comprises 20% of the total<br />
market for regional traffic. Market leaders<br />
include the state-owned Nettbuss with 26%<br />
of the competitive public bus traffic, while<br />
<strong>Nobina</strong> is the second largest with 17% of the<br />
market. In addition, there are a number of<br />
small, local companies that provide traffic<br />
through concessions.<br />
Since 1994, Norwegian public transport<br />
authorities have had the option, but have not<br />
been forced, to award traffic contracts<br />
through public procurement. The number of<br />
publically procured public transport agreements<br />
in Norway is therefore less than in<br />
Sweden, but is expected to exceed 50% during<br />
<strong>2011</strong> due to an EU directive that bans<br />
the current concession agreements. As competition<br />
increases in Norway, <strong>Nobina</strong><br />
believes that room for consolidation among<br />
the local bus companies will increase.<br />
The public transport authority usually<br />
procures both school buses and route buses<br />
in a single tender. A few of the traffic packages<br />
now also include transportation services<br />
for the disabled. The supporting documents<br />
for tenders specify, like in Sweden, the routes<br />
and timetables that shall be covered by the<br />
traffic company and usually contain detailed<br />
requirements about bus type (i.e. age and<br />
design of the coach and interior), environmental<br />
standards (such as fuel type, emissions<br />
levels and exhaust filters) and quality.<br />
In urban areas, the trend is towards hybrid<br />
buses while in rural areas it is towards<br />
biodiesel with strict emissions requirements.<br />
The principals almost exclusively require new<br />
buses, which poses demanding financing<br />
requirements. Indexation adjustments of<br />
compensation occur only annually.<br />
FINlAND<br />
The Finnish market for public transport by<br />
bus is worth approximately SEK 6.5 billion<br />
and is expected to grow by 15% over the next<br />
few years. Regional traffic in Finland was<br />
deregulated in the mid-1990s, although the<br />
only markets that are open to public procurement<br />
are the Helsinki, Tampere and<br />
Turku areas, which together comprise<br />
around 40% of the total market. <strong>Nobina</strong><br />
lacks access to well-situated bus depots in<br />
Turku and Tampere and only has traffic<br />
operations in the Helsinki area. Throughout<br />
the rest of Finland, public transport remains<br />
completely insulated from competition, benefiting<br />
small, local traffic companies. During<br />
the year, a new EU directive went into effect,<br />
limiting concession contracts. It is expected<br />
to open up large portions of the Finnish market<br />
to competition during the coming years.<br />
The Helsinki area is Finland’s largest market<br />
for regional traffic. Tendering procedures in<br />
the Helsinki area are designed like those in<br />
Sweden, with traffic contracts that last for five<br />
years. Unlike the other Nordic countries, however,<br />
contracts in Finland are normally procured<br />
for each specific route, rather than for<br />
an entire regional or local network. Since the<br />
merger of several transport and environmental<br />
authorities in <strong>2010</strong>, the Helsinki area has<br />
been dominated by a single public transport<br />
authority, HRT Helsinki Region Transport.<br />
Powerful pricing pressures have contributed<br />
to a consolidation of the Finnish market, which<br />
is currently dominated by five large players.
» <strong>Nobina</strong> operates with the principle of only submitting bids<br />
that have good prerequisites for good profitability, and therefore<br />
chooses not to use pricing to win over its competitors.<br />
The market leader in the Helsinki region is the<br />
municipal traffic company, Helsinki Bus<br />
Traffic, with over 40% of the market.<br />
<strong>Nobina</strong> is the second largest with approximately<br />
one-third of the publicly procured traffic.<br />
Then comes French Veolia, the state railway<br />
operation Northern Transport (Pohjolan<br />
Liikenne) and finally Westendin Linjat.<br />
Currently, there is tough competition in<br />
a price environment that requires a high<br />
degree of efficiency to be able to yield a positive<br />
operating profit, although the pricing<br />
situation has become successively better over<br />
the past five years. In addition, cost indexation<br />
is a big challenge. It is regulated on a<br />
quarterly basis but is set up in such a way that<br />
potential cost increases during the previous<br />
quarter risk not being covered. Discussions<br />
are in progress with the principal, and the<br />
local transport union will be opening negotiations<br />
with both the new public transport<br />
authority and the authorities that control the<br />
index to secure more reasonable terms.<br />
MaJOr PLaYErS<br />
ARRIVA<br />
Arriva was previously listed on the london Stock exchange,<br />
but was bought out of the exchange by Deutsche Bahn in<br />
August <strong>2010</strong>. In the Nordic region, the company has operations<br />
in Sweden and Denmark. the company also conducts<br />
rail operations.<br />
VEOlIA<br />
Veolia is a listed French company that also provides trans port<br />
services on trains, light rail lines and ferries. the company is<br />
the only traffic company other than <strong>Nobina</strong> that has, or has<br />
had, scheduled transports in all of the Nordic countries, but left<br />
the Danish market a few years ago.<br />
busslINK/cITy-TRAFIK/KEOlIs<br />
French Keolis is the principal owner of Busslink, which was<br />
formerly called SlBuss and was at that time wholly owned by<br />
the Stockholm County Council (Sll). Similar to Arriva, Keolis is<br />
active in Sweden and Denmark but not in Norway or Finland.<br />
During <strong>2010</strong>, Sll sold its 30% ownership interest to French<br />
Keolis, which also owns the Citytrafik company in Denmark.<br />
DENMARK<br />
In autumn 2008, <strong>Nobina</strong> successfully<br />
launched traffic operations in Denmark for<br />
the first time. Establishment of operations<br />
in Denmark meant entering a geographic<br />
market that is worth approximately SEK 7.5<br />
billion, or over 15% of the Nordic market<br />
for route-based public transport by bus. The<br />
Danish public transport by bus market was<br />
opened to competition in the early 1990s<br />
and currently all traffic areas in the country<br />
are procured.<br />
Public transport in Denmark works in the<br />
same manner as in the other Nordic markets.<br />
The market is consolidated into six regions<br />
with just as many public transport authorities.<br />
Arriva is the market leader with approximately<br />
40% of the market following three<br />
large acquisitions – municipal-run Bus<br />
Danmark, state-run railway operator Combus<br />
and Veolia’s Danish operations. Keolis<br />
is, through its Danish company City-Trafik,<br />
the second largest traffic company.<br />
MArKet – regIONAl trAFFIC<br />
<strong>Nobina</strong>’s share of the market amounts to less<br />
than 5%, but is expected to increase during<br />
the next few years when one-fourth of traffic<br />
will be up for procurement.<br />
Quality is a more important factor than<br />
price in Denmark, which affects the format<br />
of the tender and is reflected in the rising bid<br />
prices. The Danish principals look favorably<br />
upon a development where traffic companies<br />
are more participatory in designing the product<br />
and receiving a larger share of the compensation.<br />
Many traffic areas have incentive<br />
agreements with the key factors being<br />
reduced emissions and more satisfied customers.<br />
In terms of indexation of compensation,<br />
that is working well in Denmark.<br />
Wages are regulated on a semiannual<br />
basis and other items such as fuel and<br />
maintenance on a monthly basis.<br />
HElb/cITy OF HElsINKI<br />
the City of Helsinki’s bus company, Helb, is one of the largest<br />
traffic companies in the Helsinki region but has no operations<br />
outside Finland.<br />
NETTbuss/Nsb<br />
the Norwegian state railway operator NSB owns Norway’s<br />
largest bus company Nettbuss. the company also has<br />
operations in Sweden (Orusttrafiken, Krtrafik and Säfflebussen)<br />
and Denmark.<br />
TIDE<br />
tide is a listed company with operations in bus and boat<br />
transports in Norway. today, the company is active mainly<br />
in Bergen and Hordaland County.<br />
TORGHATTENGRuPPEN<br />
Since November 2008, torghattengruppen includes the<br />
listed company Fosen with the traffic company Norgesbuss.<br />
torghatten has no operations outside Norway.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 19
MArKet – INterregIONAl trAFFIC<br />
the market for interregional traffic<br />
through Swebus, <strong>Nobina</strong> is a profitable market leader in long distance bus<br />
traffic in Sweden. the market is mostly deregulated and offers major opportunities<br />
for individual traffic companies to tailor their offerings to customers.<br />
long distance bus travel is intensifying its competition with railways, which<br />
enjoy both great trust as well as performance challenges.<br />
<strong>Nobina</strong> defines interregional traffic as<br />
express traffic over distances greater than<br />
100 kilometers. In certain regions, interregional<br />
traffic is combined with regional or<br />
local public transport. In those instances, the<br />
public transport authorities compensate the<br />
bus companies for making a number of stops<br />
in proximity to a regular, local public transport<br />
bus route within a certain region.<br />
Conditions vary more among the Nordic<br />
countries than they do for regional traffic.<br />
<strong>Nobina</strong>’s interregional traffic operations are<br />
so far only offered in Sweden.<br />
FIERcE cOMPETITION<br />
The market for interregional traffic is usually<br />
deregulated, which means that traffic companies<br />
have full responsibility for all aspects of<br />
the service, including route planning, schedules<br />
and prices. There are no revenues from<br />
taxes or other traffic contracts with public<br />
principals. All revenue comes directly from<br />
passengers and offerings are based on a strong<br />
brand, a good product and efficient distribution.<br />
This can be compared with regional traffic,<br />
which is entirely regulated by the public<br />
principals that tender the service.<br />
A GROWING MARKET<br />
<strong>Nobina</strong> estimates that the market for interregional<br />
traffic will continue to grow as more<br />
routes are developed. Above all young people,<br />
but also seniors and women are major traveler<br />
categories for interregional traffic. More<br />
passengers are coming to value the pricecompetitive<br />
service that buses have to offer<br />
compared to rail and air travel, costs savings<br />
for parking the car and not least of all the<br />
environmental aspects.<br />
20 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
While railways are the undisputed market<br />
leaders for interregional traffic and are growing<br />
faster than express bus traffic, the<br />
dynamic is expected to increase in the market.<br />
OTHER TyPEs OF INTERREGIONAl TRAVEl<br />
Commuter traffic is currently estimated to<br />
have limited opportunities for development<br />
since most traffic is publically financed and<br />
current regulations give traffic companies a<br />
right of refusal towards new establishments.<br />
The new public transport law that goes into<br />
effect in 2012 will change that, however.<br />
Special trips to various events is another<br />
niche market that is attracting more and<br />
more players and travelers. This can be everything<br />
from the Book Fair to the Reggae festival<br />
to the Vasaloppet ski race.<br />
Even airport transfer traffic is a growing<br />
market, not least due to environmental<br />
requirements and high parking fees.<br />
NOrDic OVErViEW<br />
sWEDEN<br />
The market for long distance traffic in Sweden<br />
was deregulated in 1999. Prior to that, SJ<br />
had the right to decline the opening of long<br />
distance traffic services if those services competed<br />
with the railway. Since then, however,<br />
relatively few players have entered the interregional<br />
traffic market in Sweden.<br />
<strong>Nobina</strong> has a well functioning business<br />
model for interregional bus traffic through<br />
its market-leading Swebus, which offers<br />
scheduled interregional transport services.<br />
Swebus transported approximately 50% of<br />
all passengers who traveled long distances<br />
by bus in Sweden during <strong>2010</strong>. Number<br />
two in the market is Norwegian Nettbuss<br />
Express, with around one-fifth of the market<br />
and operations under the brands Bus4you<br />
and Gobybus. Third is Ybuss, with around<br />
7% of the market. The remaining portion is<br />
allocated among a number of smaller players.<br />
NORWAy<br />
The market for interregional traffic in Norway<br />
is dominated by NOR-WAY Bussekspress,<br />
a marketing company owned by 40 private<br />
traffic companies with approximately 3 million<br />
travelers annually during <strong>2010</strong>.<br />
One of the reasons for the higher penetration<br />
of interregional traffic services in Norway<br />
is that the railway system is not as built out<br />
as in Sweden.<br />
FINlAND<br />
The market for interregional traffic in Finland<br />
is dominated by two companies, Expressbus<br />
Yhteenliittymä and Oy Matkahuolto Ab.<br />
Certain routes in Finland – destinations<br />
departing from and traveling to medium sized<br />
cities – do not have efficient train connections,<br />
which explains the special position of long<br />
distance bus travel in the country.<br />
DENMARK<br />
Denmark is characterized by a limited selection<br />
of long distance buses, which are much<br />
smaller than in the other Nordic countries.<br />
Interregional traffic is dominated by Abildskov<br />
AS. The main reasons for this are a welldeveloped<br />
railway network, a small country<br />
and a population density that offers a good<br />
base for railways and public transport.
With the customer as the principal<br />
In the Interregional traffic, every krona earned comes directly from<br />
the passenger and the range is based on a strong brand, an excellent<br />
product and efficient distribution. Swebus continuously develops its<br />
offering to customers.<br />
AT THE FOREFRONT OF TEcHNOlOGy<br />
In june <strong>2010</strong>, Swebus was the first among expresscoach<br />
companies to offer its customers the opportunity to purchase<br />
tickets via their mobile telephones. the bus tickets<br />
may be purchased via all types of mobile phones, either<br />
through a mobile application, or the website. Bank cards<br />
are used to pay for the tickets and redeemed on board<br />
the bus by scanning the bar code that is sent to the mobile<br />
telephone in connection with payment.<br />
»the digital channels are becoming increasingly important.<br />
today, approximately 70% of our tickets are purchased<br />
directly via the Internet. We have now taken another step<br />
by offering the opportunity to search and purchase trips via<br />
TOWARD HIGHER GOAls<br />
During <strong>2010</strong>, Swebus expanded its travel range and launched<br />
direct 35minute trips between Arlanda and City terminal in<br />
Stockholm. the buses depart every 15 minutes during rush<br />
hour. the trip takes 35 minutes and connects to Swebus’<br />
other scheduled traffic at the City terminal.<br />
»More than 16 million passengers travel to and from<br />
Arlanda annually, and the forecast indicates that the figure<br />
will increase in the future. With Swebus Airport transfer,<br />
we will be competing for the growing market with such main<br />
competitors as Flygbussarna and Arlanda express,« says<br />
joakim palmkvist, Managing Director of Swebus.<br />
On board the Airport transfer, the Internet and morning<br />
newspapers will be available free of charge. the tickets are<br />
sold at pressbyrån, 7eleven, in ticket machines at Arlanda<br />
and City terminal and on Swebus’ website.<br />
mobile telephones,« says Adam laurell, Business and<br />
Marketing Manager for Swebus.<br />
those who have tested Swebus’ services have been<br />
very satisfied and are often recurring users of the mobile<br />
platform. the objective is to be accessible, to a greater<br />
extent, where customers are. the challenge is to locate supplementary<br />
services that match Swebus’ products, and to<br />
costefficiently adapt to the safety requirements and the<br />
array of technical services that already exist in the market.<br />
»Swebus’ operation is completely marketdriven, which is<br />
why we must continuously be at the forefront in the development<br />
of our offering to encourage customers to choose us ahead<br />
of the competitors,« says joakim palmkvist, Managing Director.<br />
Many of the air passengers live in the Stockholm region,<br />
but throughout Sweden, there is an expanding need for<br />
public transport to the country’s largest airports. Swebus<br />
will be first in the market to extend the bus journey from the<br />
airport to your home town. everyone living, for example, in<br />
Nyköping, linköping or Västervik will now be able to travel<br />
all the way to Arlanda with Swebus.<br />
»From Arlanda, we view the increase in public transport<br />
as highly positive. the airport’s role is to largely connect the<br />
regional public transport with global public transport. With<br />
more players, competition will increase, which will benefit passengers,«<br />
says jan lindqvist, Information Manager at Arlanda.<br />
the number of passengers rapidly exceeded expectations,<br />
which is why Swebus decided to increase the number of<br />
trips on the route at the beginning of summer.
NOBINA – the OperAtIONs<br />
Mission: to simplify everyday travel<br />
Anybody can drive a bus, but not everybody can combine quality and efficiency<br />
so the operations are profitable. <strong>Nobina</strong> has shown that it’s possible to improve<br />
the margins in a competitive industry – and implement changes. the key factors<br />
are experience, customer focus and efficiency.<br />
<strong>Nobina</strong> is a modern company with clear<br />
values and effective process control. Operations<br />
are divided into two business areas:<br />
Regional and Interregional traffic. Regional<br />
traffic operations are conducted by the<br />
Group’s subsidiaries in Sweden, Norway,<br />
Finland and Denmark, while Swebus, which<br />
manages Interregional traffic, operates only<br />
in Sweden. The Group has more than 10,000<br />
employees who work with traffic planning,<br />
bus service and maintenance, sales and training,<br />
but the majority work as bus drivers.<br />
During recent years, <strong>Nobina</strong> has identified<br />
what is most important for the company to<br />
achieve its vision – “everybody wants to travel<br />
with us” – and initiated efforts to secure the<br />
quality and efficiency of the processes that<br />
will take the operations toward the vision.<br />
Customer-experienced quality and motivated<br />
employees are a core prerequisite. And in a<br />
competitive and deregulated market, it is even<br />
more important that <strong>Nobina</strong> is clear about<br />
what the company is and stands for.<br />
SUCCESSFUL BUSINESS MODEL<br />
More than 90% of the Group’s revenues are<br />
attributable to contracts for bus traffic that<br />
are procured by publicly owned transport<br />
authorities in the Nordic market. The business<br />
model for regional passenger transport<br />
service is based on selecting attractive tenders<br />
that provide profitable operations. Attractive<br />
tenders can be won through comprehensive<br />
analyses, meticulous calculations and formulations<br />
of creative solutions, while the road to<br />
profitable operations goes through efficient<br />
traffic planning and operational control as<br />
well as flexible utilization of the Group’s<br />
buses. The contracts usually extend over<br />
22 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
5–8 years and most include an extension<br />
option that covers another 1–3 years. Payment<br />
is generally based on kilometers driven<br />
and/or hours and, in many cases, the number<br />
of buses in traffic, which generates stable revenue<br />
flows and low financial credit risk since<br />
the counterparties are public transport<br />
authorities. <strong>Nobina</strong> has historically won a<br />
high percentage of tenders and achieved<br />
significant success in efforts to impact the<br />
models that are used to index the revenues,<br />
thereby reducing the risk of imbalance<br />
between revenues received and actual costs.<br />
<strong>Nobina</strong> also has a successful business<br />
model for Interregional bus traffic through<br />
its operations within Swebus. The market for<br />
Interregional traffic in Sweden is deregulated,<br />
and every revenue krona (SEK) for<br />
the traffic company comes directly from the<br />
passengers, which requires a strong offering<br />
and effective distribution. Swebus is ranked<br />
highly by customers, offers its tickets<br />
through effective and accessible sales<br />
channels, has high brand recognition and<br />
accounted for more than 50% of long-<br />
distance travel in Sweden during <strong>2010</strong>.<br />
ACkNOwLEDgED MArkEt LEADEr<br />
<strong>Nobina</strong> is the market leader within public<br />
transport services by bus in the Nordic<br />
region. After 100 years in the market,<br />
<strong>Nobina</strong> has extensive knowledge, a proven<br />
business model and a strong market position<br />
– factors that are valuable in the ongoing<br />
restructuring of the industry.<br />
New legislation governing public transports<br />
in Sweden will take effect in January<br />
2012, with a more clearly defined customer<br />
perspective and greater responsibility – and,<br />
in turn, propelling force – for the traffic<br />
company. In the rest of the Nordic region,<br />
a growing number of traffic sectors are also<br />
opening up for public procurements as the<br />
present concession agreements are terminated<br />
in compliance with pertinent EU<br />
directives. <strong>Nobina</strong> has the right position and<br />
adequate size to become a leading force in<br />
the market’s continued restructuring.<br />
StrONg CUStOMEr FOCUS<br />
<strong>Nobina</strong>’s business concept is to simplify<br />
everyday travel for its customers, including<br />
both Regional traffic under contract from<br />
municipalities with public transport authorities<br />
and Interregional traffic for customers in<br />
a free market. The operations, therefore, are<br />
characterized by strong customer focus and<br />
close cooperation with public authorities and<br />
politicians at the national and local levels as<br />
part of efforts to offer an attractive product<br />
to all business interests, which is a key factor<br />
for <strong>Nobina</strong>’s customers, principals, owners,<br />
society in general, employees and partners.<br />
Within its contract traffic operations,<br />
<strong>Nobina</strong> maintains a close dialogue with the<br />
public transport authority, working together<br />
to improve the travel experience for the customer.<br />
Contracts usually extend over a<br />
period of several years and, therefore, close<br />
and goal-oriented programs of cooperation<br />
that begin before contracts are even awarded,<br />
can lead to significant improvements with<br />
regard to everything from more passengers<br />
to better traffic solutions and more advantageous<br />
contract models.<br />
The Interregional traffic is completely<br />
customer-controlled and, within Swebus,<br />
there are established channels to monitor the
Strong cuStomer focuS<br />
SUCCESSFUL BUSINESS MODEL<br />
Acknowledged market leader<br />
Comprehensive traffic planning expertise<br />
optimal bus management<br />
value-driven organization<br />
AttrActive employer<br />
effective recruitment management<br />
responsible social player
NOBINA – the OperAtIONs<br />
» By optimizing its bus fleet, <strong>Nobina</strong><br />
can operate traffic profitably.<br />
market’s needs. The offering of traffic, destinations<br />
and ticket prices is controlled by<br />
demand, and the offering is continuously<br />
developed through new payment solutions,<br />
for example, event transports, airport transfer<br />
traffic and different forms of service.<br />
With its flexibility and new schools of<br />
thought, Swebus is always quick to offer<br />
alternative transports in conjunction with<br />
disruptions in traffic.<br />
COMPrEHENSIVE trAFFIC PLANNINg SkILLS<br />
A profitable traffic contract is based on<br />
meticulous planning and resource-effective<br />
implementation. The work involved in preparing<br />
a tender is started as early as 1–2 years<br />
before the procurement procedure is initiated<br />
by the principal. During the early<br />
stages, <strong>Nobina</strong> conducts in-depth dialogues<br />
with the principal, industrial organization,<br />
employees and customers in order to analyze<br />
existing conditions for traffic patterns and<br />
potential market needs. The tender planning<br />
personnel study infrastructure, test drive the<br />
routes and review present and possible depot<br />
alternatives. The goal is to offer an attractive,<br />
profitable and realistic traffic solution for both<br />
the short and long-term.<br />
Contracts extend over several years and<br />
continuous development work is conducted<br />
in close cooperation with the principals and<br />
employee representatives to optimize schedules,<br />
traffic routes and customer offerings,<br />
with due consideration for profitability and<br />
drive-ability. The traffic planners and traffic<br />
managers are responsible for the formulation<br />
of solutions that enable traffic to move effectively<br />
and minimize empty traffic routes, for<br />
example to and from depots and waiting<br />
times and distances between transport service.<br />
All employees are encouraged to contrib-<br />
24 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
ute to the development work, and there are<br />
established channels for suggestions, opinions<br />
and procedures for these referrals.<br />
OPtIMAL BUS MANAgEMENt<br />
<strong>Nobina</strong> is the only traffic company in the<br />
Nordic market with its own centralized<br />
management of buses. Through efforts to<br />
optimize the bus fleet from a Group perspective,<br />
<strong>Nobina</strong> is able to improve its potential<br />
to win tenders and conduct profitable traffic<br />
operations. The goal is to continuously<br />
reduce expenses for buses, which account for<br />
about 10% of the Group’s total expenses.<br />
In <strong>2010</strong>, the bus fleet consisted of 3,618<br />
buses, comprising 648 buses owned by<br />
<strong>Nobina</strong>, 1,494 buses leased through operational<br />
contracts and 1,476 buses leased<br />
through financial contracts. More than 99%<br />
of the buses operate in traffic within the<br />
framework of contract traffic or through<br />
leasing to Swebus. When a bus is no longer<br />
needed in a contract, it can be transferred to<br />
another contract, sold or scrapped. External<br />
rentals are used in exceptional cases, usually<br />
pending a redistribution of the buses. During<br />
fiscal year <strong>2010</strong>/<strong>2011</strong>, <strong>Nobina</strong> bought<br />
395 buses and sold 330, which is slightly<br />
higher than the normal reinvestment level<br />
of about 260 buses.<br />
Selections of new buses are extremely<br />
important in optimizing the fleet of vehicles<br />
and improving resource efficiency. Standardized<br />
buses provide broader areas of application<br />
within the Group. The traffic contracts<br />
specify everything from size, disposition and<br />
appearance to environmental standards and<br />
average age, and vary from one traffic region<br />
to another. This limits opportunities to completely<br />
standardize the entire bus fleet. In<br />
parallel with deregulation of the Nordic<br />
market, opportunities are increasing to adapt<br />
the bus fleet based on market needs, longterm<br />
function and cost-optimization, rather<br />
than short-term formal demands from each<br />
individual principal.<br />
The Group’s buses have a replacement<br />
value of approximately SEK 4.6 billion and<br />
a depreciation period up to 14 years. The<br />
average age of the bus fleet today is 6.2 years,<br />
compared with the target age of seven years.<br />
<strong>Nobina</strong>’s success in optimizing the bus<br />
fleet depends on demands imposed on the<br />
buses by principals, <strong>Nobina</strong>’s foresight in<br />
traffic planning in tenders and current contracts<br />
and how well the buses are serviced<br />
and maintained in everyday operations. Last<br />
but not least, the financial solution is critical<br />
for bus management in terms of structure,<br />
control and follow-up.<br />
<strong>Nobina</strong> prioritizes financial leasing<br />
agreements that optimize the cash flow<br />
from bus financing in parallel with contract<br />
payments in the most beneficial manner.<br />
New regulations and reporting of operational<br />
leasing agreements are expected to<br />
be introduced during the summer of <strong>2011</strong>,<br />
which means that operationally leased fixed<br />
assets must be reported as assets in the<br />
consolidated balance sheet.
three ways to a better future<br />
the path to profitability begins with the bus. everything from traffic planning and<br />
operation to driving style and service affects the margins. the more efficient the traffic<br />
production, the better it is for the environment and wallet. And, the better the margins,<br />
the better equipped <strong>Nobina</strong> is able to invest in eco-friendly measures and increased<br />
customer benefits. In order to realize this, <strong>Nobina</strong> has been implementing extensive<br />
and systematic improvements for many years.<br />
INCrEASED CUStOMEr BENEFItS<br />
to achieve continuous improvement requires a strong<br />
commitment. And, to implement change, it is crucial to begin<br />
at the right end and take one step at a time. During <strong>2010</strong>,<br />
15 improvement groups in the Nacka/Värmdö traffic area<br />
outside stockholm chose to focus on various ways by<br />
which to boost the travel experience for the customer.<br />
»the goal is to increase the satisfied Customer Index (sCI)<br />
from 67% in April to 75% in December. the improvement<br />
groups accomplished this by asking customers about their<br />
travel experiences, improving driving styles, punctuality<br />
and buses,« says Annika Kolmert, head of the management<br />
system in the <strong>Nobina</strong> Group.<br />
One of the most important viewpoints from the survey<br />
pertained to drivers' information about traffic disruptions.<br />
since the information was perceived as unclear and difficult<br />
to hear, the improvement groups prepared new information<br />
manuals, reviewed the public address microphones and<br />
conducted exercises in microphone techniques. In addition,<br />
the buses were improved more rapidly thanks to daily<br />
inspections, new procedures for damage reporting and<br />
better planning.<br />
»the various groups chose separate focus areas and the<br />
travel experience was jointly improved as a whole. In February<br />
<strong>2011</strong>, <strong>Nobina</strong> achieved 77% sCI – the highest ranking ever<br />
despite a very difficult winter,« says Annika Kolmert.<br />
BEttEr ENVIrONMENt<br />
In this precise instance, the improvement groups focused<br />
on the work environment in the buses, but <strong>Nobina</strong> has long<br />
been conducting extensive work to reduce the total environmental<br />
impact of the operation. In 2007, <strong>Nobina</strong> developed<br />
a proprietary concept called The Green Journey. using technical<br />
equipment in the bus, software, driver’s training, individual<br />
support and monitoring by an environmental coach,<br />
the driver is given the opportunity to drive as eco-friendly<br />
as possible.<br />
»On the bus, there’s a computer that monitors my driving.<br />
I have learned to drive in a completely different manner to<br />
reduce emissions and not over-consume fuel, for example,<br />
by releasing the accelerator earlier and instead rolling forward<br />
as far as possible. throughout the journey, I receive continuous<br />
information on my driving via a handheld computer, which is<br />
highly supportive. I usually read the driving report after the<br />
trip,« says Marita Bergström, green driver at <strong>Nobina</strong> sandviken.<br />
planning the journey better will reduce emissions of carbon<br />
dioxide and other environmental and hazardous substances,<br />
while wear on roads, brakes, tires and other parts of<br />
the bus is diminished. In addition, traffic safety will increase;<br />
the work environment and customers will be more satisfied.<br />
»some drivers rapidly achieve a fuel reduction of 10–15%.<br />
All in all, the fuel consumption and carbon dioxide emissions<br />
reduced by 5–7% in the areas on which we are focusing,«<br />
says Anna Jonasson, project Manager at <strong>Nobina</strong>.<br />
IMPrOVED PrOFIt<strong>AB</strong>ILIty<br />
In traffic planning, a successful method is applied called<br />
Business & Planning, which is based on reviewing all areas<br />
of planning work to identify business opportunities and<br />
increase customer time - the proportion of traffic with<br />
customers on board. this is one of five sub-projects in the<br />
comprehensive activity, Efficient Time.<br />
By systematically reviewing the daily procedures together<br />
with operating managers and operating personnel, economic<br />
potential and commercial terms are identified for specific<br />
work tasks such as depot logistics, timetabling, idling and<br />
vehicle service.<br />
In parallel with Business & Planning, the sub-project Personnel<br />
Planning was launched. the aim was to increase personnel<br />
planners' knowledge and awareness of how they can<br />
reduce costs in daily operations to minimize overtime and<br />
undertime, so-called lost hours. Business & Planning has<br />
been successfully applied in sweden for several years and<br />
was introduced in Norway in <strong>2010</strong>. the Norwegian operation<br />
saved NOK 2.2 million in <strong>2010</strong> by applying this approach.
NOBINA – OrGANIzAtION AND OperAtIONs CONtrOl<br />
strong corporate culture and distinct values<br />
Being a company with clear values is becoming an increasingly important<br />
competitive factor. Delegated leadership in a value-driven organization with<br />
a focus on personal interaction between manager and employee creates<br />
involvement – a requirement for success.<br />
St<strong>AB</strong>LE OrgANIzAtION<br />
<strong>Nobina</strong>’s strength lies in its flat organization,<br />
with local decision forces in each traffic area.<br />
<strong>Nobina</strong> currently has 59 traffic areas, with<br />
operations in 35 districts. Each traffic area<br />
is led and controlled by a traffic manager,<br />
with a local management group. The traffic<br />
manager is responsible for the business and<br />
is responsible for the budget in his/her traffic<br />
area. The drivers are divided into smaller<br />
groups with one operations leader as the<br />
Employees<br />
Areas of expertise<br />
Employee distribution by country<br />
Men 85% (85)<br />
Women 15% (15)<br />
Drivers and driver<br />
administration<br />
91.5% (91.2)<br />
Workshops 4.3% (5)<br />
executive management,<br />
sales, market,<br />
hr and other 3.6% (2.8)<br />
traffic planning<br />
0.6% (1)<br />
sweden 70.8% (80.3) *<br />
Denmark 4.9% (2.5)<br />
Norway 12.8% (7.4)<br />
Finland 11.5% (9.8)<br />
* Includes 5,097 employees in <strong>Nobina</strong> sweden and 204 in swebus.<br />
26 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
immediate manager. Independent traffic<br />
areas generate excellent customer relationships<br />
and strengthen local commitment<br />
and responsibility.<br />
At the beginning of the year, a reorganization<br />
was implemented from geographic to<br />
business area control. The goal is to create<br />
a more efficient organization and achieve a<br />
larger interchange of expertise between<br />
the Group’s operational areas in the<br />
Nordic region.<br />
noBinA�S vAlueS<br />
wE ArE<br />
AVAIL<strong>AB</strong>LE FOr<br />
OUr CUStOMErS<br />
wE CONtINU-<br />
OUSLy PUrSUE<br />
DEVELOPMENt<br />
wE rESPECt<br />
EACH OtHEr<br />
wE FOStEr<br />
StrONg<br />
LEADErSHIP<br />
AttrACtIVE EMPLOyEr<br />
<strong>Nobina</strong> strives to become the most attractive<br />
employer in the industry. It is particularly<br />
important when recruiting new and younger<br />
bus drivers. Accordingly, the company works<br />
continuously to develop committed and<br />
motivated employees and has noted better<br />
results in its employee surveys.<br />
<strong>Nobina</strong> is the only employer in the industry<br />
to offer systematic training, monitoring<br />
and feedback to all employees. All employees<br />
We are receptive to our customers� needs and greet<br />
customers in a friendly and respectful manner. We keep<br />
our promises, develop economical solutions and make<br />
things easy for our customers.<br />
We achieve our goals and deliver results. We are<br />
resource-efficient and maintain the promised quality<br />
at the very least. We work with target management<br />
and systematic follow-ups to continuously improve the<br />
company and our services.<br />
We safeguard equality and treat each other in a friendly<br />
and respectful manner. together, we create a safe and<br />
creative workplace environment that promotes initiatives<br />
and proposals for improvement. We react to a lack<br />
of respect for customers, each other and the company.<br />
We impose well-defined requirements on our managers<br />
and employees. We place the customers� and company�s<br />
interests ahead of our own. We promote boundless<br />
partnerships. We provide feedback on completed work<br />
and recognize achievements. We can handle the trust.<br />
wE CArE We take active responsibility for the environment and<br />
society. We encourage health and personal development.<br />
We comply with laws and regulations. We are<br />
committed and care about each other, our customers<br />
and our community.
eceive, for example, annual developmental<br />
talks, competency development and individual<br />
goals. The training occurs on various<br />
levels – both locally in each traffic area and<br />
centrally in the Group.<br />
Another key issue is management development.<br />
In the coming year, <strong>Nobina</strong> will continue<br />
to increase managers’ ability to motivate<br />
and involve employees and thus increase<br />
the total commitment and development in<br />
the company. The <strong>Nobina</strong> Academy and<br />
driving school will be supplemented with<br />
courses in leadership and common work<br />
methods.<br />
Being a company with distinct values will<br />
be an increasingly important competitive<br />
factor. This was proven when <strong>Nobina</strong>, in<br />
two major contract extensions, was recommended<br />
by the union representatives thanks<br />
to employee policies. During <strong>2011</strong>, <strong>Nobina</strong><br />
launched a work manual for employees in<br />
cooperation with Kommunal trade union.<br />
It is unique in the industry for a traffic company<br />
to launch a document jointly with a<br />
trade union, and an indication that <strong>Nobina</strong><br />
is being increasingly perceived as an attractive<br />
employer and cooperation partner.<br />
Another confirmation of <strong>Nobina</strong>’s progressive<br />
work is that the company’s HR Director<br />
was nominated as HR Manager of the Year<br />
in <strong>2010</strong> at the Swedish Competence Gala<br />
in Stockholm.<br />
DIStINCt VALUES<br />
Everyone working at <strong>Nobina</strong>, regardless of<br />
position, must be able to identify with the<br />
values that are the basis for the daily work at<br />
the Group. Each management, local and<br />
central, has the task of keeping value issues<br />
alive by including these as a distinct item on<br />
the agenda. The values are also followed-up<br />
in developmental talks with employees.<br />
EFFICIENt OPErAtIONAL CONtrOL<br />
<strong>Nobina</strong> has an overall and systematic way of<br />
managing the operations. The aim of the<br />
management system is to achieve improved<br />
financial results and more satisfied customers.<br />
The method is to have distinct and<br />
detailed operational descriptions about the<br />
company’s various functions, with the aim of<br />
distributing and spreading successful work<br />
methods throughout the entire Group. This<br />
could pertain to checking and parking buses,<br />
greeting new customers on the bus and handling<br />
the microphone.<br />
The work methods are based on central<br />
goals and action plans for continuing operations.<br />
A number of process teams, comprising<br />
employees from various sections of the<br />
operation, agree on a suitable work method<br />
that is formulated into specific instructions<br />
in a joint policy document. The instructions<br />
are applied and followed-up within the<br />
framework of quality control and the<br />
established goals.<br />
During improvement days, a team of<br />
improvement leaders will visit the various<br />
traffic areas to review the practical functioning<br />
of the formulated work methods. Feedback<br />
is conducted to the traffic area manager,<br />
who is responsible for implementing<br />
<strong>Nobina</strong>’s organization structure<br />
NOBINA<br />
SwEDEN<br />
NOBINA – OrGANIzAtION AND OperAtIONs CONtrOl<br />
regional<br />
traffic business<br />
area<br />
NOBINA<br />
DENMArk<br />
measures where shortcomings were identified.<br />
The improvement leaders are also<br />
responsible for following-up results and<br />
ensuring that the changes are implemented.<br />
In five traffic areas in Sweden, there are<br />
improvement groups that jointly conduct<br />
local quality projects. Each operational<br />
leader must have at least one improvement<br />
group with representatives from the various<br />
operational functions. During <strong>2011</strong>, the<br />
work methods will increase from the current<br />
five traffic areas to ten in Sweden, while the<br />
work method will be disseminated to the<br />
other countries of operation.<br />
Improvement coaches are responsible for<br />
initiating the improvement work in the traffic<br />
areas and leading them forward by active<br />
coaching at operational meetings and management<br />
meetings. During <strong>2010</strong>, there were<br />
six trained improvement coaches in Sweden<br />
and two in Norway. During <strong>2011</strong>, an additional<br />
six coaches will be trained, four in<br />
Sweden and two in Finland.<br />
NOBINA<br />
NOrwAy<br />
NOBINA <strong>AB</strong><br />
NOBINA<br />
FINLAND<br />
grOUP<br />
FUNCtION<br />
Interregional<br />
traffic business<br />
area<br />
SwEBUS<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 27
NOBINA – respONsIBIlItY<br />
responsible for the environment and<br />
safety – a part of our mission<br />
<strong>Nobina</strong>’s business concept is based on responsibility – for the environment and safety,<br />
for employees and customers. As interest in sustainability issues increases, more and<br />
more people are choosing to travel on public transport, and the more skilled <strong>Nobina</strong><br />
becomes at taking care of the environment by having filled buses and more beneficial<br />
driving, the better the Group’s margins. responsibility is profitable.<br />
PrINCIPLE – ENVIrONMENt AND SAFEty<br />
ArE A NAtUrAL AND PrOFIt<strong>AB</strong>LE PArt<br />
OF OUr BUSINESS CONCEPt<br />
The environment, safety and quality are the<br />
most important areas of responsibility for<br />
<strong>Nobina</strong>, and these three issues have a highly<br />
natural correlation. The more people that<br />
travel by public transport, the better it is for<br />
the environment. And the better the quality<br />
and the higher the safety that <strong>Nobina</strong> offers<br />
on its trips, the more people will want to<br />
travel collectively with <strong>Nobina</strong>. The company<br />
works actively, systematically and integrated<br />
with these matters, accordingly, with<br />
a goal to be one of the most environmentally<br />
compatible alternatives for public transports<br />
and long-distance bus travel.<br />
As a Nordic market leader in public transports<br />
by bus, <strong>Nobina</strong> has significant opportunities<br />
to impact the environment in a positive<br />
manner. In traffic, not only new fuels but also<br />
new technologies, effective maintenance and<br />
economic driving contribute to increased<br />
sustainability. The greatest environmental<br />
advantage, however, is created through fully<br />
occupied buses. It is also more profitable,<br />
which creates opportunities for additional<br />
efforts focused on sustainability. Environmental<br />
questions are coordinated with the development<br />
of processes, services and quality<br />
issues so that long-term value is created for<br />
all interests.<br />
PrIOrItIzINg – grEAtESt rISk FIrSt<br />
<strong>Nobina</strong>’s safety policy states that the company<br />
should be a role model for traffic.<br />
A high level of safety is fundamental to the<br />
entire company’s traffic and all other opera-<br />
28 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
tional activities. Punctuality is a key parameter<br />
for the everyday bus trip, but safety and<br />
security have the highest priority, even<br />
higher than comfort convenience. Safety<br />
work is conducted systematically and integrated<br />
with other areas of business operations.<br />
A Group-wide safety council was<br />
established in 2008.<br />
In the long-term perspective, <strong>Nobina</strong><br />
needs to utilize its resources in the best possible<br />
way in order to be competitive and limit<br />
its impact on the environment. <strong>Nobina</strong><br />
reviews its environmental and safety goals at<br />
least once a year when the business plan is<br />
updated. Continuous environmental audits<br />
are conducted to analyze the company’s<br />
environmental work and its results.<br />
In Norway and Finland, <strong>Nobina</strong> has held<br />
ISO 14001 certification for several years. In<br />
the Swedish market, work is now in progress<br />
to certify <strong>Nobina</strong> Sweden’s environmentalmanagement<br />
system under the same standard.<br />
All traffic areas in Stockholm were certified<br />
during <strong>2010</strong>. Swebus, with its focus on<br />
the consumer market, has opted instead to<br />
meet the standards of the Swedish Society<br />
for Nature Conservation’s Good Environmental<br />
Choice labeling. At the beginning<br />
of <strong>2011</strong>, Swebus was named Sweden’s third<br />
best traffic company in terms of environmental<br />
work and social responsibility, by the<br />
Sustainable Brands trademark survey. The<br />
survey asked consumers to rank the most<br />
sustainable brands in the Swedish market,<br />
based on the UN’s Global Compact, which<br />
addresses corporate responsibility for the<br />
environment, human rights, collective bargaining<br />
and suppression of corruption.<br />
In 2008, the Environmental Council was<br />
formed comprising the environmental managers<br />
of the Group’s various companies. The<br />
aim was to contribute to formulating, communications<br />
and establishing environmental<br />
objectives that reflect more clearly <strong>Nobina</strong>’s<br />
ambitions in this area and create effective<br />
procedures for this program throughout the<br />
Group. Work was also started to review the<br />
environmental issues faced by the operations,<br />
which included an extensive survey<br />
and a series of investments in proprietary<br />
depots throughout the Nordic region. Group<br />
management decided on an aggregate list of<br />
157 environmental aspects, translated them<br />
into environmental risks and resolved on a<br />
prioritization of the five greatest risks: energy<br />
consumption at the depots, environmental<br />
requirements in conjunction with purchase,<br />
environmental expertise in the organization,<br />
the utilization of fuel for vehicles and particle<br />
emissions. The UN framework convention<br />
for environmental impact establishes<br />
that greenhouse gases are not permitted to<br />
increase in a manner that makes them harmful<br />
to the environment. Sweden, for example,<br />
has a national environmental objective stating<br />
that average emissions between 2008 and<br />
2012 should be 4% lower than emissions in<br />
1990. Similar targets have been established<br />
for particles that are harmful to inhale and<br />
that are found on the road.
SOMEONE<br />
ELSE'S DAy<br />
FrAMVAGNsVINJett<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 29
NOBINA – respONsIBIlItY<br />
» the public transport concept is based<br />
on public social value and sustainability.<br />
environmentAl StrAtegy<br />
– A HoliStic perSpective<br />
tECHNICAL tOOLS<br />
Modern buses<br />
There are both clear operational goals and<br />
economic incentives for efforts to reduce fuel<br />
consumption. The choice of buses is a factor<br />
that controls fuel consumption, along with<br />
the choice of fuels and driving style. <strong>Nobina</strong><br />
buys – and sells – more buses than any other<br />
player in the Nordic region. Environmentally<br />
compatible purchases are gaining<br />
greater attention in discussions with public<br />
transport authorities and suppliers. During<br />
the past fiscal year, the company acquired<br />
395 new buses, the majority of which are<br />
compliant with the latest eco-classification,<br />
Euro standard 5.<br />
Renewable fuel<br />
The bus transport industry organization in<br />
Sweden has established goals for energy consumption<br />
that correspond with political<br />
objectives. By 2012, 40% of traffic will be<br />
operated by vehicles that use renewable fuel<br />
and the percentage will increase to 90% by<br />
2020. To meet these goals, and demands by<br />
public transport authorities, traffic companies<br />
must initiate efforts very soon to<br />
increase their percentage of renewable fuel.<br />
<strong>Nobina</strong>, accordingly, is intensifying its skills<br />
development in the area defined as fuels of<br />
the future.<br />
In different cooperation projects with bus<br />
manufacturers and public transport authorities,<br />
several alternative fuels are now being<br />
evaluated, such as natural gas and biogas in<br />
Skåne, rapeseed-based RME in Uppland and<br />
ethanol in Dalarna and Stockholm. In the<br />
Stockholm area, the first electric-hybrid<br />
buses for the Swedish market are being evaluated<br />
by <strong>Nobina</strong>, Scania and SL. <strong>Nobina</strong> is<br />
30 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
also conducting a project in Uppsala in<br />
cooperation with the Uppsala transport<br />
authority, Scandinavian Biogas and Biogas<br />
Öst, whereby two different diesel buses have<br />
been converted for liquid biogas-powered<br />
operations. A premier showing of the new<br />
buses in the Dual Fuel Project was held<br />
on May 25, <strong>2010</strong>.<br />
Measureable driving<br />
<strong>Nobina</strong> Sweden has developed a concept to<br />
provide driver training focused on greater<br />
environmental consideration; the concept<br />
is called The Green Journey. Measurement<br />
equipment is installed on every bus to monitor<br />
how well the driver succeeds in efforts<br />
to drive with greater eco-consideration by<br />
registering fuel consumption, acceleration<br />
and braking, etc. The data is then reviewed<br />
by the traffic region’s environmental coach,<br />
who discusses the results with the drivers<br />
every month. Analyses have shown that fuel<br />
consumption has declined 5–7%, resulting<br />
in reduced emissions of carbon dioxide.<br />
Every driver’s individual efforts are secured<br />
in a manner that is unprecedented in the<br />
bus industry.<br />
HUMAN ACHIEVEMENtS<br />
Smart traffic planning<br />
In addition to getting more people to choose<br />
buses as their mode of transportation, the<br />
most important contribution <strong>Nobina</strong> can<br />
make to the environment is to drive fullyoccupied<br />
buses. <strong>Nobina</strong> buses drive a total<br />
distance every day that corresponds to 15<br />
trips around the world. This means that<br />
every kilometer or minute that a bus drives<br />
without passengers is negative both for the<br />
economy and the environment. Therefore,<br />
smart traffic planning is an important tool<br />
for reducing emissions. Optimized schedules<br />
that minimize lost time and idling also help<br />
to reduce the environmental impact. With<br />
minimum distances between bus garages<br />
and their first stop, the environmental<br />
finger print can be reduced even more. Idling<br />
declined somewhat during the year to 28.9%<br />
of driving time compared with 29.0% the<br />
preceding year.<br />
OPtIMIzINg tHE BUS FLEEt<br />
<strong>Nobina</strong> initiated a research project in 2007<br />
in cooperation with the University of<br />
Linköping to evaluate the environmental<br />
effects of alternative procurement models<br />
that would enable the traffic company itself<br />
to plan its resource utilization in relation to<br />
actual needs. The results that were presented<br />
in <strong>2010</strong> indicate that emissions can be<br />
reduced by almost half by using smaller<br />
buses in traffic, or by combining sizes, and<br />
that costs in a worst-case scenario would<br />
increase 10%. The project also identified<br />
opportunities to reduce costs through<br />
improved planning parameters. This could<br />
be achieved by expanding the planning area,<br />
for example, to take better advantage of<br />
coordination effects and economies of scale.<br />
However, this would be contingent on<br />
greater freedom for the traffic companies<br />
than is permitted by today’s procurement<br />
regulations for bus transports, such as allowing<br />
the traffic companies to decide which<br />
types of buses should travel the routes at<br />
different times on different days.<br />
A growing number of public transport<br />
authorities are allowing traffic companies<br />
to take part in formulating traffic solutions<br />
based on market needs. The most recent<br />
example occurred when SL granted <strong>Nobina</strong><br />
permission to control the selection of buses<br />
for Norrtälje traffic, for which the company<br />
chose double-decker buses that each accommodate<br />
85 passengers.
Increased knowledge<br />
Particle emissions comprise an area in which<br />
vehicle suppliers, traffic companies and<br />
researchers all need to increase their knowledge.<br />
Observations and experience are partly<br />
contradictory and closer cooperation is<br />
needed between the parties to resolve the<br />
problem. Several measures implemented by<br />
<strong>Nobina</strong> are increasing the Group’s environmental<br />
skills. The work extends through<br />
driver training focused on economical driving,<br />
such as driving empty buses and idling,<br />
to special courses for employees in the workshops<br />
and traffic management that are<br />
focused on environmental awareness and<br />
economical utilization of energy, water,<br />
cleaning agents and chemicals in conjunction<br />
with service. The environmental aspect<br />
should be considered in every employee’s<br />
everyday work routines – from recruitment<br />
to skills analyses and development talks.<br />
Regularly scheduled proprietary controls<br />
and internal audits are used to evaluate the<br />
success of these efforts.<br />
SAfety StrAtegy – tHe<br />
HigHeSt priority<br />
The active safety work includes studies and<br />
analyses of threats or violence to customers<br />
or Group employees and different traffic<br />
incidents. A computer system developed inhouse<br />
processes the information and contributes<br />
to the development of a safe and secure<br />
environment in which traffic operates efficiently<br />
without disruptions.<br />
<strong>Nobina</strong> has received awards for its Swedish<br />
traffic-safety program, which includes<br />
several thousand proprietary speed controls<br />
and has resulted in reduced speeds. The<br />
buses are serviced every 20,000 kilometers<br />
and have achieved the industry’s best results<br />
in annual vehicle inspections for the past two<br />
years. Every bus is also subject to a daily<br />
29-point safety check that is performed<br />
before entering service for the day.<br />
For the past two years, the Swedish safety<br />
department has organized “safety days” in<br />
all traffic areas. The program provides a type<br />
of method support, but also an opportunity<br />
to examine the functionality of safety procedures.<br />
Starting in <strong>2011</strong>, this mode of operations<br />
will also be introduced in Norway,<br />
Finland and Denmark.<br />
Accidents will happen nevertheless, as well<br />
as acts of vandalism. Every company and<br />
traffic area in the <strong>Nobina</strong> Group has a contingency<br />
plan that can be mobilized quickly<br />
in crisis situations. Each company follows a<br />
Group-wide crisis plan that is activated in<br />
the event of serious incidents, such as accidents<br />
resulting in personal injury or major<br />
material damage. The crisis plan describes<br />
how impacted functions, from bus drivers to<br />
operations management and central crisis<br />
control, shall perform during a crisis and/or<br />
accident occurrence, as well as procedures<br />
NOBINA – respONsIBIlItY<br />
for internal and external communications.<br />
To ensure the crisis plan’s functionality and<br />
utilization, Group companies and traffic<br />
areas’ conduct crisis drills at least twice a year.<br />
tHe green Journey<br />
» local practical training in<br />
eco-friendly driving<br />
>> Maintain an adequate distance<br />
>> Avoid unnecessary stops<br />
>> Coast more<br />
>> Brake less frequently<br />
>> stay within the speed limits<br />
>> Drive more smoothly<br />
>> Allow speed to decrease when<br />
driving uphill<br />
>> Coast when driving downhill<br />
>> Avoid idling<br />
Emissions, tons <strong>2010</strong>/<strong>2011</strong> 2009/<strong>2010</strong><br />
Carbon dioxides 250,691 252,022<br />
Nitrogen oxides 1,366 1,487<br />
particulates 7.8 10<br />
hydrocarbons 17.5 18<br />
Marita Bergström,<br />
green driver at <strong>Nobina</strong>, Sandviken:<br />
– On the bus, there’s a computer that monitors my<br />
driving. I have learned to drive in a completely different<br />
manner to reduce emissions and not over-consume<br />
fuel, for example, by releasing the accelerator earlier<br />
and instead rolling forward as far as possible. throughout<br />
the journey, I receive continuous information on my<br />
driving via a handheld computer, which is highly supportive.<br />
I usually read the driving report after the trip.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 31
det här är NOBINA<br />
Spicing up the day<br />
32 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong>
egional traffic contract portfolio<br />
hIStOrICAl teNder OVerVIeW SAleS per yeAr By CONtrACt term<br />
Number of buses<br />
3,500<br />
3,000<br />
2,500<br />
2,000<br />
1,500<br />
1,000<br />
500<br />
0<br />
07/08<br />
08/09<br />
09/10<br />
10/11<br />
Forecast<br />
11/12<br />
Procured buses, previously under the direction of other actors<br />
Procured buses, previously under the direction of <strong>Nobina</strong><br />
Number of buses won by <strong>Nobina</strong><br />
number<br />
of buses<br />
Regional traffic nobina<br />
Sales<br />
SeK M<br />
Operating<br />
profit, SeK M<br />
Market share<br />
tendered traffic<br />
Sweden 2,486 4,459 242 30%<br />
denmark 151 323 –53 4%<br />
norway 451 783 21 17%<br />
Finland 440 756 7 32%<br />
total 3,528 6,321 217 21%<br />
Share of <strong>Nobina</strong> 94% 94%<br />
CONtrACt OVerVIeW, NeXt 12 mONthS<br />
tender outcome<br />
by country<br />
public transport<br />
authority<br />
planned traffic starts March <strong>2011</strong> – February 2012<br />
contract<br />
type<br />
SEK M<br />
6,000<br />
5,000<br />
4,000<br />
3,000<br />
2,000<br />
1,000<br />
no. of years<br />
(plus option years)<br />
traffic<br />
start<br />
number<br />
of buses<br />
3 500<br />
3 000<br />
2 500<br />
2 000<br />
1 500<br />
1 000<br />
500<br />
BuSINeSS AreAS<br />
0<br />
Full year 06/07Full<br />
year 07/08Full<br />
08/09 year Full 09/10 year<br />
17/18 18/19 19/20 20/21<br />
Value<br />
(SeK M)<br />
Sweden Skånetrafiken City 8 (2) march, <strong>2011</strong> 89 1,752<br />
Östgötatrafiken regional 5 June, <strong>2011</strong> 34 346<br />
upplands lokaltrafik regional 1 (1) June, <strong>2011</strong> 130 450<br />
Västtrafik GO regional 8 (2) June, <strong>2011</strong> 6 140<br />
Västtrafik GO express 8 (2) June, <strong>2011</strong> 23 490<br />
Skånetrafiken regional 4 (2) June, <strong>2011</strong> 6 72<br />
Skånetrafiken regional 8 (2) June, <strong>2011</strong> 5 96<br />
Sl, Stockholm regional 8 (2) June, <strong>2011</strong> 83 1,540<br />
municipality of hagfors School bus 3 (1) August, <strong>2011</strong> 2 7<br />
Skånetrafiken regional 8 (2) October, <strong>2011</strong> 4 80<br />
Skånetrafiken regional 1 October, <strong>2011</strong> 33 59<br />
norway Vestfold regional 3 January, 2012 83 313<br />
Finland hSl City 1 August, <strong>2011</strong> 6 10<br />
total Regional traffic 504 5,355<br />
Full year<br />
10/11<br />
Full year<br />
11/12<br />
Full year<br />
12/13<br />
Full year<br />
13/14<br />
Full year<br />
14/15<br />
Full year<br />
15/16<br />
Full year<br />
16/17<br />
Sales per year available through option extension of contract<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 33<br />
10/11
NOBINA – BuSINeSS AreAS<br />
<strong>Nobina</strong> Sweden<br />
As Sweden’s largest provider of public bus services, <strong>Nobina</strong> actively participates<br />
in efforts to double the number of passengers. during the year, <strong>Nobina</strong><br />
gained a stronger foothold in malmö, Gothenburg and Norrköping – cities of<br />
strategic interest with major growth potential. At the same time, the company<br />
won an important, pioneering contract in Norrtälje, which gives <strong>Nobina</strong><br />
the possibility to form and manage the entire customer offering, and thereby<br />
influence travel and profitability.<br />
Sales 4,459 SeK M (4,227)<br />
Operating profit 242 SeK M (205)<br />
market share 30%<br />
Number of<br />
passengers 200 million<br />
Average number<br />
of employees 6,099 (8,363)<br />
Number of buses 2,486<br />
millions of kilometers<br />
traveled 176.8<br />
New/expired<br />
contracts 11/7<br />
Share of group<br />
sales<br />
(67%)<br />
66.6%<br />
34 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
deVeLOpMent duRing the yeaR<br />
<strong>Nobina</strong> Sweden increased sales by 5.4%<br />
to SEK 4,459 million in <strong>2010</strong>/<strong>2011</strong> and<br />
improved profitability at the operating profit<br />
level by 18% to SEK 242 million. The fiscal<br />
year began and was concluded with abnormally<br />
cold, snowy weather that increased the<br />
costs for fuel, maintenance, damage,<br />
employees and properties. This was partially<br />
compensated by lower fuel consumption.<br />
<strong>Nobina</strong> Sweden is working to find alternative<br />
fuel solutions for greater flexibility in the<br />
event of price increases. The three-year wage<br />
agreement that expires in <strong>2011</strong> entailed<br />
higher salary increases during the year for<br />
transport companies than for the other parts<br />
of the Swedish commercial sector.<br />
More customer time (transport planning<br />
efficiency) meant that availability for the<br />
customer improved, while profitability<br />
increased. In <strong>2010</strong>, <strong>Nobina</strong> Sweden’s buses<br />
drove somewhat more kilometers per bus<br />
than the year before and the proportion of<br />
mileage off the time table decreased to 13%.<br />
During the year, operational and transport<br />
management were separated, which created<br />
the conditions for the local operational managers<br />
to focus entirely on management and<br />
development of employees at the same time<br />
that central transport management can provide<br />
better support to customers and drivers.<br />
To increase competitiveness, a new organization<br />
was introduced at the head office. The<br />
central costs were thereby reduced at the same<br />
time that better coordination was achieved.<br />
tendeRS<br />
<strong>Nobina</strong> is Sweden’s largest provider of public<br />
bus services with just over one fourth of the<br />
market for city and regional service. At<br />
present, the company has more than 2,486<br />
buses in operation in about one hundred<br />
locations within the framework of contracts<br />
with public transport authorities. <strong>Nobina</strong><br />
Sweden operates extensive city and suburban<br />
service as well as regional service in Dalarna,<br />
Närke, Skåne, Stockholm, Uppland, Värmland<br />
and Västra Götaland. During the year,<br />
around 200 million departures were provided<br />
by <strong>Nobina</strong> Sweden. The goal is to<br />
double this number by 2020.<br />
During the preceding fiscal year, Swedish<br />
public transport authorities procured transport<br />
services for slightly around 1,500 buses,<br />
508 of which were currently run by <strong>Nobina</strong>.<br />
<strong>Nobina</strong> Sweden won new transport services<br />
in Malmö, Gothenburg and Norrköping,<br />
among others. In the City of Malmö, half<br />
of the city services were up for procurement<br />
in <strong>2010</strong> and in <strong>2011</strong>, the remainder is<br />
expected to be up for procurement. The<br />
transport services for the first half comprising<br />
90 buses began at the end of February<br />
<strong>2011</strong> and Malmö then became <strong>Nobina</strong> Sweden’s<br />
largest service area. In Norrköping, it<br />
is a matter of commuter service to and from<br />
Norrköping and in Gothenburg, it mainly<br />
involves express service for commuter traffic.<br />
By winning these contracts, <strong>Nobina</strong> Sweden<br />
strengthens its position on markets with<br />
considerable growth potential.
» the goal is to double the number<br />
of departures by 2020.<br />
Storstockholms Lokaltrafik (SL) conducted<br />
three procurements during the year. <strong>Nobina</strong><br />
Sweden won one of them, involving the<br />
service of 85 buses in Norrtälje beginning in<br />
June <strong>2011</strong>, but lost two existing contracts in<br />
Nacka/Värmdö and Huddinge/Botkyrka.<br />
In total, the year entailed a net reduction<br />
of 75 buses. In <strong>2011</strong>, around 1,200 buses<br />
will be procured.<br />
cOntRactS<br />
<strong>Nobina</strong> Sweden provides public bus services<br />
in the scope of contracts with 15 out of a total<br />
of 22 public transport authorities in Sweden.<br />
<strong>Nobina</strong> Sweden’s clients include SL, Skånetrafiken<br />
and Västtrafik. The contracts have<br />
a duration of between five and ten years. The<br />
contracts regulate the commercial terms<br />
and the requirements placed on each party.<br />
When choosing the tenders that will be<br />
prioritized, such tender requirements as<br />
commercial terms, level of risk and the contract’s<br />
development potential are crucial.<br />
<strong>Nobina</strong> Sweden carefully reviews the conditions<br />
in each tender request and only compiles<br />
tenders that allow service of satisfactory<br />
quality, stable profitability and balanced<br />
economic risk. Crucial factors for long-term<br />
profitability include a strong traffic planning<br />
ability and efficient operation, meaning an<br />
ability to satisfy promises to customers with<br />
limited use of resources.<br />
A growing numbers of public transport<br />
authorities are moving towards more incentivebased<br />
compensation in the contracts. However,<br />
a traffic company’s possibilities of adjusting<br />
the tender to the customer remain limited,<br />
constituting an area for improvement.<br />
During the year, <strong>Nobina</strong> Sweden won an<br />
attractive contract in the SL area, Norrtälje-<br />
Stockholm. Compensation in half of the<br />
contract is solely based on the number of passengers.<br />
This is a major step in SL service and<br />
constitutes the first real customer-driven<br />
contract. The agreement means that <strong>Nobina</strong><br />
Sweden’s compensation on the major routes<br />
will come solely from how many travel with<br />
the service. In this agreement, <strong>Nobina</strong><br />
Sweden has more room to make decisions<br />
and implement customized improvements.<br />
In return, <strong>Nobina</strong> Sweden receives a larger<br />
part of the compensation – but also accepts<br />
a greater share of the risk. Read more about<br />
the new Norrtälje contract on page 17.<br />
For several years, <strong>Nobina</strong> Sweden has conducted<br />
several development projects in existing<br />
contracts together with clients. The goal<br />
is to increase customer and society benefit by<br />
finding the best ways of working and adapting<br />
the commercial terms to the desired<br />
effect. Good examples of this can be found<br />
in Karlstad, Skövde, Umeå and the traffic<br />
between Malmö/Lund. Together with the<br />
clients, <strong>Nobina</strong> Sweden has acheived large<br />
travel increases in a resource-efficient<br />
manner in these traffic areas.<br />
The most important issue for regional<br />
service in Sweden in the long-term remains<br />
the procurement process in itself. Since<br />
2008, intensive work in the industry has<br />
NOBINA – BuSINeSS AreAS<br />
been under way to increase travel by public<br />
transport. In the joint-industry, Doubling<br />
project, initiated by the Swedish Association<br />
of Local Authorities and Regions (SKL) and<br />
the Swedish Transport Administration<br />
(Trafikverket), the goal is to double public<br />
transport travel by 2020. In the longer term,<br />
the market share should also be doubled<br />
from today’s 20%. In order to get there, clients<br />
and traffic companies need to develop<br />
skills and ways of working, and find joint<br />
drivers. Within the scope of the Doubling<br />
Project, a recommendation was launched in<br />
<strong>2010</strong>, containing a target-controlled agreement<br />
process and various kinds of contract<br />
templates that meet the set objectives.<br />
Västtrafik is one of the public transport<br />
authorities that implemented its procurements<br />
in accordance with the recommendations<br />
in <strong>2010</strong>/<strong>2011</strong>. Hopefully, more people<br />
will choose to move in the same direction<br />
in the future.<br />
eMpLOyeeS<br />
<strong>Nobina</strong> Sweden has more than 6,000 fulltime<br />
employees. To be able to develop operations<br />
and strengthen profitability, the company<br />
is dependent on committed employees<br />
who strive to achieve established goals.<br />
This applies to everything from passenger<br />
satis faction to the strength of the brand,<br />
safety onboard and impact on the environment.<br />
<strong>Nobina</strong> Sweden therefore focuses<br />
strongly on leadership issues and delegated<br />
responsibility.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 35
NOBINA – BuSINeSS AreAS<br />
The organization is divided into smaller<br />
units that work actively with development<br />
talks, goal matrices, regular feedback and<br />
parti cularly value issues.<br />
The year was characterized by the reorganization<br />
implemented in spring <strong>2010</strong>. The<br />
change work in the Group proceded according<br />
to plan and the new business-area controlled<br />
organization works well. Cooperation<br />
between the countries in the various units<br />
has been strengthened, including as regards<br />
to HR, accounting, marketing and transport<br />
services. In the past years, a number of<br />
approaches and decision-making processes<br />
were developed, and focus in <strong>2010</strong> was<br />
placed on establishing this work.<br />
One of the major challenges for <strong>Nobina</strong><br />
Sweden in the next few years, and for the<br />
industry as a whole, is the regeneration of<br />
drivers. <strong>Nobina</strong> Sweden must be, and be perceived<br />
as, a good employer to attract new<br />
employees. During the year, the minimum<br />
age for driving licenses for bus drivers was<br />
lowered to 18 in Sweden and the new law<br />
opens the possibility of new recruitment<br />
channels, such as driver training in conjunction<br />
with vocational training at upper-<br />
secondary schools regarding which <strong>Nobina</strong><br />
Sweden participated in a number of initiatives.<br />
BuSeS<br />
<strong>Nobina</strong> Sweden has slightly more than 2,486<br />
buses in traffic in existing public transport contracts<br />
with 15 public transport authorities.<br />
<strong>Nobina</strong> Sweden focuses on maintenance issues,<br />
meaning that the company has achieved the<br />
market’s highest proportion of approved inspections<br />
by Svensk Bil provning for several years<br />
– far above the industry average. The industry<br />
36 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
average is slightly less than 50% approved<br />
inspections, while <strong>Nobina</strong>’s is just under 80%.<br />
Three factors that are important for creating<br />
the greatest environmental benefit are full<br />
buses, the right fuel type and low fuel consumption.<br />
The most important favor <strong>Nobina</strong><br />
Sweden can do for the environment is to<br />
drive a full bus, which is accomplished by<br />
more people choosing the bus over the car.<br />
In cooperation with Linköping University,<br />
<strong>Nobina</strong> Sweden is currently conducting a<br />
study of how to better structure the procurement<br />
requirements from a bus perspective<br />
to thereby contribute to fewer emissions.<br />
By the traffic service provider having more<br />
opportunity to adjust the size and number<br />
of buses to the market need, emissions per<br />
client are reduced.<br />
The other major factor is fuel. In the<br />
Stockholm area, the first electric hybrid<br />
buses in the Swedish market are being evaluated<br />
jointly by <strong>Nobina</strong>, Scania and SL.<br />
<strong>Nobina</strong> Sweden is also conducting a project<br />
in Uppsala together with Upplands Lokaltrafik,<br />
Scandinavian Biogas and Biogas Öst,<br />
in which two different diesel buses are<br />
converted to operation with liquid biogas.<br />
On May 25, <strong>2010</strong>, the new buses of the<br />
Dual Fuel project held a premier.<br />
The driving style is also critical for emissions,<br />
which is why drivers are constantly<br />
trained to increase their environmental competence.<br />
<strong>Nobina</strong> Sweden has developed a<br />
concept called The Green Journey (Den Gröna<br />
Resan) in which drivers are trained to take<br />
greater consideration of the environment.<br />
During the year, the ISO-certification<br />
work of the Stockholm operations that began<br />
in 2009 was concluded. Now, all Stockholm-<br />
based operations are ISO certified with<br />
regard to the environment and quality, and<br />
this work is being extended to more areas of<br />
service throughout Sweden. The objective is<br />
to substantially reduce <strong>Nobina</strong> Sweden’s<br />
environmental impact and increase customer<br />
satisfaction by continuously measuring and<br />
following up factors that affect the customer<br />
experience. Once every six months, a review<br />
is conducted of how well the company complies<br />
with its own instructions and policies.<br />
FutuRe FOcuS<br />
<strong>Nobina</strong> Sweden continuously takes new<br />
steps towards new and better ways of working.<br />
More efficient traffic planning and better<br />
operation lowers costs and helps the environment.<br />
However, it is the ability to motivate<br />
the employees that means the most.<br />
Their commitment and efforts are the most<br />
important tool to achieve success. Therefore,<br />
focus continues to be on improvement work<br />
and leadership issues. Optimization of the<br />
bus fleet is another important issue moving<br />
forward. Here too, traffic planning is a central<br />
factor as well as the financial conditions.<br />
In <strong>2011</strong>, traffic service for around 1,200<br />
buses will be procured in Sweden, including<br />
with SL in combined rail and bus traffic, the<br />
second half of the City of Malmö, Uppland,<br />
Angered, Tvåstad and city service in Norrköping<br />
and Linköping. In addition to this,<br />
there is the commencement of the exciting<br />
Norrtälje service, the <strong>2011</strong> wage negotiations<br />
and the continued work of finding a better<br />
fuel solution that generates greater flexibility<br />
in the future.
highLight<br />
OF the day<br />
frAmVAGNSVINJett<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 37
NOBINA – BuSINeSS AreAS<br />
<strong>Nobina</strong> denmark<br />
Orderly structures with a clear profitability focus – these are components<br />
that characterized the danish operations during the year. despite its relatively<br />
short time on the market, <strong>Nobina</strong> was elected Operator of the year and<br />
strengthened its position in denmark. the internal work of improving profitability<br />
and efficiency provides a good foundation for the major upcoming<br />
negotiations on the danish market.<br />
Sales 323 SeK M (192)<br />
Operating profit –53 SeK M (–30)<br />
market share 4%<br />
Number of<br />
passengers 9.2 million<br />
Average number<br />
of employees 355 (219)<br />
Number of buses 151<br />
millions of kilometers<br />
traveled 12.4<br />
New/expired<br />
contracts 1/10<br />
Share of<br />
group sales<br />
(3%)<br />
4.8%<br />
38 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
deVeLOpMent duRing the yeaR<br />
In just three years, <strong>Nobina</strong> has established a<br />
strong position on the Danish market thanks<br />
to a well-developed offering, clear leadership<br />
and result efficiency in all phases. Sales<br />
increased by 68.2% to SEK 323 million,<br />
while the operating loss degraded to SEK 53<br />
million (loss: 30) as a result of the coldest winter<br />
in a century with extreme additional<br />
expense. In addition to continuous improvement<br />
work, <strong>Nobina</strong>’s primary focus during<br />
the year was the beginning of traffic for a total<br />
of 60 buses. In connection with new traffic<br />
plans in December, traffic was reduced in<br />
some of the contracts due to the finances of<br />
the municipalities, which led to the number<br />
of buses in traffic decreasing somewhat.<br />
tendeRS<br />
The past year was mainly about putting<br />
every thing in place in the existing contracts<br />
rather than focusing on new contracts,<br />
which is why the tendering activity was low.<br />
<strong>Nobina</strong> now has a total of six contracts and<br />
144 buses in operation in the Danish market<br />
for regional service.<br />
At the beginning of the year, <strong>Nobina</strong><br />
began new service in Randersstad with 22<br />
buses, working as planned. In late spring,<br />
service with 27 buses also began in southern<br />
Denmark in Zealand. In addition, the existing<br />
contract in Greater Copenhagen was<br />
extended by ten buses.<br />
The Danish market is consolidated with<br />
five regions and six clients. British bus and<br />
rail operator Arriva, which was acquired<br />
by Deutsche Bahn during the year, is the<br />
market leader with approximately 35% of<br />
the market, followed by the private traffic<br />
company Thykiær. <strong>Nobina</strong> is the sixth largest<br />
traffic company with around 4% of the<br />
market and the objective is to achieve the<br />
same market position as the subsidiaries in<br />
the rest of the Nordic countries.<br />
cOntRactS<br />
The structure of the tenders in Denmark is<br />
becoming increasingly quality-focused,<br />
which is reflected in the rising tender prices.<br />
Consequently, <strong>Nobina</strong>’s goal is to have more<br />
than 80% satisfied customers, the best quality<br />
ratings and the highest credibility in the<br />
market. Every year, the principal Movia conducts<br />
customer surveys that form the basis<br />
of the Operator of the Year award. <strong>Nobina</strong><br />
won the award for 2009 and did well in the<br />
ratings for <strong>2010</strong> for operations in Hillerød<br />
on Northern Zealand.<br />
As in the rest of the Nordic region, <strong>Nobina</strong><br />
is only responsible for the actual delivery,<br />
while the transport authority formulates the<br />
assignment alone. However, the ambition is<br />
to be involved in driving development all the<br />
way from market surveys to product development<br />
and marketing through closer relationships<br />
and new forms of cooperation. <strong>Nobina</strong><br />
has agreed on new types of cooperation with<br />
the principal Midttrafik and Movia.<br />
With regard to the indexation of compensation,<br />
it largely works well in Denmark,
» focus is on presenting positive<br />
profitability in the contracts<br />
and winning more.<br />
although the model is very generally structured.<br />
Salaries are regulated each half year<br />
and other components such as fuel and maintenance<br />
are adjusted quarterly or monthly.<br />
In Denmark, variable remuneration is only<br />
applied to time table hours, which over time<br />
can result in a mistaken distortion of variable<br />
revenue relative to the cost trend. This is the<br />
case when adjusting supply. <strong>Nobina</strong> Denmark<br />
will work actively to change the terms<br />
of the variable revenues so that they are both<br />
time and distance based.<br />
eMpLOyeeS<br />
In conjunction with the establishment of<br />
operations in 2008, <strong>Nobina</strong> employed experienced<br />
personnel for both operations and<br />
administration through a combination of<br />
new recruitment and taking over personnel<br />
at the start of new contracts. During the year,<br />
<strong>Nobina</strong> had an average of 355 employees,<br />
and the recruitment situation is favorable.<br />
In contrast to Norway, for example, it is easy<br />
to recruit new bus drivers even though the<br />
requirements are higher than in the rest<br />
of the Nordic region, partly thanks to the<br />
economic situation.<br />
<strong>Nobina</strong> works purposefully with employee<br />
commitment and understanding of their<br />
part in the development of operations as well<br />
as in issues that concern the offering to the<br />
customer. All managers are evaluated individually,<br />
and the ambition is to formulate<br />
individual goals for drivers as well.<br />
At the beginning of the year, Sjur Breden<br />
was appointed the new President of <strong>Nobina</strong><br />
Denmark, following his previous position as<br />
the Director of Marketing and Purchasing in<br />
the <strong>Nobina</strong> Group. The Danish management<br />
was also strengthened with a new financial<br />
manager. The new Group organization has<br />
contributed to more frequent contact and<br />
better exchange between the various countries<br />
in the regional service business area.<br />
BuSeS<br />
The majority of the bus fleet is equipped with<br />
new engines in the EEV and Euro 5 classes,<br />
and <strong>Nobina</strong> has a traffic contract in Randers<br />
with clear incentives for reduction of fuel<br />
consumption. The company actively works<br />
with The Green Journey (Den Gröna Resan)<br />
concept in which fuel consumption is measured<br />
at the individual level.<br />
During the year, <strong>Nobina</strong> entered a unique<br />
cooperation agreement with the transport<br />
authorities Midttrafik and the Municipality<br />
of Randers with the goal of jointly increasing<br />
the number of customers by 15%, reducing<br />
fuel consumption by 15% and increasing the<br />
proportion of customer time. The agreement<br />
is the first of its kind and is a way of improving<br />
the environment through a better product<br />
to the customers.<br />
In addition, work is under way to introduce<br />
the accounting of carbon dioxide<br />
emissions in two existing traffic contracts<br />
as a driver to improve the environment. By<br />
measu ring diesel consumption per kilometer,<br />
the proportion of renewable energy, the<br />
NOBINA – BuSINeSS AreAS<br />
proportion of customer time per departure<br />
and lastly the number of customers in the<br />
buses, the amount of emissions per customer<br />
kilo meter can be reduced.<br />
FutuRe FOcuS<br />
Focus in <strong>2011</strong> will continue to be on presenting<br />
positive profitability in the new contracts,<br />
improving the efficiency of the organization<br />
and winning more new contracts. In<br />
the next year, several important large procurement<br />
processes will be carried out with<br />
potentially profitable contracts for the winner<br />
of the contracts. The price levels are<br />
assessed to be on the way up and recruitment<br />
possibilities are very strong. Environmental<br />
and development issues continue to top the<br />
agenda and are an area in which <strong>Nobina</strong><br />
cooperates closely with its principals.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 39
NOBINA – BuSINeSS AreAS<br />
<strong>Nobina</strong> Norway<br />
In preparation for a market in strong movement, focus in the Norwegian<br />
operations has been on improving the internal processes and creating<br />
the right conditions to win profitable contracts. during the year, a<br />
new management was appointed with the focus of improving quality<br />
in all phases from traffic planning and bus optimization to damage<br />
management and driving style.<br />
Sales 783 SeK M (733)<br />
Operating profit 21 SeK M (21)<br />
market share 17%<br />
Number of<br />
passengers 12.8 million<br />
Average number<br />
of employees 1,157 (771)<br />
Number of buses 451<br />
millions of kilometers<br />
traveled 25.2<br />
New/expired<br />
contracts 2/2<br />
Share of<br />
group sales<br />
(12%)<br />
11.7%<br />
40 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
deVeLOpMent duRing the yeaR<br />
The Norwegian operations had sales of SEK<br />
783 million (733) with an unchanged operating<br />
profit at SEK 21 million (21). Like the<br />
other Nordic countries, Norway was struck<br />
by a harsh winter with extreme temperatures<br />
throughout the country, which had a negative<br />
impact on profitability through higher<br />
costs of fuel and maintenance.<br />
In the next few years, large parts of the<br />
market are expected to be subject to competition,<br />
which means considerable opportunities<br />
for <strong>Nobina</strong> in Norway. As a part of the<br />
ongoing changes on the market, tough<br />
competition and downward price pressure<br />
characterize the procurement processes.<br />
tendeRS<br />
Regional bus service in Norway comprises a<br />
total of around 6,200 buses in 19 counties.<br />
During the year, a number of public procurements<br />
were conducted in several service areas<br />
that were previously covered by concession<br />
contracts. This is a clear consequence of the<br />
European ordinance on public transport that<br />
is increasingly applied and will open up the<br />
market. In addition, new legislation entered<br />
into effect in 2009 with regard to the forms<br />
of public procurement, which is also a step in<br />
the development towards more public procurements.<br />
The share of service up for public<br />
procurement will exceed 50% in the first half<br />
of <strong>2011</strong> and will then increase by 500–800<br />
buses annually in the next few years.<br />
The Norwegian market is fragmented with<br />
about 100 different bus companies. State-<br />
owned Nettbuss is the market leader,<br />
although it has a weaker position on the<br />
market for contracted bus services. There,<br />
<strong>Nobina</strong> Norway had a market share of<br />
around 13% in <strong>2010</strong> through ten contracts<br />
with six public transport authorities. The<br />
traffic is concentrated to eastern Norway and<br />
Hordaland on Norway’s west coast.<br />
In the past fiscal year, traffic services for<br />
1,000 buses were up for procurement in Norway.<br />
Since some of these contracts were subject<br />
to public procurement for the first time,<br />
there was a lack of valuable supporting data in<br />
the form of documentation and timetables,<br />
which made the tendering work more difficult.<br />
<strong>Nobina</strong> Norway lost two of its existing<br />
contracts, which were discontinued at the<br />
beginning of <strong>2011</strong>, comprising ten buses in<br />
Lillehammer and 60 buses in Östfold. No<br />
new contracts were added. In <strong>2011</strong>, several<br />
procurements are expected, some of which<br />
concern <strong>Nobina</strong> Norway’s current services.<br />
The development of Norwegian public transport<br />
is behind that in Sweden and does not meet<br />
today’s transport needs. The railway network is<br />
less developed than in Sweden and with an<br />
expected population growth of 40% in and<br />
around the major cities in the next few years,<br />
public transport is under considerable pressure.<br />
During the year, the main organization for bus<br />
traffic companies and the association for public<br />
transport authorities met to discuss a doubling<br />
project and a sustainable development for Norwegian<br />
public transport, in part through clearer<br />
incentives for the traffic companies to develop<br />
and increase public transport.
» Several important procurements<br />
await – which means considerable<br />
opportunities.<br />
cOntRactS<br />
Gross cost contracts dominate regional transports<br />
in Norway. Development towards<br />
incentive contracts (net cost contracts) is proceeding<br />
slowly and changes are mainly occurring<br />
in the areas that are publicly procured for<br />
a longer period of time. In Oslo and Bergen,<br />
there are small elements of incentive structures<br />
in the agreements and quality evaluations<br />
have been introduced in the procurement<br />
processes. Otherwise, the tender documentation<br />
specifies the routes and timetables<br />
that will be covered by the traffic provider as<br />
well as detailed requirements on bus types,<br />
environmental standard and appearance.<br />
A weakness in the Norwegian contract<br />
model for contracted traffic is that the index<br />
is not adjusted until one year after signing<br />
and does not provide full compensation for<br />
the period’s costs. The largest public transport<br />
authority, Ruter, now encourages more<br />
incentive-driven contracts and index adjustment<br />
every six months.<br />
eMpLOyeeS<br />
<strong>Nobina</strong> Norway had 829 full-time employees<br />
during the <strong>2010</strong>/<strong>2011</strong> fiscal year. Most of the<br />
employees are represented by their respective<br />
trade unions within the framework of the<br />
industry’s collective agreements, which are<br />
normally renegotiated every two years.<br />
During the year, Stein Nilsen began as the<br />
President of <strong>Nobina</strong> Norway. His most<br />
recent position was as the Group Director in<br />
charge of passenger rail service of Norwegian<br />
State Railways (NSB). Prior to that, he<br />
worked at SAS for 20 years, most recently as<br />
the manager of the group’s aviation operations<br />
in Norway. With his extensive experience<br />
of the Nordic transport sector, Stein<br />
Nilsen possesses unique expertise and the<br />
skills necessary to develop the Norwegian<br />
operations.Recruitment is one of the primary<br />
challenges in the Norwegian operations.<br />
Norway has generally low unemployment<br />
and the bus driver profession needs to<br />
become more attractive. During the year,<br />
an extensive recruitment campaign was conducted<br />
with advertisements in the major<br />
media. At present, there is a 21-year age limit<br />
for bus drivers in Norway. It is hoped that this<br />
age limit will be lowered to 18 as in Sweden.<br />
During the year, an organizational change<br />
was implemented in the Group, which<br />
increased experiential exchange in the<br />
regional transports business area. The Norwegian<br />
operations will begin improvement<br />
work along the lines of the Swedish model<br />
at the beginning of <strong>2011</strong>.<br />
BuSeS<br />
Investments in buses are becoming a growing<br />
challenge in connection with the commencement<br />
of contracts. The Norwegian<br />
public transport authorities set high standards<br />
on the buses’ age, design, environmental<br />
and safety parameters in the traffic contracts.<br />
Requirements are continuously changing<br />
and differ between contracts, making it difficult<br />
to re-use buses in new contracts. In general,<br />
new buses are sought with high levels of<br />
comfort and low emissions. The proportion<br />
NOBINA – BuSINeSS AreAS<br />
of gas and hybrid buses in metropolitan areas<br />
is increasing, as is the use of biodiesel in the<br />
diesel-powered buses in rural areas. In 2013,<br />
a new environmental requirement will be<br />
introduced in the Euro 6 standard.<br />
The key is to have a sound average age for<br />
the fleet as a whole, which is why optimization<br />
of the Group’s bus fleet is a prerequisite<br />
for profitable traffic in all service areas. In<br />
recent years, <strong>Nobina</strong> Norway has renewed<br />
the oldest part of the fleet and, in the future,<br />
this work will continue so that the bus fleet<br />
will meet current contractual requirements<br />
with regard to age and environmental standard.<br />
<strong>Nobina</strong> Norway currently has a good<br />
mix of buses in the age range of one to<br />
12 years.<br />
FutuRe FOcuS<br />
In <strong>2011</strong>, several important procurement<br />
processes are expected and the outcome of<br />
them will determine how the organization<br />
will be structured in the next few years.<br />
Focus is on an attractive offer and sound<br />
operations. By striving for high quality and<br />
efficiency, <strong>Nobina</strong> Norway will cultivate the<br />
<strong>Nobina</strong> brand among passengers, win tenders<br />
with the public transport authorities<br />
and increase cost awareness in the entire<br />
operation. This applies to areas ranging from<br />
traffic planning and bus optimization to<br />
maintenance, damage management and<br />
driving style. Last, but not least, <strong>Nobina</strong><br />
Norway will increase its efforts to recruit<br />
new bus drivers.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 41
NOBINA – BuSINeSS AreAS<br />
<strong>Nobina</strong> finland<br />
the finnish operations developed according to plan, with improved<br />
profitability, despite difficult and costly weather conditions. there are<br />
major challenges in the market, but there are even more opportunities<br />
with a large number of contracts that are expected to be subject to<br />
competition in the near future. the organization is well equipped to<br />
take part in the market’s growth.<br />
Sales 756 SeK M (801)<br />
Operating profit 7 SeK M (7)<br />
market share 32%<br />
Number of<br />
passengers 44.3 million<br />
Average number<br />
of employees 1,035 (1,026)<br />
Number of buses 440<br />
millions of kilometers<br />
traveled 34.7<br />
New/expired<br />
contracts 3/3<br />
Share of<br />
group sales<br />
(13%)<br />
11.3%<br />
42 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
deVeLOpMent duRing the yeaR<br />
Despite two harsh winters, the Finnish<br />
operations performed better than expected<br />
in terms of profit. The Finnish operations<br />
had sales of SEK 756 million (801) with an<br />
unchanged operating profit at SEK 7 million<br />
(7). The most important factors behind these<br />
successes were good traffic planning and a<br />
well-functioning organization. Nonetheless,<br />
the cold weather was financially straining,<br />
with extra costs for personnel, maintenance<br />
and fuel, as well as delayed indexation that<br />
did not fully reimburse the costs. The new<br />
Group organization established at the beginning<br />
of the year created better conditions for<br />
exchange between the countries of operations<br />
in the regional transports business area.<br />
A more stringent contract interpretation by<br />
the public transport authority HSL was a<br />
challenge to the traffic companies in Helsinki.<br />
tendeRS<br />
The Helsinki region, Tampere and Turku are<br />
the only service areas that conduct public<br />
procurements that comprise the largest part<br />
of the overall market. The rest of Finland’s<br />
public bus transport will be subject to competition<br />
in the next few years in pace with<br />
the expiration of the concession contracts.<br />
The situation already looks better in <strong>2011</strong><br />
in Turku with several new service areas<br />
that are up for public procurement.<br />
In contrast to the other Nordic countries,<br />
the Finnish traffic contracts normally<br />
cover a specific bus route rather than an<br />
entire service area with a complete route<br />
network.<br />
<strong>Nobina</strong>’s operations are in the Helsinki<br />
area, which is Finland’s largest market<br />
for city and regional traffic. Here, <strong>Nobina</strong><br />
provides service in the cities of Helsinki,<br />
Vantaa and Espoo. Following a merger of<br />
two transport authorities in the Helsinki<br />
area in January <strong>2010</strong>, <strong>Nobina</strong> operates 400<br />
buses for a single public transport authority,<br />
HRT (Helsinki Regional Transport).<br />
In <strong>2010</strong>, <strong>Nobina</strong> Finland lost a tender for<br />
40 of its own buses in the Helsinki area,<br />
which affects 80 drivers. In <strong>2011</strong>, two major<br />
procurement processes will be conducted<br />
in the Helsinki region, comprising a total<br />
of 241 buses. Around 90 of these buses are<br />
currently run by <strong>Nobina</strong> Finland.<br />
cOntRactS<br />
Strong price pressure has contributed to<br />
a consolidation in the bus market in the<br />
Helsinki region, which is now dominated by<br />
five major players, of which <strong>Nobina</strong> is the<br />
largest with around one third of the market.<br />
These five players currently compete in a<br />
price environment that demands high efficiency<br />
to generate a profit and <strong>Nobina</strong> only<br />
submits tenders that have conditions to be
» Good traffic planning and a well<br />
functioning organization are the<br />
most important success factors.<br />
profitable. However, the price situation is<br />
assessed to gradually improve.<br />
Another challenge is the cost indexation<br />
that, although being regulated quarterly, is<br />
structured so that the compensation does not<br />
fully cover the company’s cost increases.<br />
For example, this is true if the price of diesel<br />
increases sharply as it did in the past year.<br />
This problem is common to all traffic companies<br />
and a collective dialogue is being conducted<br />
with the clients to this regard. An<br />
intensive dialogue is also being held with<br />
HRT to develop a cost-neutral index and<br />
the statistical centre in Finland is involved<br />
in these discussions.<br />
The public transport authorities and<br />
traffic companies meet four times a year to<br />
discuss various development issues, such<br />
as how to influence the authorities to better<br />
maintain the roads. The Finnish market is<br />
behind the other Nordic countries in terms<br />
of a transition to incentive-controlled agreements.<br />
The current contracts provide limited<br />
possibilities for traffic companies to influence<br />
the offering and do not encourage individual<br />
initiative financially, environmentally<br />
or in terms of quality.<br />
eMpLOyeeS<br />
During the year, <strong>Nobina</strong> had slightly more<br />
than 1,000 employees in its Finnish operations.<br />
All employees within <strong>Nobina</strong> Finland<br />
are represented by trade unions according<br />
to the terms of an industry-wide collective<br />
agreement.<br />
It is relatively easy to recruit both bus<br />
drivers and administrative personnel in<br />
Finland, and this has provided <strong>Nobina</strong>,<br />
as an attractive employer, with favorable<br />
prerequisites for operating efficient traffic<br />
with motivated employees.<br />
During the year, a number of successful<br />
human resource efforts were conducted that<br />
focused on leadership, corporate culture and<br />
development issues. This resulted in less<br />
sickness absence and less overtime. Another<br />
proof that <strong>Nobina</strong> invests in its employees<br />
was that this year’s employee survey presented<br />
very positive results.<br />
BuSeS<br />
Requirements on buses in Finland differ<br />
from the other Nordic countries, making it<br />
difficult to fully utilize the Group’s fleet in<br />
conjunction with new contracts. Instead,<br />
<strong>Nobina</strong> invested in newly developed buses<br />
to meet the customers’ high environmental<br />
demands. However, the new buses have not<br />
functioned satisfactorily and have caused<br />
major operational disruptions. During the<br />
year, the problems were determined to be<br />
due to direct quality deficiencies in the buses.<br />
The management of the bus fleet continues<br />
to be crucial to profitability. Operating costs<br />
NOBINA – BuSINeSS AreAS<br />
decreased during the year, but the traffic<br />
intensity in Helsinki resulted in more<br />
accidents and higher damage costs.<br />
FutuRe FOcuS<br />
After two tough years with a number of<br />
challenges, the outlook is better for <strong>2011</strong>.<br />
The operations are developing soundly and<br />
the employees are involved in the improvement<br />
work. Several medium-sized cities are<br />
opening up to competition in the next few<br />
years and the upcoming procurements in the<br />
Helsinki area will take place before then.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 43
44 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
frAmVAGNSVINJett<br />
Gävle<br />
Söderhamn<br />
Hudiksvall<br />
Sundsvall<br />
Härnösand<br />
Örnsköldsvik<br />
Umeå<br />
Sollefteå<br />
Östersund<br />
Ljusdal<br />
Sälen<br />
Transtrand<br />
Mora<br />
Rättvik<br />
Leksand<br />
Borlänge<br />
Falun<br />
Västerås<br />
Köping<br />
Karlskoga<br />
Karlstad<br />
Filipstad<br />
Kopparberg<br />
Ludvika<br />
Årjäng<br />
Åmål<br />
Mellerud<br />
Säffle<br />
Töcksfors<br />
Kristinehamn<br />
Eskilstuna<br />
Örebro<br />
Finspång<br />
Norrköping<br />
Enköping<br />
Nyköping<br />
Södertälje<br />
Arlanda<br />
Linköping<br />
Motala<br />
Vadstena<br />
Vara<br />
Skara<br />
Vänersborg<br />
Skövde<br />
Tidaholm<br />
Landvetter<br />
Mariestad<br />
Jönköping<br />
Nässjö Eksjö Mariannelund<br />
Gislaved<br />
Trollhättan<br />
Borås<br />
Ulricehamn<br />
Mjölby<br />
Gränna<br />
Värnamo<br />
Västervik<br />
Oskarshamn<br />
Karlskrona<br />
Karlshamn<br />
Kalmar<br />
Borgholm<br />
Mönsterås<br />
Växjö<br />
Lammhult<br />
Byxelkrok<br />
Vimmerby<br />
Helsingborg<br />
Halmstad<br />
Falkenberg<br />
Gothenburg<br />
Uddevalla<br />
Sarpsborg<br />
Oslo<br />
Malmö<br />
Kastrup<br />
Ljungby<br />
Markaryd<br />
Örkelljunga<br />
Lund<br />
Kristianstad<br />
Uppsala<br />
Copenhagen<br />
Berlin<br />
Berlin–Prague<br />
Hamburg–Amsterdam–Paris<br />
–Frankfurt–Hannover<br />
Stockholm<br />
Interregional<br />
traffic<br />
overview
Swebus<br />
Sales 430 SeK M (412)<br />
Operating profit 40 SeK M (42)<br />
market share 50%<br />
Number of<br />
passengers 2.2 million<br />
Average number<br />
of employees 243 (205)<br />
Number of buses 90<br />
millions of kilometers<br />
traveled 17.9<br />
New routes<br />
during the year 1<br />
NOBINA – BuSINeSS AreAS<br />
this year was characterized by strong forces of nature that affected Swebus’ development<br />
both positively and negatively. the harsh winter and the consequences of the Iceland ash<br />
cloud lifted the bus as a travel alternative in the spring, while a number of factors caused<br />
the end of the year to be weaker. Swebus continued to take a number of aggressive steps,<br />
including breaking into the airport transfer traffic at Stockholm–Arlanda and the launch of<br />
several It applications to simplify customer travel with Swebus.<br />
Share of<br />
group sales<br />
(6%)<br />
6.4%<br />
deVeLOpMent duRing the yeaR<br />
The year began strong thanks to positive<br />
winter effects that contributed to more passengers<br />
choosing the bus as a means of transport.<br />
The first quarter was also marked by<br />
the Iceland ash cloud that halted air travel<br />
throughout Europe. In just a few hours,<br />
Swebus succeeded in calling in 260 buses<br />
in addition to the ordinary bus fleet of 90<br />
buses, which gave a significant opportunity<br />
to transport affected travelers. Swebus<br />
received considerable media coverage for its<br />
flexibility and rapid response capacity, which<br />
contributed to strengthening the brand.<br />
The spring and summer, which are the high<br />
season for event travel, were worse than<br />
expected, however. The royal wedding was<br />
not the strong attraction many had expected<br />
and <strong>2010</strong> was a relatively weak festival and<br />
concert year. However, Swebus continues to<br />
offer and market travel to festivals, sporting<br />
events, concerts, trade fairs and ski facilities.<br />
This is done both through specially adapted<br />
departures and with existing departures/<br />
routes. The ambition is to become both<br />
broader in the offering and to create combined<br />
offerings with travel and entrance.<br />
In spring <strong>2010</strong>, Swebus also launched airport<br />
transfer traffic between Stockholm City<br />
and Arlanda Airport and challenged the<br />
well-established Flygbussarna.<br />
Christmas <strong>2010</strong> offered fewer red travel<br />
days than usual and the winter struck earlier<br />
than expected, which was a challenge even<br />
for Swebus, which is usually fast to adapt its<br />
service. This combined with sharply rising<br />
diesel prices and higher diesel consumption<br />
due to cold, snow and delays meant higher<br />
production costs.<br />
Altogether, the development during the year<br />
was below expectation with a profit that was<br />
weighed down by significant investments in<br />
the start-up of Arlanda service and IT development.<br />
However, sales increased by a total of<br />
4% to SEK 430 million, while the operating<br />
profit degraded by 5% to SEK 40 million (42).<br />
SatiSFied cuStOMeRS<br />
During the year, the total number of passengers<br />
increased 0.3%. This increase was<br />
mainly due to a higher number of customers<br />
in the adult category and new customers<br />
choosing to travel with the new Arlanda transfer.<br />
After last year’s measured decline in quality,<br />
the entire industry for passenger traffic<br />
made a strong recovery in the customer satisfaction<br />
survey, Swedish Quality Index (SKI),<br />
with the exception of train travel. Again,<br />
Swebus performed well in the measurements.<br />
Swebus received a total rating of nearly 70 out<br />
of 100 with the greatest success in the areas<br />
of image, service quality and loyalty.<br />
In the past year, Swebus doubled the<br />
number of members in its customer database<br />
to 80,000 and continuously pursues the<br />
expansion of an attractive offering. In 2009,<br />
successful cooperation was established with<br />
Coop MedMera to further strengthen the<br />
brand throughout the country and in <strong>2010</strong>,<br />
Swebus opted to continue with Coop’s new<br />
program, which meant that the members<br />
now receive direct monetary returns.<br />
Through the cooperation with Coop, Swebus<br />
reaches three million members who receive<br />
benefits when they book travel with Swebus<br />
or make purchases at Coop.<br />
StROng BRand<br />
Swebus as a brand has a high level of recognition<br />
thanks to high availability, modern services<br />
and personal customer service. According<br />
to the consumer survey conducted each year,<br />
the brand has been continuously strengthened<br />
in recent years. Brand awareness, or how well<br />
one recognizes the brand without help,<br />
increased from 63% to 69% during the year,<br />
while 14% more people aged 15–79 than previous<br />
years spontaneously mentioned Swebus<br />
first when answering the question of what<br />
bus operator they can name.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 45
NOBINA – BuSINeSS AreAS<br />
During the spring of <strong>2010</strong>, the brand’s name<br />
was changed from Swebus Express to Swebus<br />
and, at the same time, the graphical profile<br />
was clarified to provide a more modern and<br />
more distinguishing image of the brand. The<br />
new profile received very positive reactions,<br />
but the real effect is not expected to be seen<br />
until the consumer surveys in <strong>2011</strong>.<br />
eFFectiVe SaLeS channeLS<br />
The Internet is solidifying its position as a<br />
prioritized, strong channel for marketing<br />
and sales of trips. During the year, seven of<br />
ten Swebus passengers booked their trip<br />
online. Swebus’ own website swebus.se<br />
attracts more than half a million visitors each<br />
month thanks to smart functions and effective<br />
search engine optimization (SEO). Swebus<br />
also has operator status on SJ’s website,<br />
which means that a bus trip with Swebus is<br />
presented as an alternative to a train trip<br />
when requesting travel information from SJ.<br />
In 2009, Swebus chose to close half of its<br />
ticketing offices. Instead, a cooperation<br />
agreement commenced in <strong>2010</strong> with Reitan<br />
Servicehandel and their Pressbyrå and<br />
7-Eleven stores in Sweden (532 sales points).<br />
This increased the number of sales points<br />
markedly from around 70 to about 600 with<br />
nationwide coverage, fully in line with the<br />
ambition of offering as high a level of availability<br />
as possible. The main benefits of the<br />
cooperation are extensive opening hours,<br />
broad geographic coverage and better distribution.<br />
At year-end <strong>2010</strong>, sales on board buses<br />
also ended with the exception of the airport<br />
transfer service. In pace with it becoming<br />
more well known that Swebus tickets can be<br />
purchased at Pressbyrå 7-Eleven stores and the<br />
fact that ticket can no longer be bought on the<br />
bus, online sales and sales through Reitan are<br />
expected to increase.<br />
Swebus also offers ticket sales by mobile<br />
phone. The ticket is delivered directly to the<br />
phone and checked with the help of a special<br />
barcode reader on the bus. In addition, ticket<br />
sales alliances have been made with other<br />
interregional bus operators such as Ybuss in<br />
northern Sweden and Eurolines in Europe.<br />
These partnerships link Swebus’ own routes<br />
46 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
with connecting transports and are highly<br />
advantageous for passengers who can book<br />
their entire trip from a single source.<br />
deMand-cOntROLLed pRicing and<br />
tRaVeL pLanning<br />
Swebus is one of a few bus operators that apply<br />
a dynamic pricing model based on an IT system<br />
in which demand, pricing and resource<br />
needs are optimized to achieve the best results<br />
in the form of revenues per passenger kilometer.<br />
However, Swebus is always a less expensive<br />
alternative than the corresponding train<br />
route when booking shortly prior to departure.<br />
In addition, discounts are offered for children,<br />
students and pensioners. In the autumn of<br />
<strong>2010</strong>, it became possible to book travel with<br />
dynamic pricing all the way up to departure.<br />
Swebus had already discontinued seat<br />
guarantees, which led to requirements for<br />
advance purchases and costs for cancelation.<br />
The new system entails improved flexibility<br />
in terms of quickly being able to adapt capacity<br />
in the event of increased demand and, for<br />
example, lease vehicles as a supplement to<br />
proprietary buses during peak traffic.<br />
gROWth OF aiRpORt tRanSFeR SeRVice<br />
In the spring of <strong>2010</strong>, Swebus launched its<br />
airport transfer service between Stockholm<br />
City and Arlanda Airport, and challenged<br />
both Flygbussarna and Arlanda Express,<br />
which have well-established brands and<br />
offerings on the same route. Despite a<br />
strained start with challenges getting started,<br />
traffic functioned as planned and the first<br />
months went better than expected thanks to<br />
effective marketing and added value in the<br />
form of Internet access and toilettes on board<br />
the bus. Swebus was also the first to offer<br />
direct service, in contrast to Flygbussarna,<br />
which have a number of stops along the way.<br />
Since 2009, Swebus also offers airport<br />
transfer service between Örebro–Västerås–<br />
Arlanda. This service is somewhat more<br />
focused on business travelers than the other<br />
interregional bus services.<br />
The airport transfer service is a long-term<br />
venture with a strong future outlook. Rising<br />
air travel and Arlanda’s focus on the environ-<br />
ment mean that there is considerable potential<br />
for Swebus if the bus stop areas become<br />
more customer-oriented and neutral from a<br />
competition perspective, awareness grows in<br />
the target group and the customers become<br />
better at booking their transfer ticket earlier,<br />
preferably on swebus.se.<br />
a MOdeRn and enViROnMentaLLy<br />
FRiendLy BuS FLeet<br />
Swebus’ fleet of 90 buses is by far the largest<br />
in the sector and is continuously being<br />
renewed. This contributes to Swebus’ buses<br />
having the best statistics of all companies in<br />
the area of long-distance travel according to<br />
Svensk Bilprovning. During the fiscal year,<br />
13 new buses of the highest environmental<br />
classification were put into operation, which<br />
also reduce fuel consumption and emissions.<br />
All buses have safety belts and alcolocks (to<br />
prevent operating under the influence). As<br />
of 2009, Swebus also offers free Internet connections<br />
on all proprietary buses and several<br />
buses are equipped with charging outlets<br />
for telephones and computers.<br />
StROng BeLieF in eMpLOyeeS<br />
Swebus holds a strong belief in the company,<br />
its products and employees. The company<br />
has a low rate of employee turnover and sickness<br />
absence, and motivated employees. The<br />
percentage of employees with high long-term<br />
healthiness, meaning employees who have<br />
not had a sick day in 12 months, is more than<br />
50%. During the year, 98% of the employees<br />
said that there are conditions in their working<br />
situation that support motivation and<br />
commitment and that this means few obstacles<br />
to strong development and improvement<br />
work. Management often visits the operations<br />
and follows transports aimed at<br />
increasing participation in the company and<br />
promoting open internal communications.<br />
FutuRe FOcuS<br />
The year was characterized by long-term<br />
investments in the Arlanda service and better<br />
IT solutions. The next year will see extensive<br />
work focused on increasing the company’s<br />
market efficiency and cost flexibility.
getting aWay<br />
FOR the day<br />
frAmVAGNSVINJett<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 47
COrpOrAte gOverNANCe<br />
Corporate governance<br />
this report describes corporate governance, management and administration,<br />
as well as the manner in which the Board of Directors ensure the quality of the<br />
financial statements and its cooperation with the company’s independent auditors.<br />
this report for the <strong>2010</strong>/<strong>2011</strong> fiscal year includes the Board’s report on internal<br />
controls for financial reporting. <strong>Nobina</strong> has voluntarily elected to follow the<br />
Swedish Code of Corporate governance in certain respects and intends to comply<br />
with the code in full in the future.<br />
ARTICLES OF ASSOCIATION<br />
<strong>Nobina</strong> <strong>AB</strong> (publ) is a public Swedish limited<br />
liability company. The Board of Directors<br />
has its registered offices in Stockholm<br />
Municipality and consists of at least three<br />
and at most ten members. The company<br />
shall, directly or indirectly, conduct operations<br />
in the business areas personal transport<br />
and goods transport and provide IT, personnel<br />
and local services, such as legal services to<br />
Group companies in the aforementioned<br />
business areas, and conduct compatible operations<br />
(although not operations that are regulated<br />
in legislation governing banking operations<br />
and credit market companies).<br />
The share capital shall be at least SEK<br />
216,000,000 and at most SEK 864,000,000.<br />
The number of shares shall amount to at least<br />
24,000,000 and at most 96,000,000. The<br />
Company’s shares shall be registered in a<br />
settlement register in accordance with the<br />
Swedish Financial Instruments Accounts<br />
Act (1998:1479).<br />
The company shall have at least one (1) and<br />
at most two (2) auditors with at most two (2)<br />
deputies. Authorised public accountants or<br />
registered auditing firms shall be appointed<br />
as auditors or deputies as appropriate.<br />
The Articles of Association in their entirety<br />
are available on the Group’s website at<br />
www.nobina.com.<br />
ANNUAL GENERAL MEETING<br />
<strong>Annual</strong> General Meeting and shareholders<br />
The <strong>Annual</strong> General Meeting is the company’s<br />
highest governing body. Shareholders exercise<br />
48 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
their decision rights at the <strong>Annual</strong> General<br />
Meeting in such matters as the composition<br />
of the Board of Directors and election of<br />
auditors. Major shareholders, or if the company<br />
implements a distribution of ownership,<br />
the Nomination Committee propose<br />
candidates for Board members, Chairman<br />
of the Board and auditors. Supplementary<br />
voting regulations may be found in shareholder<br />
agreements between certain shareholders.<br />
Resolutions at the <strong>Annual</strong> General<br />
Meeting are normally taken by simple majority.<br />
In certain cases, however, the Swedish<br />
Companies Act stipulates a certain level<br />
of attendance to reach a quorum or a special<br />
voting majority. At the <strong>Annual</strong> General<br />
Meeting, shareholders are able to pose<br />
questions about the company and its results<br />
for the preceding year. Representatives of<br />
the Board of Directors, executive management<br />
and the auditors are normally present<br />
to answer these questions.<br />
<strong>2010</strong> <strong>Annual</strong> General Meeting<br />
At the <strong>Annual</strong> General Meeting on 10 May<br />
<strong>2010</strong>, 72.5% of the shares and the voting<br />
rights were represented. Representatives of<br />
<strong>Nobina</strong>’s Board of Directors and Group<br />
management were present.<br />
The following resolutions were passed:<br />
Birgitta Kantola, Rolf Lydahl, Thomas<br />
Naess, Jan Sjöqvist, and Jan Sundling were reelected<br />
as Board members. Jan Sjöqvist was<br />
re-elected as Board Chairman. Board fees of<br />
SEK 1,325,000 were approved for the period<br />
until the next <strong>Annual</strong> General Meeting to<br />
be distributed with SEK 650,000 to the<br />
Chairman and SEK 225,000 each to Birgitta<br />
Kantola, Rolf Lydahl and Jan Sundling.<br />
It was resolved that fees to the auditors shall<br />
be paid against approved invoices.<br />
The Parent Company income statement<br />
and balance sheet and the consolidated<br />
income statement and balance sheet were<br />
adopted for the 2009/<strong>2010</strong> fiscal year and<br />
the Board and President were discharged<br />
from liability.<br />
In accordance with the proposal by the<br />
Board and the President, it was resolved that<br />
the year’s earnings or the year in the amount<br />
of SEK 5,753,578, and earnings brought<br />
forward from previous years, totalling SEK<br />
1,376,429,612 and the share premium<br />
reserve of SEK 611,623,153 be disposed such<br />
that SEK 1,993,806,343 be carried forward<br />
to a new account.<br />
It was further resolved to authorise the<br />
Board to decide in respect of new share issues<br />
and it was decided to issue warrants for new<br />
share subscription to a wholly owned subsidiary<br />
and permit the subsidiary’s transfer of<br />
these within the framework of the President’s<br />
employment contract.<br />
Guidelines for the remuneration of senior<br />
executives and the appointment of the<br />
Nomination Committee were approved.<br />
<strong>2011</strong> <strong>Annual</strong> General Meeting<br />
The <strong>2011</strong> <strong>Annual</strong> General Meeting will be<br />
held on 23 May <strong>2010</strong>. Information on time<br />
and place, how registration of participation
shall take place and how shareholders can<br />
submit a matter for consideration at the<br />
Meeting will be provided in the meeting<br />
notification in the customary manner.<br />
Information will also be available on the<br />
company’s website.<br />
NOMINATION COMMITTEE<br />
Guidelines for the Nomination Committee<br />
The Board of Directors proposes that the<br />
Meeting resolves that the Company shall<br />
have a Nomination Committee consisting<br />
of a representative of each of the three largest<br />
shareholders, based on the number of votes<br />
held, together with the Chairman of the<br />
Board of Directors. The names of the members<br />
of the Nomination Committee and the<br />
names of the shareholders they represent<br />
shall be made public not later than six<br />
months before the annual general meeting<br />
and be based on shareholding statistics provided<br />
by Euroclear Sweden <strong>AB</strong> per the last<br />
banking day in October <strong>2011</strong>. Provided the<br />
members of the Nomination Committee do<br />
not agree otherwise, the member representing<br />
the largest shareholder, based on the<br />
number of votes held, shall be appointed<br />
chairman of the Nomination Committee. In<br />
the event a shareholder who has appointed a<br />
member is no longer one of the three largest<br />
shareholders, based on the number of votes<br />
held, the appointed member shall resign and<br />
be replaced by a new member in accordance<br />
with the above procedure.<br />
The Nomination Committee shall prepare<br />
and submit proposals to the general meeting<br />
on; chairman of the meeting, members of the<br />
Board of Directors, chairman of the Board of<br />
Directors, board fees to the chairman and<br />
each of the members of the Board of Directors<br />
as well as, if any, remuneration for committee<br />
work, fees to the Company’s auditor<br />
and, when applicable, proposal regarding<br />
election of new auditor. Furthermore, the<br />
Nomination Committee shall prepare and<br />
submit proposals to the general meeting on<br />
principles for the composition of the Nomination<br />
Committee.<br />
The appointment of a Nomination Committee<br />
pursuant to this proposal is conditional upon<br />
that the number of shareholders of the Company,<br />
pursuant to the shareholder information<br />
kept by Euroclear Sweden <strong>AB</strong>, amounts<br />
to at least 100 shareholders. The company<br />
deviates from the Code of Corporate Governance<br />
since the number of shareholders is<br />
currently fewer than 100.<br />
BOARD OF DIRECTORS<br />
The Board of Directors’ assignment is to<br />
contribute to sound business development<br />
and control of the Group’s operations.<br />
The composition of <strong>Nobina</strong>’s Board, as well<br />
as Board fees and meeting attendance, are<br />
presented below.<br />
The Board’s responsibility<br />
<strong>Nobina</strong>’s Board is responsible for the organisation<br />
and administration of the company’s<br />
affairs. The Board is also assigned to act as<br />
an Audit Committee and a Remuneration<br />
Committee.<br />
One of the Board’s most important assignments<br />
is to ensure a long-term strategy,<br />
management, follow-up and control of the<br />
Group’s daily operations with the objective<br />
of creating value for shareholders, customers,<br />
employees and other stakeholders.<br />
The Board appoints the President, who<br />
is also the CEO.<br />
Composition of the Board of Directors<br />
The Board shall consist of at least three<br />
and at most ten members. The Board shall<br />
appoint a Chairman, who according to<br />
Swedish law, may not at the same time be<br />
the company’s President. According to the<br />
Swedish Code of Corporate Governance,<br />
the Chairman shall be elected by the <strong>Annual</strong><br />
General Meeting.<br />
During the <strong>2010</strong>/<strong>2011</strong> fiscal year, the<br />
Board consisted of five members elected at<br />
the AGM. The Board met six times during<br />
the fiscal year.<br />
COrpOrAte gOverNANCe<br />
Board work<br />
The Board has adopted formal procedures<br />
for its work that describe how work shall be<br />
divided between the Board and its committees<br />
and the President.<br />
The formal work procedures are established<br />
each year by the Board and include the<br />
Board members. Instructions for the President<br />
and for financial reporting are described<br />
in appendices to the formal work procedures.<br />
The prevailing formal work procedures were<br />
adopted on June 29, <strong>2010</strong>.<br />
Remuneration of the Board of Directors<br />
Fees are paid to the Board Chairman and<br />
Board members according to resolutions by<br />
the <strong>Annual</strong> General Meeting and Extraordinary<br />
General Meetings. No remuneration is<br />
paid to the Board beyond that approved by<br />
the <strong>Annual</strong> General Meeting. The President<br />
is not paid Board fees.<br />
During the year, <strong>Nobina</strong> <strong>AB</strong> paid pension<br />
compensation to certain former members of<br />
the Board of <strong>Nobina</strong> Europe <strong>AB</strong>, amounting<br />
to SEK 0.1 million (0.1). These former Board<br />
members are entitled to lifelong compensation<br />
from the company.<br />
REMUNERATION COMMITTEE<br />
The Board has decided to deviate from the Code<br />
of Corporate Governance until further notice<br />
regarding the Remuneration Committee.<br />
<strong>Nobina</strong> has not had a special Remuneration<br />
Committee, since the Board in its entirety<br />
considers remuneration issues in conjunction<br />
with an annual review of Board work.<br />
Remuneration of the Board, including the<br />
Chairman, is decided by the <strong>Annual</strong> General<br />
Meeting. Remuneration of the President and<br />
other senior executives shall be on market<br />
terms and consist of fixed and variable compensation<br />
plus other benefits and pension.<br />
Read more about the principles for the remuneration<br />
of the Board and senior executives<br />
in the sections “Board of Directors” and<br />
“President and Group management”. Prior<br />
to the next fiscal year, <strong>Nobina</strong> intends to<br />
appoint a Remuneration Committee with<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 49
COrpOrAte gOverNANCe<br />
clear instructions regarding work assignments,<br />
composition and decision-making<br />
authority according to the Swedish Code<br />
of Corporate Governance.<br />
AUDIT COMMITTEE<br />
The Board has elected to deviate from the<br />
Code of Corporate Governance for the time<br />
being with respect to the question of an Audit<br />
Committee. Currently, the Board in its<br />
entirety comprises the Group’s Audit Committee.<br />
The Board’s task is to quality-assure<br />
financial reporting in collaboration with<br />
company management and the auditors.<br />
The Board shall ensure that company<br />
management identifies the risks in operations.<br />
Furthermore, the Board of Directors<br />
shall stay informed of and provide comments<br />
on the organisation and prioritisation of<br />
external and internal auditing work in the<br />
Group to ensure that it maintains a high<br />
professional standard and is characterised<br />
by objectivity and integrity.<br />
The Board follows up what emerges from<br />
auditing work, including individual cases<br />
where auditing measures are deemed motivated.<br />
The Board meets with the external<br />
auditors at least once a year.<br />
Board members’ attendance in <strong>2010</strong>/<strong>2011</strong><br />
50 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
AUDITORS<br />
The shareholders at the <strong>Annual</strong> General<br />
Meeting elect external independent auditors<br />
for a four-year period. The auditors report to<br />
the shareholders at the company’s general<br />
meetings.<br />
The <strong>2010</strong> AGM re-elected appointed Ernst<br />
& Young as the <strong>Nobina</strong>’s auditors for the<br />
coming four-year period. Ernst & Young <strong>AB</strong><br />
have been the company’s auditors since<br />
2005. The authorised public accountant in<br />
charge until further notice is Erik Åström,<br />
Ernst & Young <strong>AB</strong>. Erik Åström is a member<br />
of FAR (Swedish accountants’ professional<br />
organisation).<br />
The external auditors’ assignments consist<br />
of auditing the company’s annual report,<br />
consolidated accounts and financial records,<br />
as well as the administration of the Board<br />
and President.<br />
Ernst & Young report continually to the<br />
Group management and to local company<br />
management. Ernst & Young is commissioned<br />
only for consulting services determined<br />
and approved ahead by the Board.<br />
The auditors inform the Board of the of the<br />
annual audit planning, its scope and contents,<br />
and presents its conclusions. Also, the<br />
The Board met six times during the fiscal year<br />
Date Type Matters considered<br />
March, 8 extra by telephone Budget, ownership distribution<br />
March, 17 extra by telephone Ownership distribution<br />
Operations, annual report, terms and conditions for senior management,<br />
April, 21 Ordinary<br />
ownership distribution<br />
June, 29 Ordinary Statutory meeting, work order, operations, ownership distribution<br />
September, 27 Ordinary Operations, business plan, maintenance<br />
December, 20 Ordinary Operations, business plan, analysis, procurements<br />
Name Born Elected Board Meetings AGM<br />
Jan Sjöqvist, Chairman 1948 2005 6 of 6 Yes<br />
Jan Sundling, member 1947 2005 6 of 6 No<br />
rolf lydahl, member 1945 2005 6 of 6 No<br />
thomas Naess, member 1972 2009 6 of 6 No<br />
Birgitta Kantola, member 1948 2009 6 of 6 No<br />
Board is informed regarding assignments<br />
that were performed in addition to auditing<br />
services, compensation for such assignments<br />
and other circumstances of importance for<br />
assessing the auditors’ independence.<br />
PRESIDENT AND GROUP MANAGEMENT<br />
The President is appointed by the Board and is<br />
responsible for ensuring that daily operations<br />
are conducted in accordance with the Board’s<br />
guidelines and instructions. Each company’s<br />
business area manager reports directly to the<br />
President and is responsible in turn for ensuring<br />
that instructions and guidelines are followed.<br />
Since 1 March <strong>2010</strong>, <strong>Nobina</strong>’s management<br />
consists of the President, the CFO<br />
and two business area managers.<br />
Group management normally meets once<br />
a week and works in line with the company’s<br />
collective policies and applies prevailing<br />
instructions. The President in consultation<br />
with Group management takes all decisions.<br />
Guidelines for terms and remuneration<br />
of senior management<br />
The company strives to offer remuneration<br />
and other terms of employment that are market<br />
based and competitive in order to ensure<br />
that the company can attract and retain competent<br />
personnel. Remuneration to the President<br />
and other persons in company management<br />
shall consist of fixed salary, variable<br />
compensation, pension and other customary<br />
benefits. In addition, the President shall have<br />
the right to a special bonus as a result of entering<br />
a new employment contract.<br />
The fixed salary is reassessed as a general rule<br />
once a year and shall take into consideration<br />
the individual’s responsibility and performance.<br />
The fixed salary shall be competitive.<br />
Variable remuneration shall be based on the<br />
individual’s performance and the company’s<br />
performance in relation to predetermined<br />
and established goals. Evaluation of these<br />
goals shall take place annually. Variable
emuneration shall also include a cash bonus<br />
as determined by the Board and, for the President,<br />
share-based payment of which remuneration<br />
in shares may be able to amount to a<br />
maximum of 140% of the President’s fixed<br />
annual salary to be paid out over three years.<br />
Share-based payment shall be conditional<br />
upon the AGM taking the required decisions<br />
for delivery of shares according to the established<br />
share-based payment.<br />
In the event of termination of employment,<br />
senior executives in the <strong>Nobina</strong> Group are<br />
entitled to at most 12 months’ compensation.<br />
As a basic principle, a six month mutual<br />
termination period applies between the company<br />
and the executive. In addition, a maximum<br />
of six months’ compensation may be<br />
paid in the event that the company has terminated<br />
employment. In addition, a maximum<br />
of six months of remuneration is payable<br />
should employment be terminated by<br />
the company. Senior executives are the Parent<br />
Company’s President and Finance Director<br />
and the presidents of subsidiaries.<br />
Pension and terms for the President<br />
The pension age for the president is 62 years in<br />
the Parent Company. The pension payments<br />
for the company are reduced to 90% of salary<br />
for retirement between the ages of 62 and 63,<br />
80% between 63 and 64 and 70% between<br />
64 and 65. <strong>Nobina</strong>’s commitment to the President<br />
ends at retirement, at the age of 65. Pension<br />
costs consist of a defined contribution<br />
pension, in which the premium is 30% of<br />
pension-entitling salary. Pension-entitling<br />
salary refers to basic salary as long as the President<br />
remains employed by the company.<br />
Termination salary is pension entitling.<br />
The President has the right to 30 vacation<br />
days each year. The President is insured for<br />
90% of salary during a maximum of 365 days<br />
per calendar year without a qualifying period.<br />
In addition to the taxable benefits described<br />
above, benefits include health insurance and<br />
holdings of shares in <strong>Nobina</strong> <strong>AB</strong>.<br />
Warrants programmes<br />
<strong>Nobina</strong> <strong>AB</strong> previously issued three warrants<br />
programmes, Programme 1, issued on 24<br />
June 2005 and comprising 1,052,000 warrants,<br />
Programme 2, issued on 8 November<br />
2005 and comprising 304,569 warrants,<br />
and Programme 3, issued on 19 January<br />
2009 and comprising 1,640,925 warrants.<br />
<strong>Nobina</strong> <strong>AB</strong> has repurchased all issued subscription<br />
warrants for the company. Payment<br />
for redemption of the warrants issued in<br />
2005 comprised cash payment based on an<br />
independent market valuation of the company’s<br />
common share. The payment for<br />
redemption of the subscription warrants<br />
issued during 2009 was cash payment<br />
according to the warrants’ nominal value.<br />
Holders of the issued warrants also pledged<br />
on the redemption date to reinvest a portion<br />
of the payment in shares in <strong>Nobina</strong> <strong>AB</strong>.<br />
BOARD OF DIRECTORS’ REPORT ON<br />
INTERNAL CONTROLS<br />
The President and senior management shall<br />
manage work to prepare reliable financial<br />
accounts for external publication in an efficient<br />
manner. Reliable financial reporting<br />
for <strong>Nobina</strong> means that:<br />
• accounting policies are appropriate and in<br />
compliance with International Financial<br />
<strong>Report</strong>ing Standards (IFRS) and the<br />
<strong>Annual</strong> Accounts Act<br />
• the financial accounts are informative and<br />
at a sufficiently detailed level<br />
• that financial reporting reflects underlying<br />
transactions and events in a correct manner<br />
and the company’s actual earnings,<br />
financial position and cash flow with<br />
reasonable assurance.<br />
Control environment<br />
The company’s controls are based on a common<br />
and process-oriented management system.<br />
The objective is to ensure a company<br />
culture that is characterised by integrity and<br />
that ethical values are not compromised.<br />
COrpOrAte gOverNANCe<br />
The management system includes the<br />
employees’ experience, expertise, attitudes,<br />
ethical values and perception of how responsibility<br />
and authority are distributed within<br />
the organisation. It is the management system<br />
that illustrates how the Group works in<br />
important areas. The control environment is<br />
characterised by the main business processes<br />
and the associated Group policies and<br />
instructions, as well as local instructions.<br />
Process owners propose preventative measures,<br />
development and improvement of the<br />
process. Business leaders are responsible for<br />
introduction, follow-up and correction of<br />
deficiencies.<br />
Risk assessment<br />
The risks that arise in conjunction with<br />
financial reporting are primarily fraud, loss<br />
or embezzlement of assets, unauthorised<br />
favouring of another party at the company’s<br />
expense and other risks that relate to significant<br />
errors in the financial accounts.<br />
The valuation of assets, liabilities, revenues<br />
and costs or deviations from disclosure<br />
requirements are some examples.<br />
The Group applies the same type of risk<br />
assessment for all processes. This takes place<br />
in three steps and is initiated through<br />
management’s review.<br />
The basis for the assessment is an analysis<br />
of the Group’s present situation and management’s<br />
previous experience. The risks that are<br />
deemed to significantly affect financial<br />
reporting are classified as high risks. The<br />
risks that receive the opposite assessment<br />
are classed as low risks.<br />
At the second stage, high risks in operations<br />
are evaluated in conjunction with a survey of<br />
sub-processes. Competent expertise from the<br />
processes is used for a careful evaluation of all<br />
risks in the particular process.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 51
COrpOrAte gOverNANCe<br />
The work procedure is as follows:<br />
1. Identify risks and assign them to the<br />
relevant process stage:<br />
• Describe current preventative measures<br />
• Evaluate the probability of occurrence/<br />
impact/probability of discovery<br />
• Calculate risk values<br />
2. Propose improvement measures in<br />
cases of high-risk values<br />
This means that management’s assessment of<br />
a risk may receive a lower value in operations,<br />
just as a risk that was not assessed by management<br />
may receive a high value in operations.<br />
This final step in this work is to compile all<br />
risk values that emerge from the survey and<br />
to present them at a Group management<br />
meeting. Management prioritises risks with<br />
high values and allocates resources to handle<br />
them. The risks that received low values are<br />
archived on a risk list for renewed assessment,<br />
at latest in conjunction with next<br />
year’s risk assessment.<br />
Risk assessment according to this method<br />
was started in 2005 and supplemented in<br />
2006. In the review in 2008, previous years’<br />
risks were deemed to still apply in the same<br />
priority order.<br />
the share<br />
Common shares in <strong>Nobina</strong> total 24,928,139,<br />
each with a par value of SeK 9. thus, the<br />
share capital amounts to SeK 224,353,251.<br />
Share capital remained unchanged<br />
during the year. Share capital and<br />
warrants are described in Note 7 and 21.<br />
International investment funds are the<br />
primary shareholders in <strong>Nobina</strong> <strong>AB</strong> with<br />
a combined holding of about 94%. the<br />
largest holders of <strong>Nobina</strong> common shares<br />
are funds managed by Bluebay Asset<br />
Management, Avenue Capital,<br />
52 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Control activities<br />
Risk assessment provides an opportunity to<br />
take proactive measures. High risks are prioritised,<br />
which results in measures to reduce<br />
or eliminate them. Controls and checkpoints<br />
ensure that preventative measures are followed<br />
up in all Group companies.<br />
The company has a number of established<br />
controls for approving and attesting business<br />
transactions. In daily work and in preparing<br />
the closing accounts and financial reports,<br />
significant accounting principles are applied<br />
in all Group companies. Established routines<br />
control the review and analysis of financial<br />
reports at all levels within the Group, which<br />
is important for being able to ensure the<br />
correctness of reports.<br />
Control takes place through approved<br />
policies and instructions that were all<br />
developed by Group-wide process teams. The<br />
teams also decide on important control points<br />
to ensure correctness in financial reporting.<br />
Decision paths, authorizations and<br />
responsibilities at different levels in the<br />
organisations are defined together with prevailing<br />
policies and instructions, which<br />
include an attest instruction. No special<br />
IT controls are performed, and no external<br />
parties are employed.<br />
vpv Bankiers, Fidelity Funds and thames<br />
river Capital.<br />
<strong>Nobina</strong>’s shares are registered with<br />
euroclear and most of the approximately<br />
30 shareholders hold their shares through<br />
the trust departments of various banks.<br />
there is no organized trading of the<br />
company’s shares on any stock exchange<br />
or other market. However, some OtCbased<br />
share trading is conducted in<br />
london, where a few stockbrokers trade<br />
on their own initiative.<br />
Information and communication<br />
The communication plan ensures that communication<br />
of control points reaches the<br />
correct target group.<br />
Information in the control point shows<br />
how the company acts at the control point<br />
and how deviations are reported and followed<br />
up. The process owner is responsible<br />
for ensuring that information on common<br />
methods reaches the entire organisation.<br />
The line organisation holds regular meetings<br />
on a function or area basis. New policies<br />
and instructions are always presented at<br />
these meetings as part of their introduction.<br />
The written communication primarily takes<br />
place through an intranet where news is<br />
updated directly and there are both a<br />
management system and Group policy<br />
documents and instructions.<br />
Follow-up and monitoring<br />
The financial risks that are deemed as high<br />
are followed up, primarily within each process.<br />
A control function is built into the risk’s<br />
control point, which means that it is the<br />
operation itself that ensures that handling<br />
functions as planned.<br />
The objective of monitoring and supervision<br />
is to ensure a stable control environment<br />
in the company and to check that application<br />
and follow-up are performed in important<br />
areas of operations. The principle applied in<br />
the company is that every process must have<br />
control functions that support monitoring<br />
activities. The internal audit is a supplementary<br />
instrument in this connection for monitoring<br />
that operations are conducted according<br />
to approved decisions.<br />
Regular internal operational reviews are<br />
conducted by internally trained personnel to<br />
ensure that control points function and are<br />
effective.<br />
The results from the internal reviews are<br />
reported to both the Board and executive<br />
management.<br />
Changes in the organisation that may<br />
affect the internal controls are assessed each<br />
year and reported to the Board.
Auditor’s statement on the<br />
Corporate governance report<br />
To the Board of Directors of <strong>Nobina</strong> <strong>AB</strong><br />
Corp. Reg. No. 556576-4569<br />
It is the Board of Directors that is responsible for the Corporate Governance <strong>Report</strong> for financial year March 1, <strong>2010</strong><br />
through February 28, <strong>2011</strong>, on pages 48–52 and has opted in certain respects to voluntarily follow the Swedish Code<br />
of Corporate Governance.<br />
As a basis for our opinion that the Corporate Governance <strong>Report</strong> has been prepared and is consistent with the annual<br />
accounts and the consolidated accounts, we have read the Corporate Governance <strong>Report</strong> and assessed its statutory<br />
content based on our knowledge of the company.<br />
In our opinion, the Corporate Governance <strong>Report</strong> has been prepared and its statutory content is consistent with<br />
the annual accounts and the consolidated accounts.<br />
Stockholm, April 29, <strong>2011</strong><br />
Ernst & Young <strong>AB</strong><br />
Erik Åström<br />
Authorized Public Accountant<br />
COrpOrAte gOverNANCe<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 53
BOArD OF DIreCtOrS<br />
Board of Directors and Senior Management<br />
JAN SJöqvIST<br />
Chairman of the Board since 2005.<br />
year of birth: 1948<br />
Previous assignments: president and<br />
CeO of NCC.<br />
Dependence status vis-à-vis the<br />
company: Independent in relation to<br />
<strong>Nobina</strong>, its management and major<br />
shareholders.<br />
Education: MSc., gothenburg school<br />
of Business, economics and law.<br />
Shareholding: 65,363 shares<br />
ThOMAS NAESS<br />
Member of the Board since December<br />
2009. Deputy member of the Board<br />
since 2005.<br />
year of birth: 1972<br />
Other assignments: employed at<br />
BlueBay since 2004.<br />
Previous assignments: employee at<br />
Deutsche Bank in New York and london<br />
1997–2004.<br />
Dependence status vis-à-vis the<br />
company: Independent in relation to<br />
<strong>Nobina</strong> and its management, but<br />
dependent in relation to the major<br />
shareholders in <strong>Nobina</strong> as an Investment<br />
expert at BlueBay Asset Management.<br />
Education: BSc. double major degree in<br />
Finance and economics, David eccles<br />
School of Business at the university of utah.<br />
Shareholding: -<br />
54 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
BIRGITTA KANTOLA<br />
Member of the Board since December 2009.<br />
year of birth: 1948<br />
Other assignments: Managing partner<br />
at Birka Consulting <strong>AB</strong> and member of the<br />
Boards of Stora enso Oyj, Helsinki and the<br />
NASDAQ OMX group, New York, and Skandinaviska<br />
enskilda Banken <strong>AB</strong>, Stockholm.<br />
Previous assignments: vice president<br />
and CFO of International Finance Corporation<br />
(World Bank group), Washington D.C<br />
and executive vice president of Nordic<br />
Investment bank.<br />
Dependence status vis-à-vis the<br />
company: Independent in relation to<br />
<strong>Nobina</strong>, its management and major<br />
shareholders.<br />
Education: Master of laws, university<br />
of Helsinki.<br />
Shareholding: -<br />
JAN SUNDLING<br />
Member of the Board since 2005.<br />
year of birth: 1947<br />
Other assignments: Chairman of the<br />
Association of Swedish train Operators,<br />
Infranord <strong>AB</strong> and the Swedish Maritime<br />
Administration, and tAF/tSI. Member of<br />
the Board of Corem property group <strong>AB</strong>.<br />
Previous assignments: president of<br />
green Cargo, 2001–2007.<br />
Dependence status vis-à-vis the<br />
company: Independent in relation to<br />
<strong>Nobina</strong>, its management and major<br />
shareholders.<br />
Education: Qualified ship’s captain and<br />
economist with post-secondary education<br />
in economics at Frans Schartau.<br />
Shareholding: 13,779 shares<br />
ROLF LyDAhL<br />
Member of the Board since 2005.<br />
year of birth: 1945<br />
Other assignments: Chairman of the<br />
Board of IndeCap <strong>AB</strong> and Jernhusen <strong>AB</strong>.<br />
Member of the boards of vasakronan <strong>AB</strong><br />
(publ).<br />
Previous assignments: president and<br />
CeO of probo, executive vice president<br />
of Nordstiernan and responsible for<br />
Credit Suisse’s representative office in<br />
Stockholm.<br />
Dependence status vis-à-vis the<br />
company: Independent in relation to<br />
<strong>Nobina</strong>, its management and major<br />
shareholders.<br />
Education: MSc., Stockholm School<br />
of economics.<br />
Shareholding: 14,696 shares
RAGNAR NORBäCK<br />
Title: CeO and president of<br />
<strong>Nobina</strong> since 2004. Member of<br />
<strong>Nobina</strong>’s senior management<br />
team since 2004.<br />
year of birth: 1955<br />
Other assignments: Board<br />
member of Nilson group <strong>AB</strong><br />
and its holding company<br />
Skofemman <strong>AB</strong> and N3 group<br />
<strong>AB</strong>. Chairman of rAlt <strong>AB</strong>.<br />
Previous assignments:<br />
these include CeO at American<br />
express Corporate travel Nordic,<br />
and CeO at American express<br />
Nordic, volvo Aero engine Services,<br />
linjebuss trafik <strong>AB</strong>, gl<strong>AB</strong><br />
(Adidas) and tNt Ipec Sweden.<br />
Education: Civil engineer,<br />
logistics, Chalmers Institute<br />
of technology.<br />
Shareholding: 101,112 shares<br />
MARTIN PAGROTSKy<br />
Title: Senior legal Counsel,<br />
employed since 2006.<br />
year of birth: 1974<br />
Previous assignments:<br />
Member of the Swedish Bar<br />
Association, Assistant legal<br />
Counsel at Advokatfirman<br />
vinge, Clerk at the Karlstad<br />
Administrative Court.<br />
Education: Bachelor of laws,<br />
Stockholm university<br />
Shareholding: 1,667 shares<br />
JAN BOSAEUS<br />
Title: Business Area Head,<br />
regional traffic since <strong>2010</strong>. Managing<br />
Director <strong>Nobina</strong> Sverige <strong>AB</strong><br />
since 2002 and vice president of<br />
<strong>Nobina</strong> <strong>AB</strong> since 2009. Member<br />
of <strong>Nobina</strong>’s senior management<br />
team since 2009.<br />
year of birth: 1960<br />
Other assignments: Chairman<br />
of the Board of transportgruppen<br />
tgS Service Aktiebolag and<br />
Bussarbetsgivarna BuA Service<br />
Aktiebolag. Board member at<br />
the Confederation of Swedish<br />
enterprise. Member of Alecta’s<br />
Council of Administration.<br />
Previous assignments: Board<br />
member of Svenska Bussbranschens<br />
riksförbunds Service<br />
Aktiebolag. technical director at<br />
<strong>Nobina</strong> Sverige <strong>AB</strong>. Member of<br />
the senior management team of<br />
Kalmar lMv Sverige <strong>AB</strong> responsible<br />
for aftersales service. previously<br />
employed at SMA Maskin<br />
<strong>AB</strong> and engson Maskin <strong>AB</strong>.<br />
JOAKIM PALMKvIST<br />
Title: Business Area Head,<br />
Interregional since <strong>2010</strong>.<br />
Managing Director of Swebus<br />
express <strong>AB</strong> since 2006.<br />
Member of <strong>Nobina</strong>’s senior<br />
management team since <strong>2010</strong>.<br />
year of birth: 1963<br />
Other assignments: Board<br />
member of Samtrafiken i<br />
Sverige <strong>AB</strong>.<br />
Previous assignments: CeO,<br />
elgiganten <strong>AB</strong>; CeO, ticket<br />
resebyråer <strong>AB</strong>; CeO, Synoptik<br />
and purchasing Manager,<br />
ONOFF <strong>AB</strong>.<br />
Education: Business Administration<br />
graduate, IHM Business<br />
School.<br />
Shareholding: 8,334 shares<br />
SJUR BRENDEN<br />
Title: Managing Director<br />
<strong>Nobina</strong> Denmark since <strong>2010</strong>.<br />
year of birth: 1961<br />
Previous assignments:<br />
Deputy Board member of<br />
transportbedriftenes landsforening.<br />
previously employed<br />
at linjebuss Sverige <strong>AB</strong> and<br />
AS Sportveisbussene.<br />
Education: Business<br />
Administration graduate,<br />
Sundsvall university.<br />
Shareholding: 10,428 shares<br />
Jan Bosaeus, Continued:<br />
Education: Business Administration<br />
graduate, IHM Business<br />
School.<br />
Shareholding: 26,000 shares<br />
ANN-MARIE SILOKANGAS<br />
Title: Hr Manager at <strong>Nobina</strong><br />
since 2007.<br />
year of birth: 1963<br />
Previous assignments:<br />
Hr Manager/Site Manager at<br />
Avure technologies <strong>AB</strong>, CM of<br />
the Nuance group, Hr Manager<br />
of Siemens Business Services;<br />
and recruitment & training at<br />
McKinsey & Company.<br />
Education: Business Administration<br />
graduate, IHM Business<br />
School and Bachelor of physiotherapy,<br />
Karolinska Institutet.<br />
Shareholding: -<br />
ANNIKA KOLMERT<br />
Title: Head of Management<br />
Systems since 2008.<br />
year of birth: 1973<br />
Previous assignments:<br />
process Manager, Accounting<br />
and Controlling DHl express,<br />
Financial Controller, Skandia liv.<br />
Education: Master of<br />
economics, Stockholm<br />
university.<br />
Shareholding: 1,667 shares<br />
PER SKäRGåRD<br />
Title: CFO at <strong>Nobina</strong> <strong>AB</strong> since<br />
2004, vice-president of <strong>Nobina</strong><br />
<strong>AB</strong> since 2009. Member of<br />
<strong>Nobina</strong>’s senior management<br />
team since 2004.<br />
year of birth: 1957<br />
Previous assignments: CFO at<br />
DHl Nordic <strong>AB</strong>, Danzas-ASg <strong>AB</strong>,<br />
Net International, Helene Curtis<br />
Scandinavia, Warner lambert<br />
Scandinavia. CFO at <strong>AB</strong> pripps<br />
Bryggerier. economic planner<br />
at länsförsäkringsbolagen.<br />
Education: Business Administration<br />
graduate, Stockholm<br />
university. Chairman of Svenska<br />
Civilekonomföreningen and<br />
Civilekonomernas Service <strong>AB</strong>.<br />
Shareholding: 35,745 shares<br />
SeNIOr MANAgeMeNt<br />
STEIN NILSEN<br />
Title: Managing Director of<br />
<strong>Nobina</strong> Norway since <strong>2010</strong>.<br />
year of birth: 1965<br />
Other assignments: Board<br />
member of Sivile lufthavn<br />
AS and Sunnhordaland<br />
lufthavn AS.<br />
Previous assignments:<br />
SAS group and NSB group.<br />
Education: Business Administration<br />
graduate, Nordland<br />
university; Bachelor of laws,<br />
Oslo university<br />
Shareholding: -<br />
TOM WARD<br />
Title: CeO and Board member<br />
of <strong>Nobina</strong> Finland since 2004.<br />
year of birth: 1956<br />
Other assignments:<br />
Board member of Suomen<br />
paikallisliikenneliitto ry and<br />
Alt-palvelu Oy.<br />
Previous assignments:<br />
employed at Huolintakeskus Oy,<br />
Scansped Oy, MpS Management<br />
Consulting, and profit-centre<br />
manager at Oy Scan-Auto Ab.<br />
Education: Business Administration<br />
graduate, Business<br />
College of lahti (lahden<br />
Kauppaoppilaitos).<br />
Shareholding: 8,250 shares<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 55
AccOuNts<br />
<strong>Annual</strong> report and consolidated financial statements<br />
ADMINIstrAtION repOrt<br />
The Board of Directors and the CEO of<br />
<strong>Nobina</strong> <strong>AB</strong> (publ) hereby present the annual<br />
report and consolidated financial statements<br />
for operations during the fiscal year from<br />
March 1, <strong>2010</strong> to February 28, <strong>2011</strong>. The<br />
results of the year’s operations for the Group<br />
and Parent Company are presented in the<br />
following income statements and balance<br />
sheets, cash-flow statements, statements of<br />
changes in shareholders’ equity and notes.<br />
All items are expressed in SEK millions<br />
unless otherwise stated. The fiscal year covered<br />
by this annual report ended on 28 February<br />
<strong>2011</strong> and is referred to as <strong>2010</strong>/<strong>2011</strong>.<br />
OWNERSHIP STRUCTURE<br />
The company is a public limited company<br />
(Corporate Registration Number 556576-<br />
4569, domiciled in Stockholm), owned by<br />
about 30 shareholders and is the overall Parent<br />
Company in the <strong>Nobina</strong> Group. During the<br />
year, the company worked with a strategic advisor,<br />
Perella Weinberg together with Lazard, to<br />
review the future ownership situation.<br />
NATURE AND FOCUS OF OPERATIONS<br />
<strong>Nobina</strong> <strong>AB</strong> (formerly Concordia Bus <strong>AB</strong>) is<br />
the largest player in the Nordic region in<br />
public bus transport, with a business concept<br />
to simplify the customer’s everyday<br />
travel. The operations include regional traffic<br />
in the Nordic region under contract and<br />
interregional traffic in Sweden. The Group<br />
comprises the operating companies <strong>Nobina</strong><br />
Sverige <strong>AB</strong> and Swebus Express <strong>AB</strong> in Swe-<br />
56 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
den, <strong>Nobina</strong> Norge A/S, <strong>Nobina</strong> Finland<br />
Oy Ab and <strong>Nobina</strong> Danmark A/S. With<br />
approximately 275 million passengers annually,<br />
<strong>Nobina</strong> is one of Europe’s ten largest<br />
public transport companies.<br />
The wholly owned operating subsidiaries<br />
are owned via a subordinate holding company,<br />
<strong>Nobina</strong> Europe Holding <strong>AB</strong>, which in turn<br />
owns the subsidiaries’ operating Parent Company,<br />
<strong>Nobina</strong> Europe <strong>AB</strong> (publ). <strong>Nobina</strong> <strong>AB</strong><br />
also has two wholly owned subsidiaries for<br />
management of the bus fleet, <strong>Nobina</strong> Fleet <strong>AB</strong><br />
and <strong>Nobina</strong> Busco <strong>AB</strong>, which leases buses to<br />
the operating companies.<br />
SIGNIFICANT EVENTS DURING THE YEAR<br />
Revenue trend<br />
The company’s revenue increased SEK 389<br />
million, or 6.2%, from SEK 6,308 million<br />
for the fiscal year ended February 28, <strong>2010</strong>,<br />
to SEK 6,697 million for the fiscal year ending<br />
February 28, <strong>2011</strong>.<br />
Regional traffic – Sweden<br />
Revenue from regional bus traffic in Sweden<br />
increased SEK 232 million, or 5.5%, from<br />
SEK 4,227 million for the fiscal year ended<br />
February 28, <strong>2010</strong>, to SEK 4,459 million for<br />
the fiscal year ending February 28, <strong>2011</strong>.<br />
The reason for the increase was primarily the<br />
full-year effect for traffic contracts that<br />
began the previous year and newly started<br />
contracts during the year.<br />
Regional traffic – Denmark<br />
Revenue from regional bus traffic in<br />
Denmark increased SEK 131 million, or<br />
68.2%, from SEK 192 million for the fiscal<br />
year ended February 28, <strong>2010</strong>, to SEK 323<br />
million for the fiscal year ending February<br />
28, <strong>2011</strong>. This increase was primarily<br />
attributable to growth in the contract<br />
portfolio and a full-year impact of previously<br />
secured contracts.<br />
Regional traffic – Norway<br />
Revenue from regional bus traffic in Norway<br />
rose SEK 50 million, or 6.8%, from SEK<br />
733 million for the fiscal year ended February<br />
28, <strong>2010</strong> to SEK 783 million for the fiscal<br />
year ending February 28, <strong>2011</strong>. The increase<br />
was primarily attributable to growth in the<br />
contract portfolio.<br />
Regional traffic – Finland<br />
Revenue from regional bus traffic in Finland<br />
decreased SEK 45 million, or 5.6%, from<br />
SEK 801 million for the fiscal year ended<br />
February 28, <strong>2010</strong>, to SEK 756 million for<br />
the fiscal year ending February 28, <strong>2011</strong>.<br />
This decrease was primarily attributable to<br />
a negative exchange rate change between<br />
EUR and SEK.<br />
Interregional traffic – Sweden<br />
Revenue from interregional traffic increased<br />
SEK 18 million, or 4.4%, to SEK 430<br />
million for the fiscal year ending February<br />
28, <strong>2011</strong>, compared with SEK 412 million<br />
SEK M, unless otherwise stated 06/07 07/08 08/09 09/10 10/11<br />
sales 5,075 5,406 6,134 6,308 6,697<br />
Operating profit/loss –24 161 206 192 232<br />
profit/loss from net financial items –246 –16 –233 121 59<br />
profit/loss after tax –245 –15 –239 121 59<br />
cash flow 117 211 –59 –67 –91<br />
cash and cash equivalents * 351 529 558 472 335<br />
equity/assets ratio, % 6,7 5,8 –2,7 2,8 3,4<br />
shareholders’ equity 227 210 –117 137 178<br />
Number of buses 3,503 3,376 3,505 3,553 3,618<br />
Average numbers of employees 6,814 7,021 7,606 7,318 7,714<br />
Income/bus 1.45 1.60 1.75 1.78 1.85<br />
* Including restricted funds.
for the fiscal year ending February 28, <strong>2010</strong>.<br />
This increase was primarily attributable to<br />
an increase in the number of passengers at<br />
the beginning of the year during the period<br />
of flight groundings due to the ash cloud<br />
from the volcanic eruption on Iceland.<br />
Personnel costs<br />
Personnel costs rose SEK 133 million, or<br />
4.1%, to SEK 3,408 million for the fiscal<br />
year ended February 28, <strong>2011</strong>, compared<br />
with SEK 3,275 million for the fiscal year<br />
ending February 28, <strong>2010</strong>. This was primarily<br />
due to increase in salaries and payroll<br />
overheads resulting from larger traffic production<br />
and more drivers engaged in<br />
regional traffic contracts as well as agreed<br />
salary increases.<br />
Fuel, tires and other consumables<br />
Costs for fuel, tires and other consumables<br />
increased SEK 136 million, or 9.9%, to SEK<br />
1,507 million for the fiscal year ended February<br />
28, <strong>2011</strong>, compared with SEK 1,371 million for<br />
the fiscal year ending February 28, <strong>2010</strong>. This<br />
increase was largely due to an increase in traffic<br />
production and higher costs for fuel.<br />
Other expenses<br />
Other external expenses comprise primarily<br />
of operational leasing costs and rents, as well<br />
as costs for procured consulting, auditing,<br />
financial and legal services, as well as advertisement.<br />
Other external expenses increased<br />
SEK 44 million, or 3.9%, to SEK 1,171 million<br />
for the fiscal year ended February 28,<br />
<strong>2011</strong>, compared with SEK 1,127 million for<br />
the fiscal year ending February 28, <strong>2010</strong>.<br />
The increase was primarily related to higher<br />
costs except for operating leasing costs.<br />
Depreciation/amortization and impairments<br />
Depreciation and impairments largely comprise<br />
depreciation of buses and other vehicles,<br />
but are also related to the depreciation<br />
of equipment, tools, inventories and fittings,<br />
fixtures and buildings. Depreciation/amortization<br />
and impairment rose SEK 32 million,<br />
or 9.4%, to SEK 372 million for the fiscal<br />
year ended February 28, <strong>2011</strong>, compared<br />
with SEK 340 million for the fiscal year ending<br />
February 28, <strong>2010</strong>. The increase was pri-<br />
marily attributable to a rise in the number<br />
of financially leased buses.<br />
Operating profit/loss trend<br />
The company’s operating profit increased<br />
SEK 40 million, or 20.8%, to SEK 232 million<br />
for the fiscal year ended February 28,<br />
<strong>2011</strong>, compared with SEK 192 million for the<br />
fiscal year ending February 28, <strong>2010</strong>. This<br />
increase was primarily due to improvements<br />
in operating earnings of SEK 37 million and<br />
the fact that non-recurring costs of SEK 28<br />
million were applied the previous year for the<br />
name change of Group companies, restructuring<br />
of the central organization and a buyback<br />
of option programs. Estimated costs for<br />
extraordinary winter conditions in the fourth<br />
quarter in the form of fuel consumption,<br />
damage, maintenance and cancelled departures<br />
increased SEK 25 million to SEK 62<br />
million for the fiscal year ended February 28,<br />
<strong>2011</strong>, compared to SEK 37 million for the<br />
fiscal year ending February 28, <strong>2010</strong>.<br />
Regional traffic – Sweden<br />
Operating profit increased SEK 37 million,<br />
or 18.0%, to SEK 242 million in the fiscal<br />
year ended February 28, <strong>2011</strong>, compared<br />
with SEK 205 million for the fiscal year ending<br />
February 28, <strong>2010</strong>. This was primarily<br />
due to improved operating earnings from<br />
efficiency enhancements in operations<br />
despite extraordinary winter expenses during<br />
the fourth quarter.<br />
Regional traffic – Denmark<br />
The operating loss increased SEK 23 million,<br />
or 76.0%, to SEK 53 million in the fiscal<br />
year ended February 28, <strong>2011</strong>, compared<br />
with SEK 30 million for the fiscal year ending<br />
February 28, <strong>2010</strong>. This was mainly<br />
attributable to a provision for onerous contracts<br />
for the first traffic contract that commenced<br />
in October 2008 as well as higher<br />
operating deficits and higher extraordinary<br />
winter expenses in the fourth quarter.<br />
Regional traffic – Norway<br />
The operating profit was unchanged from<br />
the fiscal year ending February 28, <strong>2010</strong>,<br />
and amounted to SEK 21 million for the fiscal<br />
year ended February 28, <strong>2011</strong>.<br />
AccOuNts<br />
Regional traffic – Finland<br />
The operating profit from regional traffic<br />
services in Finland was unchanged from the<br />
fiscal year ending February 28, <strong>2010</strong>, and<br />
amounted to SEK 7 million for the fiscal<br />
year ended February 28, <strong>2011</strong>. Improved<br />
operating earnings from efficiency enhancements<br />
in operations were countered by<br />
higher extraordinary winter expenses in<br />
the fourth quarter.<br />
Interregional traffic – Sweden<br />
The operating profit decreased SEK 2 million,<br />
or 5.0%, to SEK 40 million for the fiscal<br />
year ending February 28, <strong>2011</strong>, compared<br />
with SEK 42 million for the fiscal year<br />
ending February 28, <strong>2010</strong>. This decrease was<br />
primarily attributable to an increase in the<br />
number of passengers at the beginning of the<br />
year during the period of flight groundings<br />
due to the ash cloud from the volcanic eruption<br />
on Iceland, which was countered by a<br />
smaller number of passengers in the second<br />
half of the year.<br />
Central functions and other items<br />
Central functions and other items include<br />
expenses related to the head office. The net<br />
expense (operating result) for central functions<br />
and other items decreased as a result of a<br />
reduced central organization SEK 28 million<br />
or 52.8% to SEK 25 million for the fiscal year<br />
ended February 28, <strong>2011</strong>, compared with<br />
SEK 53 million in the preceding year.<br />
Profit from financial investments<br />
Interest expenses and similar expense items<br />
increased SEK 1 million, or 10.0%, to SEK 11<br />
for the fiscal year, compared with SEK 10 million<br />
in the preceding year. Interest expenses<br />
and similar expense items increased SEK 103<br />
million to SEK 184 for the fiscal year, compared<br />
with SEK 81 million in the preceding<br />
year. This increase was primarily due to a small<br />
value increase in the SEK against the EUR,<br />
which resulted in unrealized exchange gains of<br />
SEK 66 million, compared with an unrealized<br />
exchange gain of SEK 168 million in the<br />
preceding year.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 57
AccOuNts<br />
Tax<br />
Tax expenses for the year amounted to SEK 0<br />
million (6), through the utilization of accumulated<br />
loss carry-forwards. Group Management<br />
has decided not to capitalize any part of<br />
the current accumulated loss carry-forwards,<br />
considering the Group’s exchange rate<br />
changes on the bond loan.<br />
Profit for the year<br />
The company reported profit of SEK 59<br />
million for the fiscal year, compared with a<br />
profit of SEK 121 million in the preceding<br />
year.<br />
Shareholders’ equity<br />
Shareholders’ equity increased by SEK 51<br />
million to SEK 178 million. Profit for the<br />
year amounted to SEK 59 million, whereby<br />
the equity/assets ratio increased from 2.8%<br />
to 3.4% for the fiscal year.<br />
MARKET<br />
The <strong>Nobina</strong> Group is active in public bus<br />
transports, most of which consist of publicly<br />
tendered transport services that are operated<br />
by subsidiaries in the different countries. In<br />
addition, long-distance bus traffic is conducted<br />
in open competition, mainly in Sweden.<br />
<strong>Nobina</strong> is the largest company that<br />
operates public bus transport in the Nordic<br />
region and one of the ten largest public<br />
traffic companies in Europe. All operations<br />
require permits for operation of passenger<br />
transports. All subsidiaries hold the necessary<br />
permits.<br />
FINANCING, LIQUIDITY AND CASH FLOW<br />
The Group’s financial expenses increased<br />
SEK 1 million during the year, from<br />
SEK 249 million to SEK 250 million.<br />
The Group’s exchange gain amounted to<br />
SEK 66 million (168). Of this total,<br />
SEK 72 million (175) is an unrealized<br />
exchange gain on <strong>Nobina</strong> Europe <strong>AB</strong>’s<br />
bond loans of EUR 97 million.<br />
<strong>Nobina</strong> <strong>AB</strong>’s sole assets are shares in<br />
<strong>Nobina</strong> Europe Holding <strong>AB</strong> and <strong>Nobina</strong><br />
Fleet <strong>AB</strong>. <strong>Nobina</strong> Europe Holding <strong>AB</strong> in<br />
turn owns <strong>Nobina</strong> Europe <strong>AB</strong>, which is<br />
the Parent Company for all the Group’s<br />
operating companies.<br />
58 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
The <strong>Nobina</strong> Group has historically accumulated<br />
significant losses. <strong>Nobina</strong> Europe <strong>AB</strong>’s<br />
bond loans mature for payment on August 1,<br />
2012. <strong>Nobina</strong> Europe has the possibility to<br />
repay the bond loan prior to this date and if<br />
this occurs before August 1, <strong>2011</strong>, an additional<br />
1% of the bond loan’s remaining<br />
nominal value will fall due (currently EUR<br />
97 million). When the bond loan was<br />
granted, the issue price was discounted by<br />
7.5%, which is why the original nominal<br />
bond liability of EUR 121.5 million contributed<br />
EUR 112.4 million in loan capital to<br />
the company. The issue discount of EUR 9.1<br />
million was recognized in the balance sheet<br />
and amortized over the maturity of the loan.<br />
The non-depreciated amount will be recognized<br />
as income in the event that the bond<br />
loan is redeemed in advance.<br />
INVESTMENTS AND DEPRECIATION<br />
The Group’s investments during the year<br />
consisted primarily of bus acquisitions. During<br />
the year, 273 (339) buses were acquired<br />
through financial leasing, while the other<br />
buses 122 (41) were financed in cash. In<br />
total, the Group obtained 395 (380) buses<br />
during the year. Cash-financed investments<br />
amounted to SEK 180 million (135). Via its<br />
subsidiary <strong>Nobina</strong> Fleet <strong>AB</strong>, the Group<br />
entered into financial lease contracts<br />
amounting to SEK 731 million (971). These<br />
are classified as non-current assets in the<br />
balance sheet. The lease commitment was<br />
recognized as a liability in the balance sheet.<br />
Depreciation and interest expenses are<br />
recognized in the income statement. During<br />
the year, the Group sold 330 buses (332)<br />
for a value equal to SEK 16 million (26).<br />
The sale resulted in a capital loss of<br />
SEK 7 million (loss: 3).<br />
EMPLOYEES<br />
During the period, the average number of<br />
employees was 9,023 (10,403) and the<br />
number of employees translated into fulltime<br />
employees was 7,714 (7,318). In all<br />
countries where <strong>Nobina</strong> <strong>AB</strong> has operations,<br />
collective agreements are applied in accordance<br />
with the trade union that represents<br />
employees in the industry in which each<br />
company is active. Between the employee<br />
representatives and the company, there are<br />
well-established practices for the way in<br />
which working hours, compensatory terms,<br />
information and cooperation are negotiated<br />
and applied. The <strong>Nobina</strong> Group uses programs<br />
focusing on values and employee relations<br />
in order to boost the employees’ motivation<br />
at work and thus improve the quality<br />
of services to the customers.<br />
SIGNIFICANT AGREEMENTS BETWEEN<br />
THE COMPANY AND THE BOARD, AND<br />
THE CEO<br />
Fees to the Board of Directors are established<br />
by the <strong>Annual</strong> General Meeting.<br />
No special remuneration is paid if the<br />
assignment as Board member is terminated<br />
prematurely. In the event of termination of<br />
employment from the part of the company,<br />
the CEO is entitled to 12 months termination<br />
notice during which time salary will<br />
be paid. With regard to other information<br />
on fees to the Board of Directors, salaries<br />
and remuneration to senior executives,<br />
refer to Note 7.<br />
INCENTIVE PROGRAMS<br />
Through a rights issue in 2009/<strong>2010</strong>,<br />
1,849,094 shares valued at SEK 9,245,470,<br />
were subscribed for by employees. After<br />
a reverse split (see Note 20), there are<br />
24,928,139 shares, of which employees<br />
have 388,042 shares.<br />
SUPPLIERS<br />
The <strong>Nobina</strong> Group’s subsidiaries are dependent<br />
on certain suppliers, primarily in the vehicle<br />
and energy sectors, to conduct their operations.<br />
Purchasing agreements are signed<br />
mainly at the Group level. The individual subsidiaries<br />
enter into agreements with specific<br />
suppliers only for the supply of diesel. These<br />
agreements exist because no functioning retail<br />
business exists in the Nordic region for fuels<br />
and the subsidiaries are extremely dependent<br />
on regular fuel deliveries to conduct traffic in a<br />
reliable manner.<br />
ENVIRONMENTAL IMPACT OF<br />
OPERATIONS<br />
New buses are equipped with engines of the<br />
latest engine class that produce lower emis-
sions during combustion. They are equipped<br />
with filters for exhaust emission control and<br />
thus comply with future emissions standards<br />
well ahead of gaining legal force. In the<br />
Group’s non-current assets, the Group<br />
invests in environmental improvements such<br />
as new and improved cleaning equipment in<br />
the facilities for washing buses. Total emissions<br />
are minimized through upgrading of<br />
engine classes and control of tire pressure<br />
and wheel alignment, as well as a change to<br />
renewable fuel. The Group is working to<br />
reduce fuel consumption and new and<br />
improved fuel products are continuously<br />
evaluated. The Group conducts operations<br />
subject to reporting requirements under the<br />
Swedish Environmental Code (SFS<br />
1998:808) for the depots that operate facilities<br />
for washing buses and workshops under<br />
their own management. They impact the<br />
environment primarily through the discharge<br />
of water from the bus-washing facilities.<br />
In conjunction with the establishment<br />
and discontinuation of depots, the depots in<br />
question undergo environmental inspection<br />
to determine the company’s environmental<br />
responsibility and impact. The operating<br />
companies carry out minor decontamination<br />
measures as needed. To date, no significant<br />
decontamination liability has been<br />
found with respect to the Group’s own<br />
operations.<br />
DISPUTES<br />
The <strong>Nobina</strong> Group had no significant<br />
disputes during the fiscal year.<br />
TRADING OF THE COMPANY’S SHARES<br />
The share is not listed on any exchange or<br />
other public trading venue.<br />
OPERATIONAL RISKS<br />
The Group’s future success is dependent on<br />
its ability to secure new traffic contracts<br />
and extend existing contracts with public<br />
transport authorities<br />
During the fiscal year that ended on February<br />
28, <strong>2011</strong>, the Group’s contracts with public<br />
transport authorities accounted for 94.5%<br />
of the total revenue. The possibility to secure<br />
new contracts is largely dependent on the<br />
Group’s ability to present tenders with com-<br />
petitive pricing, which in turn is largely<br />
dependent on the Group’s ability to increase<br />
efficiency in the operations and realize potential<br />
economies of scale. Consequently, competiveness<br />
is closely connected to efficient<br />
management of the bus fleet and existing<br />
contracts. A decline in the Group’s competitiveness<br />
will affect the ability to secure new<br />
contracts with public transport authorities,<br />
which in turn would have a significantly negative<br />
impact on the Group’s operations, financial<br />
position and operating profit.<br />
Management of commitments and risks<br />
associated with tender pricing in the contract<br />
tender process has a significant impact on<br />
<strong>Nobina</strong>’s operations, operating profit and<br />
financial position<br />
Every traffic contract is awarded following<br />
a formal tender process subject to competition.<br />
If some of the Group’s assumptions for<br />
price determination are incorrect, the Group<br />
may secure contracts with low profit margins<br />
or the contract must be carried out at<br />
a loss. Such contracts can result in a loss for<br />
a short period or the entire duration of the<br />
contract. Typically, the Group enters contracts<br />
with public transport authorities with<br />
a duration of five to eight years, whereby<br />
such factors as prices, price index and the<br />
extent of the operations are established when<br />
signing the contract. After a contract has<br />
been signed, there are generally no or only<br />
limited opportunities to renegotiate contract<br />
conditions and, in the event the Group<br />
enters a contract involving a loss, the Group<br />
may sustain considerable damage during the<br />
period. Entering a contract with low margin<br />
or a contract involving a loss would have a<br />
negative impact on the Group’s revenue and<br />
operating profit, which would have a significantly<br />
negative impact on the financial position<br />
and operating profit.<br />
Levels of allocations to public transport<br />
authorities<br />
The demand from public transport authorities<br />
for the Group’s services is highly<br />
dependent on the counties’ budgets and<br />
funds allocated for public transport. A<br />
decrease in the municipalities’ finances<br />
could reduce budgets for public transport<br />
AccOuNts<br />
authorities, who are responsible for allocating<br />
and financing many of the Group’s contracts.<br />
This means that the available market<br />
could decrease.<br />
Supply of bus drivers<br />
The company is strongly dependent on the<br />
supply of bus drivers in the countries in which<br />
the Group operates. There are several factors<br />
that could lead to the Group suffering a temporary<br />
or long-term shortage of bus drivers,<br />
including competition for qualified drivers in<br />
the transport sector or a decline in the<br />
number of people choosing the bus-driver<br />
profession.<br />
Price-adjustment index in <strong>Nobina</strong>’s<br />
traffic contracts<br />
A contract with a public transport authority<br />
generates revenue for providing bus traffic in<br />
the areas described in the contract. The size<br />
of the remuneration is adjusted on a regular<br />
basis based on several different indices to<br />
compensate for changes in the Group’s<br />
expenses during the duration of the specific<br />
contract. The price-adjustment index used<br />
provides scope for costs pertaining to labor,<br />
fuel, changes in the consumer index and<br />
other factors. The weighting in the indices in<br />
the Group’s contract portfolio may differ<br />
from the Group’s actual cost structure, causing<br />
the index-based price adjustments to not<br />
fully compensate for the Group’s costs.<br />
Depending on what is stated in each contract,<br />
index adjustments occur on a monthly,<br />
quarterly, six-month or annual basis, and are<br />
in certain cases applicable for future contract<br />
periods and not retroactive for the preceding<br />
contract period. This may mean that<br />
the Group will not receive higher remuneration<br />
to compensate for actual costs during a<br />
previous contract period. In addition, remuneration<br />
adjustments are not intended to<br />
keep traffic companies free from damage,<br />
but to adjust remuneration intended to be<br />
paid in the future. This may result in the<br />
price-adjustment indices not providing full<br />
remuneration at the right time, for actual<br />
costs and cost increases.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 59
AccOuNts<br />
Fluctuations in prices and supply of fuel could<br />
have a significantly negative impact on the<br />
company’s operations, financial position and<br />
operating profit<br />
Major changes in the supply of fuel or fuel<br />
prices could have a significant impact on the<br />
Group’s operations, financial position and<br />
operating profit. The supply of and cost for<br />
fuel are affected by a series of factors over<br />
which the Group has little or no control, such<br />
as environmental legislation or global financial<br />
and political events. In the event of a fuel<br />
shortage due to a disruption in oil import,<br />
reduction in production or other reason, the<br />
Group could be affected by higher fuel prices<br />
or cut-backs in contracted fuel deliveries. The<br />
Group’s fuel costs are also influenced by<br />
annual increases in fuel tax, which is partly<br />
offset by the price-adjustment index. The<br />
Group also safeguards itself from fuel price<br />
increases by purchasing commodities options<br />
for the element of the diesel cost not covered<br />
by the price-adjustment index. At February<br />
28, <strong>2011</strong>, the Group had outstanding diesel<br />
derivatives of 2,500 metric tons per month<br />
until April <strong>2011</strong> and then 1,400 metric tons<br />
per month until August <strong>2011</strong>. The derivative<br />
agreements entered into had a market value<br />
of SEK 3.9 million at February 28, <strong>2011</strong>.<br />
Exchange-rate fluctuations could have a significantly<br />
negative impact on the Group’s operations,<br />
financial position and operating profit<br />
Several of the Group’s operating subsidiaries,<br />
including <strong>Nobina</strong> Norway, <strong>Nobina</strong> Finland<br />
and <strong>Nobina</strong> Denmark have functional<br />
currencies other than Swedish kronor (the<br />
Parent Company’s functional currency).<br />
When the Group compiles the consolidated<br />
financial statements, it converts these operating<br />
subsidiaries’ annual accounts to Swedish<br />
kronor on balance-sheet date. Accordingly,<br />
the Group’s operating profit/loss and<br />
financial position are affected by exchangerate<br />
fluctuations between SEK and NOK,<br />
EUR and DKR. The Group is also exposed<br />
to exchange-rate fluctuations with regard to<br />
fuel costs, which are partially mitigated by<br />
the Group subscribing to commodities<br />
options in local currency. In addition, the<br />
Group is exposed to currency risks in terms<br />
of a bond loan in EUR.<br />
60 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
New laws and directives or new interpretations<br />
of existing laws and directives may have a<br />
negative impact on the Group’s operations<br />
<strong>Nobina</strong>’s operations fall under both national<br />
and European Union (”EU”) laws and directives.<br />
The Group is also covered by national<br />
environmental laws and directives. Additional<br />
laws and directives or new interpretations<br />
of existing laws and directives that<br />
affect the Group may be proposed periodically,<br />
which could impact the Group with<br />
additional costs, demands or restrictions.<br />
The adoption of such new laws and new<br />
interpretations of existing laws and directives<br />
may have a significantly negative<br />
impact on the Group’s operations, financial<br />
position or operating profit/loss.<br />
Interest risk<br />
The Group is primarily exposed to interest<br />
rate risk through the company’s financial<br />
and operating leases, which are mainly subject<br />
to variable interest. Interest rate<br />
increases are compensated to some extent<br />
through price adjustment indices that contain<br />
components of interest and/or consumer<br />
price indices. For other financial risks<br />
and risk management, refer to Note 28.<br />
Refinancing risk<br />
The Group is exposed to a refinancing risk,<br />
since an existing bond loan of EUR 97 million<br />
falls due on August 1, 2012. The possibilities<br />
to receive compensation financing<br />
are assessed as favorable.<br />
SIGNIFICANT EVENTS AFTER THE<br />
END OF THE FISCAL YEAR<br />
No significant events have occurred after<br />
the balance-sheet date.<br />
PARENT COMPANY<br />
The Parent Company’s operations mainly<br />
comprise Group management, support<br />
functions for IT, human resources and payroll,<br />
financial management and legal services.<br />
The Parent Company has 44 (8)<br />
employees. The increase is due to certain<br />
functions, such as IT and HR, being moved<br />
to the Parent Company during the fiscal<br />
year. The Parent Company’s profit before tax<br />
was SEK 57 million (loss: 8) and cash and<br />
cash equivalents at year-end was SEK 39<br />
million (99), of which SEK 30 million (33)<br />
are in restricted funds.<br />
PROPOSED DIVIDEND<br />
The Board of Directors proposes that no<br />
dividend be paid.<br />
Allocation of profits (SEK)<br />
Funds available for allocation by<br />
the <strong>Annual</strong> General Meeting:<br />
share premium reserve 611,848,790<br />
Accumulated profit 1,406,311,797<br />
profit for the year 64,725,888<br />
Total 2,082,886,475<br />
The Board of Directors proposes that profits be<br />
allocated as follows:<br />
to be carried forward to new<br />
account 2,082,886,475<br />
Total 2,082,886,475<br />
For more information about the results and<br />
financial position of the Group and Parent<br />
Company, see the following income statements,<br />
statements of comprehensive income<br />
and balance sheets, with notes.
consolidated income statement<br />
SEK M Note<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
AccOuNts<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Net sales 1, 2, 3 6,546 6,179<br />
Other operating income 151 129<br />
TOTAL INCOME 6,697 6,308<br />
OPERATING EXPENSES<br />
Fuel, tires and other consumables 4 –1,507 –1,371<br />
Other external expenses 4, 5, 6 –1,171 –1,127<br />
personnel costs 4, 7 –3,408 –3,275<br />
capital losses on the sale of non-current assets –7 –3<br />
Depreciation/amortization of intangible and tangible non-current assets 8 –372 –340<br />
OPERATING PROFIT 1, 2 232 192<br />
profit from net financial items<br />
Interest income and similar profit/loss items 9 11 10<br />
Interest expense and similar profit/loss items 10 –184 –81<br />
PROFIT AFTER NET FINANCIAL ITEMS 59 121<br />
tax 11 - -<br />
PROFIT FOR THE YEAR 59 121<br />
profit for the period attributable to parent company shareholders 59 121<br />
Average number of shares before dilution (000s) 20 24,928 16,235<br />
earnings per share attributable to parent company shareholders, before dilution (seK) 21 2.37 5.36<br />
earnings per share attributable to parent company shareholders, after dilution (seK) 21 2.37 5.36<br />
statement of consolidated comprehensive income<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
profit for the year 59 121<br />
OTHER COMPREHENSIVE INCOME<br />
Exchange-rate differences in foreign operations –18 –29<br />
Other comprehensive income for the year, net after tax –18 –29<br />
Comprehensive income for the year 41 92<br />
Comprehensive income attributable to Parent Company shareholders 41 92<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 61
AccOuNts<br />
consolidated balance sheet<br />
SEK M Note Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
ASSETS<br />
Non-current assets<br />
Goodwill 12 673 687<br />
Other intangible non-current assets 12 9 5<br />
costs for improvements on third-party properties 13 5 7<br />
equipment, tools, fixtures and fittings 13 42 42<br />
Vehicles 13 3,189 2,748<br />
Non-current receivables 1 18<br />
Deferred tax assets 11 7 8<br />
Total non-current assets 3,926 3,515<br />
Current assets<br />
Inventories 16 48 40<br />
trade receivables 17 441 491<br />
Other current receivables 62 71<br />
Deferred expenses and accrued income 18 361 269<br />
restricted bank accounts 19 110 141<br />
cash and cash equivalents 19 225 331<br />
Total current assets 1,247 1,343<br />
TOTAL ASSETS 1, 2 5,173 4,858<br />
SHAREHOLDERS’ EQUITY AND LI<strong>AB</strong>ILITIES<br />
Shareholders’ equity attributable to Parent Company shareholders 20 178 137<br />
LONG-TERM LI<strong>AB</strong>ILITIES<br />
Bond loans 24 728 859<br />
Other liabilities 24 2,295 2,096<br />
provisions for pensions and similar commitments 22 16 44<br />
Other provisions 23 81 88<br />
Total non-current liabilities 3,120 3,087<br />
CURRENT LI<strong>AB</strong>ILITIES<br />
Bond loans 24 85 118<br />
liabilities to credit institutions 24 438 258<br />
Accounts payable 389 389<br />
Other current liabilities 25 134 113<br />
Accrued expenses and deferred income 26 829 756<br />
Total current liabilities 1,875 1,634<br />
Total liabilities 4,995 4,721<br />
TOTAL SHAREHOLDERS’ EQUITY AND LI<strong>AB</strong>ILITIES 1, 2 5,173 4,858<br />
PLEDGED ASSETS AND CONTINGENT LI<strong>AB</strong>ILITIES 27<br />
62 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong>
AccOuNts<br />
consolidated statement of changes in shareholders’ equity<br />
SEK M<br />
Share<br />
capital<br />
Other<br />
contributed<br />
capital<br />
Translation<br />
difference<br />
Profit/loss<br />
brought<br />
forward<br />
Total equity attributable<br />
to Parent Company<br />
shareholders<br />
Opening shareholders’ equity, February 28, 2009 25 2,179 73 –2,394 –117<br />
comprehensive income for the year - - –29 121 92<br />
Transactions with owners<br />
exercise of issued options - –9 - - –9<br />
New issue 204 614 - - 818<br />
New issue costs - –8 - - –8<br />
redemption of preferential shares –5 –505 - - –510<br />
Dividend, preferential shares - - - –129 –129<br />
Total transactions with owners 199 92 - –129 162<br />
Closing shareholders’ equity, February 28, <strong>2010</strong> 224 2,271 44 –2,402 137<br />
comprehensive income for the year - - –18 59 41<br />
Closing shareholders’ equity, February 28, <strong>2011</strong> 224 2,271 26 –2,343 178<br />
there are no non-controlling interests.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 63
AccOuNts<br />
consolidated cash-flow statement<br />
SEK M Note<br />
64 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Cash flow from operating activities<br />
profit before tax 59 121<br />
Adjustments for non-cash items<br />
– Depreciation/amortization and impairments 8 372 340<br />
– capital gain/loss from the disposal of non–current assets 7 3<br />
– unrealized foreign exchange gains/losses –66 –162<br />
– Financial income 9 –11 –10<br />
– Financial expense 217 218<br />
– changes in provisions, pensions, etc. –17 9<br />
– Other items 29 –30<br />
Cash flow from operating activities before changes in working capital 590 489<br />
Cash flow from changes in working capital<br />
changes in inventories –10 –1<br />
changes in operating receivables –29 36<br />
changes in operating liabilities 96 85<br />
Total changes in working capital 57 120<br />
Interest income received 9 10 11<br />
tax paid 11 - -<br />
Cash flow from operating activities 657 620<br />
Cash flow from investing activities<br />
changes in restricted bank accounts<br />
Investments in buildings and land, vehicles, equipment, tools and fixtures and fittings<br />
19 26 –6<br />
excluding financial leasing 6, 12, 13 –180 –135<br />
Divestment of buildings and land, vehicles, equipment, tools and fixtures and fittings 12, 13 16 26<br />
Cash flow from investing activities –138 –115<br />
Cash flow from financing activities<br />
redemption of preferential shares 20 - –510<br />
repurchase of options 7 - –9<br />
New issue 20 - 818<br />
New issue costs - –8<br />
Amortization of financial lease liability 24 –280 –217<br />
Amortization of loans 24 –115 –124<br />
loans paid 24 - –1,488<br />
loans raised 24 - 1,323<br />
Interest paid 10 –215 –228<br />
Dividend 20 - –129<br />
Cash flow from financing activities –610 –572<br />
Cash flow for the year –91 –67<br />
Cash and cash equivalents at the beginning of the year 331 417<br />
cash flow for the year –91 –67<br />
exchange-rate difference –15 –19<br />
CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR 19 225 331
parent company income statement<br />
SEK M Note<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
AccOuNts<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Other operating income 133 35<br />
TOTAL INCOME 1, 3 133 35<br />
OPERATING EXPENSES<br />
Other external expenses 4, 5 –64 –15<br />
personnel costs 4, 7 –49 –29<br />
Depreciation/amortization of intangible and tangible non-current assets 8 –5 -<br />
OPERATING PROFIT/LOSS 1, 2 15 –9<br />
Interest income and similar profit/loss items 9 44 8<br />
Interest expense and similar profit/loss items 10 –2 –7<br />
PROFIT/LOSS AFTER NET FINANCIAL ITEMS 57 –8<br />
tax 11 8 14<br />
PROFIT FOR THE YEAR 65 6<br />
parent company statement of comprehensive income<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
profit for the year 65 6<br />
OTHER COMPREHENSIVE INCOME<br />
Other comprehensive income for the year, net after tax - -<br />
Comprehensive income for the year 65 6<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 65
AccOuNts<br />
parent company balance sheet<br />
SEK M Note Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
ASSETS<br />
Non-current assets<br />
participations in Group companies 14 1,772 1,772<br />
Other intangible assets 12 8 -<br />
equipment, tools, fixtures and fittings 13 10 -<br />
receivables from Group companies 15 345 290<br />
Total non-current assets 2,135 2,062<br />
Current assets<br />
receivables from Group companies 136 71<br />
Other current receivables 10 3<br />
Deferred expenses and accrued income 18 48 17<br />
restricted bank accounts 19 30 33<br />
cash and cash equivalents 19 9 66<br />
Total current assets 233 190<br />
TOTAL ASSETS 1 2,368 2,252<br />
SHAREHOLDERS’ EQUITY AND LI<strong>AB</strong>ILITIES<br />
Shareholders’ equity 20<br />
share capital 224 224<br />
statutory reserve - -<br />
Total restricted shareholders’ equity 224 224<br />
Non-restricted shareholders’ equity 20<br />
share premium reserve 612 612<br />
profit brought forward 1,406 1,376<br />
profit for the year 65 6<br />
Total non-restricted shareholders’ equity 2,083 1,994<br />
Total shareholders’ equity 2,307 2,218<br />
Non-current liabilities<br />
provisions for pensions and similar commitments 22 2 1<br />
Other provisions - 1<br />
Total non-current liabilities 2 2<br />
Current liabilities<br />
Accounts payable 9 24<br />
liabilities to Group companies 38 1<br />
Other current liabilities 1 -<br />
Accrued expenses and deferred income 26 11 7<br />
Total current liabilities 59 32<br />
Total liabilities 61 34<br />
TOTAL SHAREHOLDERS’ EQUITY AND LI<strong>AB</strong>ILITIES 2,368 2,252<br />
PLEDGED ASSETS AND CONTINGENT LI<strong>AB</strong>ILITIES 27<br />
pledged assets 4,015 3,531<br />
contingent liabilities - -<br />
Total pledged assets and contingent liabilities 4,015 3,531<br />
66 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong>
parent company statement of changes<br />
in shareholders’ equity<br />
SEK M<br />
Share<br />
capital<br />
Statutory<br />
reserve<br />
Share<br />
premium<br />
reserve<br />
Profit/loss<br />
brought<br />
forward<br />
Profit/loss<br />
for the year<br />
AccOuNts<br />
Total<br />
shareholders’<br />
equity<br />
Opening shareholders’ equity, February 28, 2009 25 1,322 507 132 24 2,010<br />
comprehensive income for the year - - - - 6 6<br />
Transactions with owners<br />
redemption of preferential shares –5 - –505 - - –510<br />
repurchase of options - - –9 - - –9<br />
New issue 204 - 614 - - 818<br />
New issue costs - - –8 - - –8<br />
reclassification of issue expenses - - 13 –13 - -<br />
Dividend, preferential shares - - - –129 - –129<br />
reduction of statutory reserve - –1,322 - 1,322 - -<br />
Group contribution received - - - 54 - 54<br />
tax effect on Group contribution received - - - –14 - –14<br />
transfer of the previous year’s profit/loss - - - 24 –24 -<br />
Total transactions with owners 199 –1,322 105 1,244 –24 202<br />
Total shareholders’ equity, February 28, <strong>2010</strong> 224 - 612 1,376 6 2,218<br />
comprehensive income for the year - - - - 65 65<br />
Transactions with owners<br />
Group contribution received - - - 32 - 32<br />
tax effect on Group contribution received - - - –8 - –8<br />
transfer of the previous year’s profit/loss - - - 6 –6 -<br />
Total transactions with owners - - - 30 –6 24<br />
Total shareholders’ equity on February 28, <strong>2011</strong> 224 - 612 1,406 65 2,307<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 67
AccOuNts<br />
parent company cash-flow statement<br />
SEK M Note<br />
cash flow from operating activities<br />
68 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
profit/loss before tax 57 –8<br />
Adjustments for non-cash items;<br />
– Depreciation/amortization 8 5 -<br />
– Financial income 9 –44 –8<br />
– unrealized exchange gain/losses 3 6<br />
Cash flow from operating activities before changes in working capital 21 –10<br />
cash flow from changes in working capital<br />
changes in operating receivables –81 –125<br />
changes in operating liabilities 23 26<br />
Total changes in working capital –58 –99<br />
Interest income received - -<br />
cash flow from operating activities –37 –109<br />
cash flow from investing activities<br />
changes in restricted bank accounts 19 3 2<br />
Investments in tangible and intangible non-current assets 12, 13 –23 -<br />
Cash flow from investing activities –20 2<br />
cash flow from financing activities<br />
redemption of preferential shares 20 - –510<br />
repurchase of options - –9<br />
New issue 20 - 818<br />
New issue costs - –8<br />
Dividend 20 - –129<br />
Cash flow from financing activities - 162<br />
Cash flow for the year –57 55<br />
cash and cash equivalents at the beginning of the year 66 11<br />
cash flow for the year –57 55<br />
Cash and cash equivalents at the end of the year 19 9 66
Notes<br />
NotE 1 Company information and accounting policies<br />
Company information<br />
<strong>Nobina</strong> <strong>AB</strong> is a public limited company (Corporate<br />
Registration Number 556576-4569, domiciled in<br />
Stockholm) that is owned by some 30 shareholders<br />
and is the overall Parent Company of the <strong>Nobina</strong><br />
Group (<strong>Nobina</strong>). The address of the head office is<br />
Armégatan 38, SE-171 71 Solna, Sweden.<br />
<strong>Nobina</strong> <strong>AB</strong>’s operations, which are conducted<br />
through subsidiaries, consist of the provision of scheduled<br />
contractual bus transport services to public transport<br />
authorities in Sweden, Norway, Denmark and<br />
Finland. Aside from contractual bus traffic, <strong>Nobina</strong><br />
also offers extensive express bus services throughout<br />
large parts of Sweden.<br />
<strong>Nobina</strong> <strong>AB</strong> is a holding company whose primary<br />
asset consists of the investment in <strong>Nobina</strong> Europe<br />
Holding <strong>AB</strong> (with subsidiaries). The consolidated<br />
financial statements were approved for publication by<br />
a decision of the Board of Directors on April 26, <strong>2011</strong>.<br />
The consolidated income statement and balance<br />
sheet will be subject to adoption by the <strong>Annual</strong><br />
General Meeting on May 23, <strong>2011</strong>, in Stockholm.<br />
Compliance with norms and laws<br />
The consolidated financial statements have been prepared<br />
in accordance with the International Financial<br />
<strong>Report</strong>ing Standards (IFRS) as adopted by the EU and<br />
the application of RFR 1 “Supplementary Accounting<br />
Rules for Groups,” associated interpretations issued by<br />
the Swedish Financial <strong>Report</strong>ing Board and the Swedish<br />
<strong>Annual</strong> Accounts Act. The financial statements for<br />
the Parent Company have been prepared in accordance<br />
with the <strong>Annual</strong> Accounts Act, with application<br />
of RFR 2 “Accounting for legal entities.” The Parent<br />
Company applies the same accounting policies as the<br />
Group except for in those cases specified below under<br />
“Accounting policies of the Parent Company”.<br />
Any deviations that exist are a result of the Swedish<br />
<strong>Annual</strong> Accounts Act’s limitations on the scope for IFRS<br />
conformity in the Parent Company and in certain cases<br />
also tax considerations.<br />
Basis for valuation in the Parent Company<br />
and consolidated financial statements<br />
Assets and liabilities are recognized at historical cost,<br />
except for certain financial assets and liabilities, which<br />
are stated at fair value or historical cost.<br />
Transactions to be eliminated on<br />
consolidation<br />
All intra-Group receivables and liabilities, income,<br />
expenses or unrealized gains or losses arising on transactions<br />
between Group companies are eliminated<br />
in full when preparing the consolidated financial<br />
statements.<br />
Transactions in foreign currency<br />
Transactions in foreign currencies are translated to the<br />
functional currency at the rate of exchange in effect on<br />
the transaction date. The functional currency is the<br />
currency of the primary economic environments in<br />
which the Group conducts its operations. Monetary<br />
assets and liabilities in foreign currency are translated<br />
to the functional currency at the closing day rate. Foreign<br />
exchange gains/losses arising on translation are<br />
recognized in the income statement.<br />
For the financial statements of subsidiaries with a<br />
functional currency other than SEK, all balance sheet<br />
items are translated at the closing day rate of exchange<br />
while income statement items are translated at the<br />
average rate during the year.<br />
Functional currency and presentation<br />
currency<br />
The functional currency of the Parent Company is<br />
Swedish kronor (SEK), which is also the presentation<br />
currency of the Parent Company and the Group. The<br />
consolidated financial statements are thus presented in<br />
SEK. All amounts are rounded off to the nearest million,<br />
unless otherwise stated.<br />
Assumptions and estimates in the<br />
financial statements<br />
Preparing the financial statements in accordance with<br />
IFRS requires that company management make estimates<br />
and assumptions that affect the recognized<br />
amounts of assets, liabilities, pledged assets and contingent<br />
liabilities, as well as income and expenses during<br />
the reporting period.<br />
Certain assumptions about the future and certain<br />
estimates and judgments on the closing date are of special<br />
significance for measuring assets and liabilities in<br />
the balance sheet. The risk for changes in carrying<br />
amounts during the coming year due to a possible<br />
need for changes in estimates and assumptions is<br />
deemed to lie primarily in the following areas:<br />
Impairment of goodwill<br />
Goodwill is tested for impairment at least annually<br />
and whenever circumstances or events indicate that<br />
the carrying amount of an asset may not be recoverable.<br />
In determining the recoverable value of cash-<br />
generating units for assessment of whether goodwill is<br />
impaired, several assumptions about future conditions<br />
and estimates of variables have been made. The cash<br />
flow projections are based on the best possible estimates<br />
of future income and operating expenses, which<br />
in turn are based on historical development, general<br />
market conditions and other available information.<br />
The forecasts are performed with respect to each operating<br />
unit and are based on the respective company’s<br />
profit/loss before amortization/depreciation. Projected<br />
future cash flows are discounted at a reasonable rate for<br />
the weighted average cost of capital plus a reasonable<br />
risk premium at the valuation date, refer to Note 12.<br />
In the management’s assessment, reasonable and possible<br />
changes in the above variables would not have such<br />
significant effects that they would individually reduce<br />
the recoverable amount to a level lower than the<br />
carrying amount.<br />
AccOuNts: NOtes<br />
Provisions for onerous contracts<br />
In the Group’s provisions for onerous contracts, under<br />
which the contractual income are not sufficient to<br />
cover the direct and allocable costs necessary for fulfillment<br />
of the contractual obligations, several assumptions<br />
have been made about future conditions and<br />
estimates of variables. Refer to Note 23.<br />
Excess vehicles (buses)<br />
In assessing whether to measure excess vehicles, not<br />
used in traffic, at fair value, a number of assumptions<br />
were made about future conditions and alternatives<br />
for relocation and estimates about future resale values.<br />
Vehicles deemed as excess by management were<br />
impaired at fair value, see Note 13.<br />
Tax assets<br />
In assessing whether to measure previous accumulated<br />
loss carry-forwards, Note 11, management has taken<br />
into account the Group’s future earnings ability,<br />
impact on the Group by currency fluctuations, as well<br />
as the consolidated financial position. Group Management<br />
has decided not to capitalize any part of the<br />
current accumulated loss carry-forwards.<br />
Classification of preference shares<br />
The preparation of financial statements also requires<br />
judgments in the application of accounting policies<br />
and classification of items. On the issuance of preference<br />
shares, the issued amount has been classified as<br />
shareholders’ equity based on an assessment of the<br />
conditions of these shares in relation to the criteria in<br />
IAS 32 that define what is a liability and what is shareholders’<br />
equity. In 2009/<strong>2010</strong>, all preference shares<br />
were redeemed.<br />
Refinancing<br />
<strong>Nobina</strong> Europe <strong>AB</strong>’s bond loans mature for payment<br />
on August 1, 2012. The possibility of obtaining<br />
replacement financing is judged to be good as the<br />
current bond loan is mainly held by shareholders in<br />
the Group and Parent Company <strong>Nobina</strong> <strong>AB</strong>.<br />
New accounting policies<br />
New and amended standards <strong>2010</strong>/11<br />
The changes presented below are those deemed to be<br />
relevant to the company. However, they do not have<br />
any material effect on financial position or the results<br />
of operations, but rather have affected the reporting<br />
structure and supplementary disclosures.<br />
• IAS 27 (revised): Consolidated and Separate Financial<br />
Statements (apply from the fiscal year commencing<br />
July 1, 2009). The revised standard requires<br />
that effects of all transactions with non-controlling<br />
interests must be recognized in shareholders’ equity<br />
if the control conditions will not change and the<br />
transactions will no longer lead to goodwill, profit<br />
or loss.<br />
• IFRS 3 (revised), Business Combinations (apply for<br />
the fiscal year commencing July 1, 2009). The revised<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 69
AccOuNts: NOtes<br />
NotE 1 Continued date will be included in the consolidated shareholders’<br />
standard means that the acquisition method will continue<br />
to be used in business acquisitions, but with a<br />
number of significant changes. For example, all payments<br />
for business acquisitions will be recognized at<br />
fair value on the acquisition date, and any conditional<br />
payments classified as liabilities shall be revalued<br />
through the income statement.<br />
New standards and interpretations<br />
not yet in force<br />
Standards and interpretations not yet in force, have<br />
not been applied for <strong>2010</strong>/<strong>2011</strong>. The following standards<br />
may affect the company in the future, but are not<br />
expected to result in any effect on the consolidated<br />
financial statements when applied.<br />
• IFRIC 19 “Extinguishing Financial Liabilities with<br />
Equity Instruments”. This standard concerns scenarios<br />
where a company renegotiates the terms of a<br />
financial liability with a creditor and the creditor<br />
agrees to take the company’s shares or other equity<br />
instruments to settle the financial liability in part or<br />
in whole.<br />
• IAS 24 Related Party Disclosures. A supplement to<br />
the previous standard is made to the definition of<br />
related companies and changes some disclosure<br />
requirements for related companies, associated companies<br />
and joint ventures of the State.<br />
• Amendment to IFRS 7. Change in the requirements<br />
on disclosures in connection with a transfer of financial<br />
assets.<br />
• IFRS 7, Amendments concerning the transfer of<br />
financial assets “Financial Instruments: Disclosures<br />
(enters into effect for fiscal years beginning on or after<br />
July 1, <strong>2011</strong>).<br />
• IFRS 9 “Financial instrument”. This standard is a part<br />
of a full restructuring of the existing standard IAS 39.<br />
The standard means a reduction in the number of<br />
measurement categories for financial assets and represents<br />
the main categories, recognition at cost (amortized<br />
cost) and fair value in profit and loss. This first<br />
part of the standard will be supplemented with rules<br />
about impairment, hedge accounting and liabilities<br />
measurement. IFRS 9 must be applied for fiscal years<br />
commencing January 1, 2013 or later. The standard<br />
has not yet been adopted by the EU.<br />
Consolidated accounts<br />
The consolidated accounts comprise all companies in<br />
which <strong>Nobina</strong> <strong>AB</strong> directly or indirectly has more than<br />
50% of the votes or has a controlling influence otherwise.<br />
The consolidated accounts are prepared in accordance<br />
with the acquisition method. This means that<br />
acquired subsidiaries’ assets and liabilities are recognized<br />
at fair values according to an acquisition analysis,<br />
prepared on acquisition date. If the cost for shares<br />
in the subsidiary and any holdings without controlling<br />
influence (non-controlling interest) exceeds the fair<br />
value of the company’s identifiable net assets according<br />
to the acquisition analysis, the difference will represent<br />
consolidated goodwill, which will be tested for impairments.<br />
For every acquisition, it is determined if holdings<br />
with a non-controlling interest will be valued at<br />
fair value or the proportional share of the acquired<br />
operation’s net assets. All acquisition-related costs are<br />
expensed. Only income arising after the acquisition<br />
70 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
equity. Income from the company that was acquired<br />
during the year will be included in the consolidated<br />
accounts from the date of acquisition. Companies<br />
divested during the year will be included in the consolidated<br />
profit and loss with income and expenses for the<br />
period up to the date of divestment.<br />
Segment reporting<br />
<strong>Nobina</strong> conducts Regional and Interregional traffic<br />
between selected cities (express traffic).<br />
Regional traffic is operated in large parts of Sweden<br />
and in metropolitan areas in Finland, Denmark and<br />
Norway. The largest part of the income is derived from<br />
contracts with public transport authorities representing<br />
the various counties. In nearly all cases, the public<br />
transport authorities receive ticket revenues and the<br />
traffic company receives a fixed amount of compensation<br />
in payment for the contracted services.<br />
Interregional traffic is conducted by Swebus Express<br />
(Swebus), which operates certain predetermined<br />
routes throughout Sweden. Revenue is generated by<br />
the sale of tickets to the passengers.<br />
Some of the companies also conduct chartered<br />
traffic mainly by using vehicles and personnel during<br />
periods when these are not occupied in regular traffic<br />
operations.<br />
The Group’s operations are steered and reported by<br />
operating segments, refer to Note 2. The accounting<br />
policies used by the reporting segments are the same as<br />
those applied in the consolidated financial statements.<br />
<strong>Nobina</strong> evaluates operations in each operating segment<br />
based on operating profit for each reporting<br />
operating segment, and normally reports sales and<br />
transfers between operating segments on a third-party<br />
basis, meaning at market prices.<br />
Group-wide functions<br />
Costs for group-wide support functions such as IT, systems<br />
administration and legal affairs, etc., are allocated<br />
to the operating segments and countries according to<br />
the degree of utilization. General administrative<br />
expenses, costs for the head office and other costs that<br />
arise at the central level and are attributable to the entire<br />
company are not included in the profit or loss of the<br />
operating segments. The operating assets included in<br />
each operating segment include all operating assets that<br />
are used in operating activities, primarily intangible<br />
assets, tangible assets, inventories and accounts receivables.<br />
Most of these assets are directly attributable to the<br />
respective operating segment. The operating liabilities<br />
included in each operating segment include all operating<br />
liabilities that are used, accrued expenses and pre<br />
paid income. Most of these liabilities are directly attributable<br />
to the respective operating segment. Estimated<br />
deferred tax and external and internal loans are not<br />
included in the operating segments’ capital employed.<br />
Income recognition<br />
Most of <strong>Nobina</strong>’s income is attributable to contracts<br />
with public transport authorities that run for a term of<br />
five to eight years, with an extension option. The public<br />
transport authorities’ contracts are generally<br />
designed so that <strong>Nobina</strong> receives a fixed fee in return<br />
for services rendered. Ticket revenues do not accrue to<br />
<strong>Nobina</strong>, but are forwarded to the public transport<br />
authorities. Most of the contracts are of the gross cost<br />
contract type, in which compensation is based exclusively<br />
on the number of kilometers or hours driven<br />
and is entirely unrelated to the number of passengers.<br />
Under certain contracts, <strong>Nobina</strong> receives compensation<br />
based on the services performed, while other contracts<br />
provide <strong>Nobina</strong> with remuneration in advance.<br />
Regardless of the payment flows in the contractual<br />
operations, <strong>Nobina</strong> primarily recognizes the revenue<br />
when the services are rendered. The amount of compensation<br />
is often tied to certain cost indices in order<br />
to compensate the traffic companies for cost increases<br />
during the term of the contract. The compensation is<br />
adjusted during the term of the contract due to<br />
changes in these indices. <strong>Nobina</strong> adjusts its revenues<br />
during the contract period according to the agreed<br />
indexation formula. Some of <strong>Nobina</strong>’s contracts with<br />
public transport authorities are designed so that all or<br />
part of the compensation is based on the number of<br />
passengers, so-called net cost contracts. Revenue from<br />
these contracts is recognized on the date that the passenger<br />
travels with <strong>Nobina</strong>.<br />
Revenues from Interregional traffic consist of ticket<br />
revenues from the passengers. For Interregional traffic,<br />
revenue is recognized on the date that the passenger<br />
travels with <strong>Nobina</strong>.<br />
The revenues also include revenues for rents, fuel<br />
sales and maintenance services. Revenues from these<br />
activities are recognized when the goods are delivered<br />
and the services performed or, in cases where revenues<br />
are obtained through operating leases, they are distributed<br />
evenly over the term of the lease.<br />
All revenues are reported excluding value added tax.<br />
Costs<br />
The consolidated operating expenses pertain primarily<br />
to personnel costs, which include salaries, social security<br />
costs, pensions, costs for bus drivers, as well as<br />
fuel, tires and leasing costs.<br />
Leasing<br />
In the consolidated financial statements, leasing is classified<br />
either as financial leasing or operating leasing. In<br />
financial leasing, the main financial risks and benefits<br />
are transferred to the lessee. If this is not the case, the<br />
agreement is considered operational leasing. Financial<br />
leases are recognized as non-current assets in the balance<br />
sheet and the corresponding leasing commitment<br />
is recognized as a liability. Assets and liabilities at the<br />
beginning of a leasing agreement are measured at the<br />
lower of fair value and the present value of future lease<br />
payments. Assets held under finance leases are depreciated<br />
on a straight-line basis over their estimated useful<br />
lives according to the same principles used for similar<br />
asset groups. The useful life periods do not follow the<br />
payment periods in the lease contracts, since the company<br />
believes that the benefits from the leased vehicles<br />
extend longer than the related financial obligation.<br />
The financial lease payments are apportioned between<br />
the finance charge and repayment of outstanding liability<br />
to produce an average rate of interest on the recognized<br />
liability. In the profit and loss, the lease<br />
expense is recognized as depreciation and interest<br />
expenses. For operating leases, no assets or liabilities<br />
are recognized in the balance sheet. In the income<br />
statement leasing expenses are recognized over the<br />
term of the lease.
NotE 1 Continued This testing is based on defined cash-generating units,<br />
which coincide with the business areas used in seg-<br />
Depreciation/amortization<br />
Depreciation/amortization of intangible and tangible<br />
non-current assets is based on the historic cost and estimated<br />
useful lives of different groups of non-current<br />
assets. Depreciation/amortization is on a straightline<br />
basis over the useful life of the assets to an estimated residual<br />
value. For Assets acquired during the year, depreciation/<br />
amortization is calculated from the acquisition date.<br />
Applied useful lives<br />
Other intangible<br />
assets, max 3 years<br />
Computers<br />
Office equipment<br />
3 years<br />
and furniture 5 years<br />
Vehicles standard buses, 14 years<br />
long-distance<br />
buses,<br />
special buses,<br />
according to<br />
individual valuation<br />
10 years<br />
Remodeling of<br />
leased premises<br />
5 years, but<br />
not exceeding<br />
the term of<br />
the lease<br />
Financial income and expenses<br />
Financial income and expenses consist of interest<br />
income on bank funds and receivables, interest<br />
expense on loans, interest expense on financially leased<br />
vehicles and realized and unrealized gains and losses<br />
attributable to financing. Interest income and expense<br />
are recognized in the period in which they arise.<br />
Taxes<br />
The Group’s income taxes consist of current tax and<br />
deferred tax. Current tax refers to taxable profit and<br />
loss for the year. Deferred tax is calculated based on the<br />
temporary differences between the carrying amount<br />
and taxable values of assets and liabilities, as well as tax<br />
on the consolidated tax loss carry-forwards. Deferred<br />
tax is computed according to the applicable tax rate in<br />
each country. Deferred tax assets are recognized only<br />
to the extent that it is probable that these can be<br />
utilized against future taxable profits.<br />
Tax laws in Sweden and Finland permit provisions<br />
to special reserves and funds which constitute temporary<br />
differences. Within specified limits, this enables<br />
companies to retain profits in the company without<br />
immediate taxation of these profits. The untaxed<br />
reserves are not subject to taxation until they are dissolved.<br />
However, during years when the operations<br />
make a loss, the untaxed reserves can be utilized to cover<br />
losses without giving rise to any taxation. In the consolidated<br />
balance sheet, untaxed reserves for the individual<br />
companies are divided between shareholders’ equity<br />
and deferred tax liabilities. In the profit and loss,<br />
deferred tax is recognized as tax attributable to the<br />
year’s change in untaxed reserves.<br />
Goodwill<br />
After initial recognition, goodwill is measured at historical<br />
cost less and accumulated impairments. Goodwill<br />
is not amortized, but is tested annually and more<br />
often if there are indications of a decrease in value.<br />
ment accounting. Recoverable amounts are determined<br />
based on calculations of the value in use. The<br />
recovery value is the highest of value in use and net<br />
selling value. These calculations are based on an internal<br />
assessment of the next five years with a growth rate<br />
of 6% and then 0%. Anticipated future cash flows in<br />
accordance with these assessments constitute the<br />
grounds for the calculation. Working capital changes<br />
and investment requirements have hereby been taken<br />
into account.<br />
Other intangible and tangible<br />
non-current assets<br />
Other intangible and tangible non-current assets are<br />
recognized at historical cost less depreciation/amortization<br />
and impairments. Cost consists of the purchase<br />
consideration as well as costs directly attributable to<br />
getting the asset in place and in condition to be utilized.<br />
Any discounts and bonus from the cost are<br />
drawn from the purchase consideration.<br />
A tangible asset is recognized as an asset when the<br />
cost can be calculated in a reliable manner and based on<br />
available information is probable that the future financial<br />
benefits are connected with the holding accruing to<br />
the company. A tangible non-current asset is recognized<br />
at the time of delivery, stated on the invoice or delivery<br />
note. The carrying amounts on non-current assets are<br />
tested continuously to establish any impairment<br />
requirements. If on the date of the year-end report,<br />
there is an indication that a non-current asset has<br />
decreased in value, a calculation is done of the asset’s net<br />
sales value and useful value. The net sales value consists<br />
of the price that is estimated to be received in the event<br />
of disposal of the asset less selling expenses.<br />
Non-current assets are considered impaired when<br />
the present value of the future cash flow from these<br />
assets falls below their carrying amount. The impairment<br />
amount consists of the difference between the<br />
higher of the useful value or net sales value and the<br />
carrying amount. For non-current assets to be disposed,<br />
the possible impairment amount is calculated<br />
as the difference between the estimated sales revenue<br />
less associated costs and the asset’s carrying amount.<br />
Inventories<br />
Inventories are stated at the lower of cost and fair value<br />
on a first-in, first-out basis. The necessary provisions<br />
are made for obsolescence, partly on a case-by-case<br />
basis and partly through collective assessment.<br />
Financial assets and liabilities and other<br />
financial instruments<br />
Financial instruments are initially recognized at cost,<br />
corresponding to fair value including transaction costs<br />
for all financial instruments aside from those in the<br />
category of financial assets and liabilities measured at<br />
fair value through profit or loss. Subsequent to initial<br />
recognition, the accounting treatment of financial<br />
liabilities depends on how they are classified, as<br />
described below.<br />
A financial asset or liability is recognized in the balance<br />
sheet when the company initially becomes party to the<br />
contractual provisions of the instrument. Accounts<br />
receivable are recognized in the balance sheet when an<br />
invoice has been issued. Financial liabilities are recognized<br />
AccOuNts: NOtes<br />
when the counterparty has performed and there is<br />
contractual obligation to pay, even if no invoice has<br />
been received. Accounts payable are recognized when<br />
an invoice has been received.<br />
A financial asset is derecognized from the balance<br />
sheet when the company’s rights under the agreement are<br />
realized, expire or the company has relinquished control<br />
of the asset. The same applies to a part of a financial asset.<br />
A financial liability is derecognized from the balance sheet<br />
when the obligation specified in the agreement is discharged<br />
or otherwise extinguished. The same applies<br />
to a part of a financial liability.<br />
At each reporting date, the Group assesses whether<br />
there is objective evidence of impairment for a financial<br />
asset of group of financial assets.<br />
Financial assets and liabilities measured at fair value<br />
via profit and loss<br />
Assets and liabilities in this category consist of derivatives<br />
measured at fair value with fair value changes<br />
through profit or loss. The Group has not applied any<br />
hedge accounting for the <strong>2010</strong>/<strong>2011</strong> or 2009/<strong>2010</strong><br />
fiscal years.<br />
Loans and accounts receivable<br />
Receivables are recognized in the amount in which<br />
they are expected to be received after deduction for<br />
doubtful debts, which are assessed individually. When<br />
the expected maturity is short, the receivable is recognized<br />
at nominal value without discounting. Impairment<br />
losses on loans and receivables are recognized in<br />
operating expenses.<br />
Restricted bank deposits<br />
Restricted bank deposits comprise bank guarantees<br />
and leasing contracts. Bank guarantees have been furnished<br />
as security for <strong>Nobina</strong> Europe <strong>AB</strong>’s pension liability,<br />
<strong>Nobina</strong> Norway AS’s obligations in respect of<br />
traffic contracts in Oslo, <strong>Nobina</strong> Sverige <strong>AB</strong> and Swebus<br />
Express <strong>AB</strong>’s obligations pursuant to the Travel<br />
Guarantee Act and <strong>Nobina</strong> Sverige <strong>AB</strong> obligations in<br />
respect of electricity purchases. <strong>Nobina</strong> Sverige <strong>AB</strong><br />
and <strong>Nobina</strong> Denmark have deposited funds under<br />
lease contracts for buses.<br />
Cash and cash equivalents<br />
Cash and cash equivalents consist of cash in hand<br />
and at banks.<br />
Other financial liabilities<br />
Liabilities are classed as other financial liabilities,<br />
which means that these are initially recognized at the<br />
amount received less transaction costs and are subsequently<br />
measured at amortized cost according to the<br />
effective interest rate method. Accounts payable are<br />
classified as other financial liabilities. Accounts payable<br />
have a short expected maturity and are measured at<br />
nominal value without discounting.<br />
Impairment of financial assets<br />
Any impairment requirements of financial assets in<br />
the categories of held-to-maturity investments and<br />
loans and receivables measured at amortized cost are<br />
calculated as the present value of future cash flows discounted<br />
at the effective rate in force on initial recognition<br />
of the asset. Assets with a time to maturity of less<br />
than one year are not discounted.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 71
AccOuNts: NOtes<br />
NotE 1 Continued Environmental obligations<br />
Impairment of held-to-maturity investments and<br />
loans and receivables recognized at amortized cost are<br />
reversed if a later increase in the recoverable amount<br />
can be objectively attributed to an event occurring<br />
after the date of the impairment loss.<br />
Provisions<br />
A provision is recognized in the balance sheet when<br />
the Group has a current legal or informal obligation<br />
that has arisen as a result of a past event, it is probable<br />
that an outflow of resources will be required to settle<br />
the obligation and the amount can be estimated reliably.<br />
When the timing effect of payment is significant,<br />
provisions are measured at discounted present value<br />
using a pre-tax discount rate that reflects current market<br />
assessments of the time value of money.<br />
Termination remuneration<br />
A provision is recognized only if the company is<br />
demonstrably committed to terminate an employee or<br />
group of employees before the normal retirement date.<br />
In the event of termination, the company draws up a<br />
detailed plan including at least the place of work, as<br />
well as the amount of compensation for each employee<br />
and the time of the plan’s implementation.<br />
Onerous contracts<br />
A large share of the revenues is attributable to contracts<br />
with public transport authorities where the contracts<br />
extend for between five and eight years. The contractual<br />
terms commonly stipulate that the revenues<br />
shall be adjusted upwards in accordance with set<br />
indexes, either consumer price indexes or various producer<br />
price indexes. Due to changed conditions and<br />
because the costs increase more than the revenues, the<br />
contracts can become loss or onerous contracts, which<br />
is when the remaining contracted revenues are not<br />
enough to cover the costs attributable to the contracts<br />
to fulfill the contractual commitment. A provision for<br />
future losses is then made in the period that management<br />
identifies the contract as an onerous contract.<br />
The loss is estimated by including direct and indirect<br />
costs attributable to the contract, including depreciation<br />
of buses used to fulfill the commitment. The provision<br />
is made at the public transport authority level<br />
if there is a natural connection between the various<br />
contracts. In a tender process, tenders can be submitted<br />
for multiple contracts, where some are profitable<br />
and others entail a loss, but the transaction as such<br />
provides a surplus.<br />
Third-party obligations<br />
Provisions are made for damages that occurred to the<br />
Group’s own vehicles that have not complied with<br />
traffic safety or contract requirements or against third<br />
parties. The provision shall cover future obligations<br />
to third parties.<br />
72 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Provisions are made for existing and future environmental<br />
obligations on leased land and facilities that<br />
are, or have been, used in operations.<br />
Pensions<br />
The Group has both defined-contribution and<br />
defined-benefit pension plans. The pension liabilities<br />
pertain to defined-benefit pensions, calculated annually<br />
in accordance with IAS 19 with assistance from<br />
an independent actuary. In the defined-contribution<br />
pension plans, <strong>Nobina</strong> pays a fixed contribution<br />
according to plan and has no further obligation to pay<br />
post-employment contributions. Under the defined<br />
benefit for <strong>Nobina</strong> Norway AS and <strong>Nobina</strong> Europe<br />
<strong>AB</strong>, benefits are paid to former employees on the basis<br />
of final salary and years of service. The Group bears the<br />
risk of ensuring that the contractual benefits are paid.<br />
Pension obligations for most of the Swedish operations<br />
are covered by a defined-benefit pension plan of<br />
the multi-employer type. The plan is insured in the<br />
mutual insurance company Alecta. The Group has not<br />
had access to sufficient information to report its proportional<br />
share of the defined-benefit obligation and<br />
of the plan assets and expenses. The plan is therefore<br />
recognized as a defined-contribution plan, which<br />
means that premiums paid are recognized as an<br />
expense. In the Swedish operations, there is also a<br />
defined-benefit pension plan that is funded.<br />
The Group’s net obligation under defined-benefit<br />
plans is determined separately for each plan according<br />
to the Projected Unit Credit Method. This means that<br />
the obligation is calculated as the present value of<br />
expected future pension payments. The obligation<br />
calculated accordingly is compared with the fair value<br />
of the plan assets that secure the obligation. The difference<br />
is recognized as a liability/asset with respect to<br />
accrued actuarial gains/losses. The calculation of<br />
future payments is based on actuarial assumptions<br />
that include life expectancy, future salary increases,<br />
employee turnover and other factors of significance<br />
for the choice of discount rate.<br />
Changes in and deviations from the actuarial<br />
assumptions normally lead to actuarial gains or losses.<br />
Actuarial gains and losses are recognized only when<br />
the accumulated gain or loss are below 10% of the<br />
higher of the present value of plan obligations and the<br />
fair value of plan assets. If the accumulated gain or loss<br />
exceeds the above-mentioned limit, the excess portion<br />
is recognized in income or expense over the expected<br />
average remaining working lives of the participating<br />
employees.<br />
When calculation leads to an asset for the Group,<br />
the recognized value of the asset is limited to the net<br />
total of unrealized actuarial losses and past service costs<br />
and the present value of any benefits available in the<br />
form of refunds or reductions in future employer<br />
contributions to the plan.<br />
Options regarding shares in <strong>Nobina</strong> <strong>AB</strong><br />
Received option premiums are recognized directly<br />
against equity. When an issued share option is repurchased,<br />
the remuneration paid is recognized against<br />
shareholder’ equity.<br />
Earnings per share<br />
Earnings per share before dilution are calculated by<br />
dividing profit for the year adjusted for any dividends<br />
from preferential shares by the average number of<br />
common shares.<br />
Cash flow<br />
The cash flow statement has been prepared based on<br />
profit and loss and other changes between the opening<br />
and closing balances in the balance sheet, taking into<br />
account translation differences. The cash flow was prepared<br />
according to the indirect method. The recognized<br />
cash flow consists of transactions that generate<br />
deposits and payments. Cash and cash equivalents in<br />
the cash flow statement include cash in hand, driver<br />
cash and bank funds.<br />
Parent Company accounting policies<br />
The financial statements for the Parent Company,<br />
<strong>Nobina</strong> <strong>AB</strong>, were prepared in accordance with the<br />
<strong>Annual</strong> <strong>Report</strong> Act, other Swedish legislation and recommendation<br />
RFR 2 “Accounting for Legal Entities.”<br />
Any deviations that exist between the Parent Company<br />
and the Group’s policies are a result of the Swedish<br />
<strong>Annual</strong> Account Act’s limitations on the scope for<br />
IFRS conformity in the Parent Company, and for tax<br />
purposes in some instances.<br />
Group contribution for legal entities<br />
The company reports Group contributions in accordance<br />
with UFR 2. Group contributions are reported in<br />
accordance with their financial significance, which<br />
means that Group contributions paid to minimize the<br />
Group’s overall tax burden are recognized directly in<br />
profit brought forward less the current tax effect.
NotE 2 Segment reporting<br />
reVeNue BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 4,459 4,227<br />
<strong>Nobina</strong> Denmark 323 192<br />
<strong>Nobina</strong> Norway 783 733<br />
<strong>Nobina</strong> Finland 756 801<br />
Elimination of sales to Interregional traffic –54 –56<br />
Total Regional traffic 6,267 5,897<br />
swebus 430 412<br />
elimination of sales to regional traffic - –1<br />
Total Interregional traffic 430 411<br />
Total revenue 6,697 6,308<br />
OperAtING prOFIt/lOss BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 242 205<br />
<strong>Nobina</strong> Denmark –53 –30<br />
<strong>Nobina</strong> Norway 21 21<br />
<strong>Nobina</strong> Finland 7 7<br />
Total Regional traffic 217 203<br />
swebus 40 42<br />
Total Interregional traffic 40 42<br />
Total bus operations 257 245<br />
central functions and other items –25 –53<br />
Total operating profit 232 192<br />
Assets BY seGMeNt<br />
SEK M <strong>2011</strong>-02-28 <strong>2010</strong>-02-28<br />
<strong>Nobina</strong> sweden 3,109 2,739<br />
<strong>Nobina</strong> Denmark 147 64<br />
<strong>Nobina</strong> Norway 912 1,048<br />
<strong>Nobina</strong> Finland 491 527<br />
Total Regional traffic 4,659 4,378<br />
swebus 216 161<br />
Total Interregional traffic 216 161<br />
Total bus operations 4,875 4,539<br />
central functions and other items 298 319<br />
Total assets 5,173 4,858<br />
lI<strong>AB</strong>IlItIes BY seGMeNt<br />
AccOuNts: NOtes<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 2,781 2,408<br />
<strong>Nobina</strong> Denmark 147 39<br />
<strong>Nobina</strong> Norway 501 545<br />
<strong>Nobina</strong> Finland 441 444<br />
Total Regional traffic 3,870 3,436<br />
swebus 190 125<br />
Total Interregional traffic 190 125<br />
Total bus operations 4,060 3,561<br />
central functions and other items 935 1,160<br />
Total liabilities 4,995 4,721<br />
INVestMeNts IN tANGIBle AND<br />
FINANcIAl Assets BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 649 658<br />
<strong>Nobina</strong> Denmark 100 12<br />
<strong>Nobina</strong> Norway 32 308<br />
<strong>Nobina</strong> Finland 75 114<br />
Total Regional traffic 856 1,092<br />
swebus 38 1<br />
Total Interregional traffic 38 1<br />
Total bus operations 894 1,093<br />
central functions and other items 17 13<br />
Total investments 911 1,106<br />
Investments in tangible and financial assets consist of finance leases for SEK 731<br />
million (971) which have no effect in liquidity in the operating segments.<br />
DeprecIAtION/IMpAIrMeNt BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 231 241<br />
<strong>Nobina</strong> Denmark 10 1<br />
<strong>Nobina</strong> Norway 58 45<br />
<strong>Nobina</strong> Finland 42 43<br />
Total Regional traffic 341 330<br />
swebus 21 2<br />
Total Interregional traffic 21 2<br />
Total bus operations 362 332<br />
central functions and other items 10 8<br />
Total depreciation/impairment 372 340<br />
For information on financial leasing assets and liabilities as well as operating leases, refer to Note 6. For information on goodwill, refer to Note 12.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 73
AccOuNts: NOtes<br />
NotE 3 NET SALES<br />
Sales include other operating income, which primarily consists of revenue from leasing, the sale of fuel and diesel and revenue from workshop services to external customers.<br />
Sales to one major customer in the <strong>Nobina</strong> Sweden segment represent 23% (24) of the Group’s total sales.<br />
Distribution of revenue, SEK M<br />
74 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
revenue regional and Interregional traffic 6,530 6,163 - -<br />
leasing, workshop services and sale of diesel 16 16 - -<br />
Other revenue 151 129 - -<br />
sales to Group companies - - 133 35<br />
Total revenue 6,697 6,308 133 35<br />
NotE 4 Operating expenses<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Fuel 993 882 - -<br />
tires and other consumables 514 489 - -<br />
Total fuel, tires and consumables 1,507 1,371 - -<br />
leasing costs 266 266 - -<br />
Other external expenses 905 861 64 15<br />
Total other expenses 1,171 1,127 64 15<br />
salary expenses 2,629 2,511 32 18<br />
employer’s contributions 602 592 10 9<br />
pension expenses 177 172 7 2<br />
Total personnel expenses 3,408 3,275 49 29<br />
Purchases from Group companies<br />
The Group’s operating expenses include purchases of SEK 0 million (0) from other companies in the Group of which <strong>Nobina</strong> <strong>AB</strong> is a member. The Parent Company’s<br />
operating expenses include purchases of SEK 30 million (4) from Group companies.<br />
NotE 5 Fees and remuneration to auditors<br />
Fees and compensation to auditors, SEK thousand<br />
ernst & Young<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Audit assignment 3,618 4,605 372 1,756<br />
Associated audit services in addition to audit assignment 1,295 449 776 295<br />
tax advisory services 39 - - -<br />
Other services - - - -<br />
Total 4,952 5,054 1,148 2,051
NotE 6 Leasing<br />
FINANcIAl leAsING cONtrActs, VeHIcles<br />
Finance lease assets Group<br />
SEK M<br />
Cost<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Opening balance 2,841 1,951<br />
New contracts signed during the year 731 971<br />
sales for the year –17 –14<br />
exchange-rate difference –70 –67<br />
Closing cost 3,485 2,841<br />
Accumulated depreciation<br />
Opening accumulated depreciation –437 –256<br />
Depreciation for the year –243 –193<br />
sales for the year 15 6<br />
exchange-rate difference 9 6<br />
Closing accumulated depreciation –656 –437<br />
Residual value according to plan 2,829 2,404<br />
During the year, the Group entered into financial lease contracts for SEK 731 million<br />
(971) via the subsidiary <strong>Nobina</strong> Fleet <strong>AB</strong>. Assets held as finance leases are depreciated<br />
in accordance with the same depreciation principles as owned assets. The<br />
grounds for how the company’s fees are established based on the lease terms. The<br />
leasing expenses are normally based on either straightline amortization or an annuity<br />
payment with variable amortization over time. The proportion of straightline amortization<br />
amounts to 50%. The <strong>Nobina</strong> Group’s standard contracts have a duration<br />
of more than 10 years at 10% residual value. Interest expense is calculated as the contract<br />
interest rate on the outstanding liability at all times. The contract interest rate<br />
normally comprises a variable base interest rate such as STIBOR with the addition<br />
of a fixed margin. The <strong>Nobina</strong> Group is liable for the remaining residual value at the<br />
end of the agreement. No substantial secondary leasing of leased buses took place<br />
during the fiscal year.<br />
FINANce leAse Assets BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 1,885 1,601<br />
<strong>Nobina</strong> Denmark 81 2<br />
<strong>Nobina</strong> Norway 408 412<br />
<strong>Nobina</strong> Finland 310 265<br />
Total Regional traffic 2,684 2,280<br />
swebus 145 124<br />
Total Interregional traffic 145 124<br />
Total finance lease assets 2,829 2,404<br />
FINANce leAse lI<strong>AB</strong>IlItIes BY seGMeNt<br />
Distribution of future minimum leasing fees with regard to finance leases and their present value divided by maturity date<br />
AccOuNts: NOtes<br />
EXPECTED MATURITY MARCH 1, <strong>2011</strong> AND LATER Q1 Q2 Q3 Q4 2012/13 2013/14 2014/15 Later Total<br />
Future minimum leasing fees 113 111 115 111 544 496 414 1,292 3,196<br />
present value of future minimum leasing fees 111 109 112 106 503 438 351 1,003 2,733<br />
Distribution of future minimum leasing fees with regard to finance leases and their present value divided by maturity date<br />
EXPECTED MATURITY MARCH 1, <strong>2010</strong> AND LATER Q1 Q2 Q3 Q4 <strong>2011</strong>/12 2012/13 2013/14 Later Total<br />
Future minimum leasing fees 85 92 100 105 430 530 479 1,083 2,904<br />
present value of future minimum leasing fees 85 91 97 101 401 466 403 710 2,354<br />
* Historic data concerning residual values, leasing periods and other contractual terms have been translated to obtain a comparison between the periods.<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 1,827 1,569<br />
<strong>Nobina</strong> Denmark 80 2<br />
<strong>Nobina</strong> Norway 396 409<br />
<strong>Nobina</strong> Finland 291 255<br />
Total Regional traffic 2,594 2,235<br />
swebus 139 119<br />
Total Interregional traffic 139 119<br />
Total finance lease liabilities 2,733 2,354<br />
FINANce leAse eXpeNses BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 241 190<br />
<strong>Nobina</strong> Denmark 10 -<br />
<strong>Nobina</strong> Norway 68 45<br />
<strong>Nobina</strong> Finland 40 36<br />
Total Regional traffic 359 271<br />
swebus 25 18<br />
Total Interregional traffic 25 18<br />
Total finance lease expenses 384 289<br />
DeprecIAtION OF FINANce leAse<br />
Assets BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 157 133<br />
<strong>Nobina</strong> Denmark 6 -<br />
<strong>Nobina</strong> Norway 35 27<br />
<strong>Nobina</strong> Finland 26 21<br />
Total Regional traffic 224 181<br />
swebus 19 12<br />
Total Interregional traffic 19 12<br />
Total depreciation of capitalized<br />
leases by segment 243 193<br />
INterest eXpeNses FOr FINANce leAse<br />
lI<strong>AB</strong>IlItIes BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 55 47<br />
<strong>Nobina</strong> Denmark 3 -<br />
<strong>Nobina</strong> Norway 24 16<br />
<strong>Nobina</strong> Finland 7 6<br />
Total Regional traffic 89 69<br />
swebus 5 3<br />
Total Interregional traffic<br />
Total interest expenses for finance<br />
5 3<br />
leases by segment 94 72<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 75
AccOuNts: NOtes<br />
NotE 6 Continued<br />
Future MINIMuM leAsING Fees cONcerNING<br />
FINANce leAse lI<strong>AB</strong>IlItIes AND<br />
tHeIr preseNt VAlue<br />
SEK M<br />
Distribution of future minimum leasing fees with regard to operating leases by maturity date<br />
EXPECTED MATURITY MARCH 1, <strong>2011</strong> AND LATER Q1 Q2 Q3 Q4 2012/13 2013/14 2014/15 Later Total<br />
Future minimum leasing fees 59 83 59 63 233 176 124 319 1,116<br />
present value of future minimum leasing fees 59 82 57 61 221 160 109 233 982<br />
Distribution of future minimum leasing fees with regard to operating leases by maturity date *<br />
EXPECTED MATURITY MARCH 1, <strong>2010</strong> AND LATER Q1 Q2 Q3 Q4 <strong>2011</strong>/12 2012/13 2013/14 Later Total<br />
Future minimum leasing fees 72 71 59 62 261 238 178 443 1,384<br />
present value of future minimum leasing fees 72 70 54 60 246 216 157 344 1,219<br />
* Historic data concerning residual values, leasing periods and other contractual terms have been translated to obtain a comparison between the periods.<br />
76 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
total future minimum leasing fees 3,196 2,904<br />
less interest charge –463 –550<br />
present value of future minimum leasing fees 2,733 2,354<br />
OperAtING leAsING AGreeMeNts, VeHIcles<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Operating leasing fees for the year 266 266<br />
Number of operational leasing agreements 1,494 1,529<br />
Future MINIMuM leAsING Fees<br />
reGArDING NON-cANcell<strong>AB</strong>le<br />
OperAtING leAses<br />
total future minimum leasing fees 1,116 1,384<br />
less interest charge –134 –165<br />
Present value of future minimum<br />
leasing fees 982 1,219<br />
The grounds for how variable fees are established based on the lease terms. The leasing<br />
expenses are normally based on either straightline amortization or an annuity<br />
payment with variable amortization over time. The proportion of contracts with<br />
annuity payments is approximately 95% of the operating contracts. The durations of<br />
the operating contracts are divided into blocks where the first one is usually five years<br />
with a residual value of approximately 40% and then extensions of up to seven years<br />
and down to 0% in residual value. Interest expense is calculated as the contract interest<br />
rate on the outstanding liability at all times. The contract interest rate normally<br />
comprises a variable base interest rate such as STIBOR or EURIBOR with the<br />
addition of a fixed margin. At the end of the contracts, the buses are returned to<br />
the lessor. The lessor is responsible for the residual value. No substantial secondary<br />
leasing of leased buses took place during the fiscal year.<br />
OperAtING leAse eXpeNses BY seGMeNt<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 210 212<br />
<strong>Nobina</strong> Denmark 31 18<br />
<strong>Nobina</strong> Norway 8 13<br />
<strong>Nobina</strong> Finland 14 15<br />
Total Regional traffic 263 258<br />
swebus 3 8<br />
Total Interregional traffic 3 8<br />
Total operating lease expenses by segment 266 266<br />
NOMINAl VAlue OF Future MINIMuM<br />
leAsING Fees per seGMeNt<br />
MSEK<br />
<strong>Nobina</strong> sweden 964 1,176<br />
<strong>Nobina</strong> Denmark 72 103<br />
<strong>Nobina</strong> Norway 18 26<br />
<strong>Nobina</strong> Finland 58 74<br />
Total Regional traffic 1,112 1,379<br />
swebus 4 5<br />
Total Interregional traffic 4 5<br />
Total nominal value of future minimum<br />
leasing fees per segment 1,116 1,384<br />
preseNt VAlue OF Future MINIMuM<br />
leAsING Fees pertAINING tO OperAtING<br />
leAses BY seGMeNt<br />
MSEK<br />
<strong>Nobina</strong> sweden 839 1,029<br />
<strong>Nobina</strong> Denmark 69 96<br />
<strong>Nobina</strong> Norway 16 24<br />
<strong>Nobina</strong> Finland 53 66<br />
Total Regional traffic 977 1,215<br />
swebus 5 4<br />
Total Interregional traffic<br />
Total nominal value of future minimum<br />
5 4<br />
leasing fees per segment 982 1,219
NotE 6 Continued<br />
OtHer OperAtING leAsING AGreeMeNts<br />
paid and future rents in accordance with non-cancellable agreements where<br />
obligations exceed one year<br />
SEK M<br />
AccOuNts: NOtes<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong> 2012 2013 2014 2015 and later<br />
property rents 125 135 117 107 84<br />
leases for vehicles excluding buses 2 5 4 3 -<br />
Other operating leasing agreements 1 - - - -<br />
Total nominal value of other operating leases 128 140 121 110 84<br />
NotE 7 PERSONNEL<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Average number of employees 9,023 10,403 44 8<br />
of whom, men 7,709 8,862 31 6<br />
of whom, women 1,314 1,541 13 2<br />
Number of employees translated to Ftes 7,714 7,318 44 8<br />
Sweden 6,386 8,363 44 8<br />
of whom, men 5,332 6,966 31 6<br />
of whom, women 1,054 1,397 13 2<br />
Number of employees translated to Ftes 5,684 5,425 44 8<br />
Denmark 445 243 - -<br />
of whom, men 388 224 - -<br />
of whom, women 57 19 - -<br />
Number of employees translated to Ftes 355 219 - -<br />
Norway 1,157 771 - -<br />
of whom, men 1,012 703 - -<br />
of whom, women 145 68 - -<br />
Number of employees translated to Ftes 829 670 - -<br />
Finland 1,035 1,026 - -<br />
of whom, men 977 969 - -<br />
of whom, women 58 57 - -<br />
Number of employees translated to Ftes 846 1,004 - -<br />
Salaries and other remuneration (of which, bonus), SEK M<br />
sweden, Board and senior executives 1) 14,(2) 23,(2) 9 (1) 14 (1)<br />
Other employees in sweden 1,678 (4) 1,618 (6) 21 (1) 8 (0)<br />
Total Sweden 1,692 (6) 1,641 (8) 30 (2) 22 (1)<br />
Foreign subsidiaries<br />
Denmark, Board and president 3 3 - -<br />
Denmark, other employees 167 107 - -<br />
Norway, Board and president 2 2 - -<br />
Norway, other employees 336 305 - -<br />
Finland, Board and president 2 2 - -<br />
Finland, other employees 361 376 - -<br />
TOTAL SALARIES AND OTHER REMUNERATION 2,563 2,436 - -<br />
payroll overheads 778 765 17 11<br />
of which, pension costs for Board and president 5 2 3 1<br />
of which, pension costs for other employees 168 139 3 1<br />
1) The figures for the Group refer to the boards and presidents of all Swedish Group companies.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 77
AccOuNts: NOtes<br />
NotE 7 Continued<br />
BOArD Me<strong>MB</strong>ers AND OtHer seNIOr eXecutIVes<br />
78 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Group Number Of whom, men Number Of whom, men<br />
Board of Directors 6 83% 6 67%<br />
president and senior<br />
executives 14 71% 8 100%<br />
reMuNerAtION AND OtHer BeNeFIts<br />
tO tHe BOArD DurING tHe YeAr<br />
SEK M<br />
Board chairman<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Jan sjöqvist 0.6 1.8<br />
Board members<br />
Gina Germano 0.0 0.0<br />
Jan sundling 0.2 0.7<br />
Birgitta Kantola 0.2 0.0<br />
tomas Naess 0.0 0.0<br />
rolf lydahl 0.2 0.7<br />
Total 1.2 3.2<br />
reMuNerAtION tO tHe BOArD cHAIrMAN AND OtHer BOArD Me<strong>MB</strong>ers<br />
Remuneration to the Chairman and other members of the Board is paid according<br />
to the decision of the <strong>Annual</strong> General Meeting. No remuneration in excess of that<br />
decided by the <strong>Annual</strong> General Meeting is paid. The President receives no Board<br />
fees. During the year, <strong>Nobina</strong> <strong>AB</strong> paid pension benefits to former Board members in<br />
an amount of SEK 0.1 million (0.1), where the Board members are entitled to lifelong<br />
remuneration from the company. Two previous members from Group management<br />
are entitled to life-long remuneration from the company, which is secured<br />
through endowment insurance, SEK 13 million.<br />
reMuNerAtION AND OtHer BeNeFIts tO<br />
tHe presIDeNt AND seNIOr eXecutIVes<br />
DurING tHe YeAr<br />
SEK M<br />
president<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
salary 4.5 9.5<br />
Bonus 1.2 0.6<br />
pension expenses 1.4 3.0<br />
Other benefits - -<br />
social security contributions and taxes 1.9 3.3<br />
Other senior executives<br />
salary 18.5 15.4<br />
Bonus 2.3 1.4<br />
pension expenses 3.4 2.0<br />
Other benefits 0.2 -<br />
social security contributions and taxes 5.0 5.0<br />
Total 38.4 40.2<br />
Nu<strong>MB</strong>er OF sHAres tO tHe BOArD AND seNIOr eXecutIVes<br />
Number of shares Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
chairman of the Board<br />
Jan sjöqvist 65,363 65,363<br />
Board members<br />
Gina Germano - -<br />
Jan sundling 13,779 13,779<br />
Birgitta Kantola - -<br />
thomas Naess - -<br />
rolf lydahl 14,696 14,696<br />
senior executives<br />
ragnar Norbäck 101,112 101,112<br />
per skärgård 35,745 35,745<br />
Jan Bosaeus 26,000 26,000<br />
Joakim palmqvist 8,334 8,334<br />
tom Ward 8,250 8,250<br />
stein Nilsen - -<br />
sjur Brenden 10,428 10,428<br />
Ann-Marie silokangas - -<br />
Martin pagrotsky 1,667 1,667<br />
Annika Kolmert 1,667 1,667<br />
Henrik Dagnäs 1,667 1,667<br />
Anna Jonasson - -<br />
lars Åkesson - -<br />
claes Herlitz - -<br />
Other senior executives 99,334 99,334<br />
Total number of shares, calculated after<br />
implemented reversed 9 for 1 split 388,042 388,042<br />
sHAre OptION prOGrAMs<br />
<strong>Nobina</strong> <strong>AB</strong> has issued three share option programs. Program 1, issued on June 24,<br />
2005, consisted of 1,052,000 warrants (buyback November 3, 2008); Program 2,<br />
issued on November 8, 2005, consisted of 304,569 warrants (buyback November 3,<br />
2008) and Program 3, issued on January 19, 2009, consisted of 1,640,925 share<br />
option (buyback 2009/<strong>2010</strong>).<br />
<strong>Nobina</strong> <strong>AB</strong> bought back all warrants issued by the company. Compensation for<br />
the redemption of issued warrants comprises in cash according to an independent<br />
market valuation of the warrants.<br />
The fundamental motive for the buyback of warrants is that there is currently no<br />
organized trading of the company’s shares.<br />
At the redemption date, holders of the issued warrants have also undertaken to<br />
reinvest part of the proceeds in a shares in <strong>Nobina</strong> <strong>AB</strong>. The shares in <strong>Nobina</strong> <strong>AB</strong><br />
were acquired at market value, according to an external valuation.<br />
reMuNerAtION tO tHe presIDeNt AND seNIOr eXecutIVes<br />
Senior executives in the <strong>Nobina</strong> Group include the President, CFO, presidents of<br />
subsidiaries, positions reporting directly to the President and the Group’s functions<br />
responsible for processes. The total remuneration to the President and CEO and<br />
other senior executives includes fixed salaries, short and long-term variable remuneration,<br />
pensions and other benefits. In the event of termination of employment, senior<br />
executives in the <strong>Nobina</strong> Group are entitled to a maximum of 12 monthly salaries.<br />
As a rule, there is a six-month mutual term of notice between the company and<br />
the senior executive. In addition, a maximum of six months’ compensation may be<br />
paid in the event that the company has terminated employment. For the President<br />
and CEO and other senior executives employed in Sweden, a supplemental pension<br />
plan is applied in addition to the ITP plan.
NotE 7 Continued<br />
Variable remuneration to the President<br />
In addition to fixed remuneration, the President is entitled to a special bonus as a<br />
result of a new employment contract entered into the <strong>2010</strong>/<strong>2011</strong> fiscal year. Variable<br />
compensation shall be based on the individual’s performance and the company’s performance<br />
in relation to predetermined and established goals. Evaluation of these<br />
goals shall take place annually. Variable compensation shall also include a cash bonus<br />
as determined by the Board of Directors and, for the President, share-based payment<br />
of which compensation in shares may be able to amount to a maximum of 140% of<br />
the President’s fixed annual salary to be paid out over three years. Share-based payment<br />
shall be conditional upon the <strong>Annual</strong> General Meeting taking the required<br />
decisions for delivery of shares according to the established share-based payment.<br />
Pension benefits of the President<br />
The retirement age for the President of the Parent Company is 62. Pension expenses<br />
for the company are reduced to 90% of salary on retirement at the age of 62–63,<br />
80% of salary on retirement at the age of 63–64 and 70% of salary on retirement at<br />
the age of 64–65. <strong>Nobina</strong> <strong>AB</strong>’s obligations to the President cease on retirement at 65<br />
years of age. Pension expenses comprise defined-contribution pensions, for which<br />
the premium is equal to 30% of pensionable salary. Pensionable salary comprises<br />
basic salary as long as the President remains in the company’s employment. Severance<br />
benefits are pensionable.<br />
Pension terms to other members of Group management<br />
Pension expenses comprise defined-contribution pensions, for which the premium is<br />
equal to a maximum of 30% of pensionable salary. Endowment insurance has in<br />
some cases been used for senior executives when the level of the pension form the<br />
company has promised exceeds the permitted amounts of the Income Tax Act.<br />
Sick pay for the President<br />
The President is insured up to 90% of salary for a maximum of 365 days per calendar<br />
year, with no qualifying days.<br />
Other employment benefits of the President<br />
Aside from the described taxable benefits, there is also healthcare insurance and<br />
holdings of shares in <strong>Nobina</strong> <strong>AB</strong>.<br />
Vacation for President and other senior executives<br />
The President and other senior executives comply with applicable vacation rights.<br />
Parent Company Number<br />
AccOuNts: NOtes<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Of whom,<br />
men Number<br />
Of whom,<br />
men<br />
Board of Directors 6 83% 6 67%<br />
president and senior<br />
executives 4 100% 2 100%<br />
seNIOr eXecutIVes<br />
Senior executives (Group management) in the Parent Company include the President<br />
and CEO, the CFO and Executive Vice President of the Group, the President<br />
of <strong>Nobina</strong> Sverige <strong>AB</strong> and Executive Vice President of the Group and the President<br />
of Swebus Express <strong>AB</strong>.<br />
sIcKNess <strong>AB</strong>seNce – pAreNt cOMpANY<br />
Information on sickness absence<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
total sickness absence 1.0% -<br />
long-term sickness absence in relation to<br />
normal working hours 19.7% -<br />
sickness absence for women 1.9% -<br />
sickness absence for men 0.6% -<br />
sickness absence under the age of 29 1.1 % -<br />
sickness absence employees aged 30–49 1.1 % -<br />
sickness absence employees aged 50 and over 0.9% -<br />
No disclosures about sickness absence are provided for prior years since the number<br />
of employees was fewer than ten.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 79
AccOuNts: NOtes<br />
NotE 8 Depreciation/amortization of and impairment losses on intangible and tangible fixed assets<br />
SEK M<br />
NotE 10 Interest expense and similar profit/loss items<br />
SEK M<br />
80 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Interest expense, financial leasing –94 –72 - -<br />
Interest expense, bond loans –124 –164 - -<br />
Other financial expenses –32 –13 - –1<br />
realized and unrealized exchange gains/loss, net 66 168 –2 –6<br />
Total –184 –81 –2 –7<br />
Interest expense amounted to SEK 215 million (228) and is attributable to liabilities recognized at amortized cost.<br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Other intangible non-current assets 3 1 2 -<br />
costs for improvements on third-party properties 2 3 - -<br />
equipment, tools, fixtures and fittings 18 18 3 -<br />
Vehicles 349 318 - -<br />
Total 372 340 5 -<br />
Impairments for the year with regard to buses for sale are SEK 6 million (17) for <strong>Nobina</strong> Sweden, SEK 3 million (-) for <strong>Nobina</strong> Finland and SEK 5 million (-) for<br />
<strong>Nobina</strong> Norway.<br />
NotE 9 Interest income and similar profit/loss items<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Financial income - 1 - -<br />
Interest income 11 9 - -<br />
Interest income from Group companies - - 44 8<br />
Total 11 10 44 8<br />
The Group earns interest on its bank deposits according to an interest rate based on the bank’s daily investment interest rates. Of the above interest income and similar profit/<br />
loss items, SEK 10 million (11) was paid during the year.
NotE 11 Taxes<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
AccOuNts: NOtes<br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
tax attributable to previous years - - - -<br />
current tax - - - -<br />
Deferred tax - - 8 14<br />
Total tax recognized in the income statement - - 8 14<br />
The difference the Group’s recognized tax cost and the estimated tax cost<br />
is based on the applicable tax rates and described below:<br />
SEK M<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group Parent Company<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
tax recognized in the income statement - - 8 14<br />
26% tax on profit before taxes –15 –31 –15 2<br />
Difference<br />
The difference comprises the following items:<br />
15 31 23 12<br />
Group contributions received/granted - - 8 14<br />
utilization/addition of previously non-capitalized loss carry-forwards 15 31 15 –2<br />
Total 15 31 23 12<br />
The corporate tax rate in Norway is 28%, Denmark 25%, and in Finland and Sweden 26.3%. Current tax declined by SEK 15 M (31) due to the utilization of loss carry-forwards.<br />
Group Parent Company<br />
Tax assets and tax liabilities, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Deferred tax assets<br />
Opening carrying amount 8 8 - -<br />
exchange-rate differences –1 - - -<br />
Total deferred tax assets 7 8 - -<br />
Deferred tax liabilities - - - -<br />
Net deferred tax assets and liabilities pertaining to loss carry-forwards 7 8 - -<br />
Group Parent Company<br />
Non-recognized, deferred tax assets, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening non-recognized amount 488 579 136 157<br />
utilization/addition of previously non-capitalized loss carry-forwards –15 –31 –15 2<br />
recognition of financial leasing 12 6 - -<br />
Group contributions - - –8 –14<br />
Non-taxable revenues and non-deductible expenses - - - -<br />
Other temporary differences 3 –2 - 2<br />
reclassifications from previous years 6 –18 - -<br />
changes in the current tax rate - –36 - –11<br />
exchange-rate differences –5 –10 - -<br />
Total deferred non-recognized tax assets 489 488 113 136<br />
Expected maturity of taxable loss carry-forwards, SEK M<br />
2012/13 - - - -<br />
2013/14 1 12 - -<br />
2014/15 21 24 - -<br />
2015/16 19 21 - -<br />
2016/17 17 19 - -<br />
2017/18 17 18 - -<br />
unlimited 1,826 1,815 432 522<br />
Total 1,901 1,909 432 522<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 81
AccOuNts: NOtes<br />
NotE 12 Intangible fixed assets<br />
82 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Group<br />
Allocation of goodwill by segment, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 383 383<br />
<strong>Nobina</strong> Denmark - -<br />
<strong>Nobina</strong> Norway (goodwill corresponding<br />
NOK 189 M) 216 230<br />
<strong>Nobina</strong> Finland 29 29<br />
Total Regional traffic 628 642<br />
Swebus 45 45<br />
Total Interregional traffic 45 45<br />
Total Group goodwill 673 687<br />
Group management has prepared an “impairment test” and found no impairment<br />
requirement for consolidated goodwill. In the assessment of cash-generating units’<br />
NotE 13 Tangible fixed assets<br />
Group Parent Company<br />
Cost for improvements on third-party properties, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cOst<br />
Opening cost 16 14 - -<br />
procurement 1 2 - -<br />
Divestments/disposals - - - -<br />
reclassification –1 - - -<br />
Closing cost 16 16 - -<br />
AccuMulAteD DeprecIAtION<br />
Group Parent Company<br />
Other intangible non-current assets, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cOst<br />
Opening cost 16 13 - -<br />
procurement 6 3 10 -<br />
reclassification 2 - - -<br />
Closing cost 24 16 10 -<br />
AccuMulAteD AMOrtIZAtION<br />
recovery value for the assessment of any impairment requirement of goodwill, several<br />
assumptions of future conditions and estimates of variables were made to forecast<br />
future cash flow. Forecasts for future cash flow are based on the best possible assessments<br />
of future revenues and operating expenses, which in turn are based on historical<br />
trends, general market conditions and other available information. The discounted<br />
cash-flow value, given an explicit five-year forecast period and subsequently<br />
a so-called terminal value, is based on each company’s income before depreciation<br />
and amortization, which affects the units’ existing and future market shares. The rate<br />
of growth was calculated as 6% (6) per year and area of operation for a five-year<br />
period. Thereafter, the rate of growth was calculated as 0% (0). Company management<br />
assesses that potential reasonable changes in the above variables would not<br />
have such major effects that they would individually reduce the recovery value to a<br />
value that is lower than the carrying amount. The cash flow forecasts are calculated at<br />
present value with a yield requirement, WACC, of 13.7% (13.6).<br />
Opening accumulated amortization –11 –9 - -<br />
Amortization for the year –3 –1 –2 -<br />
reclassification –1 –1 - -<br />
Closing accumulated amortization –15 –11 –2 -<br />
Residual value according to plan 9 5 8 -<br />
Opening accumulated depreciation –9 –6 - -<br />
Divestments/disposals - - - -<br />
Depreciation for the year –2 –3 - -<br />
Closing accumulated depreciation –11 –9 - -<br />
Residual value according to plan 5 7 - -
NotE 13 Continued<br />
AccOuNts: NOtes<br />
Group Parent Company<br />
Equipment, tools, fixtures and fittings, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cOst<br />
Opening cost 138 136 - -<br />
procurement 22 22 13 -<br />
Divestments/disposals –7 –17 - -<br />
reclassification –5 - - -<br />
translation difference –2 –3 - -<br />
Closing cost 146 138 13 -<br />
AccuMulAteD DeprecIAtION<br />
Opening accumulated depreciation –96 –97 - -<br />
Divestments/disposals 6 16 - -<br />
Depreciation for the year –18 –18 –3 -<br />
reclassification 2 - - -<br />
translation difference 2 3 - -<br />
Closing accumulated depreciation –104 –96 –3 -<br />
Residual value according to plan 42 42 10 -<br />
Group Parent Company<br />
Vehicles including financially leased vehicles, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cOst<br />
Opening cost 4,125 3,619 - -<br />
procurement 882 1,079 - -<br />
Divestments/disposals –294 –445 - -<br />
reclassification –7 - - -<br />
translation difference –104 –128 - -<br />
Closing cost 4,602 4,125 - -<br />
AccuMulAteD DeprecIAtION<br />
Opening accumulated depreciation –1,360 –1,485 - -<br />
Divestments/disposals 265 376 - -<br />
Depreciation for the year –335 –301 - -<br />
reclassification 9 - - -<br />
translation difference 32 50 - -<br />
Closing accumulated depreciation –1,389 –1,360 - -<br />
AccuMulAteD IMpAIrMeNt<br />
Opening accumulated impairment –17 –42 - -<br />
Divestments/disposals 7 42 - -<br />
Impairment for the year –14 –17 - -<br />
Closing accumulated impairment –24 –17 - -<br />
Residual value according to plan 3,189 2,748 - -<br />
Financial leasing is included in the aforementioned amounts, refer to Note 6, and impairment of buses for sale, refer to Note 8.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 83
AccOuNts: NOtes<br />
NotE 14 Participations in Group companies (Parent Company)<br />
SEK M Corp. Reg. No.<br />
84 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cOst<br />
Opening balance 2,176 2,176<br />
Closing balance 2,176 2,176<br />
Shareholders’<br />
equity<br />
Number<br />
of shares<br />
Profit/loss<br />
for the year<br />
Value of<br />
ownership<br />
share (%)<br />
Share<br />
capital<br />
Carrying<br />
amount<br />
Feb. 28, <strong>2011</strong><br />
<strong>Nobina</strong> Fleet <strong>AB</strong> (stockholm) 556031-1812 14 70,000 33 100 7 16<br />
Subsidiary of <strong>Nobina</strong> Fleet <strong>AB</strong>:<br />
<strong>Nobina</strong> Fleet Danmark Aps (Glostrup) 31586429 1 1,250 1 100 0<br />
<strong>Nobina</strong> europe Holding <strong>AB</strong> (stockholm) 556028-1122 630 300 –102 100 0 1,756<br />
Subsidiary of <strong>Nobina</strong> Europe Holding <strong>AB</strong>:<br />
Swedish commercial companies<br />
<strong>Nobina</strong> europe <strong>AB</strong> (stockholm)<br />
Subsidiary of <strong>Nobina</strong> Europe <strong>AB</strong>:<br />
556031-8569 30 160,000 –71 100 16<br />
<strong>Nobina</strong> Busco <strong>AB</strong> (stockholm) 556583-0527 28 1,000 –46 100 0<br />
swebus express <strong>AB</strong> (stockholm) 556358-3276 8 5,000 9 100 5<br />
<strong>Nobina</strong> sverige <strong>AB</strong> (stockholm)<br />
Subsidiary of <strong>Nobina</strong> Sverige <strong>AB</strong>:<br />
556057-0128 583 3,000 160 100 0<br />
<strong>Nobina</strong> Flexresor <strong>AB</strong> (stockholm) 556416-2419 1 1,000 –4 100 0<br />
Foreign commercial companies<br />
<strong>Nobina</strong> Finland Oy Ab (Helsinki)<br />
Subsidiary of <strong>Nobina</strong> Finland Oy Ab:<br />
0505988-8 54 2,000 13 100 33<br />
<strong>Nobina</strong> Finland West Oy Ab (Helsinki) 2175179-4 –10 2,600 –5 100 0<br />
<strong>Nobina</strong> Finland south Oy Ab (Helsinki) 2175178-6 –11 2,600 –6 100 0<br />
<strong>Nobina</strong> Finland east Oy Ab (Helsinki) 2175186-6 0 2,600 0 100 0<br />
<strong>Nobina</strong> Norway As (Oslo)<br />
Subsidiary of <strong>Nobina</strong> Norge AS:<br />
915768237 32 750 –50 100 10<br />
<strong>Nobina</strong> (Norway) As (Oslo) 992097353 0 100 0 100 0<br />
<strong>Nobina</strong> Danmark A/s (copenhagen) 29513376 9 1,250 –66 100 1<br />
Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
AccuMulAteD IMpAIrMeNt<br />
Opening balance –404 –404<br />
Closing balance –404 –404<br />
carrying amount 1,772 1,772<br />
Dormant companies<br />
Karlstadsbuss <strong>AB</strong> (stockholm) 556051-2039 31 3,000 2 100 3<br />
saltsjöbuss <strong>AB</strong> (stockholm) 556210-1500 1 2,500 0 100 0<br />
Total 1,772
NotE 15 Receivables from Group companies<br />
AccOuNts: NOtes<br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Cost<br />
Opening cost - - 290 125<br />
change during year - - 55 165<br />
Closing cost - - 345 290<br />
NotE 16 Inventories<br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Finished goods 48 40 - -<br />
Total 48 40 - -<br />
The Group’s inventories primarily comprise fuel, which accounts for 51% (47) of total inventory and spare parts.<br />
NotE 17 Accounts receivable<br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Accounts receivable 452 496 - -<br />
provision for uncertain accounts receivable –11 –5 - -<br />
Total 441 491 - -<br />
MAturItY perIOD FOr OutstANDING AccOuNts receIV<strong>AB</strong>le<br />
SEK M<br />
Accounts<br />
receivable<br />
Feb. 28, <strong>2011</strong><br />
Not due during<br />
reporting period<br />
Fall due within<br />
AccOuNts: NOtes<br />
NotE 18 Deferred expenses and accrued income<br />
NotE 20 Statement of changes in shareholders’ equity<br />
Share capital<br />
Pursuant to the Articles of Association, the share capital of <strong>Nobina</strong> <strong>AB</strong> shall amount<br />
to not less than SEK 216,000,000 and not more than SEK 864,000,000. In accordance<br />
with the Articles of Association, there shall be not less than 24,000,000 shares<br />
and not more than 96,000,000 shares. The company’s shares comprise common<br />
shares, which have an entitlement of one vote per share. On December 16, 2009,<br />
the Board resolved to implement a reversed 9 for 1 split (record date March 1, <strong>2010</strong>),<br />
meaning that nine shares are combined to form one.<br />
Reconciliation of number of<br />
shares Feb. 28, <strong>2011</strong> Common shares Preferential shares<br />
Opening balance 24,928,139 -<br />
subscription for new shares - -<br />
redemption of shares - -<br />
Closing balance 24,928,139 -<br />
Reconciliation of number of shares<br />
Feb. 28, <strong>2010</strong> Common shares Preferential shares<br />
Opening balance 20,227,650 5,000,000<br />
subscription for new shares 211,521,970 -<br />
redemption of shares - –5,000,000<br />
closing balance before share split<br />
Number of shares recalculated under<br />
231,749,620 -<br />
share split 25,749,957 -<br />
Balance –821,818 -<br />
Closing balance 24,928,139 -<br />
Other capital contributed<br />
Reserves recognized in the Group comprise externally contributed capital, which is<br />
measured at par value.<br />
Translation differences<br />
The translation reserve includes all exchange-rate differences that arise in the translation<br />
of financial statements from foreign operations including changes regarding the<br />
translation of goodwill from local currency.<br />
86 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Accrued transport income 199 160 - -<br />
Other prepaid expenses 162 109 48 17<br />
Total 361 269 48 17<br />
Accrued transport income primarily pertains to earned, but not yet invoiced compensation for transport services rendered.<br />
NotE 19 Cash and cash equivalents and restricted deposits<br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cash and cash equivalents 225 331 9 66<br />
restricted bank deposits 110 141 30 33<br />
The item cash and cash equivalents recognizes holdings in the company’s checking accounts tied to the Group account, in which <strong>Nobina</strong> Europe <strong>AB</strong> is the account principal.<br />
Restricted bank deposits comprise bank guarantees and leasing contracts. Bank guarantees have been issued for such purposes as guarantees for <strong>Nobina</strong> Europe’s pension liabilities,<br />
<strong>Nobina</strong> Norge AS’ commitments pertaining to traffic contracts in Oslo, <strong>Nobina</strong> Sverige <strong>AB</strong>’s and Swebus Express’ commitments under the Transport Guarantee Act and <strong>Nobina</strong><br />
Sverige <strong>AB</strong>’s undertakings concerning electricity procurement. <strong>Nobina</strong> <strong>AB</strong>’s restricted deposits pertain to deposits for leases and traffic start for <strong>Nobina</strong> Danmark AS.<br />
Profit/loss brought forward<br />
Profit/loss brought forward, including profit/loss for the year, includes profits<br />
earned in the Parent Company and its subsidiaries.<br />
Dividend<br />
Dividends are proposed by the Board in accordance with the stipulations of the Swedish<br />
Companies Act and adopted by the <strong>Annual</strong> General Meeting. Dividends are not<br />
recognized in the Parent Company as a reduction of unrestricted shareholders’ equity<br />
until the date on which a payment is made to shareholders.<br />
Capital management<br />
The aim of the Group’s capital management is to secure the Group’s financial stability,<br />
manage financial risks and ensure the Group’s short and long-term capital<br />
requirements. The Group defines capital as shareholders’ equity as recognized in the<br />
balance sheet. The company’s aim is to create a gain for shareholders by increasing<br />
the value of managed shareholders’ equity. There are no external capital requirements<br />
in addition to those stipulated by the Swedish Companies Act.<br />
NotE 21 Earnings per share<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Group<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong><br />
Average number of common shares during<br />
the period (thousands) 24,928 16,235<br />
recognized earnings (seK M) 59 121<br />
Dividends for the year on preferential shares (seK M) - –34<br />
Adjusted earnings (seK M) 59 87<br />
Earnings per share (SEK) 2.37 5.36<br />
Earnings per share are calculated by dividing profit for the year adjusted for dividends<br />
for the year on preferential shares by the average number of common shares.<br />
On December 16, 2009, the Board resolved to implement a reversed 9 for 1 split<br />
(record date March 1, <strong>2010</strong>), meaning that nine shares are combined to form one.
NotE 22 Provisions for pensions and similar commitments<br />
Group Parent Company<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 44 71 1 1<br />
change during year –28 –27 1 -<br />
Closing balance 16 44 2 1<br />
The discount rate is based on the estimated discount rate on the yield produced by<br />
domestic government bonds.<br />
The annual rate of salary increase reflects expected future salary increases as a<br />
combined effect of inflation and years of service. The future pension increase rate<br />
reflects the expected percentage of employees, by age group, who will leave the<br />
company through natural attrition.<br />
The expected average remaining term of service is estimated based on the employees’<br />
current age distribution and the expected employee turnover rate.<br />
Indexation of pension benefits reflects the inflationary rate in each country,<br />
Norway and Sweden.<br />
The <strong>Nobina</strong> Group’s pension expenses amounted to SEK 176 million (172),<br />
of which SEK –6 million (2) pertains to defined-benefit plans.<br />
The key actuarial assumptions used in calculation of the pension liability were as<br />
follows:<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Discount rate 3.3% 3.3%<br />
expected return on plan assets 2.2% 2.3%<br />
expected rate of salary increase 2.5% 2.6%<br />
Future rate of pension increase 1.9% 2.8%<br />
Pension expenses are included in personnel expenses, and comprise the following:<br />
Group<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
cost pertaining to services rendered during<br />
the current period 2 2<br />
Interest expense 8 8<br />
expected return on plan assets –8 –8<br />
Actuarial loss (gain), net –8 –2<br />
cost pertaining to services rendered during<br />
previous periods –1 2<br />
social security fees 1 -<br />
Pension expenses, net –6 2<br />
Specification presenting how fair value of plan assets has been calculated:<br />
Group<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 175 204<br />
expected return on plan assets 8 8<br />
Funds contributed by employer 15 17<br />
Funds paid –19 –23<br />
Actuarial gains (+)/losses (–) –2 –14<br />
exchange-rate differences –9 –17<br />
Total at year-end 168 175<br />
Specification presenting how pension liabilities have been calculated:<br />
AccOuNts: NOtes<br />
Group<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 222 265<br />
reclassifications from previous years 4 -<br />
Benefits earned during the year - 2<br />
Interest expenses 8 8<br />
Benefits paid –23 –28<br />
Deductions from pension obligations due to<br />
changes in pension terms –8 -<br />
Actuarial gains (+)/losses (–) 2 –18<br />
exchange-rate differences –8 –7<br />
Total at year-end 197 222<br />
Actuarial gains/losses Group<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance actuarial gains (+)/losses (–) –3 –3<br />
Actuarial gains (+)/losses (–),<br />
pension commitments –3 –4<br />
Actuarial gains (+)/losses (–), plan assets –2 4<br />
Deductions from pension obligations due to<br />
changes in pension terms –5 -<br />
Closing balance actuarial gains (+)/losses (–) –13 –3<br />
Specification of pension liability: Group<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
present value of defined-benefit obligations<br />
that are fully or partly funded 130 142<br />
present value on balance-sheet date of<br />
defined-benefit obligations that are fully<br />
unfunded and secured through credit insurance<br />
Net of actuarial gains and losses not<br />
67 80<br />
recognized in the balance sheet –13 –3<br />
Fair value of plan assets on balance-sheet date –168 –175<br />
At year-end 16 44<br />
AllOcAtION OF plAN Assets<br />
Actual market value of plan assets on the balance-sheet date:<br />
Group<br />
SEK M Feb. 28, <strong>2011</strong> % Feb. 28, <strong>2010</strong> %<br />
Interest-bearing<br />
securities, cash and<br />
cash equivalents<br />
shares and other<br />
104 62 127 72<br />
investments 64 38 48 28<br />
Total 168 100 175 100<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 87
AccOuNts: NOtes<br />
NotE 22 Continued<br />
Allocation of plan assets by segment, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
<strong>Nobina</strong> sweden 33 33<br />
<strong>Nobina</strong> Norway 135 142<br />
<strong>Nobina</strong> Finland - -<br />
<strong>Nobina</strong> Denmark - -<br />
Total Regional traffic 168 175<br />
swebus - -<br />
Total Interregional traffic - -<br />
central functions - -<br />
Total plan assets 168 175<br />
Future payments<br />
The pension liabilities are secured partly through restricted bank deposits and partly<br />
through credit insurance. Given the applied actuarial assumptions, <strong>Nobina</strong> expects<br />
the following paid benefits over the coming five-year period.<br />
88 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Group<br />
Future payments, SEK M <strong>2011</strong> 2012 2013 2014 2015<br />
expected paid benefits 23 20 17 14 21<br />
NotE 24 Interest-bearing non-current liabilities<br />
NotE 23 Other provisions<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Bond loans 826 1,002<br />
period allocation of financial expenses –13 –25<br />
Total 813 977<br />
less, current portion –85 –118<br />
Total non-current liabilities 728 859<br />
Financial leasing liabilities 2,733 2,354<br />
less current component of liabilities to credit institutions –438 –258<br />
Total other non-current liabilities 2,295 2,096<br />
Group<br />
Other provisions, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
provisions for onerous contracts 41 34<br />
provisions for damage to vehicles and<br />
third parties 31 30<br />
provisions for environmental obligations 9 9<br />
provisions for discontinuation expenses - 15<br />
Total 81 88<br />
Group<br />
Provisions for onerous contracts, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 34 29<br />
reversals for the year - –3<br />
provisions for the year 7 8<br />
Closing balance 41 34<br />
Group<br />
Provisions for damage to vehicles and<br />
third parties, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 30 29<br />
reversals for the year - -<br />
provisions for the year 2 2<br />
exchange-rate difference –1 –1<br />
Closing balance 31 30<br />
Group<br />
Provisions for environmental obligations<br />
for leased property and facilities, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 9 8<br />
reversals for the year - -<br />
provisions for the year - 1<br />
Closing balance 9 9<br />
Group<br />
Provisions for discontinuation<br />
expenses, SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Opening balance 15 -<br />
provisions utilized –15 -<br />
provisions for the year - 15<br />
Closing balance - 15<br />
Group
NotE 24 Continued<br />
Non-current liabilities are to be repaid according to the following:<br />
Loan currency Bond loans<br />
AccOuNts: NOtes<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2010</strong><br />
Financial<br />
leasing liabilities Bond loans<br />
Financial<br />
leasing liabilities<br />
<strong>2010</strong>/11 0 0 118 258<br />
<strong>2011</strong>/12 85 438 118 401<br />
2012/13 741 503 766 466<br />
2013/14 - 438 - 403<br />
2014/15 - 351 - 351<br />
later - 1,003 - 475<br />
Interest rate and currency composition of borrowings<br />
826 2,733 1,002 2,354<br />
Loan currency Nominal amount Amount in SEK M Interest, weighted<br />
corporate bonds, eur 94 826 12.5<br />
Financial lease liabilities, seK 2,733 2,733 3.70 *<br />
Total loan liability 3,559<br />
* Average market interest rate.<br />
Non-current liabilities include corporate bonds originally issued by <strong>Nobina</strong> Europe <strong>AB</strong> in an amount of EUR 121.5 million. The corporate bonds bear interest at a fixed rate<br />
of 9.125% that is paid semi-annually (on Feb. 1 and August 1) and mature for payment in whole in August 2012. <strong>Nobina</strong> Europe has the possibility of repaying the bond loan<br />
before this date, and if this occurs before August 1, <strong>2011</strong>, a supplemental amount of 1% on the outstanding amount is payable, after which the bond loan can be repaid without<br />
supplemental expense. <strong>Nobina</strong> Europe <strong>AB</strong> repaid SEK 115 million (318) of the bond loan. Outstanding corporate bonds amount to EUR 97 million at February 28,<br />
<strong>2011</strong>. In connection with the issuance of corporate bonds, <strong>Nobina</strong> Europe <strong>AB</strong> and its subsidiaries undertook to fulfill a number of financial covenants, which include that<br />
<strong>Nobina</strong> Europe <strong>AB</strong> and its subsidiaries have limited opportunities to raise additional loans, enter into financial lease or sale and leaseback contracts, carry out certain types of<br />
investments and divest assets. Furthermore, these covenants create certain restrictions on payment of dividends by <strong>Nobina</strong> Europe <strong>AB</strong> and its subsidiaries. See also Note 28<br />
regarding the company’s financing. All of these covenants were fulfilled at February 28, <strong>2011</strong> and during the fiscal year. When the bond loan was issued, the issue price was discounted<br />
by 7.5%, which is why the original bond liability of EUR 121.5 million contributed EUR 112.4 million in borrowed capital to the company. The issue discount EUR<br />
9.1 million was recognized in the balance sheet and depreciated over the tenure of the loan. The non-depreciated amount will be recognized as income in the event that the<br />
bond loan is redeemed in advance. Costs associated with the raising of loan are expenses over the term of a loan, unless the loan is redeemed in advance, in which case the capitalized<br />
charge is expensed in its entirety.<br />
NotE 25 Other current liabilities<br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
employee withholding taxes 55 59 - -<br />
Other current liabilities 79 54 - -<br />
Total 134 113 - -<br />
NotE 26 Accrued expenses and deferred income<br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Deferred income 231 197 - -<br />
Accrued salaries 277 240 5 4<br />
Other accrued personnel expenses 153 127 4 2<br />
Accrued interest expense 6 8 - -<br />
Other accrued expenses 162 184 2 1<br />
Total 829 756 11 7<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 89
AccOuNts: NOtes<br />
NotE 27 Pledged assets and contingent liabilities<br />
Aside from the above, <strong>Nobina</strong> <strong>AB</strong> is guarantor for <strong>Nobina</strong> Sverige <strong>AB</strong>’s transport obligations<br />
to Stockholm Public Transport. In addition to pledged leasing guarantees,<br />
<strong>Nobina</strong> <strong>AB</strong> has also pledged a Parent Company guarantee for the purchase of diesel for<br />
<strong>Nobina</strong> Norge AS through Uno-X, SEK 8 million, and for the fulfillment guarantees<br />
of SEK 62 million issued by Atradius for Norwegian public transport authorities.<br />
As collateral for the corporate bonds of EUR 121 million, <strong>Nobina</strong> Europe <strong>AB</strong> has<br />
pledged the shares in the operating subsidiaries, foreign subsidiaries and the buses<br />
owned by <strong>Nobina</strong> Busco <strong>AB</strong> and <strong>Nobina</strong> Norge AS, and <strong>Nobina</strong> Norge’s operating<br />
receivables and equipment. Furthermore, the subsidiaries have granted chattel mortgages<br />
in an amount of SEK 316 million as collateral, and have furnished guarantees<br />
for the Parent Company’s obligation under the corporate bonds.<br />
The following shares in subsidiaries had been furnished as security at February 28, <strong>2011</strong>:<br />
• <strong>Nobina</strong> Europe <strong>AB</strong> • <strong>Nobina</strong> Sverige <strong>AB</strong><br />
• <strong>Nobina</strong> Finland Oy Ab • <strong>Nobina</strong> Busco <strong>AB</strong><br />
• <strong>Nobina</strong> Norge AS • Swebus Express <strong>AB</strong><br />
• <strong>Nobina</strong> Flexresor <strong>AB</strong> • <strong>Nobina</strong> Danmark AS<br />
The following assets were pledged at February 28, <strong>2011</strong>:<br />
• <strong>Nobina</strong> Finland Oy Ab has pledged floating charges in an amount of<br />
EUR 5,230,648;<br />
• <strong>Nobina</strong> Sverige <strong>AB</strong> has pledged floating charges in an amount of<br />
SEK 115,000,000;<br />
• <strong>Nobina</strong> Busco filial Finland has pledged floating charges in an amount of<br />
EUR 17,561,687;<br />
• <strong>Nobina</strong> Busco <strong>AB</strong> has pledged its buses in a total amount of SEK 171,775,336, of<br />
which EUR 2,680,772 pertains to buses in the <strong>Nobina</strong> Busco branch in Finland.<br />
• <strong>Nobina</strong> Norge AS has pledged its assets in a total amount of SEK 131,814,655.<br />
NotE 28 Financial risks and risk management<br />
All risk management is handled centrally in accordance with a finance policy established<br />
by the Board of Directors. The <strong>Nobina</strong> Group uses derivative instruments<br />
as part of its financial risk management to limit currency, interest rate and diesel<br />
price exposure. At February 28, <strong>2011</strong>, the company had outstanding derivative<br />
instruments in the form of price caps for diesel and electricity derivatives through<br />
Nordpool. At February 28, <strong>2010</strong>, no derivative instruments were outstanding.<br />
During the year, the company continuously had outstanding diesel derivatives,<br />
but no interest rate or currency derivatives.<br />
The <strong>Nobina</strong> Group is mainly exposed to the following risks:<br />
• Liquidity risk • Interest-rate risk<br />
• Refinancing risk • Credit and counterparty risk<br />
• Currency risk • Raw material risk<br />
• Inflation<br />
90 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Group Parent Company<br />
SEK M Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Pledged assets for bond loans<br />
pledged assets pertaining to shares/net assets in subsidiaries 939 953 - -<br />
Other pledged assets 413 573 - -<br />
chattel mortgage 316 337 - -<br />
Other pledged assets<br />
Other pledged assets - - 70 -<br />
contingent liabilities<br />
Guarantee for leasing commitments - - 3,945 3,531<br />
In connection with issuance of the corporate bonds, the following shares in subsidiaries<br />
were pledged:<br />
Group Parent Company<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
shares in <strong>Nobina</strong><br />
sverige <strong>AB</strong> 584 428 - -<br />
shares in swebus<br />
express <strong>AB</strong> 8 11 - -<br />
shares in <strong>Nobina</strong><br />
Finland Oy Ab 32 35 - -<br />
shares in <strong>Nobina</strong><br />
Busco <strong>AB</strong> 28 72 - -<br />
shares in <strong>Nobina</strong><br />
Norway As 247 309 - -<br />
shares in <strong>Nobina</strong><br />
Denmark As 9 10 - -<br />
shares in <strong>Nobina</strong><br />
Flexresor <strong>AB</strong> 1 1 - -<br />
shares in <strong>Nobina</strong><br />
europe <strong>AB</strong> 30 87 - -<br />
Total 939 953 - -<br />
Hedging policy<br />
The company’s hedging policy is designed to ensure predictability and reduce<br />
volatility in liquidity and operating expenses in a cost-effective manner. The hedging<br />
policy states that the company may enter into hedge contracts for fuel, currency<br />
and interest-rate exposure.<br />
Interest-rate risk<br />
Interest-rate risk refers the risk that movements in market interest rates will negatively<br />
affect the Group’s net interest income. The rate at which interest rate fluctuations affect<br />
net interest income depends on the fixed interest period of the loans. The Group is primarily<br />
exposed to interest-rate risk through the company’s financial and operating leases<br />
since the leasing fees are based on a variable market rate of interest. An increase in the<br />
variable interest rate by 1 percentage point would increase the Group’s interest expense<br />
by approximately SEK 37 million before the effect of compensation through revenue<br />
indexation in the transport contracts. Interest-rate risk is partially compensated by the<br />
inflation component of revenue indexation in the traffic contracts, and there is also an<br />
interest component in the index basket of some traffic contracts. The Group’s bond loan<br />
runs with fixed coupon interest and thereby entails no interest-rate risk.
NotE 28 Continued<br />
Refinancing risk<br />
The Group will be exposed to refinancing risk when an existing bond loan of EUR 97<br />
million matures on August 1, 2012.<br />
Credit and counterparty risk<br />
The Group’s financial transactions give rise to credit risks in relation to financial counterparties.<br />
<strong>Nobina</strong>’s finance policy states that credit risk shall be limited by only accepting<br />
counterparties with high credit ratings and through established limits. Commercial<br />
credit risks are limited in that the Group has a diversified customer base with high<br />
credit ratings, primarily comprising municipal and county council-owned public<br />
transport authorities. Provisions have been made for accounts receivable deemed to<br />
be doubtful, and have affected operating profit/loss.<br />
Currency risk<br />
Currency exposure arises in connection with payment flows in foreign currency<br />
(transaction exposure) and with the translation of foreign subsidiaries’ income statements<br />
and balance sheets to SEK (translation exposure).<br />
Transaction exposure – The <strong>Nobina</strong> Group is exposed to exchange rate movements<br />
on its bond loan, which was raised in an amount of EUR 97 million. A weakening<br />
of the SEK by 10% against EUR would increase the groups interest expense<br />
by SEK 8 million per year and would affect profit through an increase of SEK 97<br />
million in the face value in Swedish kronor, which is recognized as an unrealized<br />
foreign exchange loss until actual repayment of the bond loan takes place. The<br />
Group’s finance policy states that currency exposures can be hedged.<br />
NotE 29 Financial instruments<br />
Group<br />
Carrying amount<br />
Financial assets, SEK M<br />
Loans and accounts receivable<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Non-current receivables 1 18<br />
trade receivables 441 491<br />
Other receivables 62 71<br />
Restricted cash and cash equivalents 110 141<br />
Cash and cash equivalents<br />
Financial assets measured at fair value<br />
through profit or loss<br />
225 331<br />
Diesel derivatives, other receivables * 4 -<br />
Group total 843 1,052<br />
* Fair value is determined in accordance with prices listed on an active market,<br />
corresponding to the so-called level one in IFRS 7.<br />
Group<br />
Carrying amount<br />
Financial liabilities, SEK M<br />
Other financial liabilities<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Interest-bearing liabilities, loans 3,559 3,331<br />
trade payables 389 389<br />
Other liabilities<br />
Financial liabilities measured at fair value<br />
134 113<br />
through profit or loss - -<br />
Group total 4,082 3,833<br />
Fair value<br />
The carrying amounts of financial assets and liabilities essentially correspond to<br />
their fair values; apart from the bond loan; see below.<br />
Fair value is determined on the basis of official market quotes on the balance sheet<br />
date. If none such exist, fair value is determined through discounting of future cash<br />
flow to the listed market interest rate for the respective maturities or through some other<br />
method deemed to provide the best estimation of fair value in each individual case.<br />
Translation to SEK occurs at the exchange rate prevailing on the balance sheet date.<br />
Parent Company<br />
Financial assets, SEK M<br />
AccOuNts: NOtes<br />
The Group is also exposed to exchange rate movements through its purchases of<br />
diesel, which is traded in the international commodities markets in USD. This<br />
currency risk can be hedged by entering into diesel derivatives in local currency.<br />
Also refer to the section under “Raw material risk”.<br />
Translation exposure – <strong>Nobina</strong> <strong>AB</strong>’s and <strong>Nobina</strong> Europe <strong>AB</strong>’s currency exposure<br />
on translation of foreign subsidiaries is normally not hedged.<br />
Raw material risk<br />
The Group is exposed to movements in prices of raw materials through its purchases<br />
of diesel. The raw material price accounts for barely half of the total diesel price and<br />
the remainder pertains to taxes, transports and refinement. Through revenue indices<br />
in its contracts with public transport authorities in regional traffic, the Group is<br />
partly compensated for fluctuations in diesel prices. According to internal calculations,<br />
this index compensation reduces exposure to diesel price fluctuations by close<br />
to 93%. Based on the budgeted diesel consumption and the calculated index compensation,<br />
an increase of the raw material price of 10% would increase the net diesel<br />
expense by approximately SEK 5 million for one fiscal year (excluding effects of<br />
diesel derivatives).<br />
Inflation<br />
Since the terms of the contracts include compensation for costs through the agreed<br />
indices (including inflation), which do not exactly track the cost trend in the industry,<br />
full compensation is not received for cost increases since the industry’s costs are<br />
rising faster than the amount of compensation received through indexation from<br />
the public transport authorities.<br />
Carrying amount<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Loans and accounts receivable<br />
receivables from Group companies, interestbearing<br />
480 361<br />
Other receivables 5 3<br />
Restricted cash and cash equivalents 30 33<br />
Cash and cash equivalents<br />
Financial assets measured at fair value<br />
through profit or loss<br />
9 66<br />
Diesel derivatives, other receivables * 4 -<br />
Group total 528 463<br />
* Fair value is determined in accordance with prices listed on an active market,<br />
corresponding to the so-called level one in IFRS 7.<br />
Parent Company<br />
Financial liabilities, SEK M<br />
Carrying amount<br />
Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
Other financial liabilities<br />
liabilities to Group companies, interest-bearing 38 1<br />
trade payables 9 24<br />
Other liabilities<br />
Financial liabilities measured at fair value<br />
1 -<br />
through profit or loss - -<br />
Group total 48 25<br />
In autumn 2009, the subsidiary <strong>Nobina</strong> Europe <strong>AB</strong> issued a bond loan in a nominal<br />
amount of EUR 121 million. The interest yield on the bond capital is 9.125% per<br />
year. Since the time of issuance, organized trading of the bonds has been conducted.<br />
The traded fair value of the bonds indicates a value at least equal to the nominal amount.<br />
Interest on the financial leasing liability is calculated on variable interest rates<br />
with an unchanged credit margin, which means that the recognized value of the<br />
liability agrees with the fair value.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 91
AccOuNts: NOtes<br />
NotE 30 Related party transactions<br />
Funds managed by Bluebay Asset Management, Fidelity Funds, Avenue Capital,<br />
Thames River Capital and Dynamic Credits Opportunity Fund, all participated in<br />
the Exchange Offer in the 2009/<strong>2010</strong> fiscal year, and used old bonds in an amount<br />
of EUR 112.5 million in exchange for new bonds at a subscription rate of 92.5%,<br />
which resulted in a new nominal amount for the loan of EUR 121.5 million. They<br />
also received the offered subscription premium of 1%.<br />
The new share issue in <strong>Nobina</strong> <strong>AB</strong> resolved by the Extraordinary General Meeting<br />
on June 4, 2009, comprising 202,276,500 shares at a price of SEK 4, was completed<br />
in full, thus contributing new capital of SEK 809 million to the company.<br />
Following completion of the share issue, the Board of Directors of <strong>Nobina</strong> <strong>AB</strong><br />
decided to also redeem the company’s preference shares for SEK 639 million, including<br />
the accrued dividend of SEK 129 million. In connection with the new share<br />
issue and the redemption of preference shares, funds managed by Bluebay Asset<br />
NotE 31 Exchange rates<br />
Exchange rates<br />
92 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
Management have increased their holding of common shares, by exercising their<br />
preferential rights to participate in the share issue and to use the proceeds from the<br />
preference shares as payment for new common shares. Other major shareholders<br />
who participated in the share issue were FidelityFunds, Thames River Capital, Avenue<br />
Capital, JP Morgan Securities and Dresdener VPV.<br />
One (two) member of <strong>Nobina</strong> <strong>AB</strong>’s Board of Directors is appointed by Blue Bay<br />
Asset Management. This member has not received any director fees in the capacity of<br />
a Member of the Board.<br />
<strong>Nobina</strong> <strong>AB</strong> has receivables of SEK 329 million (297) from <strong>Nobina</strong> Europe <strong>AB</strong>. Interest<br />
of SEK 36 million (7) was capitalized during the year. Parties related to the <strong>Nobina</strong><br />
Group are major shareholders, bond holders, senior executives and Group companies.<br />
With regard to other remuneration of the Board of Directors and senior executives,<br />
refer to Note 7.<br />
March 1, <strong>2010</strong><br />
–Feb. 28, <strong>2011</strong><br />
Average Closing day exchange dates<br />
March 1, 2009<br />
–Feb. 28, <strong>2010</strong> Feb. 28, <strong>2011</strong> Feb. 28, <strong>2010</strong><br />
eur 9.3472 10.4977 8.818 9.7315<br />
NOK 1.1748 1.2221 1.1365 1.2085<br />
DKK 1.2549 1.4101 1.1825 1.3075<br />
NotE 32 Events after the balance-sheet date<br />
No significant events have occurred after the balance-sheet date.<br />
Stockholm April 26, <strong>2011</strong><br />
The Board of Directors and the President give their assurances that the <strong>Annual</strong> <strong>Report</strong> was prepared in accordance with Swedish GAAP and that the consolidated financial<br />
statements were prepared in accordance with international accounting standards, IFRS, as adopted by the EU ordinance of July 19, 2002 concerning the application<br />
of international accounting standards, and that they provide a fair view of the development of the Parent Company’s and the Group’s position and earnings, and that the<br />
Administration <strong>Report</strong> gives a fair impression of the development of the Parent Company’s and the Group’s operations, position and earnings, while also describing the<br />
significant risks and uncertainties facing the companies included in the Group.<br />
The <strong>Annual</strong> General Meeting on May 23, <strong>2011</strong> will resolve on the adoption of the Parent Company’s and the Group’s income statements and balance sheets.<br />
Jan Sjöqvist Thomas Naess<br />
Chairman of the Board<br />
Rolf Lydahl Jan Sundling Birgitta Kantola<br />
Ragnar Norbäck<br />
President<br />
Our auditors’ report was issued on April 29, <strong>2011</strong><br />
Ernst & Young <strong>AB</strong><br />
Erik Åström<br />
Authorized Public Accountant
Auditors’ report<br />
To the annual meeting of the shareholders of <strong>Nobina</strong> <strong>AB</strong><br />
Corporate registration number 556576-4569<br />
We have audited the annual accounts, the consolidated financial statements, the accounting records and the administration of the Board of Directors<br />
and the President of <strong>Nobina</strong> <strong>AB</strong> for the year March 1, <strong>2010</strong>–Feb. 28, <strong>2011</strong>. The annual accounts and the consolidated financial statements of the<br />
company are included in the printed version of this document on pages 56–92. The Board of Directors and the President are responsible for these<br />
financial statements and the administration of the company as well as for the application of the <strong>Annual</strong> Accounts Act when preparing the annual<br />
accounts and the application of international financial reporting standards IFRSs as adopted by the EU and the <strong>Annual</strong> Accounts Act when preparing<br />
the consolidated financial statements. Our responsibility is to express an opinion on the annual accounts, the consolidated financial statements<br />
and the administration based on our audit.<br />
We conducted our audit in accordance with generally accepted auditing standards in Sweden. Those standards require that we plan and perform<br />
the audit to obtain reasonable assurance that the annual accounts and the consolidated financial statements are free of material misstatement. An<br />
audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing<br />
the accounting principles used and their application by the Board of Directors and the President and significant estimates made by the Board of<br />
Directors and the President when preparing the annual accounts and consolidated financial statements as well as evaluating the overall presentation<br />
of information in the annual accounts and the consolidated financial statements. As a basis for our opinion concerning discharge from liability, we<br />
examined significant decisions, actions taken and circumstances of the company in order to be able to determine the liability, if any, to the company<br />
of any Board member or the President. We also examined whether any board member or the president has, in any other way, acted in contravention<br />
of the Companies Act, the <strong>Annual</strong> Accounts Act or the Articles of Association. We believe that our audit provides a reasonable basis for our opinion<br />
set out below.<br />
The annual accounts have been prepared in accordance with the <strong>Annual</strong> Accounts Act and give a true and fair view of the company’s financial<br />
position and results of operations in accordance with generally accepted accounting principles in Sweden. The consolidated financial statements have<br />
been prepared in accordance with the international financial reporting standards IFRSs as adopted by the EU and the <strong>Annual</strong> Accounts Act and give<br />
a true and fair view of the Group’s financial position and results of operations. The statutory administration report is consistent with the other parts<br />
of the annual accounts and the consolidated financial statements.<br />
We recommend to the annual meeting of shareholders that the income statements and balance sheets of the Parent Company and the Group be<br />
adopted, that the profit of the Parent Company be dealt with in accordance with the proposal in the administration report and that the members of<br />
the Board of Directors and the President be discharged from liability for the financial year.<br />
Stockholm April 29, <strong>2011</strong><br />
Ernst & Young <strong>AB</strong><br />
Erik Åström<br />
Authorized Public Accountant<br />
AuDItOrs’ repOrt<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 93
GlOssArY AND KeY FIGures<br />
Glossary<br />
AIRPORT SHUTTLE Trips that enable connections<br />
to and from airports.<br />
BID A traffic company’s offer in a procurement<br />
process.<br />
CHANGE PRICES How much compensation changes<br />
per bus hour or kilometers within the framework of<br />
the free volume in a contract.<br />
CITY TRANSPORT Transport in a built-up area.<br />
CONCESSION Allocated right to uphold a monopoly<br />
in a geographic area and which comprises all rights to<br />
provide public transport. In Sweden, since the public<br />
transport authority reform in the 1980s, the state<br />
allocates concessions to clients (municipalities and<br />
county councils), which in turn provide public transport<br />
services through contracts with traffic companies.<br />
These contracts are procured in accordance with<br />
the Public Procurement Act.<br />
CONCESSION CONTRACT A form of contract<br />
between a traffic company and a client (municipality/<br />
County council) that was usual prior to the public<br />
transport authority reform and which, in parts,<br />
continues for a transitional period. Under these<br />
contracts, the traffic company undertakes all aspects<br />
of the transport assignment, including the sale of<br />
services to passengers.<br />
CUSTOMERS Passengers that use <strong>Nobina</strong>’s services<br />
regardless of whether they pay for the trip themselves<br />
or via a public transport authority.<br />
EURO 1–EURO 5, EEV Various generations of<br />
emission classes for diesel engines.<br />
EXPRESS ROUTE A longer route on main roads that<br />
provides faster transport through several counties<br />
without more stops.<br />
FREE VOLUME The client’s right to change the<br />
production volume within the framework of the<br />
contract.<br />
GROSS COST CONTRACT A contract in which the<br />
traffic company’s revenues comprise fixed remuneration<br />
for production costs based on a predetermined<br />
production, with route network, timetable and a<br />
number of other requirements as the base. Compensation<br />
is based on the number of hours, kilometers,<br />
buses or a combination of these.<br />
INCENTIVE CONTRACT Normally a gross cost contract<br />
contains to a larger or smaller degree a compensation<br />
component that is variable and depends on<br />
the number of passengers.<br />
INDEXATION Adjustment of the contract-based<br />
remuneration in accordance with a basket of<br />
weighted and predetermined indexes intended to represent<br />
important cost elements for the traffic companies,<br />
such as salaries, fuel and maintenance, and<br />
which occurs at predetermined intervals.<br />
94 NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong><br />
INTERREGIONAL TRAFFIC <strong>Nobina</strong>’s definition of<br />
traffic conducted completely on the initiative<br />
of a traffic company without restrictions or subsidies<br />
from authorities.<br />
NET COST CONTRACT A contract in which the<br />
client compensates the traffic company on the basis of<br />
ticket revenues and subsidies from a given production<br />
volume determined in advance. Compensation to<br />
the traffic company is thus based on demand, while<br />
the client controls the offering.<br />
PRINCIPAL A municipality or county council<br />
allocated concessions by the government to provide<br />
public transport through public procurement of<br />
services from traffic companies.<br />
PUBLIC TRANSPORT Transport services provided<br />
for the public in which people travel together.<br />
PUBLIC TRANSPORT AUTHORITY REFORM<br />
In conjunction with the public transport authority<br />
reform in the 1980s, the government took over the<br />
right to allocate concessions from the municipalities<br />
and county councils. Previously, municipalities and<br />
county councils allocated concessions to traffic companies;<br />
today, the state allocates concessions to<br />
municipalities and county councils (clients), which in<br />
turn sign contracts with traffic companies for the provision<br />
of public transport services. These contracts<br />
are procured in accordance with the Public Procurement<br />
Act.<br />
REGIONAL TRAFFIC <strong>Nobina</strong>’s name for<br />
traffic procured from a public client.<br />
REGIONAL TRANSPORT Transport outside and<br />
between built-up areas in a county.<br />
SUBCONTRACTOR A player assigned by the traffic<br />
company to assist in the provision of transport services.<br />
TRAFFIC ASSIGNMENT A contract between a<br />
traffic company and a client for the provision of transport<br />
services within the framework of a publicly procured<br />
traffic contract, in which compensation is<br />
based on gross, incentive and net agreements.<br />
TRAFFIC COMPANY A company that provides<br />
traffic in accordance with a given contract through<br />
a contract with a client.<br />
TRAFFIC CONTRACT A publicly procured contract<br />
for the provision of transport services between a<br />
traffic company and a client. The contract normally<br />
applies for five to eight years and is based on gross,<br />
incentive and net agreements.<br />
TRAFFIC PLANNING Planning of use of resources<br />
(vehicle and driver) to conduct transport services in<br />
the most efficient manner possible in accordance with<br />
the traffic assignment.<br />
Key figures<br />
AVERAGE NU<strong>MB</strong>ER OF EMPLOYEES<br />
The number of hours paid divided by normal working<br />
hours for a full-time employee.<br />
DEGREE OF UTILIZATION<br />
Number of sold passenger kilometers divided by driven<br />
kilometers.<br />
EARNINGS PER SHARE<br />
Profit for the year adjusted for dividends on preference<br />
shares divided by the average weighted number of<br />
common shares.<br />
EARNINGS PER SHARE, FULLY DILUTED<br />
Profit for the year adjusted for dividends on preference<br />
shares and potential ordinary shares divided by the<br />
average weighted number of common shares.<br />
EBIT<br />
Operating profit before net financial and taxes.<br />
EBT<br />
Income before tax.<br />
EBITDA<br />
Operating profit before depreciation and amortization.<br />
EBITDAR<br />
Operating profit before net financial items, tax, depreciation<br />
and amortization, earnings from sale of fixed assets<br />
and operating leasing expenses for buses.<br />
EQUITY/ASSETS RATIO<br />
Shareholders’ equity as a percentage of total assets at the<br />
end of the fiscal year.<br />
NET INVESTMENTS<br />
Acquisition cost of investments in fixed assets less sales<br />
value of divested fixed assets.<br />
YIELD<br />
Revenue per driven kilometer.
Addresses<br />
<strong>Nobina</strong> <strong>AB</strong><br />
Armégatan 38<br />
se-171 71 sOlNA<br />
<strong>Nobina</strong> Europe<br />
Holding <strong>AB</strong><br />
Armégatan 38<br />
se-171 71 sOlNA<br />
<strong>Nobina</strong> Europe <strong>AB</strong><br />
Armégatan 38<br />
se-171 71 sOlNA<br />
<strong>Nobina</strong> Sverige <strong>AB</strong><br />
Armégatan 38<br />
se-171 71 sOlNA<br />
<strong>Nobina</strong> Danmark A/S<br />
Malervangen 9<br />
DK-2600 GlOstrup<br />
<strong>Nobina</strong> Norge AS<br />
schweigaardsgate 14<br />
N-0185 OslO<br />
<strong>Nobina</strong> Finland Oy Ab<br />
Klovinpellontie 5<br />
FIN-02180 espOO<br />
Swebus Express <strong>AB</strong><br />
Armégatan 38<br />
se-171 71 sOlNA<br />
<strong>Nobina</strong> Fleet <strong>AB</strong><br />
Armégatan 38<br />
se-171 71 sOlNA<br />
Production: Vero Kommunikation <strong>AB</strong><br />
Graphical production: Griller Grafisk Form<br />
Photo: peter Hoelstad, Karl-Johan larsson,<br />
peter Ödén, Jan sundberg, per-Anders e Hurtigh,<br />
Photography agencies: Johnér and Folio.<br />
Print: Åtta45, <strong>2011</strong><br />
<strong>Annual</strong> General Meeting<br />
of <strong>Nobina</strong> <strong>AB</strong><br />
BrANscHterMer OcH NYcKeltAl<br />
THE SHAREHOLDERS OF NOBINA <strong>AB</strong> ARE HEREBY INVITED TO<br />
THE ANNUAL GENERAL MEETING ON MONDAY, MAY 23, <strong>2011</strong>,<br />
AT 2:00 P.M. AT THE COMPANY’S PREMISES, ARMÉGATAN 38,<br />
SOLNA, SWEDEN.<br />
Entitlement to participate in the <strong>Annual</strong> General Meeting<br />
Shareholders who wish to participate in the <strong>Annual</strong> General<br />
Meeting must be registered in the shareholders’ register<br />
maintained by Euroclear Sweden <strong>AB</strong> on May 17, <strong>2011</strong>.<br />
The shareholders are also asked to notify <strong>Nobina</strong> of their<br />
attention to attend:<br />
by post to <strong>Nobina</strong> <strong>AB</strong>, Armégatan 38, SE-171 71 Solna,<br />
Sweden, fax to +46 (0)8 546 300 55 or e-mail to<br />
martin.pagrotsky@nobina.com, no later than May 17,<br />
<strong>2011</strong> before 4 p.m.<br />
When registering, please notify the shareholder’s name, address,<br />
telephone number (daytime), personal ID or corporate registration<br />
number, number of shares held and any attending advisors<br />
or representatives.<br />
NOBINA | ANNuAl repOrt <strong>2010</strong>/<strong>2011</strong> 95
NOBINA <strong>AB</strong><br />
ARMÉGATAN 38<br />
SE-171 71 SOLNA<br />
PHONE +46 8 410 650 00<br />
WWW.NOBINA.COM