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Allocate Software Delivering results today. Developing solutions for the future. Annual Report and Accounts 2014

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Page 1: Allocate Software

Allo

cate Softw

are plc A

nnual Report and

Accounts 2014

Allocate SoftwareDelivering results today.Developing solutions for the future.

Annual Report and Accounts 2014

Page 2: Allocate Software

Contents

Welcome to AllocateAllocate is a leading software and services business that enables people-based organisations to better deploy and manage their most important and often expensive resource, their people.

Operating in the Healthcare, Defence and other commercial sectors, we have over recent years built a much broader product and services portfolio, with particular emphasis on the Healthcare sector which underpins our strategy for growth.

Allocate’s objective is to increase shareholder value by developing a robust, profitable and cash-generative organisation through a combination of organic growth and carefully targeted acquisitions. Continued organic growth will come from developing innovative new applications to meet our existing customers’ growing requirements and identifying new markets for existing products and services.

Our applications and services enable greater insight into sub-optimal workforce resourcing, enabling significant cost reductions and improved efficiencies. Customers can precisely identify and reduce waste, while managing and monitoring process, governance, risk and compliance issues to ensure that operational front-line delivery is maintained and frequently improved. We understand the complex environments our customers operate in, which is why they choose Allocate – unrivalled market expertise underpinned by proven technology.

Overview 1 2014 highlights

Strategic report 2 Allocate at a glance 4 Chairman’s statement 6 Chief Executive Officer’s

report and business review12 Chief Financial Officer’s review14 Risk management

Governance15 Board of Directors16 Directors’ report19 Remuneration report22 Corporate governance reportFinancial statements23 Independent auditor’s report24 Consolidated income statement24 Consolidated statement of comprehensive income25 Consolidated statement of

financial position26 Company statement of

financial position

Financial statements continued27 Consolidated statement of

changes in equity28 Company statement of

changes in equity29 Consolidated cash flow statement30 Company cash flow statement31 Notes to the financial statementsCompany information60 Directors and advisers

Page 3: Allocate Software

Allocate Software plcAnnual Report and Accounts 2014

OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

1

20142013201220112010

Revenue

£40.0mEBITDA

£6.9mCash Generated from Operations

£5.9mRecurring Revenue

£18.8m

22.0

30.1

36.6 37.140.0

3.7

6.4

4.8

5.8

6.9

6.9

11.5

15.6

17.618.8

4.9

5.95.4

8.7

5.9

20142013201220112010 2014201320122011201020142013201220112010

2014 highlightsFinancial highlights• Total revenue increased organically by 8% to £40.0m

(2013: £37.1m).

• Recurring revenue increased by 7% to £18.8m representing 47% of total revenue (2013: 47%).

• Healthcare revenue increased organically by 18% to £34.7m (2013: £29.3m).

• Healthcare bookings* were £41.2m, £6.5m greater than Healthcare revenue.

• Adjusted EBITDA** rose 44% to £6.9m and 17% of revenue (2013: £4.8m and 13%).

• Diluted adjusted EPS*** was 9.0p (2013: 5.6p).

• Net cash balance was £13.7m (2013: £9.1m).

• Proposed dividend up 10% to 1.45p (2013: 1.32p) per share.

• Statutory profit before tax rose to £2.9m (2013: loss £2.4m.)

* Bookings are defined as the total value of contracts received in the period.** Adjusted EBITDA refers to earnings before interest, tax, depreciation, amortisation,

impairment, share-based payments and non-recurring costs.*** Diluted adjusted EPS excludes amortisation of intangible assets, acquisition costs,

non-recurring costs, impairment charges and share-based payments, adjusted for taxation.

Business highlights• 147 agreements for major products across the applications

portfolio in the UK led to UK Healthcare revenue growth of 19% over 2013, exceeding management expectations.

• 16 customers selected HealthRoster, all on a term licence basis.

• The HealthRoster win rate increased to 90% (2013: 88%) with the 16 new agreements including six competitive displacements.

• 36 NHS Trusts renewed HealthRoster contracts in 2014, 32 on a term licence basis. This continues the 100% success rate and is a clear demonstration of the value the application is delivering, now reinforced by the NHS Safe Staffing agenda.

• 39 customers selected the Allocate Cloud, bringing the total number of customers for the Cloud service to 63, which is 37% of the HealthRoster installed base.

• 33 new SafeCare agreements secured, bringing the total to date to 37.

• 12 NHS Trusts selected the HealthMedics applications for the first time. There were 23 transactions for the HealthMedics products. The total number of NHS Trusts using the HealthMedics applications is now 155.

• 59 customers are now live on HealthRoster V10, including 21 customers who have migrated from HealthRoster V9 to HealthRoster V10. In addition a further 37 customers are contracted to migrate.

• The Nordics operations performed very well and the Australia Healthcare business performed in line with expectations, driving increases in both revenue and profit.

Page 4: Allocate Software

2

201320122011 Healthcare Other Commercial

87%13%

UK Revenue International Revenue

59%41%

Recurring revenue £m Revenue split by territory Revenue by market sector

11.5m

15.6m

17.6m

201320122011 Healthcare Other Commercial

87%13%

UK Revenue International Revenue

59%41%

Recurring revenue £m Revenue split by territory Revenue by market sector

11.5m

15.6m

17.6m

20142013201220112010

Repeatable Revenue*

£26.5mRecurring Revenue

£18.8m6.9

11.515.6

17.618.8 2014

2013201220112010 11.3

14.017.1

22.826.52014

2013201220112010

Repeatable Revenue*

£26.5mRecurring Revenue

£18.8m6.9

11.515.6

17.618.8 2014

2013201220112010 11.3

14.017.1

22.826.5

201320122011 Healthcare Other Commercial

87%13%

UK Revenue International Revenue

59%41%

Recurring revenue £m Revenue split by territory Revenue by market sector

11.5m

15.6m

17.6m

201320122011 Healthcare Other Commercial

87%13%

UK Revenue International Revenue

59%41%

Recurring revenue £m Revenue split by territory Revenue by market sector

11.5m

15.6m

17.6m

Allocate at a glanceAs the leading provider of specialist workforce optimisation, and assurance software and services we are enabling our customers to manage and optimise large, multi-skilled workforces in complex, fast changing environments. Our competitive advantage lies in our specialist expertise combined with extensive market experience all underpinned by tried and tested technology deployed in 12 countries across both public and private sector organisations.

Healthcare continues to underpin growthAt Allocate we continue to innovate, deliver greater value to our customers while ensuring our efficiency is continually improving. This year we’ve seen a significant increase in the number of renewing customers taking advantage of the Allocate Cloud service. In addition to making HealthRoster V10 easy to run, the service makes it easy for customers to make the migration from their current version, allowing Allocate to take responsibility for the majority of the planning, implementation and deployment processes thereby significantly reducing transition timescales and costs. The service delivers more speed, more simplicity, easier access and predictability of costs into the future, thereby improving financial transparency.

During the year Allocate commenced deployment of our new safe staffing solution enabling care staff to dynamically assess the level and skill set of staffing required to meet patients’ actual needs using mobile devices – SafeCare.

SafeCare supports organisations in meeting their own safe staffing ambitions, while at the same time enabling them to better meet national requirements. It is a unique end-to-end software solution that captures and reports on safe staffing to support every stage of healthcare workforce planning and delivery process.

SafeCare is not only architected to be delivered from the Allocate Cloud, it will be sold on an annual licencing basis. This helps customers by enabling them to plan more efficiently for the software and services their organisations are so reliant upon. The benefit for Allocate is an increase in the predictability of our recurring revenue over future periods.

* Repeatable revenue is defined as recurring revenue plus term licence revenue

Page 5: Allocate Software

Allocate Software plcAnnual Report and Accounts 2014

3

OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

20132012

2011

2010

20142013201220112010

20142013201220112010

2.7

2.9

2.1

2.8

Revenue

£34.7m+18%

Revenue

£3.6m-28%

Revenue

£2.8m+33%

4.54.1

7.65.0

3.6

14.823.1

26.729.3

34.7

20132012

2011

2010

20142013201220112010

20142013201220112010

2.7

2.9

2.1

2.8

Revenue

£34.7m+18%

Revenue

£3.6m-28%

Revenue

£2.8m+33%

4.54.1

7.65.0

3.6

14.823.1

26.729.3

34.7

HealthcareAllocate’s largest and fastest growing sector, with over 360 healthcare customers across 11 countries, is where we witness first hand the effects of changing operational models, evolving legislation, increasing demands on staff and financial pressure.

HealthSuite enables organisations to address these issues by optimising people, processes, performance and assurance, freeing time for healthcare professionals to focus on improved outcomes for their patients.

DefenceAllocate’s industry leading DefenceSuite is designed to meet the complex and changing requirements of modern defence forces. With the ability to plan, cost and deploy complex forces scenarios across changing theatres of engagement, DefenceSuite has now been deployed in numerous defence organisations including: the British Army, the Royal Fleet Auxiliary, NATO, the Royal Australian Navy, the Australian Army and the Royal Australian Air Force.

Other commercialAllocate continues to derive revenue from sectors which are required to manage workforces with complex shift and capability requirements. Historically this mainly consisted of Maritime and Offshore engineering customers, however, the acquisition of Time Care and RosterOn have brought a broader customer base including, security services, transport, mining, retail, education and government.

Page 6: Allocate Software

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Terry Osborne Chairman

“I am very proud of what Allocate and the team have achieved and am confident in their ability to continue to grow in the future.”

I am pleased to report that our 2014 financial year exceeded City expectations for revenue, EBITDA and cash. Our response to the safe staffing agenda of the NHS has been met very enthusiastically, we more than doubled the number of Cloud customers and we grew recurring revenues significantly as we continued to drive the evolution of the Company’s business model.

The strength of Allocate can be seen in the Statement of Financial Position which shows this year’s repayment of all of the Company’s debt, the continuing increase in deferred revenue, well-managed working capital and the record cash balance of £13.7m.

I was delighted to welcome to the Board Dr Graham Rich who joined us in December 2013. Dr Rich is an experienced former chief executive of NHS hospitals including a Foundation Trust and a primary care trust (PCT) as well as formerly holding a position as Director of Commissioning. He has also previously worked on national policy formulation and implementation at the Department of Health. He has particular interest in patient empowerment, the use of IT in healthcare, improved transparency of outcomes and patient satisfaction to drive performance improvement.

In February, Chris Gale, our Chief Financial Officer, announced his intention to step down from his post to pursue other interests. On behalf of the Board, I want to thank Chris for his considerable contribution to Allocate’s growth and success over the last four and a half years. During his tenure as CFO the Company has made

Chairman’s statement

significant changes which greatly strengthened its business model and much improved its business systems and IT infrastructure. Chris leaves behind him a very competent team and the Board is in advanced discussions with several candidates to fill the CFO role. Allocate’s excellent financial health owes much to Chris and we all wish him well for the future.

This will also be my last Chairman’s Statement as, given my impending retirement, I will be stepping down from the Board later in 2014. I joined as the Company’s Chairman in October 2005 and in that near 10-year period have seen the transformation of Allocate from a loss-making company focused on the Maritime and Defence sectors with revenues of £4 million to a profitable, international business which has also successfully developed a market-leading position in the Healthcare industry. I am very proud of what Allocate and the team have achieved and am confident in their ability to continue to grow in the future.

I would like once more to thank Allocate’s customers for their partnership and business. Finally, I would like to recognise and thank all of the Company’s employees throughout the world for another year of hard work and commitment in support of the Company’s success.

As an indication of our confidence in the business, the Directors are pleased to propose a dividend in respect of the full financial year of 1.45 pence per share.

We remain confident of our prospects for the 2015 financial year, and of the fundamental strength of the business.

Terry OsborneChairman18 July 2014

Page 7: Allocate Software

Allocate Software plcAnnual Report and Accounts 2014

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

Company position and strengths

Understanding why using the Allocate Cloud for HealthRoster has made both business sense and user sense

Leading provider of Healthcare rostering software to the UK, Australian and Nordic markets

– Comprehensive and complementary product suite – Strong existing customer base around HealthRoster

Positive market dynamics – Growing patient demand in healthcare sector drives need for improved operational efficiency

– Technology change driving demand for cloud based solution

Powerful franchise in workforce optimisation

– Strong market position with the NHS with track record of displacing competition

– High level of customer retention

Continuous product innovation driving growth

– Leveraging position as trusted advisor to upsell additional product (SafeCare, HealthMedics, HealthAssure and Patient Flow)

– Improved delivery platforms (Allocate V10; the Allocate Cloud)

Management team with experience and ability to scale the business

– Significant software and healthcare experience – Proven track record of driving growth, both organic

and through acquisition

Robust financial profile – Improving recurring revenue profile and operating margin expansion

– R&D and acquisition investment in place to support future growth

Sheffield Teaching Hospital NHS Foundation Trust took the decision to move its e-Rostering software, HealthRoster to the Allocate Cloud allowing them to avoid new IT infrastructure costs. The following case study outlines the rationale for the decision and the benefits twelve months on.

The trust did a complete options appraisal, reviewing external hosting via a third party hosting provider as well as the Allocate Cloud.

There was a straightforward cost benefit in selecting the Allocate Cloud but in addition to the cost benefit, the appraisal uncovered additional advantages of running HealthRoster V10 on the Allocate Cloud including having a single point of accountability for service delivery across both the software and the infrastructure.

Benefits• More cost effective than in-house

(Circa £200k) or outsource hosting (+£35k)

• Smooth migration from V9.5 to V10• Single supplier for all aspects of

service • Exceptional resilience and disaster

recovery included• Future-proofed infrastructure• Easy home access, unleashing the

power of HealthRoster for users• Hassle-free upgrades to software –

very fast and regular

“One year on the benefits of running HealthRoster V10 on the Allocate Cloud have been greater than those articulated in the Cloud business case, for example, the Cloud support is excellent and the speed at which Allocate can upgrade our system with new functionality has made a real impact, particularly when they released a update with a new report format to help Trusts meet the national safe staffing report requirements, without additional effort from us Allocate were able to update our system and make this available to us within 24 hours of release.” Says Rachel Bird, e-Rostering project manager.

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“We have delivered a very strong performance in 2014 with growth in our core product areas and in all major geographies.”

Overview2014 was another very successful year for Allocate in which we grew worldwide revenue by 8% to £40.0m organically. Healthcare revenue grew by 18% to £34.7m, again organically, contributing 87% of total revenue. EBITDA rose to £6.9m (2013: £4.8m). Profit before tax rose to £2.9m (2013: loss £2.4m).

Our business model continues to evolve with recurring revenue at 47% of total revenue and repeatable revenue this year reaching 66% of total revenue. Repeatable revenue is defined as recurring revenue plus term licence revenue. This high level of repeatability significantly enhances the Company’s visibility and predictability of future revenue.

Allocate’s offering is closely aligned with the needs of the NHS and the broader healthcare community. As has been widely reported and outlined in the Government’s Quality, Innovation, Productivity and Performance initiative (QIPP), the rising demand for care, flat or reducing budgets and the ongoing upward pressure on costs has meant that the NHS in England has been tasked with finding large year-on-year efficiency savings. The savings target that has been identified equates to every Trust making 4% per annum efficiency gains, which is part of the c. £30 billion funding gap, whilst at the same time improving care. Allocate has many success stories where its products have enabled Trusts to make significant savings.

For the second year running, in June 2014, Allocate was a key supporter of the NHS Confederation’s Annual Conference and Exhibition (CONFED). This event is the largest and most influential meeting of healthcare leaders, decision-makers, partners and stakeholders. This year as well as supporting the event, Allocate provided speakers, with subject matter expertise and hosted the workshop

‘Delivering safe and sustainable services 24×7 by aligning the workforce to patient need and activity’.

Our suite of products is designed to help all Healthcare providers to deliver effective care whilst ensuring the optimal use of resources. In particular NHS Trusts who are our largest community of customers. The high levels of engagement that we receive at key industry conferences like CONFED and the Foundation Trust Conference suggests that Allocate’s healthcare offerings are well positioned to support further growth in our domestic and overseas markets. Healthcare - UK

• UK Healthcare revenue up 19% to £22.5 million• Repeatable revenue 81% of UK Health revenue• Further improved competitive position with new

HealthRoster contracts win rate over 90%• Record number of new and renewal HealthRoster

agreements signed, 92% on a term-licence basis• Launch of SafeCare, our new safe staffing application

matching patient demand to available staff skills

Recurring revenue rose to £10.5m and repeatable revenue rose to £18.3m which is 81% of UK Health revenue (2013: £14.9m and 73%). Total UK Healthcare bookings were £30.0m, exceeding revenue of £22.5m by £7.5m. These bookings demonstrate the strength of Allocate’s depth of customer engagement and provide increased levels of forward visibility.

Ian Bowles Chief Executive Officer

Chief Executive Officer’s report and business review

Page 9: Allocate Software

Allocate Software plcAnnual Report and Accounts 2014

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

Delivering Safe Staffing levels using SafeCare; the next step for e-Rostering in Healthcare

Northern Devon Healthcare NHS Trust has used HealthRoster for 8 years to plan and roster staff across their sites, benefiting from visibility and control of the workforce. However, until recently they have not been able to link that workforce information to the actual patient numbers and needs on a shift. This is not an uncommon problem across all publically funded healthcare globally; the result can be shifts with too few or too many staff resulting in missed care, increased temporary staff use and in worst case scenarios actual patient harm. The NHS in England is changing this by focusing on safe staffing levels and introducing new guidelines that ask organisations to plan their workforce levels around the needs of the patients.

Northern Devon Healthcare NHS Trust are one of a number of Trusts leading the way by implementing Allocate Software’s SafeCare and SafeCare Mobile software alongside their existing HealthRoster solution.

SafeCare brings the patient numbers and need data together with the staffing data in HealthRoster allowing the trusts to match patient demand with staff availability.

The solution is now live across ten wards and already Northern Devon is benefiting from a far greater insight using mobile devices on wards that is allowing them to facilitate redeployment of staff. They are in the process of replacing paper-based processes used to capture patient need information and now have a live view of the number of staff available versus the patient need on each ward.

Caroline Raby, e-Roster Operational Lead says, “SafeCare is the natural next step for HealthRoster customers. It means it will be easier to meet a national safe staffing requirement which is important but it also means organisations will be able to move to more dynamic rosters, less paper and they will have a better understanding of the activity and resource required to deliver care. The matrons and ward managers really love it and ultimately it will help us ensure and demonstrate that we are getting staffing levels right for patients.”

This year has seen a major focus on safe staffing throughout the NHS as a result of the Francis Report and subsequent initiatives by the Department of Health and NHS England to provide transparent staffing data.

HealthRoster, Allocate’s flagship solution, remains the UK’s most widely-used e-rostering solution and in 2014 we improved further HeathRoster’s competitive position. In addition to securing agreements with 16 new customers, the Company’s win rate was over 90%, which is higher than in prior years.

The continued adoption of HealthRoster by NHS Trusts in both England and Scotland positions Allocate strongly to introduce other applications to customers in the future.

The number of NHS Trusts utilising HealthRoster has now reached 165 (out of 170 total UK HealthRoster customers), representing 61% of the 272 Trusts at the year-end. The Company secured its first HealthRoster customer in Scotland. This agreement was signed under a new framework agreement which will enable the other 11 Scottish Health Boards to contract with Allocate under the same framework, terms and conditions.

Significantly, six Trusts moved away from competitive solutions to HealthRoster, leaving 41 Trusts with competitive products. There are still 61 Trusts that do not use any electronic rostering system.

The Company also secured 36 HealthRoster renewals in 2014 bringing the total number renewed to date to 69, continuing the previously reported 100% success rate. Of the 36 renewals, 32 were contracted on an average four to five-year-term licence basis. All were renewed at average values consistent with those of the original agreements.

In 2014 therefore, the Company secured a total of 52 new and renewal HealthRoster agreements, a record performance. Of these, 48 or 92% were secured on a term licence basis, versus an average of 70% in the past, which significantly improves the Company’s visibility of future, repeatable revenue streams.

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Chief Executive Officer’s report and business review continuedDuring the year we released the first product in our SafeCare application which is a significant development for our customers and ultimately patients. The application focuses on meeting the safe staffing challenge post the Francis Report by matching patient demand to the available staff. In 2014, we secured 33 contracts (37 to date) for SafeCare Ward, the first product to be shipped within our SafeCare application, significantly exceeding management expectations. SafeCare Ward will continue to be shipped in 2015 but it will be supplemented by the recently announced SafeCare Live and SafeCare Assure, the Cloud delivered service that will enable Trusts to match patient demand against staffing resources in real time, by using a wide range of hand-held devices within a Trust, ensuring staff are correctly deployed to meet patient needs. The level of customer engagement with SafeCare at the close of 2014 was significant.

The performance of the Allocate Cloud exceeded management expectations in 2014 with 39 new contracts closed, bringing the cumulative number to 63. Nine of the 16 new HealthRoster agreements secured in 2014 also included an agreement for Cloud. Of the 39 new contracts closed, nine were contracted with new HealthRoster customers and 16 with HealthRoster renewals. The Annual Contract Value (ACV) of Cloud contracts rose over 2013, driven by average contract size. The Cloud pipeline on closing the year stood at over 70 prospects with a bookings value close to £10.0m.

The performance of our Medics application met overall management expectations in 2014, with 12 new customers secured. The ACV of these agreements remains at a level consistent with 2013.

HealthAssure sales this year remain short of expectations but nevertheless eight new agreements were secured.

Sales of the Patient Flow and Emergency Department product lines, which were acquired with Real Time, remain slower than expected and the Company has not yet secured a new customer with these applications since the acquisition. Whilst we have seen and continue to see interest in the functionality of the products, we have found that decision making cycles for clinical decision support applications are considerably longer than originally anticipated. Healthcare – Nordic & AustraliaAllocate’s international operations continue to strengthen, providing a solid growth platform for the future.

The Nordics business has grown revenue and profits for the fourth year in succession and has secured contracts with a significant number of new customers for both Time Care Pool and Time Care Planning.

Average order values have risen slightly in the period due to transaction size. The average value per services day has also risen slightly, contributing not only to the excellent Nordics performance but also to the improved services performance Company wide. In 2015, Allocate will deploy its V10 platform into the Nordics and we are confident that this will support continuing strong growth in the geography.

The Australian Healthcare revenue has increased by 41% over 2013, principally as a result of better integration of the acquired RosterOn organisation which has led to improved execution of both licence and services contracts. In addition, as we closed 2014, we were negotiating an agreement with our major customer in Australia for a large, multi-year services engagement to provide enhancements to their HealthRoster deployment. As part of this agreement, we will make an incremental investment in our R&D team located in Australia.

Defence and other commercial marketsAllocate’s main division and primary growth driver is Healthcare. The Company has strong credentials and continues to maintain a position in the Defence and Maritime sectors. Both of these divisions are profitable and cash-generative.

The Defence environment remains very challenging with western nations looking for reductions in government spending. As a consequence, we have not been successful in securing new licence agreements this year. However, we retain a significant customer base in Australia, the UK and Europe for whom we continue to provide both services and support at levels that contribute positively to the Company’s financial position. Post period end we secured a significant commitment from the Australian Defence Forces for a multi-year support agreement which underlines the commitment to the Allocate Defence Suite.

For offshore oil and gas organisations around the globe, the task of finding, deploying and managing highly skilled workforces in the marine environment is increasingly complex. Whilst we have not been successful in closing any new licence contracts this year, several customers have extended their use of our products. McDermott has gone live globally and has rolled out Allocate Onboard for their barges and vessels. Subsea 7 has extended the use of the system to cover activity time capture and skills. As noted with Defence, the Maritime business continues to maintain strong services and support relationships with our clients and the business remains a positive contributor to Allocate’s financial position.

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Allocate Software plcAnnual Report and Accounts 2014

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

The Dudley Group NHS Foundation Trust A swift and successful roll-out of HealthRoster across 50 wards results in more engaged staff with quick and easy access to up-to-date staffing information, better management information for trust managers and the ability to respond to national staffing requirements.

The Dudley Group NHS Foundation Trust is the main provider of hospital and adult community services and a wide range of medical, surgical and rehabilitation services to around 400,000 people. The organisation has been focused on making changes to ensure it has the right systems to ensure quality and safe staffing levels are delivered in an efficient manner. As part of this programme they replaced a legacy e-rostering system and moved to Allocate Software’s HealthRoster.

Using HealthRoster V10 the trust has been able to benefit from a tool that is a lot faster saving administration time, more accessible for staff allowing them to use their mobile devices to access rosters and request leave and functionally rich. “We can now produce roster reports within minutes, whereas before it was taking up to 24hrs.” says Justin Willetts, project manager, Dudley Group NHS Foundation Trust.

Benefits• The transition process from the legacy system was smooth and

a range of users were able to see the benefits quickly• Staff are more engaged in the e-rostering process. They have

quick and easy access to the e-rostering system through Employee Online across a range of devices (including iphone and ipad) and ward information is up-to-date and accurate

• The trust can monitor staffing metrics from a safety and efficiency perspective across all its wards by using in-depth management information to benchmark staffing from one ward to another

ServicesAs planned in 2014, we reorganised the Services team. The focus has been on right-sizing capacity, improving the utilisation of the delivery teams and meeting customer quality standards. Our objective is to develop a sustainable world-class services organisation, delivering high quality outcomes in projects delivered to customer requirements with improved margins. In the UK the team has been enhanced through the recruitment of a number of experienced individuals including key director roles. The new team has made significant progress and has established an improved implementation methodology for the delivery of the core HealthRoster application. This has both reduced the cost and improved the quality of project outcomes.

In addition to delivering increasing new-business-driven services, the team has delivered a considerable amount of post-sale services for benefits realisation.

In the UK there has been a surge in demand from customers seeking support in migrating from HealthRoster V9 to V10. To satisfy this demand a dedicated team was created and the migration process reengineered to reduce lead time and increase project throughput, thereby improving customer satisfaction. The team is now staffed, trained and in a position to migrate the balance of the V9 installed base to V10 in 2015.

The focus in Australia is very much the same as the UK with recruitment improving the capability of the team. Project results have improved and service revenues have improved significantly over 2013.

In the Nordics, the services team continue to build on the success of their Planning Academy Consulting proposition. The success of this programme has resulted in non-product-related services revenue rising to a material proportion of Nordics services revenue and is a key contributor to the fourth consecutive year of Nordics revenue and profit growth.

There is now positive momentum in our services business and we are confident that 2015 will bring further improvements in revenue, delivery and margins.

ProductsProduct strategy is focused on strengthening our key differentiators and enabling easier adoption of additional applications.

Allocate’s current portfolio of Healthcare products has been designed and developed specifically to enable healthcare organisations to make significant real-time efficiency gains whilst at the same time ensuring the appropriate level of care is provided to patients. The market’s appetite and confidence in our products is demonstrated by the 90% competitive win rate for HealthRoster over the year and 100% renewal rates. Allocate’s reputation in the UK has positioned the Company well for further international growth and following the strong adoption of HealthRoster V10 in the UK, in 2014, the Company is deploying V10 into the Swedish market.

A majority of Allocate’s customers initially enter into a contract with the Company for one of our four core products. The development of the Allocate Cloud has enabled our customers to benefit from additional solutions and applications. Future services to be offered to Cloud customers could address customer needs in the area of data management.

Chief Executive Officer’s report and business review continued

Page 12: Allocate Software

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Our Balance Sheet and cash generation are again very strong and this gives us the confidence as well as the capacity to invest further in a strategy that is proving successful.

I would like to add my personal thanks to two of my colleagues who plan to leave the Company during our next financial year.

Chris Gale, our CFO, is leaving us after four and a half years.His contribution to the evolution of the business model has been significant and he leaves behind a strong team that will carry the business through the next stage of our growth. I wish him every continued success for the future.

Terry Osborne, who plans to retire later this year, has been Chairman for nine years and has had a very significant impact on the business. He has provided constructive challenge to the executives, run a very effective board and, at the same time, he has been a great personal member.

On behalf of the Board and the broader team, I thank them both for thier contributions to our success.

Whilst I remain confident about the prospects for Allocate in 2015 there are challenges that we will continue to face as we drive the business forward. I remain confident that as a team we can face up to both the challenges and opportunities presented and look forward to another successful year.

Our success is predicated on the collaborative relationships we develop with our customers and would not be possible without the support of our partners and the outstanding international team at Allocate. Thank you all for the ongoing support and commitment, which we never take for granted.

Ian BowlesChief Executive Officer18 July 2014

Strategic priorities for 2015• Drive success of the Allocate Cloud and SafeCare

• Secure 100% HealthRoster licence renewals

• Maintain growth trajectory in Nordics and Australia

• Upgrade 85% of the HealthRoster installed base to HealthRoster V10

• Drive operating margin expansion through operating efficiencies and improved return on investments

Allocate is committed to investing in R&D to maintain and extend its market position. Mobile applications utilising tablet and mobile devices across our core applications is now a key focus. During the period, the Company launched SafeCare Mobile which is changing the way healthcare organisations manage the day to day requirements of complex staff deployment in their organisations, enabling staff to record information and review data in real time at the point of care.

OrganisationThe number of employees at the end of the year was 296 (2013: 305). This slight fall in headcount is a reflection of the Company’s increased focus on productivity and margin improvement.

Outlook and future developments2015 will be another significant year for Allocate.

The priority is to drive further growth in the Healthcare business, principally by accelerating both Cloud and SafeCare adoption to support our customers and prospects as they respond to the NHS safe staffing agenda.

The demand for Allocate’s products is clear and evidenced by the fact that we closed 2014 with very high levels of customer interest and engagement in all of the applications in HealthSuite.

Our V10 migrations were capacity constrained in 2014, but we have now overcome these challenges and we have the resources in place required to migrate at least 85% of our customer base to V10 in 2015.

Our overseas businesses continue to grow and they remain strong. We look forward to another positive year in these territories.

Operating margin expansion in 2015 is an important priority. We have expanded margins in 2014 by four percentage points and we are confident that we will see a further, albeit smaller, improvement in 2015, driven principally by improved services margins and by improved efficiency in R&D.

Chief Executive Officer’s report and business review continued

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CapabilityAt Allocate we are focused on developing market-leading solutions for complex workforce management. We are highly successful and continue to develop in our chosen markets. However, the base for our future growth has been firmly established in our nurse rostering portfolio in the UK, Australia and the Nordics.

We are now focusing on the next stage of the strategy to bring greater operational efficiency, reduced avoidable costs and help improve patient outcomes through the automation of people centred systems and processes to our extensive healthcare customer base.

We are already seeing significant uptake of SafeCare, our safe staffing mobile application which is enabling care staff to dynamically assess the level and skill set of staffing required to meet patients actual needs using mobile devices.

While medics make less than 30% of a healthcare workforce they account for more than 50% of the salary bill. With the success of HeathRoster for nursing and allied health professionals, customers are now looking for similar efficiencies to be realised for the medical workforce. We already see good sales volumes from our HealthMedics portfolio and anticipate continued growth across our installed base and the wider market.

Fundamental to the evolution of our products is the extensive collaboration that we have with our customer base. We apply our approach to software development and supporting services design to deliver the best-in-class solution that enables operational efficiency and therefore financial savings for our customers.

GeographyWe are the market leader in three key territories, UK, Australia and the Nordics with our nurse roster product portfolios. 2014 saw significant shift in focus for rostering in the NHS. While cost control remains imperative for all healthcare economies there is now increased regulatory pressure to ensure staff levels are appropriate to ensure required patient care. Allocate have been able to work with the market and regulators to understand the system

and reporting requirements and respond with a solution “SafeCare” to support our customers fulfilling the centrally mandated requirement.

We are also seeing similar opportunities to innovate in Australia and the Nordics using HealthRoster V10 in the existing base and new accounts driven by a need to identify efficiencies and manage the growing cost of healthcare more effectively. HealthRoster has also been translated into the first non-English language, Swedish, and we are working with our first Swedish customer to implement the software.

Development strategyOur development strategy delivers complementary applications that build on the success and performance of the existing portfolio. Our philosophy is to ensure we develop best-in-class solutions that enable greater efficiency and assurance to be realised by our customers. The journey is towards an integrated suite of products and applications that draws data and information from across the suite delivering unparalleled insight and operational efficiency to our customers.

Acquisition strategyOur acquisition strategy continues to focus on four key priorities: Complementary applications that enable us to extend our differentiation and deliver enhanced value to our customers; Organisations that enable international expansion though existing market presence in new geographical locations; Cross selling opportunities of our current portfolio into new markets; and Recurring revenue products that enhance the quality of our earnings.

Strategic priorities for 2015 include:• Accelerate HealthRoster V10 adoption in Australia and

the Nordics• Maintain growth trajectory of Cloud and Medics• Secure 100% HealthRoster licence renewals• Maintain growth trajectory in Nordics• Upgrade identified HealthRoster V9 installed base to

HealthRoster V10• Drive margin expansion through operating efficiencies

and improved return on investments

Chief Executive Officer’s report and business review continued

Our strategy for growth

At the NHS Confederation’s Annual Conference and Exhibition (CONFED) the Rt Hon Jeremy Hunt MP, Secretary of State for Health, pictured with Ian Bowles, Chief Executive Officer, and other members of the Allocate team.

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“UK Healthcare revenues have grown 19% over 2013 driven principally by increases in revenue from the Cloud and from HealthRoster renewals.”

Financial report Revenue in the financial year was £40.0m (2013: £37.1m), an increase over the prior year of 8%, all organic. EBITDA was £6.9m and 17% of revenue (2013: £4.8m and 13% of revenue) an increase in value of 44% and four percentage points in margin over the prior year.

Diluted adjusted EPS (excluding amortisation of intangibles, impairment, share-based payments, acquisition costs and non recurring costs, adjusted for tax) was 9.0p (2013: 5.6p) a 61% increase over the prior year. The growth in EPS reflects a tax credit to this year’s income statement, driven by the tax benefits of significant R&D tax credits as well as the exercise of stock options.

Recurring revenue increased by £1.2m or 7% to £18.8m and 47% of total revenue (2013: £17.6m and 47%). Within recurring revenue, subscription revenue grew by 13% to £7.1m (2013: £6.3m) and support and maintenance increased by 3% to £11.6m (2013: £11.3m). Healthcare revenue in the period increased by 18% to £34.7m, all organic, (2013: £29.3m), driven largely by the growth of repeatable revenues and by growth in Nordics. Defence revenues were £3.6m (2013: £5.0m). Maritime revenue was £1.7m (2013: £2.8m).

UK Healthcare revenues have grown 19% over 2013 driven principally by increases in revenue from the Cloud and from HealthRoster renewals.

Total costs in 2014 were £33.1m (2013: £32.2m) an increase of 3% or £0.9m.This is the smallest increase in costs for several years and has been achieved in spite of increases in elements of variable costs such as Cloud hosting and services. EBITDA margins were 17% (2013: 13%), growth of four percentage points driven principally by improvements in the core UK Healthcare market. Gross margin has improved by one percentage point and total operating expenses as a percentage of revenue have improved by three percentage points. Profit before tax rose to £2.9m (2013: loss £2.4m).

Cash generated from operations was £5.9m (2013: £8.7m). This result has been principally driven by £1.6m increase (2013: £1.6m reduction) in trade and other receivables, reflecting increased revenues notwithstanding a reduction in Days Sales Outstanding to 60 days (2013: 64 days) driven not only by tight management but also influenced by high levels of customer satisfaction.

The total acquisition-related cash spending was nil (2013: £1.9m), dividend paid in the year was £0.7m (2013: £0.7m), shares purchased for the LTRP were £0.1m (2013: £0.6m), capital expenditure was £1.3m driven by the office moves and by Cloud (2013: £0.5m) and cash proceeds from exercise of stock options was £2.2m.

Taxes paid were £1.0m (2013: £0.7m), the increase arising in Sweden and Australia. We paid no taxes in the UK as a result of losses brought forward, R&D tax credits and the tax offset benefit of the stock option exercises. The overall corporate tax rate this year is a tax credit. In future years the Company anticipates that its overall tax rate will be in the range of 15%-20%.

Deferred income was £14.8m an increase of £0.2m (2013: £14.6m). This modest increase masks an increase of £1.5m in the current year deferred revenue for UK Healthcare subscriptions which is offset by lower long-term deferred revenue from lower non-current subscription billings.

In summary, after taking into account the above, closing net cash on the Statement Of Financial Position was £13.7m (2013: £9.1m).

As previously stated, we propose to pay a dividend in respect of the full financial year of 1.45 pence per share (2013: 1.32 pence).

Chris Gale Chief Financial Officer 18 July 2014

Chief Financial Officer’s review

Chris Gale Chief Financial Officer

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20142013201220112010

20142013201220112010

20142013201220112010

20142013201220112010

2013

2012

2011

2010

20142013201220112010

20142013201220112010

20142013201220112010

Total Revenue £m

Recurring Revenue £m

Licence and Subscription Revenue £m

EBITDA £m EBITDA % of Revenue

Healthcare Revenue £m

Cash Generated from Operations £m

22.030.1

36.6

37.140.0

16.819.3

17.512.9

17.3

6.911.5

15.617.6

18.8

14.823.1

29.334.7

26.7

9.3

13.3

15.8

16.0

4.95.9

5.48.7

5.9

3.75.8

6.44.8

6.9

Repeatable Revenue £m11.3

14.017.1

22.826.5

Key performance indicatorsThe following financial and non-financial KPI’s are used by the board and management to monitor the performance of the business:

Financial KPIs

Non-financial KPIs

Major Product VolumesYear ended

31 May 2014Year ended

31 May 2013

HealthRoster (New Customers) 16 16HealthRoster (Renewal Customers) 36 19HealthMedics 23 37Allocate Cloud 39 24SafeCare 33 4

All of the non-financial indicators above met or exceeded management expectations.

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Risk: Mitigation:

Customer retention and competitionThe risk is the loss of customers to competitors. The Company has a sales team appropriately staffed and structured to maintain

good customer relationships. In addition, senior managers of the Company, including Executives, have frequent customer contact, not only through personal visits, but also at events, both Allocate customer centred and also industry wide. The Company has invested and continues to invest considerable resource in research and development in order to keep its products competitive with or ahead of others in the market. The Company also invests in customer support and closely monitors customer support satisfaction metrics on a regular basis.

Product quality and services deliveryThe risk is a fall in product quality or level of customer service leading to a fall in customer satisfaction.

The Company frequently monitors customer-level product feedback at meetings of its senior management team. Should a significant product quality or customer service problem arise, a senior manager leads a process with the customer and the appropriate resources within the Company to resolve the matter in a timely and satisfactory way.

Product development and intellectual propertyThe risk is infringement of the Company’s IPR, or the Company could inadvertently infringe the IPR of a third party.

The Company’s sales and marketing teams are constantly monitoring the products offered by the Company’s competitors. Should a competitor offer a product that could have infringed the Company’s IPR, management and, if appropriate, the Board would be alerted to the situation and appropriate actions to remediate would then be discussed and put in place.

Senior management in R&D closely monitor code used in the development of the Company’s products and ensure that the Company is not inadvertently incorporating code that would run the risk of infringing the IPR of a third party.

Forecast and pipeline The risk is a lowering of the forecast as a result of a fall in the pipeline.

The Board regularly and senior management frequently, review the sales pipeline from all territories and markets and closely monitor any changes. Should significant changes in the pipeline and forecast occur, senior management would then put in place appropriate changes to operating plans to take account of the forecast change.

Cost managementThe risk is that costs exceed expected levels. The Board and senior management regularly review the forecast of all costs within

the Company, by function and territory with particular focus on headcount levels and their impact on margins.

Business systems The risk is a failure in either customer facing or internal business systems that impairs the Company’s ability to transact business.

The Company has invested in centralised IT and business systems resource as well as Finance resource. These groups closely monitor the performance of the systems. In addition, the Company has in place agreements with reputable third parties for the back-up of the systems, should a catastrophic failure occur.

ESR Contract The risk is brought about by the re-tendering of this contract. The Electronic Staffing Record (ESR) system is the central staffing record and payroll system of the NHS. The system has been managed for a number of years by McKesson International. This year the contract for the management of the system is being retendered. McKesson will not be renewing their management of the system so therefore ESR will be managed by a new vendor from calendar year 2015. Allocate’s HealthRoster system integrates with ESR. This integration is an important part of the functionality of HealthRoster.

Whilst the Board do not anticipate any change to ESR as a result of the contractual change, the possibility exists that some additional engineering work may be required for HealthRoster to integrate with ESR in the future.

The information on pages 2 to 14 represents the Strategic report and has been approved by the Board.

I J BowlesChief Executive Officer18 July 2014

Risk management

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Board of Directors

Terry OsborneChairmanTerry joined as the Company’s Chairman in October 2005. He enjoyed a distinguished career with IBM over the period 1961 to 1987, where he held vice president positions in Europe and the USA. He was also a Director of IBM UK. In 1987, he founded SSA Ltd, a technology company, and was President of SSA Inc for the period 1994 to 1996. Mr Osborne has served on the boards of several technology companies in both the USA and Europe, including Chairman of Dr Solomon’s Group plc, Prime Response Inc and Eyretel plc. He was also a Director of Mapics Inc, Dendrite International Inc and Witness Inc, and spent seven years as a Special Advisor to General Atlantic Partners LLC.

Ian BowlesChief Executive OfficerIan joined as Chief Executive Officer in May 2007. Previously he was Chief Operating Officer at Clearswift Limited, a leading e-mail content security company, where he was responsible for Worldwide Operations including sales and marketing in the UK, Europe, USA, Japan and Asia Pacific, as well as the company’s Professional Services, Customer Support and worldwide IT infrastructure. Prior to this he held senior positions at Interwoven Inc as Vice President EMEA, Chordiant Inc as Vice President International and Oracle UK as General Manager.

Chris GaleChief Financial OfficerChris joined as Chief Financial Officer (CFO) in February 2010 and has held senior financial roles in international public companies within the IT industry including: Apple Inc (in USA & European HQ), Cooper and Chyan Technology Inc (USA), Cadence Design Systems (USA & Europe), Interwoven and Clearswift (UK). In his most recent corporate role, Chris was CFO and acting CEO of GFI, a global software and hosted solutions company. Chris is also Treasurer on the Board of Trustees of Picker Institute Europe, a healthcare charitable institution, whose goal is improvements in patient care.

Allen SwannBusiness Development Director Allen joined as Business Development Director in June 2008, having previously acted as an adviser to the Company. Prior to his appointment, Allen served as International President for Chordiant Software Inc, International President of Prime Response Inc and was a founder member of Oracle UK, where he served as Sales Director both direct and non-direct for 12 years. Since 2008 Allen has served as a NED of Solid Technology Inc, which was sold to IBM, Chairman of CopperEye Limited, and NED of Chordiant Software Inc, which was sold to Pega Software Inc.

Andrew PringleNon-Executive DirectorAndrew joined as a Non-Executive Director in March 2004. Previously, he was Chief of Staff at the UK’s Permanent Joint Headquarters (“PJHQ”), responsible for the direction of all UK military operations jointly carried out by the three armed services (Army, Navy, Air Force). He retired in 2001 with the rank of Major General. Previously, Andrew had been commissioned into The Royal Green Jackets and commanded military operations at every level from Platoon to Division, both for the UK Army and for multi-national forces overseas. Andrew has served in the Ministry of Defence, the Assessments Staff of the Joint Intelligence Committee and, while at PJHQ, three years at the heart of the planning and conduct of UK operations worldwide, including Bosnia, Kosovo, Albania, Macedonia, Iraq, East Timor and Sierra Leone.

Dr. Graham RichNon-Executive DirectorGraham joined as a Non-Executive Director in December 2013. He is currently Director of Health Services at the Boston Consulting Group and is a co-founder of CareTechnica Ltd, a company focusing on the commercialisation of medical technology. Graham was previously Chief Executive at University Hospitals Bristol NHS Foundation Trust and has also been Chief Executive of a PCT. He has also previously worked on national policy formulation and implementation at the Department of Health. His international experience includes health policy formulation and management consulting in the USA.

Richard KingNon-Executive DirectorRichard joined as a Non-Executive Director in January 2011 following his retirement, after 35 years, from Ernst & Young where he was Deputy Managing Partner of UK & Ireland and a member of the EMEIA Board. During his career with Ernst & Young Richard specialised  in advising fast growth businesses or those going  through periods of rapid  change.  Richard is currently Chairman of The Willow Foundation, Corac plc and The Grass Roots Group plc. He is also a member of the advisory Board for Frogmore Property Group and an advisory partner for Rockpool Investments LLP.

Dr Lynn DrummondNon-Executive DirectorLynn joined as a Non-Executive Director in October 2012. She is the Non-Executive Chair at Venture Life Plc and InFirst Healthcare Limited, both of which are consumer healthcare companies. In addition, she is a Non-Executive Director at Shield Holdings AG a speciality mineral medicines pharmaceutical company. Lynn is a Non-Executive Director and a member of the Audit and Nomination Committees at the healthcare company, Consort Medical Plc.

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The Directors present their annual report on the affairs of Allocate Software plc and its subsidiaries (the Group), together with the audited accounts and auditor’s report for the year ended 31 May 2014.

Certain information required by the Companies Act 2006 relating to the information to be provided in the Directors’ report is set out in the Strategic report and includes: principal activity, future developments, events after the reporting period and principal risks and uncertainties.

RESULTS AND DIVIDENDSAs an indication of their confidence in the business, the Directors are pleased to propose a dividend in respect of the full financial year of 1.45 pence per share.

The audited accounts for the year ended 31 May 2014, which comprise the consolidated income statement, the consolidated statement of comprehensive income, the statements of financial position, the statements of changes in equity, the cash flow statements and the related notes, are set out on pages 24 to 59. The Group profit for the year after tax amounted to £3,440,000 (2013: £1,433,000 loss).

DIRECTORST H Osborne (Executive Chairman)1

I J Bowles (Chief Executive Officer) C D Gale (Chief Financial Officer) A A Swann (Business Development Director) J I Lang (Non-Executive Director)2 (Resigned 26 November 2013)A R D Pringle (Non-Executive Director)3

R W King (Non-Executive Director)3

L Drummond (Non-Executive Director)2

G F Rich (Non-Executive Director) (Appointed 1 December 2013)

1 Member of the Nomination Committee only2 Member of the Audit Committee and Remuneration Committee3 Member of the Audit Committee, Remuneration Committee and Nomination Committee

Terry Osborne has informed the Board of his intention to step down from his post at a date to be confirmed later in 2014.

In February, Chris Gale announced his intention to step down from his post after the release of the 2014 year end results in July 2014.

DIRECTORS AND THEIR SHAREHOLDINGSThe Directors who served during the year and their interests in the shares of the Company, held directly or indirectly on behalf of the Directors, as recorded in the register of Directors’ interests were as follows:

5p ordinary shares

At 31 May 2014

At 1 June 2013

T H Osborne 403,517 50,000I J Bowles 802,730 348,500C D Gale 65,429 13,000A A Swann 276,118 1,119,000J I Lang n/a 566,437A R D Pringle 7,190 7,102R W King 50,000 50,000L Drummond – –G F Rich – n/a

Details of Directors’ interests in options to acquire shares of the Company are set out in remuneration section of this report.

The Board has resolved to comply with the provisions of the UK Corporate Governance Code concerning the annual election of Directors. Accordingly, all Directors intend to seek re-election at this year’s Annual General Meeting with the exception of Chris Gale, Chief Financial Officer who is retiring.

Directors’ report

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SUBSTANTIAL SHAREHOLDINGSAt 30 June 2014 notification had been received of the following interests that exceed a 3% interest in the issued share capital of the Company, in addition to those of the Directors referred to above.

Name of holder Number% of issued

share capital

Herald Investment Management 10,536,477 15.43Artemis Fund Managers 8,917,530 13.06Kabouter Management LLC 7,690,108 11.26Hargreave Hale 6,686,712 9.79GVO Investment Management 5,691,535 8.33BlackRock Investment Management (UK) 4,283,235 6.27Fidelity Worldwide Investment 4,269,465 6.25Jupiter Asset Management 2,804,104 4.11Henderson Global Investors 2,339,295 3.43

RELATIONS WITH SHAREHOLDERSThe Company encourages two-way communications with both institutional and private investors and responds promptly to queries received. All shareholders have at least 21 working days’ notice of the Annual General Meeting. The Directors and Committee Chairs are introduced and are available for questions at the Annual General Meeting. Every shareholder receives a full annual report each year-end. The preliminary and interim results are published by the Regulatory News Service and on the Company’s web site.

Care is exercised to ensure that any price sensitive information is released to all shareholders, institutional and private, at the same time in accordance with the Financial Services Authority’s requirements.

GOING CONCERN BASISAfter review of the 2014 financial statements as well as the approved business plan for 2015 and cash flow forecasts for 2015, the Directors have formed the view, at the time of approving the accounts, that there is a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. For this reason the Directors continue to adopt the going concern basis in preparing the accounts.

EMPLOYEESDuring the year, the Group has continued to provide employees with relevant information and to seek their views on matters of common concern. Priority is given to ensuring that employees are aware of significant matters affecting the Group’s trading position and organisational changes, subject to Stock Exchange and other disclosure requirements.

It is the policy of the Group to support the employment of disabled employees where possible, both in recruitment and by retention of employees who become disabled while in the employment of the Group.

FINANCIAL RISK MANAGEMENTThe Company uses various financial instruments, which include loans, cash and other items such as trade debtors and trade creditors that arise directly from its operations. The main purpose of these financial instruments is to raise finance for the Company’s operations.

The existence of these financial instruments exposes the Company to a number of financial risks. These are currency risk, liquidity risk, interest rate risk and credit risk. The Directors review and agree policies for managing each of these risks and they are summarised below. These policies have remained unchanged from previous years.

CURRENCY RISKThe Company is exposed to translation and transaction foreign exchange risk. In relation to translation risk, so far as possible, the assets held in the foreign currency are matched to an appropriate level of borrowings or liabilities in the same currency.

Approximately 41% (2013: 45%) of the Group’s sales are to customers overseas and in currencies other than UK sterling. The Company’s policy is to try to match the timing of all foreign currency transactions to eliminate, so far as possible, currency exposures. Foreign exchange differences on transactions relating to foreign currency assets and liabilities are taken to the income statement of the Group.

The table below shows the net amount of foreign currency assets and liabilities, which expose the Group to foreign exchange risk.

SwedishKrona

AustralianDollars

US Dollars Other

£’000 £’000 £’000 £’000

2014 535 1,124 890 5252013 1,299 470 2,054 687

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Directors’ report continued

LIQUIDITYThe Company seeks to manage financial risk by ensuring sufficient liquidity is available to meet foreseeable needs and to invest cash assets safely and profitably. During the year the Company fully repaid its borrowings of £4m. As such, the Company now has no bank facilities in place.

A cash forecast is updated regularly and provided to the Board quarterly in order to monitor the Group’s medium term cash position and to identify funding requirements as appropriate.

STATEMENT OF DIRECTORS’ RESPONSIBILITIESThe Directors are responsible for preparing the Strategic report, the Directors’ report and the financial statements in accordance with applicable law and regulations.

Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with International Financial Reporting Standards as adopted by the European Union (IFRSs). Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company and Group for that period. In preparing these financial statements, the Directors are required to:• select suitable accounting policies and then apply them consistently;• make judgments and accounting estimates that are reasonable and prudent; and• state whether applicable IFRSs have been followed, subject to any material departures disclosed and explained in the financial

statements.

The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Directors confirm that: • so far as each Director is aware, there is no relevant audit information of which the Company’s auditor is unaware; and• the Directors have taken all the steps that they ought to have taken as Directors in order to make themselves aware of any relevant

audit information and to establish that the auditors are aware of that information.

The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

AUDITORGrant Thornton UK LLP has offered to be reappointed as auditor in accordance with section 489 of the Companies Act 2006.

BY ORDER OF THE BOARD

C D GaleCompany Secretary18 July 2014

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REMUNERATION POLICYThe policy of the Group is to provide levels of remuneration that attract, motivate and retain Executive Directors of the high calibre required to achieve the Group’s demanding profitability and growth objectives and to reward them for enhancing shareholder value.

The main elements of the remuneration package for Executive Directors and senior management are:• Basic annual salary;• Annual performance-related bonus;• Pension contribution and benefits in kind;• Share option awards; and • A Long-Term Retention Plan for the CEO

DIRECTORS’ REMUNERATIONBasic annual salarySalaries and bonuses are reviewed annually at the start of each financial year. Salaries are paid as a fixed cash sum monthly. They are designed to be competitive with salaries for similar levels of responsibility and achievement in comparable companies.

A 3% increase in basic salary was awarded in 2014. A 3% increase for the Executive Directors is planned for 2015.

Annual performance-related bonusThe Company’s policy is that a substantial proportion of the remuneration of Executive Directors should be performance related. The total bonus pool is related to the total planned profit for the year.

The bonus elements are dependent on the Executive Directors achieving performance criteria set out by the Remuneration Committee.

In 2014 the bonus was dependent on meeting demanding half yearly revenue and profit plans.

For 2015 the bonus will be dependent on meeting demanding half yearly revenue and profit plans.

Pension contribution and benefits in kindI J Bowles and A A Swann receive a pension contribution of 10% of basic salary. I J Bowles, A A Swann and C D Gale receive benefits in kind of car allowance, private medical cover and life cover. The value of the pension contributions and benefits in kind is shown in the table of Directors’ remuneration on page 20 and 21.

SHARE OPTIONSShare Option PlansDuring the year ended 31 May 2014 there were five option schemes in operation: the Manpower Software plc Unapproved Executive Share Option Scheme; the Manpower Software plc Enterprise Management Scheme (an EMI scheme); the Allocate Software 2010 Executive Share Option Scheme (a CSOP scheme); the Allocate Software 2010 Unapproved Share Option Scheme; and the Allocate Software plc 2014 Bonus Option Scheme. With the exception of the Allocate Software 2014 Bonus Option Scheme, the options vest three years after award conditional on meeting earnings per share (“EPS”) targets. The options in the Allocate Software 2014 Bonus Option Scheme vest one year after award and are not conditional on earnings per share targets.

During the year ended 31 May 2014, the Board decided to revise the EPS targets for options granted after 1 January 2011. The targets have been reduced to reflect the transition of the business model to one where a greater proportion of revenues are recurring resulting in a slower growth in earnings per share. Please see further details in Note 18 of the Financial Statements on page 51.

During 2012, the Company announced that the Board had, following consultation with the Company’s major shareholders, established a new long-term incentive and retention plan (“LTRP”) for its CEO, I J Bowles (the Allocate Software plc 2011 Long-Term Retention Plan).

Remuneration report

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Remuneration report continued

Under this plan, I J Bowles was awarded 1,000,000 nil-price options over Ordinary Shares in the Company which will vest between September 2014 and September 2016 subject to (a) the Company’s earnings per share increasing at or above a 15% annual compound growth rate and (b) a demanding absolute total shareholder return target against which options will vest on a sliding scale. 20% of the options will vest at a 15% annual compound total shareholder return (TSR) and the options will vest in full at or above a 25% annual compound TSR. Subject to the meeting of the performance criteria and to continuing employment, 600,000 options will vest in September 2014 and a further 200,000 in each of September 2015 and September 2016. No consideration was paid for the grant of the options. The Company will continue to operate within its 15% rolling dilution limit. The plan entails the use of a trust so that existing issued shares can be purchased by the trustee in the market to satisfy any exercise of options.

During 2014 the Remuneration Committee made changes to the EPS and TSR growth targets of the LTRP to better reflect the impact on profit growth of the Company’s higher than anticipated increase in subscription revenue, triggered by the accelerating transition to recurring revenue, something that was not entirely anticipated when the LTRP was first put in place. Further details are set out in note 18 of the Financial Statements on page 52.

The current holdings by Directors of options are shown in the table below:

At 1 June 2013

Granted in the year

Exercised in the year

Lapsed in the year

At 31 May 2014

T H Osborne 550,000 – (550,000) – –I J Bowles 2,600,000 150,000 (1,600,000) – 1,150,000C D Gale 700,000 – (500,000) – 200,000A A Swann 700,000 100,000 (500,000) – 300,000A R D Pringle 50,000 – – (50,000) –

4,600,000 250,000 (3,150,000) (50,000) 1,650,000

DIRECTORS’ DETAILED EMOLUMENTS AND REMUNERATION PACKAGES (AUDITED)The remuneration of the directors was as follows:

For the year ended 31 May 2014

Salary/Fees£’000

Bonus£’000

Benefits£’000

Total£’000

Pension£’000

Gain on exercise of

options£’000

Executive DirectorsI J Bowles 285 200 1 486 27 921C D Gale 176 106 1 283 – 154T H Osborne 45 33 – 78 – 396A A Swann 196 190 1 387 20 336

Non-Executive DirectorsJ I Lang 15 – – 15 – –A R D Pringle 25 – – 25 – –R W King 33 – – 33 – –L Drummond 33 – – 33 – –G F Rich 15 – – 15 – –

823 529 3 1,355 47 1,807

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For the year ended 31 May 2013

Salary/Fees£’000

Bonus£’000

Benefits£’000

Total£’000

Pension£’000

Gain on exercise of

options£’000

Executive DirectorsI J Bowles 278 115 1 394 26 –C D Gale 169 61 1 231 3 –T H Osborne 45 19 – 64 – –A A Swann 158 105 1 264 17 –

Non-Executive DirectorsJ I Lang 30 – – 30 – –M J S Loveland 4 – – 4 – –A R D Pringle 25 – – 25 – –R W King 30 – – 30 – –L Drummond 18 – – 18 – –

757 300 3 1,060 46 –

DIRECTORS’ SERVICE CONTRACTS

Executive Directors Contract date Unexpired term Notice period

I J Bowles 01 May 2007 Rolling 12 monthsC D Gale 15 Feb 2010 Rolling 6 monthsA A Swann 01 Jul 2008 Rolling 3 months

OTHER MATTERSI J Bowles has a service agreement which is terminable upon 12 months notice. All other Directors have service contracts which are terminable upon six months notice except for A A Swann on three months notice. There is no contractual provision for compensation for early termination of any of the Directors’ contracts.

Chris Gale will not be seeking re-election at this year’s Annual General Meeting.

T H Osborne (Executive Chairman), A R D Pringle, R W King, L Drummond and G F Rich (Non-Executive Directors) monitor the actions of management and the Group’s performance. Other than their shareholdings, options and remuneration they have no other relationship with the Company or its subsidiaries. Together, they bring a complementary set of skills and experience to the Board.

Communication with shareholders on remuneration matters is largely undertaken by way of this report.

Executive Directors are permitted to accept external directorships only with the Company’s prior permission and provided their ability to act in the best interest of the Group is not impaired.

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As an AIM listed company, there is no requirement to comply with the UK Corporate Governance Code or the Turnbull Guidance.

In applying the principle that the Board should maintain a sound system of internal control to safeguard shareholders’ investments and the Group’s assets, the Directors recognise that they have overall responsibility for ensuring that the Group maintains proper accounting records and a system of internal control to provide them with reasonable assurance regarding effective and efficient operations, internal financial control and compliance with laws and regulations. However, there are inherent limitations in any system of internal control and, accordingly, even the most effective system can provide only reasonable, and not absolute, assurance particularly against misstatement or loss.

BOARD RESPONSIBILITIESThe Board has adopted a formal schedule which sets out the various matters for which it is responsible and that are reserved to it. The Board meets regularly during the year and it met formally on five occasions, plus held six telephone meetings (principally for operational matters), during the period from 1 June 2013 to 31 May 2014.

The Board is responsible for the overall strategy and direction of the Group and for approving acquisitions and disposals, management performance, major capital and development expenditure and significant financial matters. It monitors exposure to key business risks and reviews the strategic direction of the Company and its subsidiaries, their annual budgets, their progress against those budgets and their development programmes. The Board also considers employee issues and key appointments.

The Board has established an Audit Committee, a Nomination Committee and a Remuneration Committee. Each Committee operates within defined terms of reference.

The Audit Committee comprises R W King, A R D Pringle and L Drummond, Non-Executive Directors.

The Nomination Committee comprises T H Osborne (Executive Chairman), A R D Pringle and R W King, Non-Executive Directors.

The Remuneration Committee comprises R W King, A R D Pringle and L Drummond, Non-Executive Directors.

The Audit Committee is chaired by R W King, the Nomination Committee is chaired by T H Osborne and the Remuneration Committee is chaired by L Drummond.

The Audit Committee is required to meet at least twice a year and its primary responsibilities include monitoring internal controls, approving the Group’s accounting policies and reviewing the interim and annual reports.

Board meeting attendance has been as follows in 2014:

Board Meetings

BoardCalls~

Audit Committee

Meetings

Remuneration Committee

Meetings

Nomination Committee

Meetings

T H Osborne1 4/5 6/6 2/2I J Bowles 5/5 6/6C D Gale 5/5 6/6A A Swann 3/5 6/6J I Lang2# 2/3 4/5 1/1 2/2A R D Pringle3 2/5 6/6 1/4 4/6 2/2R W King3 5/5 6/6 4/4 6/6 2/2L Drummond2 3/5 6/6 3/3 6/6G F Rich* 2/2 1/1

1 Member of the nomination committee only2 Member of the audit and remuneration committees3 Member of the audit, remuneration and nomination committees# Resigned 26 November 2013* Appointed 1 December 2013~ Six telephone meetings were held in the year, principally for operational matters

Clear management responsibilities have been determined for each subsidiary and division with authorisation limits and segregation of duties established for the operating functions of the Group. Financial reports are reported regularly to the Board with a comparison against budget in addition to quarterly income statement and cash forecasts. Towards the end of each financial year, the annual business plan, as well as appropriately detailed functional and business unit budgets for the following year, are reviewed by the Board.

REMUNERATION COMMITTEE The members of the Committee are Non-Executive Directors. The Company Chairman also attends on a regular basis.

During the year, the Committee has met formally on six occasions to review and agree Executive Directors’ basic salaries, annual bonuses and performance conditions, quarterly performance, award of bonuses and award of options.

The remuneration of the Non-Executive Directors is determined by the Board as a whole within limits set out in the Articles of Association.

Corporate governance report

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

We have audited the financial statements of Allocate Software plc for the year ended 31 May 2014 which comprise the consolidated income statement, the consolidated statement of comprehensive income, the consolidated and company statements of financial position, the consolidated and company statements of changes in equity, the consolidated and company cash flow statements and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and International Financial Reporting Standards (IFRSs) as adopted by the European Union and, as regards the parent company financial statements, as applied in accordance with the provisions of the Companies Act 2006.

This report is made solely to the Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

RESPECTIVE RESPONSIBILITIES OF DIRECTORS AND AUDITORAs explained more fully in the Directors’ Responsibilities Statement set out on page 18, the Directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.

SCOPE OF THE AUDIT OF THE FINANCIAL STATEMENTSA description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s website at www.frc.org.uk/apb/scope/private.cfm.

OPINION ON FINANCIAL STATEMENTSIn our opinion:• the financial statements give a true and fair view of the state of the Group’s and of the Parent Company’s affairs as at 31 May 2014

and of the Group’s profit for the year then ended;• the financial statements have been properly prepared in accordance with IFRSs as adopted by the European Union;• the Parent Company financial statements have been properly prepared in accordance with IFRSs as adopted by the European Union

and as applied in accordance with the provisions of the Companies Act 2006; and• the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.

SEPARATE OPINION IN RELATION TO IFRSs AS ISSUED BY THE IASBAs explained in Note 1 to the group financial statements, the Group in addition to complying with its legal obligation to apply IFRSs as adopted by the European Union, has also applied IFRSs as issued by the International Accounting Standards Board (IASB).

In our opinion the Group financial statements comply with IFRSs as issued by the IASB.

OPINION ON OTHER MATTER PRESCRIBED BY THE COMPANIES ACT 2006In our opinion the information given in the Strategic Report and Governance Report for the financial year for which the financial statements are prepared is consistent with the financial statements.

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTIONWe have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:• adequate accounting records have not been kept by the Parent Company, or returns adequate for our audit have not been received

from branches not visited by us; or• the Parent Company financial statements are not in agreement with the accounting records and returns; or• certain disclosures of Directors’ remuneration specified by law are not made; or• we have not received all the information and explanations we require for our audit.

David MillerSenior Statutory Auditorfor and on behalf of Grant Thornton UK LLPStatutory Auditor, Chartered AccountantsLondon

18 July 2014

Independent auditor’s report to the members of Allocate Software plc

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Consolidated income statementFor the year ended 31 May 2014

Note2014

£’0002013

£’000

Support revenue 11,615 11,274Subscription revenue 7,141 6,304

Total recurring revenue 2 18,756 17,578Licence revenue 11,799 9,707Service revenue 9,398 9,676Other revenue 69 111

Total revenue 2 40,022 37,072

Costs of goods sold (11,374) (11,005)Research and development (8,327) (7,482)Sales, general and administration (13,405) (13,747)

Total costs before non-recurring, acquisition, share-based payments, depreciation, amortisation, impairment, finance and tax costs (33,106) (32,234)

EBITDA before non-recurring, acquisition, share-based payments, depreciation, amortisation, impairment, finance and tax costs 6,916 4,838

Non-recurring costs 4 (526) –Acquisition costs 4 – (524)Share-based payments 18 (506) (417)Depreciation 10 (476) (431)Amortisation 12 (2,407) (4,439)Impairment 13 – (1,277)

Total costs (37,021) (39,322)Operating profit/(loss) 3, 4 3,001 (2,250)Finance income 32 49Foreign exchange losses 4 (118) (69)Finance charges (22) (115)

Net finance expense (108) (135)

Profit/(loss) for the year before taxation 3 2,893 (2,385)Tax on profit/(loss) for the year 6 547 952

Profit/(loss) for the year 3,440 (1,433)

Earnings/(loss) per shareBasic (pence per share) 9 5.18p (2.26p)Diluted (pence per share) 9 5.09p (2.26p)

Consolidated statement of comprehensive incomeFor the year ended 31 May 2014

2014 £’000

2013 £’000

Profit/(loss) per the income statement 3,440 (1,433)Items that may be subsequently reclassified through profit or loss:Exchange differences on translation of foreign operations (620) 678

Total comprehensive income/(loss) attributable to the owners of the Company 2,820 (755)

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

Consolidated statement of financial positionAs at 31 May 2014

Note2014

£’0002013

£’000

AssetsNon-current assetsProperty, plant and equipment 10 1,572 868Goodwill 11 6,928 7,280Intangible assets 12 3,588 5,949Deferred tax asset 15 1,423 861Trade and other receivables 16 1,082 615

Total non-current assets 14,593 15,573

Current assetsCorporation tax receivable 166 93Trade and other receivables 16 14,090 12,887Cash and cash equivalents 13,659 13,134

Total current assets 27,915 26,114

Total assets 42,508 41,687

Equity and liabilitiesEquityShare capital 17 3,415 3,210Share premium account 17 10,148 8,030Own shares held 17 (720) (600)Share-based payment reserve 18 1,958 1,452Foreign exchange reserve 425 1,045Retained earnings 3,628 1,062

Total equity 18,854 14,199

Non-current liabilitiesTrade and other payables 21 2,396 2,817Deferred tax liability 15 787 1,449

Total non-current liabilities 3,183 4,266

Current liabilitiesTrade and other payables 21 20,184 18,832Borrowings 19 – 4,000Corporation tax 287 390

Total current liabilities 20,471 23,222

Total liabilities 23,654 27,488

Total equity and liabilities 42,508 41,687

The financial statements were approved by the board of Directors on 18 July 2014.

I J Bowles C D GaleDirector Director

Company no. 2814942

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Company statement of financial positionAs at 31 May 2014

Note2014

£’0002013

£’000

AssetsNon-current assetsProperty, plant and equipment 10 1,045 393Goodwill 11 9,176 9,176Intangible assets 12 295 355Investments 14 15,900 16,169Deferred tax asset 15 1,291 691Trade and other receivables 16 771 615

Total non-current assets 28,478 27,399

Current assetsTrade and other receivables 16 13,792 11,379Cash and cash equivalents 8,510 9,049

Total current assets 22,302 20,428

Total assets 50,780 47,827

Equity and liabilitiesEquityShare capital 17 3,415 3,210Share premium account 17 10,148 8,030Own shares held 17 (720) (600)Share-based payment reserve 18 1,958 1,452Retained earnings 17,123 13,776

Total equity attributable to the owners of the Company 31,924 25,868

Non-current liabilitiesTrade and other payables 21 2,396 2,721

Total non-current liabilities 2,396 2,721

Current liabilitiesTrade and other payables 21 16,460 15,238Borrowings 19 – 4,000

Total current liabilities 16,460 19,238

Total liabilities 18,856 21,959

Total equity and liabilities 50,780 47,827

The financial statements were approved by the board of Directors on 18 July 2014.

I J Bowles C D GaleDirector Director

Company no. 2814942

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

Consolidated statement of changes in equityFor the year ended 31 May 2014

Share capital

£’000

Share premium account

£’000

Own shares

held £’000

Share-based payment

reserve £’000

Foreign exchange

reserve £’000

Retained earnings

£’000

Total equity £’000

At 1 June 2012 3,192 7,908 – 1,035 367 3,258 15,760Equity-settled share options 13 46 – 417 – – 476Dividend 5 76 – – – (763) (682)Purchase of own shares by EBT – – (600) – – – (600)

Total transactions with owners 18 122 (600) 417 – (763) (806)Loss for the year – – – – – (1,433) (1,433)Other comprehensive loss – – – – 678 – 678

Total comprehensive loss – – – – 678 (1,433) (755)

At 31 May 2013 3,210 8,030 (600) 1,452 1,045 1,062 14,199

Equity-settled share options 198 1,990 – 506 – – 2,694Dividend 7 128 – – – (874) (739)Purchase of own shares by EBT – – (120) – – – (120)

Total transactions with owners 205 2,118 (120) 506 – (874) 1,835Profit for the year – – – – – 3,440 3,440Other comprehensive income – – – – (620) – (620)

Total comprehensive income – – – – (620) 3,440 2,820

At 31 May 2014 3,415 10,148 (720) 1,958 425 3,628 18,854

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Company statement of changes in equityFor the year ended 31 May 2014

Share capital

£’000

Share premium account

£’000

Own shares

held £’000

Share-based payment

reserve £’000

Retained earnings

£’000

Total equity £’000

At 1 June 2012 3,192 7,908 – 1,035 12,726 24,861Equity-settled share options 13 46 – 417 – 476Dividend 5 76 – – (763) (682)Purchase of own shares by the EBT – – (600) – – (600)

Total transactions with owners 18 122 (600) 417 (763) (806)Profit and total comprehensive income for the year – – – – 1,813 1,813

At 31 May 2013 3,210 8,030 (600) 1,452 13,776 25,868

Equity-settled share options 198 1,990 – 506 – 2,694Dividend 7 128 – – (874) (739)Purchase of own shares by the EBT – – (120) – – (120)

Total transactions with owners 205 2,118 (120) 506 (874) 1,835Profit and total comprehensive income for the year – – – – 4,221 4,221

At 31 May 2014 3,415 10,148 (720) 1,958 17,123 31,924

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

Consolidated cash flow statementFor the year ended 31 May 2014

2014 £’000

2013 £’000

Cash flow from operating activitiesProfit/(loss) for the year 3,440 (1,433)Adjustments for:Net finance (income)/charge (10) 66Foreign exchange 118 69Income tax (547) (952)Loss on disposal of intangible assets – 9Depreciation 476 431Acquisition and related costs – 524Amortisation 2,407 4,439Impairment of intangibles and goodwill – 1,277Share-based payment 506 417(Increase)/decrease in trade and other receivables (1,613) 1,618Increase in trade and other payables 1,119 2,278

Net cash generated from operations before acquisition and related costs 5,896 8,743Acquisition and related costs – (703)

Net cash generated from operations after acquisition and related costs 5,896 8,040Interest expense (22) (115)Income tax (969) (721)

Net cash generated from operating activities 4,905 7,204

Cash flows from investing activitiesInterest received 32 49Investment to acquire subsidiaries – (1,162)Cash acquired with subsidiaries – 85Proceeds from disposal of intangible assets 50 92Payments to acquire intangible assets (129) (178)Payments for property, plant and equipment (1,180) (353)

Net cash used in investing activities (1,227) (1,467)

Cash flows from financing activitiesPurchase of shares by EBT (120) (600)Dividend (739) (682)Repayment of loan (4,000) –Proceeds from the issue of equity shares 2,188 59

Net cash used in financing activities (2,671) (1,223)

Net increase in cash and cash equivalents 1,007 4,514Foreign exchange differences (482) 282Cash and cash equivalents at the start of the year 13,134 8,338

Cash and cash equivalents at the end of the year 13,659 13,134

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Company cash flow statementFor the year ended 31 May 2014

2014 £’000

2013 £’000

Cash flow from operating activitiesProfit for the year 4,221 1,813Adjustments for:Net finance income (91) (37)Foreign exchange 442 32Income tax (597) (219)Depreciation 360 328Amortisation 189 595Impairment of investment – 1,503Share-based payment 506 417(Increase)/decrease in trade and other receivables (2,619) 497Increase in trade and other payables 758 2,512

Net cash generated from operations 3,169 7,441

Interest expense (60) (99)Income tax (3) (8)

Net cash generated from operating activities 3,106 7,334

Cash flows from investing activitiesInterest received 151 136Investment to acquire subsidiary – (1,651)Proceeds from disposal of intangible assets 50 92Payments to acquire intangible assets (129) (167)Payments for property, plant and equipment (1,012) (194)

Net cash used in investing activities (940) (1,784)

Cash flows from financing activitiesPurchase of shares by EBT (120) (600)Dividend (739) (682)Repayment of loan (4,000) –Proceeds from the issue of equity shares 2,188 59

Net cash used in financing activities (2,671) (1,223)

Net (decrease)/increase in cash and cash equivalents (505) 4,327Foreign exchange differences (34) (4)Cash and cash equivalents at the start of the year 9,049 4,726

Cash and cash equivalents at the end of the year 8,510 9,049

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1 PRINCIPAL ACCOUNTING POLICIESBasis of preparationThe Group financial statements are for the year ended 31 May 2014. They have been prepared in compliance with International Financial Reporting Standards (IFRS) and IFRS Interpretations Committee (IFRIC) interpretations as adopted by the European Union as at 31 May 2014.

Allocate Software plc, is a public limited company, incorporated and domiciled in the United Kingdom and is listed on the AIM market of the London Stock Exchange. The address of the registered office is 1 Church Road, Richmond, TW9 2QE.

Standards, amendments and interpretations effective in 2014(i) New and amended standards adopted by the GroupA number of new standards and amendments to standards and interpretations are effective for the annual period beginning on 1 June 2013 and have been applied in preparing these financial statements.

Amendment to IAS 1, ‘Financial statement presentation’ regarding items of other comprehensive income became effective during the period. Items in the consolidated statement of comprehensive income that may be reclassified to profit or loss in subsequently periods are now presented separately from items that will not be reclassified to profit or loss in subsequent periods.

IFRS 13, ‘Fair value measurement’ became effective during the period. The standard defines fair value and provides a framework for fair value measurement. In addition the standard requires specific disclosures on fair values, some of which replace existing disclosure requirements in IFRS 7, ‘Financial instruments: Disclosures’. The fair values of cash and cash equivalents, trade and other receivables and trade and other payables approximate to their book values due to the short maturity periods of these financial instruments.

(ii) New and amended standards and interpretations issued but not yet effective for the financial year beginning 1 June 2013 and not early adoptedA number of new standards and amendments to standards and interpretations are not yet effective for annual periods beginning after 1 June 2013, and have not been applied in preparing these consolidated financial statements. None of these are expected to have a significant effect on the consolidated financial statements of the Group, except the following set out below:

• IFRS 9 ‘Financial Instruments’ – effective date pending

IFRS 9, ‘Financial instruments’, addresses the classification, measurement and recognition of financial assets and financial liabilities. IFRS 9 was issued in November 2009, October 2010 and November 2013. It replaces the parts of IAS 39 that relate to the classification and measurement of financial instruments. IFRS 9 requires financial assets to be classified into two measurement categories: those measured as at fair value and those measured at amortised cost. The determination is made at initial recognition. The classification depends on the entity’s business model for managing its financial instruments and the contractual cash flow characteristics of the instrument. For financial liabilities, the standard retains most of the IAS 39 requirements. The main change is that, in cases where the fair value option is taken for financial liabilities, the part of a fair value change due to an entity’s own credit risk is recorded in other comprehensive income rather than the income statement, unless this creates an accounting mismatch. The Group is yet to assess IFRS 9’s full impact. The Group will also consider the impact of the remaining phases of IFRS 9 when completed by the International Accountings Standards Board.

• IAS 27, ‘Separate Financial Statements’, replaces the current version of IAS 27, ‘Consolidated and Separate Financial Statements’ as a result of the issue of IFRS 10. The revised standard includes the requirements relating to separate financial statements. The revised standard becomes effective for annual periods beginning on or after 1 June 2014.

• IAS 28, ‘Investments in Associates and Joint Ventures’, replaces the current version of IAS 28,’Investments in Associates’, as a result of the issue of IFRS 11. The revised standard includes the requirements for associates and joint ventures that have to be equity accounted following the issue of IFRS 11. The Group is yet to assess full impact of the revised standard and will adopt IAS 28 (revised) no later than the accounting period beginning on or after 1 June 2014.

• IFRS 10, ‘Consolidated financial statements’, builds on existing principles by identifying the concept of control as the determining factor in whether an entity should be included within the consolidated financial statements of the parent company. The standard provides additional guidance to assist in the determination of control where this is difficult to assess. The Group is yet to assess IFRS 10’s full impact and will adopt IFRS 10 no later than the accounting period beginning on or after 1 June 2014.

• IFRS 12, ‘Disclosures of interests in other entities’, includes the disclosure requirements for all forms of interests in entities, including joint arrangements, associates, special purpose vehicles and other off Statement of Financial Position vehicles. The Group is yet to assess IFRS 12’s full impact and will adopt IFRS 12 no later than the accounting period beginning on or after 1 June 2014.

There are no other IFRSs or IFRIC interpretations that are not yet effective that would be expected to have a material impact on the Group.

Notes to the financial statements

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Notes to the financial statements continued

1 PRINCIPAL ACCOUNTING POLICIES continuedThe principal accounting policies adopted by the Group in conformity with IFRS in force at 31 May 2014 are set out below:

Consolidation(i) SubsidiariesSubsidiaries are all entities over which the Group has the power to govern the financial and operating policies generally accompanying a shareholding of over one-half of the voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessing whether the Group controls another entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are deconsolidated on the date control ceases.

The Group uses the purchase method of accounting for the acquisition of a subsidiary. The cost of an acquisition is measured by the fair value of the assets given, equity instruments issued and liabilities incurred or assumed at the date of exchange. Costs directly attributable to the acquisition are expensed in the period in which they are incurred. Where the purchase price includes amounts payable contingent on key staff retentions this is treated as remuneration and not consideration in line with the requirements of IFRS 3 ‘Business Combinations’. This does not form part of the cost of acquisition and the amount expected to be paid is instead expensed to the Income Statement on a straight-line basis over the period of the intended staff retentions as defined in the purchase agreement. This charge is included within the ‘Acquisitions & related costs’ line of the Income Statement. Consideration that is contingent on certain targets being met are analysed by management and are recorded based on the probability of occurrence.

Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date irrespective of the extent of any minority interest. The excess of the cost of acquisition over the fair value of the Group’s share of the identifiable net assets acquired is recorded as goodwill. If the cost of the acquisition is less than the fair value of the net assets of the subsidiary acquired the difference is recognised directly in profit or loss.

When necessary, adjustments are made to the financial statements of subsidiaries to bring their accounting policies into line with those used by other members of the Group.

Inter-company transactions, balances and unrealised gains and losses on transactions between Group companies are eliminated.

(ii) Employee Benefit TrustThe Company has formed a trust with Ogier Employee Benefit Trustee Limited as trustee to operate in connection with Group’s Long-Term Retention Plan (LTRP). This trust is consolidated, as the substance of the relationship is that the trust is controlled by the Group.

Shares held by the Employee Benefit Trust are deducted from contributed equity.

InvestmentsInvestments held in the Company only statement of financial position, as non-current assets comprise investments in subsidiary undertakings and are stated at cost less any provision for any impairment.

Revenue recognitionGeneralRevenue is measured at the fair value of the consideration received or receivable from the sales of software and professional services (including installation), net of any sales taxes. The Group recognises revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the entity and specific criteria have been met for each of the Group’s activities as described below.

Licencing ModelsWhere the contract includes multiple elements, the fair value of those elements is based on the relative stand-alone selling prices.

The Group operates two principal software licencing models – (a) a traditional licence and support & maintenance model; (b) a subscription model.

(a) Licenced Products The majority of Allocate’s products are licenced and either installed on the customer’s own equipment or hosted by Allocate or a

third party. This includes all Defence and Maritime products, virtually all Australian and Swedish products and a significant number of UK Healthcare products.

In addition to a licence fee, the Group charges annual support and maintenance fees to cover office hours support or out of hours support (via Allocate’s online support portal, email or telephone), bug fixes, and free version upgrades. The fee charged depends on the level of support service contracted.

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1 PRINCIPAL ACCOUNTING POLICIES continued The elements for a software order typically include licenced products, post contract services (implementation), post contract support

& maintenance and should a customer select it, the Allocate Cloud (refer below). The individual elements whilst part of an overall order are charged for and recognised separately. Revenue is recognised as described below.

(b) Subscriptions(i) Subscription Products Certain Healthcare products are only hosted by Allocate, and in this case the software (and licence) are not delivered to the

customers, instead customers access the product over the internet. These products are delivered to the customer as a service over time (“Software as a Service” or “SaaS”).

The elements of an order typically include the software subscription and post contract services (implementation) including collecting data, cleansing it, loading and configuring the system. This is charged for and recognised separately. No support and maintenance is charged as the single subscription fee covers this. Revenue is recognised as described below.

(ii) Cloud SubscriptionsAllocate Cloud is a secure and scaleable private cloud infrastructure run by Allocate and designed specifically to deliver Allocate’s licenced products over the Internet or the NHS N3 network.

Some customers may choose to have their licenced products hosted using Allocate’s hosting service, the Allocate Cloud. This only applies to Licenced Products, and in this situation the customer is required to separately purchase a licence for the products being hosted in the Allocate Cloud.

As the Cloud is not software, there is no post contract services or support. Revenue is recognised as described below.

Revenue Recognition by Revenue Type(i) Revenue from Software – Licences and Support & Maintenance

LicencesThe Group licences software under non-cancellable licence agreements on either a term basis (typically 3 to 5 years) or on a perpetual basis. Licence revenues from our standard products are recognised when a non-cancellable licence agreement has been signed and the software has been made available to the customer, except for where there are uncertainties surrounding product acceptance or there are significant vendor obligations.

For the majority of contracts, this results in licence revenues being recognised in full at the start of the contract. Occasionally, there are uncertainties around product acceptance or significant post sale obligations. When this arises revenue recognition is deferred until all material obligations are satisfied.

Support & MaintenanceRevenue from support agreements is recognised rateably over the period of the support agreement.

(ii) Revenue from Software – SubscriptionsCustomers enter into agreements for Subscription Products or the Allocate Cloud generally on an annual or multi-year basis (typically 3 to 5 years). Revenue is recognised rateably over the length of the contract.

(iii) Revenue from ServicesRevenue from services (which includes software implementation, training and consultancy services) is recognised in the accounting period in which the services are rendered. For fixed-price contracts, revenue is recognised based on the actual service provided to the end of the reporting period as a proportion of the total services to be provided (percentage of completion method). Percentage completion is estimated based on the total number of hours performed on the project compared to the total number of hours expected to complete the project.

Estimates of revenue, costs or extent of progress toward completion are revised if circumstances change.

Segmental reportingOperating segments are reported in a manner consistent with the internal reporting provided to the Chief Operating Decision Maker (“CODM”). The CODM is the person or group that allocates resources to and assesses the performance of the operating segments of an entity. The Group has determined that its CODM is the Board of Directors of the Group.

The measurement policies the Group uses for segment reporting under IFRS 8 are the same as those used in its financial statements.

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Notes to the financial statements continued

1 PRINCIPAL ACCOUNTING POLICIES continuedForeign currency translationa) Functional and presentation currencyItems included in the financial statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (the functional currency). The Company’s functional currency is Sterling. The Company’s and the Group’s presentation currency is Sterling.

b) Transactions and balancesForeign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at reporting period-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognised in profit or loss, except where the gains and losses are attributable to part of the net investment in a foreign operation. Where gains and losses are attributable to part of the net investment in a foreign operation, these gains and losses are recognised through other comprehensive income.

c) Group companiesThe results and financial position of all Group entities that have a functional currency different from the presentation currency are translated into the presentation currency as follows:• assets and liabilities for each statement of financial position presented are translated at the closing rate at the date of the statement

of financial position;• income and expenses for each income statement are translated at actual rates, the average exchange rate is used as an acceptable

approximation where there are no significant rate fluctuations during the period; and• on consolidation, exchange differences arising from the translation of the net investment in foreign entities is recognised in other

comprehensive income and accumulated in the foreign exchange reserve.

Goodwill and fair value adjustments arising on the acquisition of a foreign operation are treated as assets and liabilities of the foreign operation and translated at the closing rate.

Intangible assetsInternally generated intangiblesAn internally generated intangible asset arising from the development of software is recognised only if all of the following conditions are met:• it is probable that the asset will create future economic benefits;• the development costs can be measured reliably;• the technical feasibility of completing the intangible asset can be demonstrated;• there is the intention to complete the asset and use or sell it;• there is the ability to use or sell the asset; and• adequate technical, financial and other resources to complete the development and to use or sell the asset are available.

Where no intangible asset can be recognised, development expenditure is charged to the income statement in the period in which it is incurred.

Subsequent to initial recognition, intangible assets are reported at cost less accumulated amortisation and accumulated impairment losses. Amortisation is provided to write off the cost of each intangible asset over its useful economic life, which is between 3 to 5 years.

Research expenditure is recognised as an expense in the period in which it is incurred.

Intangibles acquired as part of a business combinationIn accordance with IFRS 3 ‘Business Combinations’, an intangible asset acquired in a business combination is deemed to have a cost to the Group of its fair value at the acquisition date. The fair value of the intangible asset reflects market expectations about the probability that the future economic benefits embodied in the asset will flow to the Group. Where an intangible asset might be separable, but only together with a related tangible or intangible asset, the group of assets is recognised as a single asset separately from goodwill where the individual fair values of the assets in the group are not reliably measurable. Where the individual fair values of the complementary assets are reliably measurable, the Group recognises them as a single asset provided the individual assets have similar useful lives.

Subsequent to initial recognition, intangible assets are reported at cost less accumulated amortisation and accumulated impairment losses. Amortisation is provided to write off the cost of each intangible asset over its useful economic life, which is between 3 to 8 years.

GoodwillGoodwill arising from business combinations is the difference between the fair value of the consideration transferred and the fair value of the assets acquired and liabilities and contingent liabilities assumed. It is recognised initially as an intangible asset at cost and is subject to impairment testing on an annual basis or more frequently if circumstances indicate that the asset may have been impaired. Details of impairment testing are described in the accounting policies.

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1 PRINCIPAL ACCOUNTING POLICIES continuedWhere the Company acquires the trade, assets and liabilities of its subsidiaries, goodwill is recognised on the excess of the carrying value of the Company’s investment in the subsidiary over the carrying value of the assets and liabilities acquired. This excess amount is recognised as goodwill rather than a diminution in the carrying value of the Company’s investment in the subsidiary because there is no change in the value of the trade and assets of the Company and its subsidiary as a whole, only a movement of trade and assets to the Company from its subsidiary.

Property, plant and equipmentProperty, plant and equipment are recorded at cost net of accumulated depreciation and any provision for impairment. Depreciation is provided using the straight-line method to write off the cost of the asset less any residual value over its useful economic life as follows:

Equipment 33%Leasehold improvements 25%Long leasehold property (999 years) nil

ImpairmentThe Group’s goodwill, other intangible assets and property, plant and equipment are subject to impairment testing.

For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash generating units). Goodwill is allocated to those cash generating units that are expected to benefit from synergies of the related business combination and represent the lowest level within the Group at which management controls the related cash flows.

Individual assets or cash generating units are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.

An impairment loss is recognised for the amount by which the assets or cash generating unit’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of fair value, reflecting market conditions less costs to sell and value in use, based on an internal discounted cash flow evaluation. Impairment losses recognised for cash generating units, to which goodwill has been allocated, are credited initially to the carrying amount of goodwill. Any remaining impairment loss is charged pro rata to the other assets in the cash generating unit. With the exception of goodwill, all assets are subsequently reassessed for indications that an impairment loss previously recognised may no longer exist.

LeasesAll leases are regarded as operating leases and payments made under operating leases are charged to profit or loss on a straight-line basis over the period of the lease. The Group does not act as a lessor.

Financial assetsFinancial assets comprise loans and receivables and are assigned to the appropriate category by management on initial recognition, depending on the contractual arrangements. Loans and receivables are non derivative financial assets which are recognised when the Group becomes a party to the contractual provisions of the instrument and measured at fair value plus transaction costs. Trade and other receivables are classified as loans and receivables. Subsequent to initial recognition, loans and receivables are measured at amortised cost using the effective interest method less any provision for impairment. Any change in value resulting from impairment or the reversal of impairment is recognised in profit or loss.

Provision against trade receivables is made when there is objective evidence that the Group will not be able to collect all amounts due to it in accordance with the original terms of those receivables. The amount by which they are written down is determined as the difference between the receivables carrying amount and the present value of the estimated future cash flows discounted at the original effective interest rate.

Derecognition of financial assets occurs when the rights to receive cash flows from the investments expire or are transferred and substantially all of the risks and rewards of ownership have been transferred. An assessment for impairment is undertaken at least at each statement of financial position date whether or not there is objective evidence that a financial asset or a group of financial assets is impaired.

Financial liabilitiesThe Group’s financial liabilities include bank loans and overdrafts, trade and other payables.

Financial liabilities are obligations to pay cash or other financial assets and are recognised when the Group becomes a party to the contractual provisions of the instrument. All financial liabilities are recorded initially at fair value, net of direct issue costs and subsequently measured at amortised cost using the effective interest method, less settlement payments. Interest related charges are recognised as an expense in finance costs in the income statement.

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Notes to the financial statements continued

1 PRINCIPAL ACCOUNTING POLICIES continuedFinance charges, including premiums payable on settlement or redemption and direct issue costs are charged to the income statement on an accruals basis using the effective interest method. They are added to the carrying amount of the instrument to the extent that they are not settled in the period in which they arise.

A financial liability is derecognised only when the obligation is discharged, cancelled or expires.

Dividend distributions to shareholders are included in ‘Other short-term financial liabilities’ when the dividends are approved by the shareholders meeting.

Income taxesCurrent income tax assets and liabilities comprise those obligations to fiscal authorities in the countries in which the Group carries out its operations. They are calculated according to the tax rates and tax laws applicable to the fiscal period and the country to which they relate. All changes to current tax liabilities are recognised as a component of tax expense in the income statement.

Deferred income taxes are calculated using the liability method on temporary differences. This involves the comparison of the carrying amount of assets and liabilities in the consolidated financial statements with their respective tax bases.

However, deferred tax is not provided on the initial recognition of goodwill, or on the initial recognition of an asset or liability unless the related transaction is a business combination or affects tax or accounting profit.

Deferred tax on temporary differences associated with investments in subsidiaries is not provided if reversal of these temporary differences can be controlled by the Group and it is probable that reversal will not occur in the foreseeable future.

Deferred tax liabilities are always provided for in full. Deferred tax assets are recognised to the extent that it is probable that future taxable profits will be available against which the temporary differences can be utilised. Deferred tax assets and liabilities are calculated at tax rates that are expected to apply to their respective period of realisation, provided they are enacted or substantively enacted at the statement of financial position date.

The deferred tax asset relating to share-based payment awards reflects the estimated value of tax relief available on the vesting of the awards at the statement of financial position date.

Cash and cash equivalentsCash and cash equivalents include cash at bank and in hand as well as short-term bank deposits.

Share-based employee compensationThe Group operates equity-settled share-based compensation plans (share options) for remuneration of its employees.

All employee services received in exchange for the grant of any share-based compensation are measured at their fair values. These are indirectly determined by reference to the share option awarded. Their value is appraised at the grant date and excludes the impact of any non-market vesting conditions (e.g. profitability or sales growth targets) but includes the impact of market conditions.

All share-based compensation is ultimately recognised as an expense in the income statement with a corresponding credit to share-based payment reserve, net of deferred tax where applicable. If vesting periods or other vesting conditions apply, the expense is allocated over the vesting period, based on the best available estimate of the number of shares options expected to vest. Non-market vesting conditions are included in assumptions about the number of options that are expected to become exercisable. Estimates are subsequently revised if there is any indication that the number of share options expected to vest differs from previous estimates. No adjustment to expenses recognised in prior periods is made if fewer share options ultimately are exercised than originally estimated during the vesting period.

Where non-market vesting conditions are amended the change to the conditions is reflected in the number of options expected to vest and therefore the charge in the income statement.

Where market vesting conditions are amended the fair value of the options is re-measured immediately before and after the amendment. If the fair value after the amendment of the conditions is higher than the fair value immediately prior to the amendment, then the incremental increase in fair value (as adjusted by the number of options expected to vest) is taken to the income statement over the remaining vesting period of the options. If the fair value after the amendment of the conditions is lower than the fair value immediately prior to the amendment then the options continue to be accounted for using the original fair value at the date the options were originally granted.

(i) Share option plansThe Group operates five share option schemes: one HMRC-Approved Scheme, three schemes which have not been approved by HMRC and an Enterprise Management Incentive Scheme.

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1 PRINCIPAL ACCOUNTING POLICIES continuedThe Company issues shares when these options are exercised. Upon exercise of share options, the proceeds received, net of any directly attributable transaction costs, up to the nominal value of the shares issued are reallocated to share capital with any excess being recorded as additional share premium.

(ii) Long-term retention planIn addition to the share option plans above, the Group has established the LTRP. The LTRP operates in conjunction with the Allocate Software plc Employee Benefit Trust (Trust). The trustees of the Trust acquire shares in the Company over time to meet the exercise requirements of the LTRP. Options are granted to participants by the Company, and when exercised the trustee of the Trust transfers the appropriate amount of shares to the employee. The proceeds received net of any transaction costs are credited directly to equity.

EquityEquity comprises the following:• “Share capital” represents the nominal value of equity shares.• “Share premium” represents the excess over nominal value of the fair value of consideration received for equity shares, net of

expenses of the share issue.• “Share-based payment reserve” represents equity-settled share-based employee and non-employee remuneration until such share

options are exercised.• “Group Owned shares” are shares in Allocate Software plc that are held by the Allocate Software plc Employee Benefit Trust (Trust)

to meet the exercise requirements of the LTRP• “Retained earnings” represents retained profits and losses.• “Foreign exchange reserve” represents translation differences arsing on the consolidation of investments in overseas subsidiaries.

Use of accounting estimates and judgementsMany of the amounts included in the financial statements involve the use of judgement and/or estimation. These judgements and estimates are based on management’s best knowledge of the relevant facts and circumstances, having regard to prior experience, but actual results may differ from the amounts included in the financial statements. Information about such judgements and estimation is contained in the accounting policies and/or the notes to the financial statements and the key areas are summarised below.

Judgements in applying accounting policies:Management make judgements as to which costs incurred meet the requirements of IAS 38 ‘Intangible Assets’ and are therefore capitalised as internally generated intangible assets.

Sources of estimation uncertainty:Depreciation & Amortisation:Depreciation and amortisation rates are based on estimates of the useful economic lives and residual values of the assets involved. The assessment of these useful economic lives is made by projecting the economic lifecycle of the asset. Depreciation and amortisation rates are changed where economic lives are re-assessed and technically obsolete items written off where necessary. Refer to notes 10 and 12.

Impairment:In assessing impairment, Management estimates the recoverable amount of each asset or cash generating units based on future cash flows and uses an interest rate to discount them. Estimation uncertainty relates to assumptions about future operating results and the determination of a suitable discount rate. Full details are shown in note 13.

Share-based Payments:The estimation of share-based payment costs requires the selection of an appropriate valuation model and consideration as to the inputs necessary for the valuation model chosen. The Group has made estimates as to the volatility of its own shares, the probable life of options granted and the time of exercise of those options. The models used by the Group are the Black-Scholes and Monte Carlo valuation models. Full details are shown in note 18.

Business Combinations:Management uses valuation techniques in determining the fair values of the various elements of a business combination.

On initial recognition, the assets and liabilities of the acquired business are included in the consolidated statement of financial position at their provisional fair values. In measuring fair value, management uses estimates about future cash flows and discount rates, however, actual results may vary.

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Notes to the financial statements continued

2 REVENUEYear ended 31 May 2014 Year ended 31 May 2013

Non-recurring

£’000Recurring

£’000Total

£’000

Non-recurring

£’000Recurring

£’000Total £’000

Licence 11,799 – 11,799 9,707 – 9,707Subscriptions – 7,141 7,141 – 6,304 6,304

11,799 7,141 18,940 9,707 6,304 16,011

Support – 11,615 11,615 – 11,274 11,274Services 9,398 – 9,398 9,676 – 9,676Other 69 – 69 111 – 111

21,266 18,756 40,022 19,494 17,578 37,072

Recurring revenue as a % of total revenue 47% 47%

Recurring revenue is defined as revenue which recurs on a regular basis. This comprises revenue from subscription contracts (including the Allocate Cloud) and revenue from support & maintenance contracts. In both cases revenue is recognised rateably over the term of the contract.

3 SEGMENTAL REPORTINGManagement has determined the operating segments based on the revenue streams within the reports reviewed by the strategic decision maker comprising the Board of Directors. These segments are consistent with how the business is structured, managed and its resources are deployed by the Board.

Licence revenue represents revenue from the sale of non-cancellable software licence agreements. Subscription revenue is derived from the sale of Software as a Service products, Allocate Cloud and hosting revenues. Support and service revenue represents revenue from the provision of installation, consulting, training and product support.

2014Support

£’000Subscriptions

£’000Licence

£’000Services

£’000Other £’000

Total £’000

Revenue 11,615 7,141 11,799 9,398 69 40,022Costs of goods sold (1,908) (1,372) (52) (8,005) (37) (11,374)

9,707 5,769 11,747 1,393 32 28,648Research and development costs (8,327)Sales, general and administration (*) (17,320)

Operating profit 3,001Finance income 32Foreign exchange losses (118)Finance charges (22)

Profit before tax 2,893

2013Support

£’000Subscriptions

£’000Licence

£’000Services

£’000Other £’000

Total £’000

Revenue 11,274 6,304 9,707 9,676 111 37,072Costs of goods sold (2,094) (1,038) (210) (7,650) (13) (11,005)

9,180 5,266 9,497 2,026 98 26,067Research and development costs (7,482)Sales, general and administration (*) (20,835)

Operating loss (2,250)Finance income 49Foreign exchange losses (69)Finance charges (115)

Loss before tax (2,385)

(*) includes non-recurring costs, acquisition costs, amortisation, impairment of intangible assets and share-based payment charges.

Under IFRS 8 there is a requirement to show operating profit and total assets for the operating segments, however, attributable expenses and total assets cannot be allocated on a reasonable basis and, as a result, the analysis is limited to the Group revenue less costs of goods sold which is then reconciled to the profit before tax.

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3 SEGMENTAL REPORTING continuedThere are no material inter-segment revenues.

Revenues from external customers in the Group’s domicile, the United Kingdom, as well as its major markets, the European Union, Australia and the USA, have been identified on the basis of the customer’s geographical location. Non-current assets are allocated based on their physical location.

Revenue arises from customers in the following locations:2014

£’0002013

£’000

UK 23,625 20,525Europe 8,933 8,712USA 1,048 1,794Australia 6,281 5,887Rest of World 135 154

40,022 37,072

In addition to the requirements of IFRS 8, the Directors present a schedule of revenue analysed by vertical business sector:

2014 £’000

2013 £’000

Healthcare 34,716 29,279Defence 3,559 4,999Maritime 1,747 2,794

40,022 37,072

There were no customers (2013: nil) who contributed in excess of 10% of total revenues.

The internal reporting of the Group’s performance does not require that statement of financial position information is gathered on the basis of the business streams ‘Licences’, ‘Subscriptions’, ‘Support’, ‘Services’ and ‘Other’ reported above. This information is therefore not accessible and, as a result, the segmental analysis does not include statement of financial position details. However, the Group operates within discrete geographical markets and the non-current assets of the Group are split between these locations:

Non-current assets by location 2014UK

£’000Europe

£’000USA

£’000Australia

£’000R o W£’000

Total£’000

Intangible assets 3,218 – – 370 – 3,588Goodwill 4,010 2,188 – 730 – 6,928Property, plant and equipment 1,330 174 5 63 – 1,572Trade and other receivables 771 – – 311 – 1,082Deferred tax assets 1,374 – – 49 – 1,423

Total non-current assets 10,703 2,362 5 1,523 – 14,593

Non-current assets by location 2013UK

£’000Europe

£’000USA

£’000Australia

£’000R o W£’000

Total£’000

Intangible assets 4,258 1,064 – 627 – 5,949Goodwill 4,010 2,434 – 836 – 7,280Property, plant and equipment 678 108 6 75 1 868Trade and other receivables 615 – – – – 615Deferred tax assets 791 – – 70 – 861

Total non-current assets 10,352 3,606 6 1,608 1 15,573

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Notes to the financial statements continued

4 OPERATING PROFIT/(LOSS)2014

£’0002013

£’000

Operating profit/(loss) has been arrived at after charging:

Foreign exchange losses (included in the following line items):– Costs of goods sold – 26

– 26

In addition to the above there are foreign exchange losses disclosed on the face of the Consolidated income statement of £118,000 (2013: £69,000 loss), giving a total foreign exchange loss of £118,000 (2013: £95,000 loss).

Acquisition costsRosterOn– Transaction costs – 10– Consideration treated as remuneration – 101RealTime Health (note 20)– Transaction costs – 413

– 524

Loss on disposal of intangible assets – 9Depreciation of property, plant and equipment 476 431Amortisation of intangible assets (note 12) 2,407 4,439Impairment of intangibles and goodwill (notes 11, 12 and 13) – 1,277Employee costs (note 5) 23,388 22,532Land and buildings held under operating leases 970 860Other operating leases 113 126

Audit and non-audit services:Fees payable to the Company’s auditor for the audit of Parent Company and consolidated financial statements. 71 71

Fees payable to the Company’s auditor and its associates for other services:The audit of the Company’s subsidiaries pursuant to legislation 30 30Other services 9 9

During the year ended 31 May 2014 the Group incurred non-recurring costs of £526,000, associated principally with the Head Office relocation.

5 EMPLOYEESGroup

2014 £’000

2013 £’000

Employee costs (including Directors):Wages and salaries 19,186 18,659Social security costs 2,721 2,509Share-based payment 506 417Payments into defined contribution pension schemes 975 947

23,388 22,532

2014 Number

2013Number

The average number of employees (including Directors) during the year was made up as follows:Sales and services 161 163Development 97 99Administration 35 35Executive Directors 4 4Non-Executive Directors 3 4

300 305

For accounting purposes, IFRS3 ‘Business Combinations’ requires elements of the deferred consideration associated with the acquisitions of RealTime and RosterOn to be treated as remuneration and not consideration. The amount of this deferred consideration expected to be paid is expensed to the Income Statement. Therefore in addition to the costs above, there are remuneration costs included in the acquisition costs line of the income statement. Further details are provided in note 4.

For details of Directors’ remuneration, refer to the Remuneration report on pages 19 to 21.

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6 INCOME TAX2014

£’0002013

£’000

Current tax: Corporation tax on profit/(loss) for the year – –Prior period adjustments 2 –Overseas tax 631 429

Total current tax 633 429

Deferred tax: Origination and reversal of temporary differences :Current period (1,169) (1,295)Prior period adjustments (117) 27Rate change adjustment 106 (113)

Total deferred tax (1,180) (1,381)

Tax credit on profit/(loss) for the year (547) (952)

Amounts recognised directly in equityAggregate current and deferred tax arising in the reporting period and not recognised in net profit or loss or other comprehensive income but directly debited or credited to equity:

2014 £’000

2013 £’000

Net deferred tax – (credited)/charged to equity (24) –

(24) –

The tax assessed for the year differs from the standard rate of corporation tax as applied in the respective trading domains where the Group operates. The differences are explained below:

2014 £’000

2013 £’000

Profit/(loss) for the year before tax 2,893 (2,385)

Profit/(loss) for year multiplied by the respective standard rate of corporation tax applicable in each domain 22.67% (2013: 23.83%). 656 (568)

Effects of: Tax rate change adjustment 106 (113)Adjustment to tax in respect of prior periods (117) 27Difference in overseas tax rates (32) (302)Movement on deferred tax not recognised 34 71Research and development enhanced relief (758) (584)Share-based payments (364) 62Sundry items (84) 5Expenses not deductible for tax purposes– Acquisition costs – 125– Impairment of goodwill – 304– Other 12 21

Tax credit on profit/(loss) for the year (547) (952)

7 PROFIT ATTRIBUTABLE TO ALLOCATE SOFTWARE PLCThe profit for the financial year of the Parent Company, Allocate Software plc, was £4,221,000 (2013: profit of £1,813,000). As permitted by section 408 of the Companies Act 2006, no separate income statement is presented in respect of the Parent Company.

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Notes to the financial statements continued

8 DIVIDENDS(a) Dividends paid during the reporting period

2014 £’000

2013 £’000

Final dividend for the year ended 31 May 2013 of 1.32p (2012: 1.2p) per fully paid share 874 763

874 763

Dividends paid in cash or satisfied by the issue of shares under the Company’s scrip dividend scheme were as follows:

Cash 739 682Shares 135 81

874 763

(b) Dividends not recognised at the end of the reporting periodSince the year end the Directors have proposed the payment of a dividend in respect of the full financial year of 1.45p per fully paid Ordinary Share (2013: 1.32p). The aggregate amount of the proposed dividend expected to be paid out of retained earnings at 31 May 2014, but not recognised as a liability at the year end is £990,000 (2013: £848,000).

9 EARNINGS/(LOSS) PER ORDINARY SHARE31 May

2014 £’000

31 May2013

£’000

Earnings/(loss) for the year attributable to shareholders 3,440 (1,433)

Earnings/(loss) per shareBasic (pence per share) 5.18p (2.26p)Diluted (pence per share) 5.09p (2.26p)

Weighted average number of sharesNumber of

sharesNumber of

shares

Shares in issue at opening 64,205,528 63,841,253Shares issued during the year 4,088,011 364,275

Shares in issue at closing 68,293,539 64,205,528

Weighted average shares for basic earnings per share 66,360,120 63,559,952Effect of dilutive potential Ordinary Shares 1,229,824 1,311,580

Weighted average shares for diluted earnings per share 67,589,944 64,871,532

Adjusted earnings per ordinary shareAn adjusted earnings per share has been calculated in addition to the post tax earnings per share which eliminates the effects of share-based payments, impairment and amortisation of intangibles, non-recurring costs, acquisition costs and is adjusted for tax. It has been calculated to allow shareholders to gain a clearer understanding of the trading performance of the Group. The basis of the calculation of the basic and diluted adjusted earnings per share is set out below:

2014 £’000

2013 £’000

Profit/(loss) for the year attributable to shareholders 3,440 (1,433)Amortisation of intangibles 2,407 4,439Impairment charge – 1,277Share-based payments 506 417Acquisition costs – 524Non-recurring costs 526 –Tax on amortisation, impairment, share-based payment, acquisition costs and non-recurring costs (791) (1,586)

Adjusted profit for the year attributable to shareholders 6,088 3,638

Basic adjusted earnings per share 9.17p 5.72pDiluted adjusted earnings per share 9.01p 5.60p

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10 PROPERTY, PLANT AND EQUIPMENT

Group

Long leasehold property

£’000

Leasehold improvements

£’000Equipment

£’000Total £’000

CostAt 1 June 2012 285 240 2,105 2,630Additions – – 353 353Acquisition of RealTime – – 31 31Disposals – – (78) (78)Foreign exchange rate movement – – 42 42

At 31 May 2013 285 240 2,453 2,978

Additions – 546 666 1,212Disposals – (240) (155) (395)Foreign exchange rate movement – (1) (57) (58)

At 31 May 2014 285 545 2,907 3,737

DepreciationAt 1 June 2012 – 239 1,483 1,722Acquisition of RealTime – – 8 8Provided in the year – 1 430 431Disposals – – (78) (78)Foreign exchange rate movement – – 27 27

At 31 May 2013 – 240 1,870 2,110

Provided in the year – 69 407 476Disposals – (240) (150) (390)Foreign exchange rate movement – (1) (30) (31)

At 31 May 2014 – 68 2,097 2,165

Net book value at 31 May 2014 285 477 810 1,572Net book value at 31 May 2013 285 – 583 868Net book value at 31 May 2012 285 1 622 908

Netted off the cost of property plant and equipment are accumulated landlord capital contributions amounting to £96,000 (2013: £304,000) at the year end. Of this amount £10,000 (2013: £248,000) had been taken to the income statement by way of a reduction to accumulated depreciation.

Certain assets of the Group were considered the security for the revolving loan facility which was paid off during the year.

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Notes to the financial statements continued

10 PROPERTY, PLANT AND EQUIPMENT continued

Company

Leasehold improvements

£’000Equipment

£’000Total £’000

CostAt 1 June 2012 240 1,685 1,925Additions – 194 194Transfer from subsidiary – 43 43

At 31 May 2013 240 1,922 2,162

Additions 535 477 1,012Disposals (240) – (240)

At 31 May 2014 535 2,399 2,934

DepreciationAt 1 June 2012 239 1,193 1,432Provided in the year 1 327 328Transfer from subsidiary – 9 9

At 31 May 2013 240 1,529 1,769

Provided in the year 66 294 360Disposals (240) – (240)

At 31 May 2014 66 1,823 1,889

Net book value at 31 May 2014 469 576 1,045Net book value at 31 May 2013 – 393 393Net book value at 31 May 2012 1 492 493

Netted off the cost of property plant and equipment are accumulated landlord capital contributions amounting to £40,000 (2013: £304,000) at the year end. Of this amount £5,000 (2013: £248,000) had been taken to the income statement by way of a reduction to accumulated depreciation.

Certain assets of the Group were considered the security for the revolving loan facility which was paid off during the year.

11 GOODWILL

GroupTotal £’000

CostAt 1 June 2012 7,479Acquisition of RealTime 64Foreign exchange rate movement 277

At 31 May 2013 7,820Foreign exchange rate movement (352)

At 31 May 2014 7,468

Accumulated impairmentAt 1 June 2012 and 31 May 2013 540

At 31 May 2014 540

Net book value at 31 May 2014 6,928Net book value at 31 May 2013 7,280Net book value at 31 May 2012 6,939

The details of annual impairment testing of goodwill are set out in note 13.

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11 GOODWILL continuedCompany

Total £’000

CostAt 1 June 2012 9,148Transfer from investments 1,531

At 31 May 2013 10,679Transfer from investments –

At 31 May 2014 10,679

Accumulated impairmentAt 1 June 2012 –Impairment of goodwill 1,503At 31 May 2013 1,503

At 31 May 2014 1,503

Net book value at 31 May 2014 9,176Net book value at 31 May 2013 9,176Net book value at 31 May 2012 9,148

On 1 November 2012 the Company acquired the trade and assets of its subsidiary RealTime Health Limited.

The assets were transferred at their book value. The excess of the carrying value of the Company’s investment in the Company over the book value of the assets acquired has been reclassified as goodwill.

12 INTANGIBLE ASSETS

GroupSoftware

£’000

Customer lists & brands

£’000Total £’000

CostAt 1 June 2012 6,820 17,167 23,987Additions 178 – 178Acquisition of RealTime (note 20) 1,533 – 1,533Disposals (9) – (9)Foreign exchange rate movement – 1,120 1,120

At 31 May 2013 8,522 18,287 26,809Additions 129 – 129Foreign exchange rate movement – (1,155) (1,155)

At 31 May 2014 8,651 17,132 25,783

AmortisationAt 1 June 2012 4,868 9,458 14,326Charge for the year 644 3,795 4,439Impairment 1,277 – 1,277Foreign exchange rate movement – 818 818

At 31 May 2013 6,789 14,071 20,860Charge for the year 380 2,027 2,407Foreign exchange rate movement – (1,072) (1,072)

At 31 May 2014 7,169 15,026 22,195

Net book value at 31 May 2014 1,482 2,106 3,588Net book value at 31 May 2013 1,733 4,216 5,949Net book value at 31 May 2012 1,952 7,709 9,661

Intangible assets comprise both assets arising from third party costs incurred to develop internal business systems, and intangibles acquired through a business combination. Intangible assets are amortised over periods of 3 to 8 years. The Group has not capitalised any software research and development costs as these have not met the requirements of IAS 38 ‘Intangible Assets’.

The details of any impairment testing of intangible assets are set out in note 13.

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12 INTANGIBLE ASSETS continued

CompanySoftware

£’000

Customer lists

£’000Total £’000

CostAt 1 June 2012 593 1,715 2,308Additions 167 – 167

At 31 May 2013 760 1,715 2,475Additions 129 – 129

At 31 May 2014 889 1,715 2,604

AmortisationAt 1 June 2012 178 1,347 1,525Charge for the year 227 368 595

At 31 May 2013 405 1,715 2,120Charge for the year 189 – 189

At 31 May 2014 594 1,715 2,309

Net book value at 31 May 2014 295 – 295Net book value at 31 May 2013 355 – 355Net book value at 31 May 2012 415 368 783

Intangible assets comprise both assets arising from third party costs incurred to develop internal business systems, and intangibles acquired through a business combination. The Company’s intangible assets are amortised over periods of 3 to 6 years. The Company has not capitalised any software research and development costs as these have not met the requirements of IAS 38 ‘Intangible Assets’.

13 IMPAIRMENT(a) Impairment testing of goodwillFor the purpose of annual impairment testing, the carrying value of goodwill acquired through business combinations is allocated to the following cash-generating units (CGU):

2014 £’000

2013 £’000

Zircadian 3,946 3,946RosterOn 731 837RealTime 64 64Time Care 2,187 2,433

6,928 7,280

These represent the lowest level within the Group at which goodwill is monitored for internal management purposes.

(b) Key assumptions in value in use calculationsThe recoverable amount of all CGU’s has been determined based on value-in-use calculations. With the exception of RealTime (refer below), these calculations use cash flow projections based on financial budgets approved by management covering a one-year period followed by an extrapolation of expected cash flows for a further four year-period. Cash flows beyond the five-year period are extrapolated using the estimated growth rates appropriate to the industry. This growth rate does not exceed the long-term average growth rate for the industry in which the CGU operates. The discount rates reflect appropriate adjustments relating to market risk and specific risk factors of each segment.

The key assumptions for the value-in-use calculations are as follows:2014 2013

Growthrate*

Discount rate

Growth rate*

Discount rate

Zircadian 10% 13.0% 10% 12.0%RosterOn 10% 13.0% 10% 12.0%RealTime # 13.0% 50% 12.0%Time Care 15% 13.0% 15% 12.0%

* Weighted average growth rate used to extrapolate cash flows for the four years after the budget period. As noted cash flows beyond the five year period are extrapolated using the long term average growth rate for the industry in which the CGU operates.

# See RealTime section below.

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13 IMPAIRMENT continuedThe projected performance of each business is driven by the acquisition of new customers, cross-sell and up-sell of products into complementary customer bases and also maintenance of existing customer renewals. The cross-sell and up-sell opportunities will increase more gradually for Time Care AB and RosterOn Pty Limited as compared to the UK businesses.

Management has determined the key assumptions based on their significant experience of the customer base in the UK, and for Sweden and Australia the historical performance of these businesses. The growth-rates are based on a combination of historical performance and management’s judgements on the cross-selling opportunities afforded by long-standing customer relationships in addition to a go-to-market model of proven endurance.

RealTimeA 5-year model, approved by Management, has been used in the calculations. This model has compound annual revenue growth of 75%, which reflects the fact that it is the early stages of growth for RealTime from a small customer base (seven customers) relative to other products. A higher rate of growth than the other CGUs (which contain mature products) is consistent with that achieved by other products in the early stages of their lifecycle. The compound annual cost growth is 25%.

If the assumptions over new customer acquisition are reduced resulting in a compound annual revenue growth of 60% and compound annual cost growth of 20%, then the recoverable amount would approximate the carrying value of the CGU.

(c) Impairment of intangible assetsNo impairment of intangible assets or goodwill has been recorded by either the Group or the Company during the year ended 31 May 2014.

Management performed an impairment review at 31 May 2013 on the intangible assets recognised with respect to the Dynamic Change acquisition. This resulted in an impairment charge of £1,277,000 which has been separately disclosed on the face of the income statement.

During the year ended 31 May 2013, an impairment charge of £1,503,000 was also recorded in the Company accounts against the goodwill relating to Dynamic Change.

14 INVESTMENTSGroupThere are no non-current asset investments held by the Group.

CompanyInvestments in subsidiaries:

Investments £’000

Loan£’000

Total £’000

CostAt 1 June 2012 13,923 2,095 16,018Acquisition of RealTime Health 1,651 – 1,651Foreign exchange – 31 31Transfer to goodwill (1,531) – (1,531)

At 31 May 2013 14,043 2,126 16,169Foreign exchange – (269) (269)

At 31 May 2014 14,043 1,857 15,900

Net book value at 31 May 2014 14,043 1,857 15,900Net book value at 31 May 2013 14,043 2,126 16,169Net book value at 31 May 2012 13,923 2,095 16,018

The details of the acquisitions are set out in note 20. The details of any impairment testing are set out in note 13. The details of the transfer to goodwill are set out in note 11.

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14 INVESTMENTS continuedPrincipal investmentsThe Company holds investments either directly or indirectly in the equity share capital of the following:

SubsidiaryCountry of registration and

operation Class of sharePercentage

held Nature of business

Time Care AB Sweden Ordinary SEK 1 100% Sales of software

Time Care Sverige AB Sweden Ordinary SEK 1,000 100% Sales of software

Calistrum AB Sweden Ordinary SEK 1,000 100% Dormant

Time Care UK Limited England and Wales Ordinary £1 100% Dormant

Dynamic Change Limited England and Wales Ordinary 1p 100% Dormant

Allocate Software Worldwide Limited England and Wales Ordinary £1 100% Dormant

Allocate Software Inc USA Common Stock US$0.01 100% USA sales and support

Allocate Software Pte Limited Singapore Common Stock Singapore $1 100% Dormant

Allocate Software PTY Limited Australia Ordinary Aus $1 100% Sales of software

MSW Technology Limited England and Wales Ordinary £1 100% Dormant

Allocate Software Technology Systems Limited England and Wales Ordinary £1 100% Dormant

Allocate Software Sendrian Berhad Malaysia Ordinary MYR1 100% Sales of software

Allocate Sendrian Berhad Malaysia Ordinary MYR1 100% Dormant

Manpower Software Limited England and Wales Ordinary £1 100% Dormant

Allocate Limited England and Wales Ordinary £1 100% Dormant

Zircadian Holdings Limited England and Wales Ordinary £1 100% Dormant

Zircadian Limited England and Wales Ordinary £1 100% Dormant

RosterOn Pty Limited Australia Ordinary Aus $1 100% Dormant

RealTime Health Limited England and Wales Ordinary 1p 100% Dormant

15 DEFERRED TAXDeferred tax asset

Group

Tax losses £’000

Decelerated capital

allowances £’000

Other timing differences

£’000Total £’000

At 1 June 2012 240 78 243 561Net creation 135 19 21 175Prior year adjustment 47 30 19 96Tax rate change adjustment (18) (6) (11) (35)Acquisition of RealTime 46 – – 46Foreign exchange 18 – – 18

At 31 May 2013 468 121 272 861

Net creation/utilisation 568 (39) 129 658Prior year adjustment 160 (38) (5) 117Tax rate change adjustment (142) (8) (47) (197)Foreign exchange (17) – 1 (16)

At 31 May 2014 1,037 36 350 1,423

Deferred tax assets are only recognised for tax losses arising in Group companies where it is probable future taxable profits will be available against which to use these losses. Tax losses for which a deferred tax asset has been recognised total £5,165,000 (2013: £2,154,000). In addition the Group has tax losses totalling £494,000 (2013: £458,000) for which a deferred tax asset has not been recognised.

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15 DEFERRED TAX continued

Company

Tax losses £’000

Decelerated capital

allowances £’000

Other timing differences

£’000Total £’000

At 1 June 2012 148 77 247 472Net creation 124 19 10 153Prior year adjustment 47 30 19 96Tax rate change adjustment (14) (5) (11) (30)

At 31 May 2013 305 121 265 691

Net creation/utilisation 581 (26) 110 665Prior year adjustment 160 (37) (5) 118Tax rate change adjustment (129) (8) (46) (183)

At 31 May 2014 917 50 324 1,291

Tax losses carried forward in the Company total £4,588,000 (2013: £1,508,000). A deferred tax asset has been recognised in respect of these losses.

Deferred tax liability

Group

Intangible assets £’000

Other timing differences

£’000Total £’000

At 1 June 2012 2,129 – 2,129Prior year adjustment 123 – 123Tax rate change adjustment (138) (10) (148)Acquisition of RealTime 368 2 370Foreign exchange 77 – 77Net creation/utilisation (1,237) 135 (1,102)

At 31 May 2013 1,322 127 1,449

Tax rate change adjustment (91) – (91)Foreign exchange (49) (13) (62)Net creation/utilisation (509) – (509)

At 31 May 2014 673 114 787

16 TRADE AND OTHER RECEIVABLES2014 2013

GroupCurrent

£’000Non-current

£’000Total

£’000Current

£’000Non-current

£’000Total

£’000

Trade receivables 9,701 – 9,701 9,425 – 9,425Accrued income 3,596 1,082 4,678 2,449 615 3,064Prepayments and other receivables 793 – 793 1,013 – 1,013

14,090 1,082 15,172 12,887 615 13,502

Credit quality of receivablesTrade receivables are derived from the supply of licences and services to clients who are substantial and creditworthy organisations. These clients include government health and defence departments, major listed companies and significant private companies.

The following financial assets are overdue for receipt. The fair value of receivables is not materially different from the carrying value shown. The receivables are overdue by:

2014 £’000

2013 £’000

Trade receivablesNot more than 3 months 1,780 2,244More than 3 months but not more than 6 months 32 261More than 6 months 60 169

1,872 2,674

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16 TRADE AND OTHER RECEIVABLES continuedThere are no receivables which have been impaired.

Trade and other receivables are due in the following currencies:2014

£’0002013

£’000

Australian Dollars 1,356 1,957Swedish Krona 747 845US Dollars 115 918Euros 73 168Malaysian Ringgits 31 10

2,322 3,898

2014 2013

CompanyCurrent

£’000Non-current

£’000Total

£’000Current

£’000Non-current

£’000Total

£’000

Trade receivables 7,462 – 7,462 6,383 – 6,383Amounts owed by subsidiary companies 2,874 – 2,874 2,424 – 2,424Accrued income 2,947 771 3,718 1,789 615 2,404Prepayments and other receivables 509 – 509 783 – 783

13,792 771 14,563 11,379 615 11,994

Amounts owed by subsidiary companies are payable on demand.

The following financial assets are overdue for receipt. The fair value of receivables is not materially different from the carrying value shown. The receivables are overdue by:

2014 £’000

2013 £’000

Trade receivablesNot more than 3 months 1,432 1,775More than 3 months but not more than 6 months 3 76More than 6 months – 169

1,435 2,020

There are no receivables which have been impaired.

Trade receivables are due in the following currencies:2014

£’0002013

£’000

US Dollars 10 710Euros 73 142

83 852

The Group’s and Company’s receivables are unsecured.

17 SHARE CAPITALEquity

2014 £’000

2013 £’000

Ordinary Shares of 5p eachAuthorised100 million (2013: 100 million) 5,000 5,000

Allotted, called up and fully paid

68,293,539 (2013: 64,205,528) 3,415 3,210

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17 SHARE CAPITAL continuedEquity: allotted, called up and fully paid

Number of shares

£’000

Share capital £’000

Share premium

£’000Total

£’000

At 1 June 2012 63,841,253 3,192 7,908 11,100Dividend (note 8) 99,275 5 76 81Issue of shares on exercise of options 265,000 13 46 59

At 31 May 2013 64,205,528 3,210 8,030 11,240Dividend (note 8) 126,011 7 128 135Issue of shares on exercise of options 3,962,000 198 1,990 2,188

At 31 May 2014 68,293,539 3,415 10,148 13,563

The mid-market price of the Ordinary Shares at 30 May 2014 was 111.00p and the range during the year was 65.00p to 119.00p.

Own shares heldThe Group owned shares are shares in Allocate Software plc that are held by the Allocate Software plc Employee Benefit Trust (EBT) to meet the exercise requirements of the LTRP. During the year, the EBT made the following purchases:-

Shares held by the EBT Number of shares held £’000

At 1 June 2013 784,530 600Purchase of shares by the EBT 107,569 120

At 31 May 2014 892,099 720

18 RESERVES(i) Nature and purpose of reservesRetained earnings – comprises the accumulated retained profits from current and prior periods.

Share-based payments – the share-based payments reserve is used to recognise the grant date fair value of options issued to employees but not exercised.

Foreign exchange – exchange differences arising on the translation of overseas subsidiaries are recognised in other comprehensive income as described in note 1, and accumulated in a separate reserve within equity.

(ii) Share-Based paymentsThere are five share option schemes in operation: an HMRC Approved Scheme (“the Approved Scheme”), two schemes which have not been approved by HMRC (“the Unapproved Schemes”), a further scheme which has not been approved by HMRC (“the Bonus Scheme”) and an Enterprise Management Incentive Scheme (“the EMI Scheme”), which complies with the requirements of HMRC. In addition there is a Long-Term Retention Plan (“LTRP”) in operation.

The Approved Scheme, the Unapproved Schemes & the EMI Scheme (“the Option Plans”)Options in the Option Plans vest subject to demanding earnings per share (“EPS”) targets being achieved over specified performance periods (generally three years). Options vest at the end of the performance period and can be exercised over the period between vesting date and expiry date. Options expire 10 years from the date of grant. Options are forfeited if the employee leaves the Company before the options become available for exercise.

The fair values of the services received in exchange for share-based payments were calculated using a Black Scholes pricing model that takes into account the exercise price, the term of the option, the impact of dilution, the share price at grant date and the expected price volatility of the underlying share, the expected dividend yield and the risk free interest rate for term of the option. No account is taken of any services and performance conditions in the calculation of the fair value.

The expected price volatility is based on historic volatility.

During the year ended 31 May 2014, the Board decided to revise the EPS for options which were granted after 1 January 2011. As before EPS targets are set for each year within the specified performance period (3 years), but these have been reduced to reflect the transition of the business model to one where a greater proportion of revenues are recurring resulting in a slower growth in earnings per share. Options continue to vest over three years, with annual EPS targets set. For each year an annual target is met, one third of the options granted will vest at the end of the three-year vesting period. Each annual EPS target has two thresholds – a lower threshold, at which point 70% of the options in relation to that year will vest, and a higher threshold at which point 100% of the options in relation to that year will vest. Options vest on a sliding scale between 70% and 100% if performance lies between the two thresholds.

As the EPS targets are non-market conditions, this change has no impact on the fair value of options granted. The charge to the profit and loss account has been adjusted to reflect the best available estimate of the number of share options expected to vest as a result of this change.

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18 RESERVES continuedThe Bonus SchemeDuring the year ended 31 May 2014 a further scheme (which has not been approved by HMRC) was established.

Options in this scheme vest after 1 year and can be exercised over the period between vesting date and expiry date. Options expire 10 years from the date of grant. Options are forfeited if the employee leaves the Company before the options become available for exercise.

The fair value of these options is calculated using the approach described for the Option Plans above.

LTRPOptions in the LTRP vest subject to both earnings per share (“EPS”) targets being achieved over a specified performance period and a total absolute shareholder return (“TSR”) target against which options will vest on a sliding scale.

The fair values of the services received in exchange for share-based payments were calculated using a Monte Carlo simulation, which takes into account the exercise price, the term of the option, the impact of dilution, the share price at grant date and the expected price volatility of the underlying share, the expected dividend yield and the risk free interest rate for term of the option. No account is taken of any services and performance conditions in the calculation of the fair value other than the performance conditions linked to the share price in the Company (ie TSR conditions).

During the year the targets were revised in view of the transition of the Group’s business model to one where a greater proportion of revenues are recurring. Options vest subject to the Company’s earnings per share increasing at or above a revised target of a 5% annual compound growth rate. Under the revised TSR targets, 70% of the options will vest at a 7.5% annual compound total shareholder return and the options will vest in full at or above a 15% annual compound TSR. Subject to the meeting of the performance criteria and to continuing employment, 600,000 options will vest in September 2014 and a further 200,000 in each of September 2015 and September 2016.

As a result of this change the fair value of the options was re-measured. The resulting incremental increase in fair value will be expensed to the Income Statement over the remaining vesting period of the options.

Fair Value of Options GrantedThe table below lists the inputs to the option pricing models for options granted and where a change in vesting conditions has required the fair value to be re-measured.

Date of issueNumber granted

Share price on issue date

Exercise price

Expected volatility

Expiry period

Vesting period

Risk free rate

Expected dividend

yield% Years % %

2014Option Plans23 July 2013 390,000 84.0p 84.0p 21 10 3 1.31 nil23 Sept 2013 50,000 101.0p 101.0p 20 10 3 1.67 nil21 Jan 2014 680,000 109.0p 109.0p 19 10 3 1.73 nil17 Mar 2014 273,334 116.5p 116.5p 16 10 3 1.89 nil

Bonus Scheme17 Mar 2014 200,000 116.5p 116.5p 16 10 1 1.89 nil

LTRP revaluation1 Dec 2011 600,000 99.5p* 0.0p 21 6 3 0.64 1.451 Dec 2011 200,000 99.5p* 0.0p 20 6 4 1.01 1.451 Dec 2011 200,000 99.5p* 0.0p 20 6 5 1.20 1.45

2013Option Plans15 Aug 2012 1,015,000 71.5p 71.5p 32 10 3 0.63 nil

* Share price on modification date

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18 RESERVES continuedDetails of the number of share options and the weighted average exercise price (WAEP) outstanding during the year are as follows:

2014 2013

No. of options

WAEP No. of options

WAEP

Outstanding at the beginning of the year 7,184,000 54.53p 6,464,000 49.18pGranted during the year 1,593,334 104.86p 1,015,000 71.50pExercised during the year (3,962,000) 55.22p (265,000) 22.42pForfeited during the year (283,334) 76.24p (30,000) 71.50pExpired during the year (1,000) 45.00p – –

Outstanding at the end of the year 4,531,000 53.23p 7,184,000 53.23p

Exercisable at the year end 522,666 54.53p 4,099,000 54.53p

The total cost of the share option schemes charged to the Consolidated Income Statement is £506,000 (2013: £417,000). The weighted average share price at the date of exercise of options was 108.77p (2013: 72.05p).

The weighted average fair value of options granted during the year was 30.50p per option (2013: 29.61p).

Share options remaining in the schemes are as follows:

Grant date Exercise from Lapse dateOptions

remaining Ex price

Time to expiry

Scheme Yrs Mths

EMI 27/03/2006 27/03/2009 26/03/2016 3,500 25.50 1 9Unapproved 27/03/2006 27/03/2009 26/03/2016 2,500 25.50 1 9EMI 02/05/2008 02/05/2011 01/05/2018 10,000 53.00 3 11EMI 14/04/2010 14/04/2013 13/04/2020 260,000 71.50 5 10Unapproved 04/02/2011 04/02/2014 03/02/2021 246,666 85.50 6 8Approved 14/09/2011 14/09/2014 13/09/2021 82,758 72.50 7 4Unapproved 14/09/2011 14/09/2014 13/09/2021 317,242 72.50 7 4LTRP 01/12/2011 1/09/2014 30/11/2017 600,000 0.00 3 6LTRP 01/12/2011 1/09/2015 30/11/2017 200,000 0.00 3 6LTRP 01/12/2011 1/09/2016 30/11/2017 200,000 0.00 3 6Approved 15/08/2012 15/08/2015 14/08/2022 266,748 71.50 8 2Unapproved 15/08/2012 15/08/2015 14/08/2022 748,252 71.50 8 2Approved 23/07/2013 23/07/2016 22/07/2023 88,660 84.00 9 1Unapproved 23/07/2013 23/07/2016 22/07/2023 301,340 84.00 9 1Unapproved 23/09/2013 23/09/2019 22/09/2023 50,000 101.00 9 3Approved 21/01/2014 21/01/2017 20/01/2024 46,926 109.00 9 7Unapproved 21/01/2014 21/01/2017 20/01/2024 633,074 109.00 9 7Bonus 17/03/2014 17/03/2017 16/03/2024 200,000 116.50 9 9Unapproved 17/03/2014 17/03/2017 16/03/2024 273,334 116.50 9 9

4,531,000

19 BORROWINGSThe Company repaid the two-year revolving facility of £4,000,000 on 12 August 2013.

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Notes to the financial statements continued

20 BUSINESS COMBINATIONSAcquisitions have been accounted for by the purchase method of accounting. The goodwill arising on these acquisitions is subject to annual impairment reviews.

There were no acquisitions during the year ended 31 May 2014.

RealTime Health LimitedDuring the year ended 31 May 2013 the Group acquired 100% of the share capital of RealTime Health Limited. The maximum consideration, of up to £7,162,000 was structured as an initial payment of £1,162,000 and an earn-out of up to £6,000,000 in tranches. The initial consideration of £1,162,000 was paid in cash during the year ended 31 May 2013. Deferred consideration of up to £6,000,000, payable in cash, is contingent upon the meeting of conditions, including achieving a number of demanding billings targets and key staff retentions, during the 24 months following acquisition.

The initial accounting for the acquisition was completed during the year ended 31 May 2013, resulting in the recognition of goodwill of £64,000 and an intangible asset of £1,533,000 in relation to the software product acquired. The useful life of the intangible asset has been assessed as 8 years and this asset will therefore be amortised over 8 years

For accounting purposes IFRS3 ‘Business Combinations’ required the £6,000,000 deferred consideration to be treated as remuneration and not consideration. Consequently an expense of the expected amount of consideration would be taken to the Income Statement on a straight-line basis over the 24-month period. The targets triggering the payment of contingent consideration have not been met and are not expected to be met and so no charge has been recognised in the Income Statement.

21 TRADE AND OTHER PAYABLES2014 2013

GroupCurrent

£’000Non-current

£’000Total

£’000Current

£’000Non-current

£’000Total £’000

Trade payables 422 – 422 810 – 810Other taxation and social security 3,281 – 3,281 3,345 – 3,345Accruals 4,074 – 4,074 2,912 – 2,912Deferred income 12,407 2,396 14,803 11,765 2,817 14,582

20,184 2,396 22,580 18,832 2,817 21,649

2014 2013

CompanyCurrent

£’000Non-current

£’000Total

£’000Current

£’000Non-current

£’000Total £’000

Trade payables 236 – 236 639 – 639Amounts owed to subsidiary companies 1,113 – 1,113 1,838 – 1,838Other taxation and social security 2,411 – 2,411 2,336 – 2,336Accruals 2,788 – 2,788 1,725 – 1,725Deferred income 9,912 2,396 12,308 8,700 2,721 11,421

16,460 2,396 18,856 15,238 2,721 17,959

The Group’s and Company’s payables are unsecured and approximate to fair value.

22 FINANCIAL INSTRUMENTSGroupThe Group’s financial instruments comprise cash and liquid resources, receivables, borrowings and payables. These all arise directly from the Group’s operations.

It is, and has been throughout the period under review, the Group’s policy that no other trading in financial instruments shall be undertaken.

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22 FINANCIAL INSTRUMENTS continuedFinancial instruments by category

2014 £’000

2013 £’000

Financial assets:Non-currentTrade and other receivables – loans and receivables 1,082 615

CurrentTrade and other receivables – loans and receivables 13,297 11,874Trade and other receivables – non-financial assets 793 1,013

Total 14,090 12,887

Cash and cash equivalents – loans and receivables 13,659 13,134

Financial liabilities:Non-currentTrade and other payables – non financial liabilities 2,396 2,817

CurrentBorrowings – other financial liabilities – 4,000Trade and other payables – other financial liabilities 4,496 3,722Trade and other payables – non financial liabilities 15,688 15,110

Total 20,184 22,832

There is no material difference between the book value and the fair value of these financial assets and financial liabilities.

The main risks arising from the Group’s financial instruments are interest rate risk, liquidity risk and foreign currency risk. The board reviews and agrees policies for managing each of these risks and they are summarised below. These policies were fully reviewed by the board during the year and no significant changes were required.

Market riskForeign exchange riskThe Group undertakes transactions in foreign currencies and as a result is exposed to foreign exchange risk. These consist of the monetary assets and liabilities of Group companies that are not denominated in the functional currency of the respective Group company. The resulting exposures are summarised below:

Euro£’000

Swedish Krona £’000

Australian Dollars

£’000US Dollars

£’000

Malaysian Ringgits

£’000

2014 72 535 1,124 890 4532013 143 1,299 470 2,054 544

The figures above are based on the following exchange rates:

2014 2013

Euro 1.2295 1.1676Swedish Krona 11.1515 10.0236Australian Dollars 1.7984 1.5708US Dollars 1.6742 1.5164Malaysian Ringgits 5.3807 4.6560

For a movement of plus or minus 5% in the above exchange rates, the carrying values would be changed as set out below. Profit and equity would be impacted by these amounts.

Resulting change2014

£’0002013

£’000

Euro 3 7Swedish Krona 25 62Australian Dollars 54 22US Dollars 42 98Malaysian Ringgits 22 26

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Notes to the financial statements continued

22 FINANCIAL INSTRUMENTS continuedThe Group’s approach to managing foreign currency risk is set out in the Directors’ report.

Interest rate riskThe Group finances itself through a combination of equity and debt. The Group’s policy is to borrow on a floating rate basis and, if appropriate, it will enter into arrangements to fix the cost of borrowings. The Group has not used interest rate derivatives in the year.

At 31 May 2014 the Group’s financial assets, other than receivables, amounted to cash and cash deposits totalling £13,659,000 (2013: £13,134,000).

At 31 May 2014 the Group had a £nil (2013: £4,000,000) loan facility. The interest rate was 2% above HSBC bank base rate.

The Directors do not intend to use swap arrangements to mitigate the risk of interest rate movements as any likely movement in the interest rate of this will not be significant. A movement of plus or minus 1% in the interest rate charged on borrowings would have resulted in a reduction or increase in profit and equity of £nil (2013: plus or minus £40,000).

Credit riskCredit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial loss to the Group. In order to minimise this risk the Group endeavours only to deal with companies and public sector bodies which are demonstrably creditworthy and this, together with the aggregate financial exposure, is continuously monitored. The maximum exposure to credit risk is the value of the outstanding amount of the Group’s financial assets £28,038,000 (2013: £25,623,000).

The majority of the Group’s trade receivables are from government health, defence, education and local authorities. The Group has trade receivables resulting from sales of products and services, which management consider to be of low risk, other receivables consist predominantly of deposits and prepayments. Management does not consider there is any concentration of risk within either trade or other receivables.

As at 31 May 2014 there were 2 customers who individually accounted for 5% or more of total outstanding trade receivables (2013: 3 customers). These 2 customers comprised 40% of trade receivables (2013: 3 customers 39%), all of whom are highly rated government bodies or companies with a strong payment history.

Deposits of cash are placed only with financial institutions whose credit rating is high.

Liquidity riskDeposits with the Group’s bankers are placed when cash is available surplus to immediate requirements. The Group repaid its loan facility of £4,000,000 during the year.

The provision of cash for the payment of day-to-day business commitments is carefully monitored and forecasts are made of future cash requirements. There are no significant single amounts due for payment in the foreseeable future other than those arising in the normal course of business. The loan facility was repaid on 12 August 2013.

Financial liabilities mature according to the following schedule:

2014

Within one year

£’000

One to two years

£’000

Two to five years

£’000

Over five years

£’000

Trade and other payables 4,496 – – –

2013

Within one year

£’000

One to two years

£’000

Two to five years

£’000

Over five years

£’000

Trade and other payables 3,722 – – –Borrowings 4,025 – – –

Capital risk managementThe Group’s capital management objectives are to ensure its ability to continue as a going concern and to provide an adequate return to shareholders. The Group will also seek to minimise the cost of capital and attempt to optimise the capital structure which currently comprises equity raised through the AIM market of the London Stock Exchange. The details of the Group’s issued share capital and any share issues are disclosed in note 17.

The Group monitors cash balances and prepares regular forecasts which are reviewed by the board. Since the year end the Directors have proposed the payment of a dividend. In order to adjust or maintain the capital structure the Group may adjust the amount of dividends paid to shareholders, return capital to shareholders issue shares or sell assets to reduce debt.

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

22 FINANCIAL INSTRUMENTS continuedCompanyThe Company’s financial instruments comprise cash and liquid resources, receivables, borrowings and payables. These all arise directly from the Company’s operations.

It is, and has been throughout the period under review, the Company’s policy that no other trading in financial instruments shall be undertaken.

The main risks arising from the Company’s financial instruments are interest rate, liquidity risk and foreign currency risk. The board reviews and agrees policies for managing each of these risks and they are summarised below. These policies were fully reviewed by the board during the year and no significant changes were required.

Financial instruments by category2014

£’0002013

£’000

Financial assets :Non-currentTrade and other receivables – loans and receivables 771 615

CurrentTrade and other receivables – loans and receivables 13,283 10,596Trade and other receivables – non-financial assets 509 783

Total 13,792 11,379

Cash and cash equivalents – loans and receivables 8,510 9,049

Financial liabilities :Non-currentTrade and other payables – non financial liabilities 2,396 2,721

Current Borrowings – other financial liabilities – 4,000Trade and other payables – other financial liabilities 4,137 4,202Trade and other payables – non financial liabilities 12,323 11,036

Total 16,460 19,238

There is no material difference between the book value and the fair value of these financial assets and financial liabilities.

Market riskForeign exchange riskThe Company’s exposure to foreign exchange risk has decreased during the year.

The table below shows the Company’s currency exposures. These consist of the monetary assets and liabilities of the Company that are not denominated in the Company’s reporting currency, which is UK sterling.

Euro£’000

Swedish Krona £’000

Australian Dollars

£’000US Dollars

£’000

Malaysian Ringgits

£’000

2014 72 535 1,124 890 4532013 143 1,299 470 2,054 544

Foreign exchange positions are regularly monitored and managed, through mitigating (where possible) the Company’s foreign currency assets and liabilities to appropriate levels. The Company’s approach to foreign currency risk management is set out in the Directors’ report.

For a movement of plus or minus 5% in the above exchange rates, the carrying values would be changed as set out below. Profit and equity would be impacted by these amounts.

Resulting change2014

£’0002013

£’000

Euro 3 7Swedish Krona 25 62Australian Dollars 54 22US Dollars 42 98Malaysian Ringgits 22 26

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Notes to the financial statements continued

22 FINANCIAL INSTRUMENTS continuedInterest rate riskThe Company finances itself through a combination of equity and debt. The Company’s policy is to borrow on a floating rate basis and, if appropriate, it will enter into arrangements to fix the cost of borrowings. The Company has not used interest rate derivatives in the year. During the year ended 31 May 2014, the Company had a revolving loan facility which is at floating rates based on HSBC Bank’s sterling base rate plus 2.0%. This loan was repaid in full on 12 August 2013.

The Directors do not intend to use swap arrangements to mitigate the risk of interest rate movements as any likely movement in the interest rate of this will not be significant. A movement of plus or minus 1% in the interest rate charged on borrowings will result in a reduction or increase in profit and equity of £nil (2013: plus or minus £40,000).

Credit riskCredit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial loss to the Company. In order to minimise this risk the Company endeavours only to deal with companies and public sector bodies which are demonstrably creditworthy and this, together with the aggregate financial exposure, is continuously monitored. The maximum exposure to credit risk is the value of the outstanding amount of the Company’s financial assets £22,564,000 (2013: £20,260,000).

The Company has trade receivables resulting from sales of products and services, which the management consider to be of low risk, other receivables consist predominantly of deposits and prepayments. A substantial majority of trade receivables are due from national or local government bodies in the health and defence sectors. The management do not consider that there is any concentration of risk within either trade or other receivables.

Deposits of cash are placed only with financial institutions whose credit rating is high.

Liquidity riskDeposits with the Company’s bankers are placed when cash is available surplus to immediate requirements. The Group repaid its loan facility of £4,000,000 on 12 August 2013. At the statement of financial position date the amount drawn down was £nil.

The provision of cash for the payment of day to day business commitments is carefully monitored and forecasts are made of future cash requirements. There are no significant single amounts due for payment in the foreseeable future other than those arising in the normal course of business.

Fair valueThe fair values of all financial assets and liabilities at 31 May 2014 and 31 May 2013 were not materially different from their book values.

23 OPERATING LEASE COMMITMENTSThe table shows the total of future minimum lease payments under non-cancellable operating leases for each of the following periods:

Group2014

£’0002013

£’000

Land and buildings:Within one year 748 488Two to five years 1,959 88

2,707 576

Equipment:Within one year 151 14Two to five years 181 17

332 31

Company2014

£’0002013

£’000

Land and buildings:Within one year 494 376Two to five years 1,470 18

1,964 394

Equipment:Within one year 1 1Two to five years 2 2

3 3

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OverviewStrategic ReportGovernanceFinancial StatementsCompany Information

24 RELATED PARTY TRANSACTIONS(i) Remuneration of Key Management PersonnelGroup and Company

2014 £’000

2013 £’000

Short-term employee benefits 1,352 1,057Post-employment benefits 47 46Remuneration benefits 3 3Share-based payments 293 162

1,695 1,268

The Group and Company consider that the Directors are their key management personnel and further detail of their remuneration is disclosed in the Remuneration report.

Dividends of £20,000 were paid to key management personnel in the year (2013: £26,000).

(ii) Intercompany transactionsThe Company had the following intercompany transactions:

2014 £’000

2013 £’000

Intercompany sales 1,723 1,899Intercompany purchases (41) (433)Intercompany dividend income 1,154 1,064Intercompany interest expense (32) (26)Intercompany interest income 139 159

2,943 2,663

At the year end the Company had the following balances with subsidiaries:2014

£’0002013

£’000

Allocate Software Inc. 874 973Allocate Software Technology Systems Limited (21) 4Allocate Software Sendrian Berhad 453 554Allocate Software Pty Ltd 1,123 469Dynamic Change Limited (401) (396)Time Care AB (535) (1,299)RealTime Health Limited (121) (116)Zircadian Holdings Limited 424 424Zircadian Limited (35) (27)

1,761 586

In addition, as part of the net investment in note 14, an amount of £1,857,000 (2013: £2,126,000) is a long term loan from the Company to Allocate Software Pty Ltd and this long term loan, as well as the long term loan from Time Care AB to the Company included above, is interest-bearing.

All other intercompany balances are non-interest bearing and are repayable on demand.

25 TRANSFERS OF TRADE AND ASSETSOn 1 November 2012 the trade and assets of RealTime Health Limited were transferred to Allocate Software plc with consideration equal to the net assets value transferred.

26 CONTINGENT LIABILITIESNeither the Group nor the Company had any contingent liabilities at either 31 May 2014 or 31 May 2013.

27 CAPITAL COMMITMENTSNeither the Group nor the Company had any capital commitments at either 31 May 2014 or 31 May 2013.

28 EVENTS AFTER THE STATEMENT OF FINANCIAL POSITION DATEThere were no events after the statement of financial position date which require disclosure as at the date the financial statements were signed 18 July 2014.

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Directors and advisers

Company registration number: 2814942

Registered office: 1 Church RoadRichmondTW9 2QE

Directors: I J BowlesJ I Lang (Resigned Nov 2013)T H OsborneA R D PringleA A SwannR W KingC D GaleL DrummondG F Rich (Appointed Dec 2013)

Secretary: C D Gale

Nominated adviser and broker: Numis Securities Limited10 Paternoster SquareLondonEC4M 7LT

Bankers: HSBC Bank plc65 Packhorse RoadGerrards CrossBuckinghamshireSL9 8PH

Solicitors: Taylor Wessing LLP5 New Street Square London EC4A 3TW

Auditor: Grant Thornton UK LLPRegistered AuditorsChartered AccountantsGrant Thornton HouseMelton StreetEuston SquareLondonNW1 2EP

Website: www.allocatesoftware.com

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Allo

cate Softw

are plc A

nnual Report and

Accounts 2014

Allocate Software plc1 Church RoadRichmondTW9 2QE

Tel: +44 (0)20 7355 5555Fax: +44 (0)20 7355 5588

www.allocatesoftware.com