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Welcome to EY UK (EN)
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WHY SIGNIFICANT FISCAL LOOSENING IS UNLIKELY IN THE AUTUMN BUDGET

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WHY CLEANTECH INVESTMENTS IN THE UK ARE ENCOURAGING FOR FUTURE GROWTH

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THREE KEY CRYPTOCURRENCY TRENDS FAMILY OFFICES SHOULD BE AWARE OF

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WHY MEETING BOARDROOM TARGETS IS ONLY ONE STEP TOWARDS GENDER EQUALITY

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SIX QUESTIONS INSURERS SHOULD ASK TO EVOLVE THEIR TAX OPERATING MODEL

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Case Study
The better the question. The better the answer. The better the world works.
Case Study


HOW TO SELL A TRAVEL BUSINESS WHEN NO ONE IS TRAVELLING

FLYBE BECAME THE FIRST UK AIRLINE TO BE RESCUED FROM INSOLVENCY AFTER
EY-PARTHENON PROTECTED THE STRUGGLING BUSINESS AND FOUND A BUYER.

Case Study
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Case Study


HOW DO YOU RESCUE A GROUNDED AIRLINE WHEN EVERYTHING IS UP IN THE AIR?

EY-PARTHENON WAS APPOINTED TO HANDLE FLYBE’S ADMINISTRATION AFTER A BUILD-UP OF
PRESSURE ON THE STRUGGLING AIRLINE.


HOW EY CAN HELP

RESHAPING RESULTS

We help you respond to the challenges of COVID -19, providing trusted leadership
in these urgent, critical and complex situations to help you recover and
preserve value for a better future.

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The past 18 months have certainly been challenging for the travel industry, but
it was events prior to the pandemic that led to the EY-Parthenon Turnaround &
Restructuring Strategy team working with Flybe for the first time.

The independent airline, founded in 1979, played an important role in the UK
economy, providing valuable connectivity between the regions through airports
such as Birmingham, Southampton, Manchester, Exeter, Edinburgh and Belfast. As
of January 2020, Flybe operated 38% of all UK domestic flights.


But in January 2019, it was in financial difficulty and had entered discussions
with several parties about a possible sale. The offers Flybe received were lower
than expected and the EY-Parthenon team was engaged to carry out contingency
planning in case the company had to be put into administration. The team already
had extensive experience of the aviation sector, having worked with companies
including BMI, Monarch, Alitalia and Thomas Cook.


However, shortly afterwards, a sale was agreed to a consortium consisting of
Virgin Atlantic, Stobart Aviation and DLP Holdings. With the threat of
administration over, the EY-Parthenon team withdrew.


Exactly a year later, Flybe contacted EY-Parthenon again. The COVID-19 pandemic
had started to affect the business and flight bookings were falling. Several
other issues were also having a negative impact on the business, including
rising fuel costs, currency volatility, market uncertainty and Air Passenger
Duty liabilities. The company had been talking to the Government and
shareholders consortium about a £100mn loan, but as travel restrictions were
imposed and devastation to the airline industry grew, further funding became
improbable. Flybe had no choice but to file for administration in March 2020.
Alan Hudson, Simon Edel, Joanne Robinson and Lucy Winterbourne of EY-Parthenon
were appointed to handle the process, conscious that no UK airline had ever been
rescued from an insolvency.


Case Study
The better the question. The better the answer. The better the world works.
Case Study


URGENT ACTION AND STRATEGIC THINKING

EY-PARTHENON MOVED QUICKLY TO STABILISE THE SITUATION AND CREATE CONDITIONS THAT
WOULD MAKE IT POSSIBLE TO SELL THE BUSINESS.


HOW EY CAN HELP

ABOUT EY-PARTHENON

EY-Parthenon is one of the largest global strategy consulting organizations,
with more than 6,500 professionals. We help CEOs and business leaders design and
deliver transformative strategies across the entire enterprise, to help build
long-term value to all stakeholders.

Read more

The role of an administrator is to rescue a company, if possible, and if not, to
recover as much value as they can for the company’s creditors. But from day one,
the EY-Parthenon team had more immediate concerns. By 11 p.m. the night before
Flybe entered administration, the EY-Parthenon and Flybe leadership teams agreed
to ground their fleet of aircraft so that, in the early hours of the next
morning, the administration could be affected.

Meanwhile, thousands of passengers were travelling to airports expecting to
board a Flybe flight that day, so the first challenge the EY-Parthenon team
faced was a logistical one. After they had quickly formulated an operational
plan, they dispatched members of EY-Parthenon staff to 26 airports across the UK
and Europe to help brief Flybe’s 2,200 employees, and communicate to over 20,000
passengers that their flights had been cancelled.


A key priority was to negotiate with the Civil Aviation Authority (CAA) about
Flybe’s operating licence and air operator certification. Without these, Flybe
would lose access to valuable assets and vital permissions to function,
including UK and EU airport slots.


Finally, the EY-Parthenon team had to contact all of Flybe’s aircraft lessors,
that is the companies from whom they leased their aircraft and engines.
Naturally, the lessors wanted to know where their planes were parked, how they
were going to be maintained and when they would be paid what they were owed.


To add to the complexity, within two weeks of the administration filing, the UK
went into lockdown and the EY-Parthenon and Flybe teams were required to work
from home. Without the ease of face-to-face contact, the EY-Parthenon teams were
navigating new and unfamiliar practical and operational challenges on a daily
(if not hourly) basis. As a solution, they transitioned the EY-Parthenon and
Flybe teams to a stable online platform, from which they could interact and
continue their work.


This platform enabled vital asset and property inspections via
video-conferencing and, ultimately, the online sale process of an international
M&A. “Carrying out an online administration was a first,” says Simon Edel,
EY-Parthenon Turnaround & Restructuring Strategy Partner. “The key to a
successful administration is usually founded on building essential client and
stakeholder relationships face-to-face’. This was not a luxury available to us,
but we were able to react and adapt quickly.”


CREATING THE BASIS FOR A SALE


With the immediate priorities addressed, the EY-Parthenon team could start
thinking strategically, as Joanne Robinson, EY-Parthenon Turnaround &
Restructuring Strategy Partner explains: “There was a focus on what short-term
sources of liquidity we could access and monetise. We needed to have some
lifeblood in the administration to run a marketing process and see if there was
a better outcome than the liquidation of the group.”


This led to major milestones like the sale of a subsidiary called Flybe Aviation
Services, which held the strategically important maintenance contract for RAF
Brize Norton, and the sale of the airline’s training academy in Exeter, which
will now be a hub for tertiary-level skills training by Exeter College.


Credit card acquirers had also reserved large amounts of cash collateral from
Flybe’s former customers, in case they ever needed to fulfil refund claims for
cancelled flights. These funds were a key source of liquidity for the
administration and, through close collaboration with the credit card acquirers,
EY-Parthenon managed to negotiate their release sooner than expected.


The EY-Parthenon team successfully reactivated Flybe’s maintenance licence with
the CAA, which allowed it to run a maintenance, repair and overhaul business for
the aircraft lessors and others. This generated trading income and helped
preserve the value of each aircraft until it was collected.


Having stabilised the business, the EY-Parthenon team was able to run a full
global M&A process to sell the airline. “Within 48 hours of starting, we had
contacted over 70 airlines across the globe,” says Mike Parr, EY-Parthenon
Transaction Strategy & Execution Partner. “That got us sufficient interest to
keep the airline alive in a challenging market, where consumers were adapting to
staying at home and not flying.”


The M&A process attracted nine credible expressions of interest and the ultimate
sale of Flybe to a new company, called Flybe Ltd and, as Edel explains, “the
sale provided the possibility for growth, new jobs and the chance for Flybe Ltd
to be a valuable economic contributor to regional communities across the UK and
EU.” In the context of the Government’s ‘levelling up’ agenda and its emphasis
on restoring regional connectivity, the prospects are good.


Case Study
The better the question. The better the answer. The better the world works.
Case Study


EXPERIENCE, CAPABILITY AND TRUST

BY MANAGING AND NEGOTIATING WITH STAKEHOLDERS, EY-PARTHENON CREATED THE RIGHT
CONDITIONS FOR AN UNPRECEDENTED SALE OF AN INSOLVENT AIRLINE.


HOW EY CAN HELP

RESTRUCTURING AND TURNAROUND STRATEGY

The COVID-19 pandemic will require many organizations to significantly reshape
their strategy. The next wave of strategic change must focus on financial and
business restructuring or a turnaround strategy that can be implemented with
speed and certainty. We provide trusted leadership in urgent, critical and
complex situations to transform, create, preserve and recover value.

Read more

EY-Parthenon’s work with Flybe is ongoing and has involved more than 150 people
from seven different sub-service lines.

“It’s a multidisciplinary team that has touched almost every part of the firm,”
says Edel, adding that this is one of our key strengths. “We’re a trusted brand,
we’ve got the depth of experience in the aviation sector, we’ve got the breadth
of capability and we’re trusted by all around the table.”

Looking back on the past year, Parr reiterates the complexity of the task the
EY-Parthenon team was faced with. “The number of stakeholders that you need to
manage to keep an airline alive is phenomenal,” he says. “It starts with the
employees and creditors, but there were also the regulators, or CAA, other
governmental departments, airport slot coordinators, and suppliers.

“Being able to manage that and keep all these moving parts aligned and in sync
was difficult, but what we achieved has ultimately facilitated the rescue of an
airline, which stands to make an important contribution to local economies and
the air travel sector as each rebuild after the end of the pandemic.”


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FEATURED PRESS RELEASES

BORROWING IN SEPTEMBER REMAINED WELL BELOW THE OBR FORECAST – EY ITEM CLUB
COMMENTS

Although September’s data confirmed that borrowing is on track to come in below
the OBR’s 2021-2022 forecast, some of the consequences for the public finances
data of a stronger-than-expected economy may be deferred until next year

21 Oct 2021 London GB Annabel Banks

CHANCELLOR HAS ‘ROOM FOR MANOEUVRE’ IN THE BUDGET BUT SIGNIFICANT FISCAL
LOOSENING IS UNLIKELY, SAYS THE …

Ahead of the Budget on 27 October, the Chancellor is likely to benefit from
upgraded economic forecasts from the Office for Budget Responsibility (OBR) and
a consequent fiscal ‘windfall’, according to the EY ITEM Club Budget Preview
Report.

21 Oct 2021 London GB Annabel Banks

MORE PRESS RELEASES

EY STRENGTHENS UK BUSINESS WITH OVER 1,000 STUDENT HIRES THIS YEAR

EY strengthens UK business with over 1,000 student hires this year

20 Oct 2021

INFLATION PICKUP PAUSES AHEAD OF FURTHER WINTER RISE – EY ITEM CLUB CO…

Price pressures have intensified over the past month and though the rise in CPI
inflation temporarily paused in September, the EY ITEM Club now expects the peak
to be significantly above the 3.5% predicted in its last forecast

20 Oct 2021

THE UK DELIVERS ENCOURAGING GREEN INVESTMENT PERFORMANCE, RANKING 2N…

The UK attracted one-in-six of all Foreign Direct Investment (FDI) backed
‘cleantech’ projects in Europe in 2020. Cleantech projects include those which
involve investment in energy transition, biodiversity, sustainability, or the
pursuit of Net Zero targets

19 Oct 2021

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