Managing the Business

Internal Control

The Directors have reviewed the effectiveness of the system of risk management and internal control of the Group during the 2015-16 financial year. The key procedures which the Directors have established are as follows:

  • an annual budgeting process with periodic re-forecasting of out-turn, identifying key risks and opportunities. All budgets are presented to a panel consisting of executive directors and/or senior managers by each business unit’s management team, before the overall Group budget is approved by the Board.
  • reporting of financial information to the Board encompassing income statement, cash flow, balance sheet and key performance indicators. Group management monitors the results throughout each financial year.
  • a Risk Assurance function which reviews key business processes and business controls, reporting directly to the Audit Committee.
  • third party reviews commissioned periodically by the Group of areas where significant inherent risks have been identified, such as health and safety, treasury management, insurance provisioning, pensions strategy and competition policy.
  • a decentralised organisational structure with clearly defined limits of responsibility and authority to promote effective and efficient operations.
  • joint control over the activities of joint ventures through Stagecoach representation on the boards of the entities together with regular contact between Stagecoach management and the management of the relevant entities.
  • a performance management appraisal system, which covers the Group’s senior management based on agreed financial and other performance objectives, many of which incorporate managing risk.
  • significant emphasis on cash flow management. Bank balances are reviewed on a daily basis and cash flows are compared to budget on a four-weekly basis.
  • reporting to the Board and/or its Committees on specific matters including updated key risks, taxation, pensions, insurance, treasury management, foreign exchange, interest and commodity exposures. The Board regulates treasury management policies and procedures.
  • defined capital expenditure and other investment approval procedures, including due diligence requirements where material businesses are being acquired or divested.
  • each operating unit maintains internal controls and procedures appropriate to the business. A written certificate is provided at least annually by the management of each business confirming that they have reviewed the effectiveness of the system of internal control during the year.
  • a competition compliance programme, which the Board has approved and which is subject to regular monitoring.
  • an anti-bribery and anti-corruption policy with training and compliance monitoring.

Any control weaknesses that these procedures identify are monitored and addressed in the normal course of business. None of the weaknesses identified in the year to 30 April 2016 have resulted in any material losses, contingencies or uncertainties that would require disclosure in the Group’s Annual Report.