Untitled - Dial-a-Cab

Board of Management and Advisers
Chairman’s Statement
Statement of responsibilities of
the Board of Management
Auditor’s Report
3
4-7
8
9
Income and expenditure account
10
Cash flow statement
12
Balance sheet
11
Notes to the financial statement
13-16
Shareholders
18-22
Five year performance review
17
Board of Management and Advisers
B Rice (Chairman)
K Cain
A Togwell
A Evans
M Son
T Whitbread
H Pears (Secretary)
Bankers
National Westminster Bank plc
2-3 Upper Street
Islington
London N1 0QF
Auditor
Chantrey Vellacott DFK LLP
Russell Square House
10-12 Russell Square
London WC1B 5LF
Solicitors
Field Fisher Waterhouse LLP
35 Vine Street
London EC3N 2AA
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Dial-a-Cab Annual Report 2011
4
Dial-a-Cab Annual Report 2011
Brian Rice Chairman
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Dial-a-Cab Annual Report 2011
Chairman’s Statement
The past year has been another very difficult trading period, although Dial-a-Cab has fared
reasonably well compared to others within our industry.
Turnover increased slightly by 4.5%, which represents an increase of £1.4m. Operating costs
have been maintained in line with expectation and staff costs have only increased by 2%,
although there was a salary cost of living rise for all staff in April. As stated we are in the midst
of a very difficult trading period, which I believe will deteriorate further during the forthcoming
year. Consequently, it will be imperative that we keep a tight rein on operating costs, so we
may confine any downward trend to a minimum.
I believe it is very important for us to remember that in a shrinking market, Dial-a-Cab
rewarded your staff with a cost of living increase coupled with a small bonus, did not increase
members subscriptions, yet still managed to maintain a surplus for the year, quite a
remarkable achievement that I am sure all members will appreciate.
We operate in a niche market and as in chess we must play all sorts of positions well and
Dial-a-Cab has fared extremely well in the recent past, but the market place has changed and
will change even further. What separates a winner from a loser in chess is the willingness
to do the unthinkable and so it is in business, one does not succeed by sticking to convention,
as Dial-a-Cab has demonstrated so successfully to our industry in the past.
However, as we only operate one type of service to clients, we must ensure quality is
maintained at all times; as in chess, opponents will anticipate our every move as our scope
is so limited.
Others within our industry have, I believe, started moving this industry even further in a
downward spiral, they are competing on price alone and the whole cost of the price cut has
to be borne by the driver, something we refuse to do. For instance, it is not unusual that
recently our competitors have been offering clients a zero run-in with zero driver gratuity and
although I stated earlier that one does not succeed by sticking to convention, the foregoing
is just a short term gain. In the long term, service levels will deteriorate and the incentives
that were taken from drivers will never return. Dial-a-Cab will have to weather the storm in
the short term as in the medium to long term clients will realise that service does come at a
cost and our competitors will lose market share together with drivers, as the client will wish
to maintain service levels that our competitors will not be able to maintain or even achieve.
Although we are in the midst, although not officially, of a recessionary period we are
continuing to invest in your business; this is due to the fact that your business has been
managed prudently in the recent past which has enabled us to secure funds for further
development without seeking any borrowing or placing your Society at any financial risk.
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Dial-a-Cab Annual Report 2011
During the forthcoming year we will commence the fitting of your new terminals and unlike
the competition, these terminals have not been purchased from stock but designed and
built in the UK to Dial-a-Cab specifications. The alternative, like most things these days
was to have the terminals built in China, however, we were very keen to maintain service
and build in the UK and this did not come at a cost as our UK supplier compared extremely
favourably with the Chinese equivalent. Your vehicles will also be fitted with a Pin Entry
Device (PED), which not only has the ‘chip and pin’ but also ‘contactless’.
In the back office and unseen by members, we will commence using our new accounting
system in April 2012. Once again this system has been designed in-house by our IT
department, it will offer together with our new ‘front end’ despatching system, again built
‘in-house’ the ability to hard and soft copy clients their invoices without going through a third
party, thereby making a considerable cost saving for your Society.
In the past year we have seen the emergence of several telephone applications (Apps)
designed for the taxi industry. They all state they will win work back from the mini-cab
industry, which can only be applauded. However, it appears they wish to win the work
back on cost, which will be borne by the taxi driver, it is a scenario they will not achieve.
It is unreasonable to expect a driver to pass work on the street to offer a service to the client
without a run-in, then wait five minutes free of charge and then take 10% of the fare from
the taxi driver. It is clear people from outside our industry, that may have funds available,
have constructed this strategy but it is clear they do not understand the workings of a
London Taxi Driver.
In addition, the largest Private Hire Company in London has purchased probably the
second largest in London, thereby allowing them to have at their disposal as many vehicles
as two of our taxi radio circuits combined. I also believe their Chairman’s ambition will not
rest there as he will in my opinion, seek to go Nationwide.
Consequently, the forthcoming year will be extremely challenging as outside organisations
seek to obtain our business, members, staff and the BoM will have to remain vigilant and
focussed in an attempt to maintain our business. Although challenging, the forthcoming
year will also be extremely busy and exciting with all the new features and innovations we
have planned.
Finally, I would like to thank all members, staff and the BoM for their support during a
difficult year. That support will be tested even further during the forthcoming financial year.
Brian Rice
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Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Statement of responsibilities of the Board of Management
The Board of Management’s responsibilities for preparing the financial statements in accordance
with applicable law and United Kingdom Accounting Standards (United Kingdom Generally
Accepted Accounting Practice) are as follows:
Legislation requires the Board of Management to prepare financial statements for each financial
year which give a true and fair view of the state of affairs of the society and of the surplus or
deficit of the society for that year. In preparing those financial statements, the Board of
Management is required to:
•
•
•
•
select suitable accounting policies and then apply them consistently;
make judgements and estimates that are reasonable and prudent;
follow applicable accounting standards, subject to any material departures disclosed
and explained in the financial statements;
prepare the financial statements on the going concern basis unless it is inappropriate
to presume that the society will continue in business.
The Board of Management is responsible for keeping proper accounting records that disclose
with reasonable accuracy at any time the financial position of the society and to enable it to
ensure that the financial statements comply with applicable legislation. It is also responsible for
safeguarding the assets of the society and hence for taking reasonable steps for the prevention
and detection of fraud and other irregularities.
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Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Independent auditor’s report to the members of Owner-Drivers
Radio Taxi Service Limited
We have audited the financial statements of Owner Drivers Radio Taxi Service Limited for the
year ended 31 August 2011 which comprise the income and expenditure account, balance
sheet, cash flow statement and related notes. The financial reporting framework that has been
applied in their preparation is applicable law and United Kingdom Accounting Standards (UK
GAAP).
This report is made solely to the society’s members, as a body, in accordance with the
provisions of the Industrial and Provident Societies Acts 1965 to 2002. Our audit work has
been undertaken so that we might state to the society’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 society
and the society’s members as a body, for our audit work, for this report, or for the opinions we
have formed.
RESPECTIVE RESPONSIBILITIES OF THE BOARD OF MANAGEMENT AND AUDITOR
As explained more fully in the statement of responsibilities of the Board of Management, The
Board of Management is responsible for the preparation of financial statements which 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 Ethical
Standards for Auditors.
SCOPE OF THE AUDIT OF THE FINANCIAL STATEMENTS
An audit involves obtaining evidence about the amounts and disclosures in the financial
statements sufficient to give reasonable assurance that the financial statements are free from
material misstatement, whether caused by fraud or error. This includes an assessment of:
whether the accounting policies are appropriate to the society’s circumstances and have been
consistently applied and adequately disclosed; the reasonableness of significant accounting
estimates made by the Board of Management; and the overall presentation of the financial
statements. In addition, we read all the financial and non-financial information in the Annual
Report and Accounts to identify material inconsistencies with the audited financial statements.
If we become aware of any apparent material misstatements or inconsistencies we consider
the implications for our report.
OPINION ON FINANCIAL STATEMENTS
In our opinion the financial statements:
>
>
give a true and fair view of the state of the society’s affairs as at 31 August 2011 and
of its surplus for the year then ended, and
have been prepared in accordance with the Industrial and Provident Societies
Acts1965 to 2002.
MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION
We have nothing to report in respect of the following matters where the Industrial and
Provident Societies Acts 1965 to 2002 requires us to report to you if, in our opinion:
>
a satisfactory system of internal control has not been established and maintained; or
>
the society has not kept proper accounting records; or
>
the financial statements are not in agreement with the books of account; or
>
we have not received all the information and explanations we require for our audit.
CHANTREY VELLACOTT DFK LLP
Chartered Accountants and Statutory Auditor
London
15 December 2011
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Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Income and expenditure account for the year ended
31 August 2011
Notes
Income
2011
2010
£000
£000
32,578
28,526
31,174
27,248
Service charges
4,052
3,926
Total operating income
6,510
6,481
4,010
409
476
189
9
49
33
1,130
3,927
454
535
174
8
31
32
1,074
6,305
6,235
205
246
305
336
305
336
Turnover
Cost of sales
2,454
4
Subscriptions
General meeting fines
Expenditure
Staff costs
Depreciation
Maintenance of assets
Occupancy costs
Bad and doubtful debts
Legal and professional
Audit fee
Other operating expenses
2
Total operating expenditure
Operating surplus
Profit on disposal of fixed assets
Net interest receivable
Surplus for the year before taxation
Taxation
Surplus for the year after taxation
3
4
2
98
-
2,550
5
8
82
-
General reserve at 31 August 2010
12,815
12,479
General reserve at 31 August 2011
13,120
12,815
The income and expenditure account relates to continuing activities and includes all recognised gains and losses. Therefore,
no separate statement of total recognised gains and losses has been presented.
The attached notes form part of these financial statements.
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Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Balance sheet as at 31 August 2011
Notes
Fixed assets
6
Current assets
Debtors for credit work
Other debtors
Prepayments and accrued income
Short term cash deposits
Cash at bank and in hand
Creditors: amounts falling due within
one year
Due to members for credit work
Taxation and social security costs
Other creditors
Accruals and deferred income
Net current assets
Total assets less current liabilities
Loans and other amounts due to members classified
as liabilities
Share capital paid up
Loans from members
Represented by:
General reserve
7
8
2011
£000
2010
£000
5,082
5,432
3,421
21
298
7,000
180
2,890
19
287
4,500
1,914
10,920
9,610
507
445
645
213
441
398
116
157
1,810
1,112
9,110
8,498
14,192
13,930
85
88
987
1,027
13,120
12,815
13,120
12,815
The financial statements were approved by the Board of Management and authorised for issue on 2 December 2011,
and signed on its behalf by :
B RICE Chairman
The attached notes form part of these financial statements.
11
Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Cash flow statement
For the year ended 31 August 2011
2011
£000
2010
£000
809
374
205
409
(531)
(13)
585
66
47
246
454
(269)
(99)
(43)
75
-
768
364
Increase in cash and short term deposits in the period
Movement in share capital and members’ loans
766
43
353
21
Change in net funds
809
374
Net cash inflow from operating activities
Net interest received
Corporation tax paid
Capital expenditure (Note 9a)
Change in net funds
Reconciliation of surplus for period to net
cash inflow from operating activities
Operating surplus
Depreciation charges
(Increase) in debtors for credit work
(Increase) in other debtors and prepayments
Increase/(Decrease) in other creditors and accruals
Increase in amounts due to members for credit work
Increase in taxation and social security costs
Net cash inflow from operating activities
Reconciliation of net cash flow to movement in net funds (Note 9b)
364
82
(72)
Net funds at 31 August 2010
5,299
4,925
Net funds at 31 August 2011
6,108
5,299
The attached notes form part of these financial statements.
12
768
98
(57)
Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Notes to the financial statements
For the year ended 31 August 2011
1.
Accounting policies
The society is registered under the Industrial and Provident Societies Act 1965.
The principal accounting policies of the society are:
a)
b)
c)
d)
e)
f)
2.
Accounting convention
The financial statements are prepared under the historical cost convention.
Turnover
Turnover represents credit work charges consisting of all amounts receivable for services rendered,
excluding VAT.
Cost of sales
Cost of sales includes payments to members for services rendered to customers. The total payments to
members for the year were £28,086,992 (2010: £26,872,196 ).
Subscriptions
Subscription income is credited to the income and expenditure account as it falls due.
Depreciation
Depreciation is calculated to write off the cost of the following fixed assets, in equal instalments over their
estimated useful lives:
Freehold land
Freehold buildings
Leasehold property
Fixtures and equipment
no depreciation is provided
over 50 years
over the term of the lease
from 3 to 10 years
Leasing commitments
Assets obtained under finance leases are capitalised and depreciated over their estimated useful lives.
The finance charge element of the leasing instalments is charged to the income and expenditure account
by reference to the reducing principal outstanding. Rentals paid under operating leases are charged to
income and expenditure account as incurred.
Staff costs
Staff costs comprise:
Wages and salaries
Social security costs
Other pension costs
2011
£’000
2010
£’000
3,616
349
45
3,554
331
42
4,010
3,927
Staff costs include emoluments of members of the Board of Management totalling £379,472 (2010: £369,312).
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Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Notes to the financial statements
For the year ended 31 August 2011
3.
Net interest receivable
Bank interest
4.
98
2010
£000
82
Taxation
Trading losses of approximately £4 million, are available to be carried forward against any future trading profits for
corporation tax purposes. No tax credit in respect of these losses has been recognised in the financial statements.
a)
The charge for the year is made up as follows:
In respect of the current year
b)
Factors affecting the current tax charge:
Surplus for the year before taxation
Surplus multiplied by the effective rate of
Corporation tax of 27% (2010: 28%)
Income not subject to corporation tax
Expenditure not deductible for tax purposes
Difference between depreciation and capital allowances claimed
Total current tax (note 4a)
5.
2011
£000
2011
£000
2010
£000
-
-
2011
£000
2010
£000
-
305
82
(635)
523
30
-
-
336
94
(690)
558
38
-
Investments in subsidiaries
The society has subscribed for the whole of the issued share capital at a total cost of £4 in two subsidiary
companies, Dial-a-Cab Limited and Dial-a-Cab (London) Limited. Both companies are registered in England.
Neither company has traded since incorporation and each has a share capital of £2 with no reserves.
Consolidated financial statements have not been prepared as the society has no activities other than those
reflected in its own financial statements.
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Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Notes to the financial statements
For the year ended 31 August 2011
6.
Fixed assets
Freehold
property
£000
Leasehold
property
£000
Fixtures
and
equipment
£000
10,394
59
(2)
15,326
59
(2)
4,912
20
10,451
15,383
Depreciation
At 1 September 2010
Charge for the period
Depreciation on disposals
230
70
-
20
-
9,644
339
(2)
At 31 August 2011
300
20
9,981
10,301
Net book value
At 31 August 2011
4,612
-
470
5,082
At 31 August 2010
4,682
-
750
5,432
Cost
At 1 September 2010
Additions
Disposals
At 31August 2011
7.
8.
4,912
-
20
-
Total
£000
9,894
409
(2)
Share capital
Each member contributes £50 of share capital, which is returnable on cessation of membership. The movements
during the year were as follows:
No of
Members
£000
At 1 September 2010
New members admitted
Ceased during the year
1,763
96
(163)
88
5
(8)
At 31 August 2011
1,696
85
Loans from members
The rules of the society provide for loans from each member to be contributed on a regular basis. Once a level
of £1,000 has been reached, the loan may be repaid on demand and new contributions commenced. In view of
the above and as final payment is only made on cessation of membership, the loans are considered to be of a longterm nature.
15
Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Notes to the financial statements
For the year ended 31 August 2011
9.
Notes to the cash flow statement
(a)
2011
£’000
Gross cash flows
Capital expenditure:
Proceeds from disposal of fixed assets
Payments to acquire tangible fixed assets
b)
Analysis of changes in net funds
Short term cash deposits
Cash
Share capital
Loans from members
Total
10.
16
Capital commitments
Net funds at
1 September
2010
£000
4,500
1,914
(88)
(1,027)
5,299
2010
£’000
2
(59)
8
(80)
(57)
(72)
Cash
flows
£000
Net funds at
31 August
2011
£000
809
6,108
2,500
(1,734)
3
40
7,000
180
(85)
(987)
As at 31 August 2011, the Board of Management had approved capital expenditure on replacement cab terminals
totalling £2,572,000 of which approximately £2,100,000 had been contracted for.
Dial-a-Cab Annual Report 2011
OWNER-DRIVERS RADIO TAXI SERVICE LIMITED
Five year performance review
Income and expenditure account summary
2007
£000
Turnover
Payments to drivers
2008
£000
2009
£000
2010
£000
2011
£000
49,992
(43,931)
49,491
(44,160)
33,609
(29,391)
31,174
27,248
32,578
(28,526)
6,061
2,913
(767)
(7,231)
5,331
2,810
(489)
(7,472)
4,218
2,758
(520)
(6,692)
3,926
2,550
(454)
(5,776)
4,052
2,454
(409)
(5,892)
Operating surplus/(deficit)
Interest
Taxation
Disposal of fixed assets
976
25
(76)
-
180
131
(29)
1,287
(236)
97
27
-
246
82
8
205
98
2
Net surplus/(deficit) for the year
934
1,821
(112)
336
305
2007
£000
2008
£000
2010
£000
2011
£000
Service charges
Subscriptions
Depreciation
Operating costs
Surplus/(deficit) for the year after taxation
Transfer from revaluation reserve
925
9
1,569
252
(112)
-
336
-
305
-
Balance sheet summary
Fixed assets
Net current assets
Share capital
Members’ loans
Represented by:
General reserve
Revaluation reserve
2009
£000
6,346
6,057
6,125
7,816
5,806
7,809
5,432
8,498
5,082
9,110
12,403
13,941
13,615
13,930
14,192
11,022
12,591
12,479
12,815
13,120
10,770
252
12,591
-
12,479
-
12,815
-
13,120
-
(103)
(1,278)
11,022
(101)
(1,249)
12,591
(92)
(1,044)
12,479
(88)
(1,027)
12,815
(85)
(987)
13,120
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Dial-a-Cab Annual Report 2011
Shareholders
FULL NAME
DAVID ABEL
JOHN ABLE
BRIAN ABRAHAMS
DAVID ABRAHAMS
MORRIS ABRAHAMS
GRANT ADAMS
JUSTIN ADAMS
MARK ADAMS
PAUL ADAMS
DANIEL ADDIS
JOHN ADDIS
JOHN ADDIS
DEAN ADDISON
CLIVE ADKINS
MARTIN ADKINS
NORMAN ADLER
PAUL ADLINGTON
LEONARD AHEARN
OGUN AHMET
KENNETH AISTHORPE
STEPHEN ALBASINI
NEIL ALFORD
PAUL ALFORD
JOHN ALLCOCK
ALFRED ALLEN
CHRIS ALLEN
GARY ALLEN
GERRY ALLEN
ALAN ALTY
M. AMIN.ZAEIM
MALCOLM AMOS
LEE ANDERSON
JAMES ANDREW
DANIEL ANDREWS
DAN ANKER
MICHAEL APOSTOLOU
MICHAEL APPLEBY
OSWALD.A. ARCHER
ANTHONY ARNOLD
MAX ARNOLD
PETER ARNOLD
PAUL ARROWSMITH
BARRY ARTHUR
KENNETH ATKINS
MICHAEL ATKINSON
GEORGE ATTRILL
JOHN AUSTIN
DAVID AVIS
PHILIP AYRES
JOSEPH BACCARINI
PETER BAILEY
DONALD BAIN
BRIAN BAKER
DAVID BAKER
MICHAEL BAKER
NEIL BAKER
PAUL BALDOCK
WILLIAM BALDOCK
LLOYD BALDWIN
DAVID BALLARD
BERNARD BAMBER
RUSSELL BAMBER
DARREN BANKS
LEE BANKS
WARREN BARBIERI
TONY BARDIN
RICHARD BARFORD
CRAIG BARKER
JOHN BARKER
MARTIN BARKER
DONALD BARLING
DAVID BARR
CHRISTIAN BARRETT
EAMMON BARRETT
EDWARD BARRETT
JOHN BARRY
STEPHEN BARRY
GARY BARTHRAM
18
LAURENCE BARTLETT
JAMES BARWICK
ABE BASRI
GEOFF BASSAM
SIMON BASSEY
KENNETH BATEMAN
JOSEPH BATTY
KEITH BAXTER
KENNETH BEAN
GEORGE BEARMAN
DAVID BEATTIE
ANTHONY BEAUMONT
GARY BEDFORD
TERRY BEEDELL
MICHAEL BEEKMAN
BILL BEER
PETER BEGLEY
RICHARD BELASCO
IVOR BELKIN
PHILIP BENJAMIN
RICHARD BENJAMIN
STUART BENJAMIN
GORDON BENNETT
STANLEY BENNETT
PETER BENSON
ELLIOT BERGMAN
STEPHEN BERNDES
DAVID BERROW
PAOLO BERTA
TERENCE BEZANT
DEAN BEZZINA
JOHN BIDDLE
ANTHONY BILD
MICHAEL BILLS
ROBERT BINDING
ALAN BIOLETTI
BARRY BIOLETTI
ANTHONY BISHOP
CHRISTIAN BISHOP
KEITH BISHOP
JOHN BLACKBURN
DEAN BLACKLEDGE
NICHOLAS JOHN BLAKE
ROBERT BLYTHE
CHARLES BOLITHO
GLENN BOLLINGTON
STEPHEN BOLTON
NEIL BOLTWOOD
RICHARD BOLTWOOD
EDWARD BOND
PETER BOND
RICHARD BOND
ANTHONY BOOSEY
ROY BOSTOCK
MARK BOSWELL
DAVID BOWEN
STEPHEN BOWEN
DAVID BOWER
BARRY BOXALL
PETER BOXALL
PETER BOXALL
DAVID BRADY
JOHN BRADY
STEPHEN BRADY
JOHN BRANAGAN
ROBERT BRANWHITE
JOE BRAZIL
TIMOTHY BREAKEY
MICHAEL BRENCHLEY
NEIL BREWER
ROLAND BREWER
ROBERT BRICKMAN
DAVID BRIERLEY
MARTIN BRIGDEN
GARRY BRITTON
GLENN BROADBENT
ANTHONY BROMLEY
TIM BROSNAN
COLIN BROWN
COLIN BROWN
DANIEL BROWN
DAVID BROWN
GEORGE BROWN
PAUL BROWN
STEPHEN BROWN
DAVID BRUTON
MICHAEL BRYAN
STEVEN BRYANT
WILLIAM BRYANT
ALAN BUCKINGHAM
RAY BUCKLAND
TERENCE BUFFIN
DAVID BULL
MICHAEL BURES
MICHAEL BURKE
DAVID BURLAND
TERRY BURLING
PETER BURNESS
DAVID BURNETTS
THOMAS BURNS
PAUL BURRETT
STEVEN BURROWS
JASON BURT
JEREMY BURT
STEPHEN BURTON
PHILIP BUTCHER
PAUL BUTLER
ANTONY BYRNE
PETER BYRNE
RAYMOND CAHALAN
STEPHEN CAHILL
KEITH CAIN
JOHN CALDWELL
ALAN CALLAGHAN
KENNETH CALLAGHAN
LENNY CALLAGHAN
PETER CALLOW
STUART CAMERON
PAUL CAMPBELL
KEVIN CAMPBELL-BRIGGS
DENNIS CAMPS
DERRICK CANNING
STEVE CANNON
DARREN CANTERBURY
JOHN PAUL MICHAEL CAPOCCI
PAUL CARPEL
BARRY CARPENTER
DARREN CARTER
GEORGE CARTER
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Dial-a-Cab Annual Report 2011
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MICHAEL RATTIGAN
JOHN RAY
DAVE RAYMOND
JONATHAN RAYMOND
RAPHAEL RAYMOND
DENNIS RAYNER
MARK RAYNER
KEITH READING
JAMES REASON
PETER REDGWELL
DAVID REED
STEVEN REED
JOSEPH REGAN
PAUL REGAN
STEPHEN REGAN
SEAMUS REILLY
MARK RELF
RICHARD RELF
JAMES REYNOLDS
JOHN REYNOLDS
DANNY RHODES
B RICE
ROBERT RICH
ALAN RICHARDS
GEOFFREY RICHARDS
MICHAEL RICHARDS
LESLIE RICHLAND
PHILIP RING
COLIN ROBB
LEE ROBB
MICHAEL ROBERTS
FRANCIS ROBINSON
JON ROBINSON
KEITH ROBINSON
ADAM ROGERS
BRIAN ROGERS
GRAHAM ROGERS
LEE ROGERS
SIMON ROGERS
PAUL ROMA
PHILLIP ROME
ROBERT RONEY
MARTIN ROSE
SCOTT ROSS
ADRIAN ROSSEN
JOHN ROTHERY
DAVID ROULAND
GEOFFREY ROWE
PETER ROWE
JEFFREY ROWELL
BRIAN ROWLAND
STEPHEN ROWLAND
EDWARD RUBBINS
GIOVANNI RUBINI
ANTHONY RUDDY
CHARLES RUDKIN
ALAN RUGG
LEE RULE
STEVEN RUMBOL
DIVYESH RUPARELLA
DAVID RUSSELL
MARTIN RUSSELL
WILLIAM RUSSELL
SHAUN RYAN
VAUGHAN RYAN
MATTHEW RYE
COLIN SALMON
DARREN SALMON
PAUL SALTER
JOHN SAMMONS
MAURIZIO SAMONINI
TERRY SAMPSON
IAN SAMUELS
STANLEY SAMUELS
ANTHONY SAM-YORKE
JOSE SANCHEZ
LEE SANGSTER
PELLEGRINO SANTANGELO
ALLAN SAUNDERS
CHRIS SAUNDERS
PANTELI SAVVA
DAVID SAWARD
JOHN SAWYER
STEVEN SAXON
ALEXIS SCALIOTIS
JOHN SCANNELL
LORRAINE SCHLESINGER
GRANT SCHNEIDER
ANDREW SCHWARZ
RAYMOND SCOTT
MICHAEL SCULLY
21
Dial-a-Cab Annual Report 2011
Shareholders
PAUL SEARS
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22
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A TOGWELL
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