form10k.htm
UNITED
STATES
SECURITIES
AND EXCHANGE COMMISSION
Washington,
D.C. 20549
FORM
10-K
x
|
ANNUAL
REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE
ACT OF
1934
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For
the
fiscal year ended June 30, 2007
OR
o
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TRANSITION
REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE
ACT OF
1934
|
For
the
transition period from _________________ to ______________
Commission
file number: 0-23192
CELADON
GROUP, INC.
(Exact
name of registrant as specified in its charter)
Delaware
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13-3361050
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(State
or other jurisdiction of
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(I.R.S.
Employer
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Incorporation
or organization)
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Identification
Number)
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|
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9503
East 33rd
Street
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Indianapolis,
IN
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46235
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(Address
of principal executive offices)
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(Zip
Code)
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Registrant’s
telephone number, including area code: (317)
972-7000
Securities
registered pursuant to Section 12(b) of the Act:
None
Securities
registered pursuant to Section 12(g) of the Act:
Common
Stock ($0.033 par value)
Series
A Junior Participating Preferred Stock Purchase Rights
Indicate
by check mark if the registrant is a well-known seasoned issuer,
as
defined in Rule 405 of the Securities Act.
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o Yes
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x
No
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|
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Indicate
by check mark if the registrant is not required to file reports
pursuant
to Section 13 of Section 15(d) of the Act.
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o Yes
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|
|
|
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Indicate
by check mark whether the registrant (1) has filed all reports
required to
be filed by Section 13 or 15(d) of the Securities Exchange Act
of 1934
during the preceding 12 months (or for such shorter period that
the
registrant was required to file such reports), and (2) has been
subject to
such filing requirements for the past 90
days. x Yes o No
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|
|
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Indicate
by check mark if disclosure of delinquent filers pursuant to Item
405 of
Regulation S-K is not contained herein, and will not be contained,
to the
best of registrant’s knowledge, in definitive proxy or information
statements incorporated by reference in Part III of
this Form 10-K or any amendment to this Form
10-K. o
|
Indicate
by check mark whether the registrant is a large accelerated filer, an
accelerated filer, or a non-accelerated filer. See definition of “accelerated
filer and large accelerated filer” in Rule 12b-2 of the Exchange Act. (Check
one):
Large
accelerated filer o
|
Accelerated
filer x
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Non-accelerated
filer o
|
Indicate
by check mark whether the registrant is a shell company (as defined
in
Rule 12b-2 of the Act).
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o Yes
|
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On
December 29, 2006, the last business day of the registrant’s most recently
completed second fiscal quarter, the aggregate market value of the registrant’s
common stock ($0.033 par value) held by non-affiliates (21,372,114 shares)
was
approximately $358 million, based upon the reported last sale price of the
common stock on that date. The exclusion from such amount of the market value
of
shares of common stock owned by any person shall not be deemed an admission
by
the registrant that such person is an affiliate of the registrant.
The
number of outstanding shares of the registrant’s common stock as of the close of
business on August 28, 2007 was 23,663,211.
DOCUMENTS
INCORPORATED BY REFERENCE
Part
III
of Form 10-K - Portions of Definitive Proxy Statement for the 2007 Annual
Meeting of Stockholders
FORM
10-K
TABLE
OF CONTENTS
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Page
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PART
I
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Item
1.
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Business
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Item
1A.
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Risk
Factors
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Item
1B.
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Unresolved
Staff Comments
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Item
2.
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Properties
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Item
3.
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Legal
Proceedings
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Item
4.
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Submission
of Matters to a Vote of Security Holders
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PART
II
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Item
5.
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Market
for Registrant’s Common Equity, Related Stockholder Matters and Issuer
Purchases of Equity Securities
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Item
6.
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Selected
Financial Data
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Item
7.
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Management’s
Discussion and Analysis of Financial Condition and Results of
Operation
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Item
7A.
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Quantitative
and Qualitative Disclosures About Market Risk
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Item
8.
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Financial
Statements and Supplementary Data
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Item
9.
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Changes
in and Disagreements With Accountants on Accounting and Financial
Disclosure
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Item
9A.
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Controls
and Procedures
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PART
III
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Item
10.
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Directors,
Executive Officers, and Corporate Governance
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Item
11.
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Executive
Compensation
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Item
12.
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Security
Ownership of Certain Beneficial Owners and Management and Related
Stockholder Matters
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Item
13.
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Certain
Relationships and Related Transactions, and Director
Independence
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Item
14.
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Principal
Accounting Fees and Services
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PART
IV
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Item
15.
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Exhibits,
Financial Statement Schedules
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SIGNATURES
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Reports
of Independent Registered Public Accounting Firm
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Consolidated
Balance Sheets
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Consolidated
Statements of Operations
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Consolidated
Statements of Cash Flows
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Consolidated
Statements of Stockholders’ Equity
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Notes
to Consolidated Financial Statements
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PART
I
Disclosure
Regarding Forward Looking Statements
The
Private Securities Litigation Reform Act of 1995 provides a “safe harbor” for
forward-looking statements. Certain statements contained in this Form 10-K
and those portions of the 2007 Proxy Statement incorporated by reference may
be
considered forward-looking statements within the meaning of the Private
Securities Litigation Reform Act of 1995 and, as such, involve known and unknown
risks, uncertainties and other factors which may cause the actual results,
events, performance, or achievements of the Company to be materially different
from any future results, events, performance, or achievements expressed or
implied by such forward-looking statements. Words such as “anticipates,”
“estimates,” “expects,” “projects,” “intends,” “plans,” “believes,” and words or
terms of similar substance used in connection with any discussion of future
operating results, financial performance, or business plans identify
forward-looking statements. All forward-looking statements reflect our
management’s present expectation of future events and are subject to a number of
important factors and uncertainties that could cause actual results to differ
materially from those described in the forward-looking statements. While it
is
impossible to identify all factors that may cause actual results to differ,
the
risks and uncertainties that may affect the Company’s business, performance, and
results of operations include the factors discussed in Item 1A of this report.
Subsequent written and oral forward-looking statements attributable to the
Company or persons acting on its behalf are expressly qualified in their
entirety by the cautionary statements in this paragraph and elsewhere in this
Form 10-K.
All
such
forward-looking statements speak only as of the date of this Form 10-K. The
Company expressly disclaims any obligation or undertaking to release publicly
any updates or revisions to any forward-looking statements contained herein
to
reflect any change in the Company’s expectations with regard thereto or any
change in events, conditions, or circumstances on which any such statement
is
based.
For
these
statements, we claim the protection of the safe harbor for forward-looking
statements contained in Section 27A of the Securities Act of 1933, as amended,
and Section 21E of the Securities Exchange Act of 1934 (“Exchange Act”), as
amended.
References
to the “Company”, “Celadon”, “we”, “us”, “our” and words of similar import refer
to Celadon Group, Inc. and its consolidated subsidiaries.
Introduction
We
are
one of North America’s twenty largest truckload carriers as measured by revenue.
We generated $502.7 million in operating revenue during our fiscal year
ended June 30, 2007. We have grown significantly since our incorporation in
1986
through internal growth and a series of acquisitions since 1995. As a dry van
truckload carrier, we generally transport full trailer loads of freight from
origin to destination without intermediate stops or handling. Our customer
base
includes Fortune 500 shippers such as Alcoa, Carrier Corporation, International
Truck & Engine, John Deere, Kohler Company, Mercedes-Benz, Philip Morris,
Phillips Lighting, and Wal-Mart.
In
our
international operations, we offer time-sensitive transportation in and between
the United States and its two largest trading partners, Mexico and Canada.
We
generated approximately one-half of our revenue in fiscal 2007 from
international movements, and we believe our annual border crossings make us
the
largest provider of international truckload movements in North America. We
believe that our strategically located terminals and experience with the
language, culture, and border crossing requirements of each North American
country provide a competitive advantage in the international trucking
marketplace.
We
believe our international operations, particularly those involving Mexico,
offer
an attractive business niche for several reasons. The additional complexity
and
the need to establish cross-border business partners and to develop a strong
organization and an adequate infrastructure in Mexico afford some barriers
to
competition that are not present in traditional U.S. truckload service. In
addition, the expected continued growth of Mexico’s economy, particularly
exports to the U.S., positions us to capitalize on our cross-border
expertise.
Our
success is dependent upon the success of our operations in Mexico and Canada,
and we are subject to risks of doing business internationally, including
fluctuations in foreign currencies, changes in the economic strength of the
countries in which we do business, difficulties in enforcing contractual
obligations and intellectual property rights, burdens of complying with a wide
variety of international and United States export and import laws, and social,
political, and economic instability. Additional risks associated with our
foreign operations, including restrictive trade policies and imposition of
duties, taxes, or government royalties by foreign governments, are present
but
largely mitigated by the terms of NAFTA. Information regarding our revenue
derived from foreign external customers and long-lived assets located in foreign
countries is set forth in Note 11 to the consolidated financial statements
filed
as part of this report.
In
addition to our international business, we offer a broad range of truckload
transportation services within the United States, including long-haul, regional,
dedicated, and logistics. With the acquisitions of certain assets of Highway
Express, Inc. (“Highway”) in August 2003, CX Roberson, Inc. (“Roberson”) in
January 2005, Erin Truckways Ltd., d/b/a Digby Truck Line, Inc. (“Digby”) in
October 2006, Warrior Services Inc. d/b/a Warrior Xpress (“Warrior”) in February
2007, and Air Road Express Inc. (“Air Road”) in June 2007, we expanded our
operations and service offerings within the United States and significantly
improved our lane density, freight mix, and customer diversity.
We
also
operate TruckersB2B, Inc., a profitable marketing business that affords volume
purchasing power for items such as fuel, tires, and equipment to approximately
21,000 member trucking fleets representing approximately 455,000 tractors.
TruckersB2B represents a separate operating segment under generally accepted
accounting principles. Information regarding revenue, profits and losses, and
total assets of our transportation and e-commerce (TruckersB2B) operating
segments is set forth in Note 11 to the consolidated financial statements filed
as part of this report.
Operating
and Sales Strategy
We
approach our trucking operations as an integrated effort of marketing, customer
service, and fleet management. As a part of our strategic plan implemented
in
2001, we identified as priorities: increasing our freight rates; decreasing
our
reliance on automotive industry customers; raising our service standards;
rebalancing lane flows to enhance asset utilization; and identifying and
acquiring suitable acquisition candidates and successfully integrating acquired
operations. To accomplish these objectives, we have sought to instill high
levels of discipline, cooperation, and trust between our operations and sales
departments. As a part of this integrated effort, our operations and sales
departments have developed the following strategies, goals, and
objectives:
·
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Seeking
high yielding freight from targeted industries, customers, regions,
and
lanes that improves our overall network density and diversifies our
customer and freight mix. We believe that by focusing our sales
resources on targeted regions and lanes with emphasis on cross-border
or
international moves and a north - south direction, we can improve
our lane
density and equipment utilization, increase our average revenue per
mile,
and lower our average cost per mile. Each piece of business has rate
and
productivity goals that are designed to improve our yield management.
We
believe that by increasing the business we do with less cyclical
shippers
and reducing our dependency on the automotive industry, our ability
to
improve rate per mile increases.
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·
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Focusing
on asset productivity. Our primary productivity measure is revenue
per tractor per week. Within revenue per tractor we examine rates,
non-revenue miles, and loaded miles per tractor. We actively analyze
customers and freight movements in an effort to enhance the revenue
production of our tractors. We also attempt to concentrate our equipment
in defined operating lanes to create more predictable movements,
reduce
non-revenue miles, and shorten turn times between loads. As a result
of
our efforts over the past several years, automotive parts now comprise
less of our overall freight mix, having been replaced primarily by
consumer non-durables and other retail
products.
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·
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Operating
a modern fleet to reduce maintenance costs and improve safety and
driver
retention. We believe that updating our tractor and trailer fleets
has produced several benefits, including lower maintenance expenses,
and
enhanced safety, driver recruitment, and retention. We have taken
two
important steps towards modernizing our fleet. First, we shortened
the
replacement cycle for our tractors from four years to three years.
Second,
we have replaced approximately 64% of all of our trailers during
the last
3 years. These changes allowed us to recognize significant benefits
over
the past few years because maintenance and tire expenses increase
significantly for tractors beyond the third year of operation and
for
trailers beyond the seventh year of operation, as wear and tear increases
and some warranties expire.
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·
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Continuing
our emphasis on service, safety, and technology. We offer
just-in-time, time-definite, and other premium transportation services
to
meet the expectations of our service-oriented customers. We believe
that
targeting premium service freight permits us to obtain higher rates,
build
long-term, service-based customer relationships, and avoid competition
from railroad, intermodal, and trucking companies that compete primarily
on the basis of price. We believe our recent safety record has been
among
the best in our industry. In March 2006, 2005, and 2003, at the Truckload
Carriers Association Annual Conference, we were awarded first place
in
fleet safety among all truckload fleets that log more than
100 million miles per year. We have made significant investments in
technologies that are intended to reduce costs, afford a competitive
advantage with service-sensitive customers, and promote economies
of
scale. Examples of these technologies are Qualcomm satellite-based
tracking and communications systems, our proprietary CelaTrac system
that
enables customers to track shipments and access other information
via the
Internet, and document imaging.
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·
|
Maintaining
our leading position in cross-border truckload shipments while offering
diversified, nationwide transportation services in the U.S. We
believe our strategically located terminals and experience with the
languages, cultures, and border crossing requirements of all three
North
American countries provide us with competitive advantages in the
international trucking marketplace. As a result of these advantages,
we
believe we are the industry leader in cross-border movements between
North
American countries. These cross-border shipments, which comprised
over 51%
of our revenue in fiscal 2007, are balanced by a strong and growing
business with domestic freight from service-sensitive
customers.
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·
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Seeking
strategic acquisitions to broaden our existing domestic operations.
We have made eleven trucking company acquisitions since 1995 (including
our acquisition of Cheetah Transportation, Inc. which we disposed
of in
June 2001), and continue to evaluate acquisition candidates. Our
current
acquisition strategy, as evidenced by our purchases of certain assets
of
Highway Express in 2003, CX Roberson in 2005, Digby in October 2006,
Warrior in February 2007, and Air Road in June 2007, is focused on
broadening our domestic operations through the addition of carriers
that
improve our lane density, customer diversity, and service
offerings.
|
Other
Services
TruckersB2B.
Our TruckersB2B subsidiary is a profitable marketing business that affords
volume purchasing power for items such as fuel, tires, insurance, and other
products and services to small and medium-sized trucking companies through
its
website, www.truckersb2b.com. TruckersB2B provides small and medium-sized
trucking company members with the ability to cut costs and thereby compete
more
effectively and profitably with the larger fleets. TruckersB2B has approximately
21,000 member trucking fleets representing approximately 455,000 tractors.
Over
the past six years, TruckersB2B has improved to $10.0 million in revenue and
an
operating profit of $1.6 million in fiscal 2007, from $6.7 million in
revenue and an operating profit of $0.9 million in fiscal 2002. TruckersB2B
continues to introduce complementary products and services to drive its growth
and attract new fleets.
Celadon
Dedicated Services. Through Celadon Dedicated Services, we provide
warehousing and trucking services to three Fortune 500 companies. Our
warehouse facilities are located near our customers’ manufacturing plants. We
also transport the manufacturing component parts to our warehouses and sequence
those parts for our customers. We then transport completed units from our
customers’ plants.
Industry
and Competition
The
full
truckload market is defined by the quantity of goods, generally over 10,000
pounds, shipped by a single customer point-to-point and is divided into several
segments by the type of trailer used to transport the goods. These segments
include van, temperature-controlled, flatbed, and tank carriers. We participate
in the North American van truckload market. The markets within the United
States, Canada, and Mexico are fragmented, with thousands of competitors, none
of whom dominate the market. We believe that the current economic pressures
will
continue to force many smaller and private fleets into acquisitions or to exit
the industry.
Transportation
of goods by truck between the United States, Canada, and Mexico is subject
to
the provisions of NAFTA. Transportation of goods between the United States
or Canada and Mexico consists of three components: (i) transportation from
the point of origin to the Mexican border, (ii) transportation across the
border, and (iii) transportation from the border to the final destination.
United States and Canadian based carriers may operate within both countries.
United States and Canadian carriers are not allowed to operate within Mexico,
and Mexican carriers are not allowed to operate within the United States and
Canada, in each case except for a 26-kilometer, or approximately 16 miles,
band
along either side of the Mexican border. Trailers may cross all borders. We
are
one of a limited number of trucking companies that participates in all three
segments of this cross border market, providing or arranging for door-to-door
transport service between points in the United States, Canada, and
Mexico.
The
truckload industry is highly competitive and fragmented. Although both service
and price drive competition in the premium long haul, time sensitive portion
of
the market, we rely primarily on our high level of service to attract customers.
This strategy requires us to focus on market segments that employ just-in-time
inventory systems and other premium services. Our competitors for freight
include other long-haul truckload carriers and, to a lesser extent, medium-haul
truckload carriers and railroads. We also compete with other trucking companies
for the services of drivers. Some of the truckload carriers with which we
compete have greater financial resources, operate more revenue equipment, and
carry a larger total volume of freight than we do.
TruckersB2B
is a business-to-business savings program, for small and mid-sized fleets.
Competitors include other large trucking companies and other
business-to-business buying programs.
Customers
We
target
large service-sensitive customers with time-definite delivery requirements
throughout the United States, Canada, and Mexico. Our customers frequently
ship
in the north-south lanes (i.e., to and from locations in Mexico and locations
in
the United States and Eastern Canada). The sales personnel in our offices work
to source northbound and southbound transport, in addition to other
transportation solutions. We currently service approximately 2,300 trucking
customers. Our premium service to these customers is enhanced by the ability
to
provide significant trailer capacity where needed, state-of-the-art technology,
well-maintained tractors and trailers, and 24/7 dispatch and reporting services.
The principal types of freight transported include tobacco, consumer goods,
automotive parts, various home products and fixtures, lawn tractors and assorted
equipment, light bulbs, and various parts for engines.
No
customer accounted for more than 10% of our total revenue during any of our
three most recent fiscal years.
Drivers
and Personnel
At
June
30, 2007, we employed 3,548 persons, of whom 2,646 were drivers, 185 were truck
maintenance personnel, 582 were administrative personnel, and 135 were dedicated
services personnel. None of our U.S. or Canadian employees is represented by
a
union or a collective bargaining unit.
Driver
recruitment, retention, and satisfaction are essential components of our
success. Competition to recruit and retain drivers is intense in the trucking
industry. There has been and continues to be a shortage of qualified drivers
in
the industry. Drivers are selected in accordance with specific guidelines,
relating primarily to safety records, driving experience, and personal
evaluations, including a physical examination and mandatory drug testing. Our
drivers attend an orientation program and ongoing driver efficiency and safety
programs. An increase in driver turnover can have a negative impact on our
results of operations.
Independent
contractors are utilized through a contract with us to supply one or more
tractors and drivers for our use. Independent contractors must pay their own
tractor expenses, fuel, maintenance, and driver costs and must meet our
specified guidelines with respect to safety. A lease-purchase program offered
through third party financing sources provides independent contractors the
opportunity to lease-to-own a tractor. As of June 30, 2007, there were 399
independent contractors providing a combined 13.2% of our tractor
capacity.
Revenue
Equipment
Our
equipment strategy is to utilize late-model tractors and high-capacity trailers,
actively manage equipment throughout its life cycle, and employ a comprehensive
service and maintenance program.
We
have
determined that the average annual cost of maintenance and tires for tractors
in
our fleet rises substantially after the first three years due to a combination
of greater wear and tear and the expiration of some warranty coverages. We
believe these costs rise late in the trade cycle for our trailers as well.
We
anticipate that we will achieve ongoing savings in maintenance and tire expense
by replacing tractors and trailers more often. In addition, we believe operating
newer equipment will enhance our driver recruiting and retention efforts.
Accordingly, in fiscal 2005 we shortened our normal tractor replacement cycle
to
three years of service from four years of service.
The
average age of our owned and leased tractors and trailers was approximately
1.6
and 3.8 years, respectively, at June 30, 2007, and approximately 2.0 and 3.5
years, respectively, at June 30, 2006. We utilize a comprehensive
maintenance program to minimize downtime and control maintenance costs.
Centralized purchasing of spare parts and tires, and centralized control of
over-the-road repairs are also used to control costs.
Fuel
We
purchase the majority of our fuel through a network of over 500 fuel stops
throughout the United States and Canada. We have negotiated discounted pricing
based on certain volume commitments with these fuel stops. We maintain
bulk-fueling facilities in Indianapolis, Laredo, and Kitchener, Ontario to
further reduce fuel costs.
Shortages
of fuel, increases in prices, or rationing of petroleum products can have a
materially adverse effect on our operations and profitability. Fuel is subject
to economic, political, climatic, and market factors that are outside of our
control. We have historically been able to recover a portion of high fuel prices
from customers in the form of fuel surcharges. However, a portion of the fuel
expense increase is not recovered due to several factors, including the base
fuel price levels, which determine when surcharges are collected, truck idling,
empty miles between freight shipments, and out-of-route miles. We cannot predict
whether high fuel price levels will occur in the future or the extent to which
fuel surcharges will be collected to offset such increases.
Stock
Splits
On
January 18, 2006, the Board of Directors approved a three-for-two stock split,
effected in the form of a fifty percent (50%) stock dividend. The stock split
distribution date was February 15, 2006, to stockholders of record as of the
close of business on February 1, 2006.
On
May 4,
2006, the Board of Directors approved a second three-for-two stock split,
effected in the form of a fifty percent (50%) stock dividend. The second stock
split distribution date was June 15, 2006, to stockholders of record as of
the
close of business of June 1, 2006.
Unless
otherwise indicated, all share
and per share amounts have been adjusted to give retroactive effect to these
stock splits.
Regulation
Our
operations are regulated and licensed by various United States federal and
state, Canadian provincial, and Mexican federal agencies. Interstate motor
carrier operations are subject to safety requirements prescribed by the United
States Department of Transportation (“DOT”). Such matters as weight and
equipment dimensions are also subject to United States federal and state
regulation and Canadian provincial regulations. We operate in the United States
throughout the 48 contiguous states pursuant to operating authority granted
by
the Federal Highway Administration, in various Canadian provinces pursuant
to
operating authority granted by the Ministries of Transportation and
Communications in such provinces, and within Mexico pursuant to operating
authority granted by Secretaria de Communiciones y Transportes. To the extent
that we conduct operations outside the United States, we are subject to the
Foreign Corrupt Practices Act, which generally prohibits United States companies
and their intermediaries from bribing foreign officials for the purpose of
obtaining or retaining favorable treatment.
New
rules
that limit driver hours-of-service were adopted effective January 4, 2004,
and
then modified effective October 1, 2005. On July 24, 2007, a federal appeals
court vacated portions of the 2005 Rules. Two of the key portions vacated
by the court include the expansion of the driving day from 10 hours to 11 hours,
and the “34 hour restart” requirement that drivers must have a break of at least
34 consecutive hours during each week. We understand that the Federal Motor
Carrier Safety Administration is currently analyzing the court’s decision and
has until September 14, 2007 to request a hearing on the matter. Although we
are
unable to predict whether the order will be appealed or the outcome of any
such
appeal, we would expect the court’s decision to reduce productivity and cause
some loss of efficiency as our drivers are retrained and some shipping lanes
may
need to be reconfigured.
Our
operations are subject to various federal, state, and local environmental laws
and regulations, implemented principally by the EPA and similar state regulatory
agencies, governing the management of hazardous wastes, other discharge of
pollutants into the air and surface and underground waters, and the disposal
of
certain substances. We do not believe that compliance with these regulations
has
a material effect on our capital expenditures, earnings, and competitive
position.
In
addition, the engines used in our newer tractors are subject to emissions
control regulations issued by the EPA. The regulations require progressive
reductions in exhaust emissions from diesel engines for 2007 through
2010. Compliance with such regulations has increased the cost of our new
tractors and could impair equipment productivity, lower fuel mileage, and
increase our operating expenses. These adverse effects combined with the
uncertainty as to the reliability of the vehicles equipped with the newly
designed diesel engines and the residual values realized from the disposition
of
these vehicles could increase our costs or otherwise adversely affect our
business or operations once the regulations become effective. Some manufacturers
have significantly increased new equipment prices, in part to meet new engine
design requirements.
Cargo
Liability, Insurance, and Legal Proceedings
We
are a
party to routine litigation incidental to our business, primarily involving
claims for bodily injury or property damage incurred in the transportation
of
freight. We are responsible for the safe delivery of cargo. We have increased
the self-insured retention portion of our insurance coverage for most claims
significantly over the past several years. For fiscal 2006 and fiscal 2007,
we
renewed our auto liability policy, self-insuring for personal injury and
property damage claims for amounts up to $2.5 million per occurrence.
Management believes our uninsured exposure is reasonable for the transportation
industry, based on previous history.
We
are
also responsible for administrative expenses, for each occurrence involving
personal injury or property damage. We are also self-insured for the full amount
of all our physical damage losses, for workers’ compensation losses up to $1.5
million per claim, and for cargo claims up to $100,000 per shipment, except
for
a few transportation contracts in which a higher retention may apply. Subject
to
these self-insured retention amounts, our current workers’ compensation policy
provides coverage up to a maximum per claim amount of $10.0 million, and
our current cargo loss and damage coverage provides coverage up to
$1.0 million per shipment. We maintain separate insurance in Mexico
consisting of bodily injury and property damage coverage with acceptable
deductibles. Management believes our uninsured exposure is reasonable for the
transportation industry, based on previous history.
There
are
various claims, lawsuits, and pending actions against us and our subsidiaries
that arise in the normal course of business. We believe many of these
proceedings are covered in whole or in part by insurance and that none of these
matters will have a materially adverse effect on our consolidated financial
position or results of operations in any given period.
Seasonality
We
have
substantial operations in the Midwestern and Eastern U.S. and Canada. In those
geographic regions, our tractor productivity may be adversely affected during
the winter season because inclement weather may impede our operations. Moreover,
some shippers reduce their shipments during holiday periods as a result of
curtailed operations or vacation shutdowns. At the same time, operating expenses
generally increase, with fuel efficiency declining because of engine idling
and
harsh weather creating higher accident frequency, increased claims, and more
equipment repairs.
Internet
Website
We
maintain an Internet website where additional information concerning our
business can be found. The address of that website is www.celadontrucking.com.
All of our reports filed with or furnished to the Securities and Exchange
Commission (“SEC”) pursuant to Section 13(a) or 15(d) of the Exchange Act,
including our annual report on Form 10-K, quarterly reports on Form 10-Q, or
current reports on Form 8-K, and amendments thereto are made available free
of
charge on or through our Internet website as soon as reasonably practicable
after such reports are electronically filed with or furnished to the
SEC. Information contained on our website is not incorporated into this
Annual Report on Form 10-K, and you should not consider information contained
on
our website to be part of this report.
Our
future results may be affected by a number of factors over which we have little
or no control. The following issues, uncertainties, and risks, among others,
should be considered in evaluating our business and growth outlook.
Our
business is subject to general economic and business factors that are largely
out of our control, any of which could have a materially adverse effect on
our
operating results.
Our
business is dependent on a number of factors that may have a materially adverse
effect on our results of operations, many of which are beyond our control.
Some
of the most significant of these factors include excess tractor and trailer
capacity in the trucking industry, declines in the resale value of used
equipment, strikes or work stoppages, or work slow downs at our facilities
or at
customer, port, border crossing, or other shipping related facilities, increases
in interest rates, fuel taxes, tolls, and license and registration fees, rising
costs of healthcare, and fluctuations in foreign exchange rates.
We
are
also affected by recessionary economic cycles, changes in customers’ inventory
levels, and downturns in customers’ business cycles, particularly in market
segments and industries, such as retail and manufacturing, where we have a
significant concentration of customers, and regions of the country, such as
Texas and the Midwest, where we have a significant amount of business. Economic
conditions may adversely affect our customers and their ability to pay for
our
services. Customers encountering adverse economic conditions represent a greater
potential for loss and we may be required to increase our allowance for doubtful
accounts. These economic conditions may adversely affect our ability to execute
our strategic plan.
In
addition, we cannot predict the effects on the economy or consumer confidence
of
actual or threatened armed conflicts or terrorist attacks, efforts to combat
terrorism, military action against a foreign state or group located in a foreign
state, or heightened security requirements. Enhanced security measures could
impair our operating efficiency and productivity and result in higher operating
costs.
Ongoing
insurance and claims expenses could significantly affect our
earnings.
Our
future insurance and claims expenses may exceed historical levels, which could
reduce our earnings. We self-insure for a significant portion of our claims
exposure, which could significantly increase the volatility of, and decrease
the
amount of, our earnings. Our future insurance and claims expense could reduce
our earnings and make our earnings more volatile. We currently self-insure
for a
portion of our claims exposure and accrue amounts for liabilities based on
our
assessment of claims that arise and our insurance coverage for the periods
in
which the claims arise. In general, for casualty claims for fiscal 2007, we
were
self-insured for the first $2.5 million of each personal injury and property
damage claim and the first $100,000 of each cargo claim. We are also responsible
for a pro rata portion of legal expenses relating to such claims. We maintain
a
workers’ compensation plan and group medical plan for our employees with a
deductible amount of $1.5 million for each workers’ compensation claim and stop
loss amount of $175,000 for each group medical plan. Because of our significant
self-insured retention amounts, we have significant exposure to fluctuations
in
the number and severity of claims.
We
maintain insurance above the amounts for which we self-insure with licensed
insurance carriers. Our insurance and claims expense could increase when our
current coverage expires or we could raise our self-insured retention. Although
we believe our aggregate insurance limits are sufficient to cover reasonably
expected claims, it is possible that one or more claims could exceed those
limits. If insurance carriers raise our premiums, our insurance and claims
expense could increase, or we could find it necessary to again raise our
self-insured retention or decrease our aggregate coverage limits when our
policies are renewed or replaced. Our operating results and financial condition
could be materially and adversely affected if these expenses increase, if we
experience a claim in excess of our coverage limits, or if we experience a
claim
for which we do not have coverage.
Ongoing
insurance requirements could constrain our borrowing capacity. At June 30,
2007,
our revolving line of credit had a maximum borrowing limit of $50.0 million,
outstanding borrowings of $18.0 million, and outstanding letters of credit
of
$4.8 million. Our borrowings may increase if we do acquisitions or finance
more
of our equipment under our revolving line of credit. Outstanding letters of
credit with certain financial institutions reduce the available borrowings
under
our revolving line of credit, which could negatively affect our liquidity should
we need to increase our borrowings in the future. In addition, ongoing insurance
requirements could constrain our borrowing capacity.
We
operate in a highly competitive and fragmented industry and our business may
suffer if we are unable to adequately address downward pricing pressures and
other results of competition.
Numerous
competitive factors could impair our ability to maintain or improve our current
profitability. These factors include the following:
·
|
We
compete with many other truckload carriers of varying sizes and,
to a
lesser extent, with less-than-truckload carriers, railroads, and
other
transportation companies, many of which have more equipment and greater
capital resources than we do.
|
|
|
·
|
Many
of our competitors periodically reduce their freight rates to gain
business, especially during times of reduced growth rates in the
economy,
which may limit our ability to maintain or increase freight rates
or
maintain significant growth in our business.
|
|
|
·
|
Many
customers reduce the number of carriers they use by selecting so-called
“core carriers” as approved service providers, and in some instances we
may not be selected.
|
|
|
·
|
Many
customers periodically accept bids from multiple carriers for their
shipping needs, and this process may depress freight rates or result
in
the loss of some business to competitors.
|
|
|
·
|
The
trend toward consolidation in the trucking industry may create other
large
carriers with greater financial resources and other competitive advantages
relating to their size.
|
|
|
·
|
Advances
in technology require increased investments to remain competitive,
and our
customers may not be willing to accept higher freight rates to cover
the
cost of these investments.
|
·
|
Competition
from non-asset-based logistics and freight brokerage companies may
adversely affect our customer relationships and freight
rates.
|
|
|
·
|
Economies
of scale that may be passed on to smaller carriers by procurement
aggregation providers may improve their ability to compete with
us.
|
We
derive a significant portion of our revenue from our major customers, the loss
of one or more of which could have a materially adverse effect on our
business.
A
significant portion of our revenue is generated from our major customers. For
2007, our top 25 customers, based on revenue, accounted for approximately 41%
of
our revenue, and our top 10 customers, approximately 24% of our revenue. We
do
not expect these percentages to change materially for 2008. Generally, we do
not
have long term contractual relationships with our major customers, and we cannot
assure you that our customers will continue to use our services or that they
will continue at the same levels. For some of our customers, we have entered
into multi-year contracts and we cannot be assured that the rates will remain
advantageous. A reduction in or termination of our services by one or more
of
our major customers could have a materially adverse effect on our business
and
operating results.
Increases
in driver compensation or difficulty in attracting and retaining drivers could
affect our profitability and ability to grow.
The
trucking industry experiences substantial difficulty in attracting and retaining
qualified drivers, including independent contractors. Because of the shortage
of
qualified drivers, the availability of alternative jobs, and intense competition
for drivers from other trucking companies, we expect to continue to face
difficulty increasing the number of our drivers, including independent
contractor drivers. The compensation we offer our drivers and independent
contractors is subject to market conditions, and we may find it necessary to
increase driver and independent contractor compensation in future periods.
In
addition, the Company suffers from a high turnover rate of drivers;
although our turnover rate is lower than the industry average. A high turnover
rate requires us to continually recruit a substantial number of drivers in
order
to operate existing revenue equipment. If we are unable to continue to attract
and retain a sufficient number of drivers and independent contractors, we could
be required to adjust our compensation packages, let trucks sit idle, or operate
with fewer trucks and face difficulty meeting shipper demands, all of which
would adversely affect our growth and profitability.
Our
revenue growth may not continue at historical rates, which could adversely
affect our stock price.
We
experienced significant growth in revenue between 2002 and 2007. There can
be no
assurance that our revenue growth rate will continue at historical levels or
that we can effectively adapt our management, administrative, and operational
systems to respond to any future growth. We can provide no assurance that our
operating margins will not be adversely affected by expansion of our business
or
by changes in economic conditions. Slower or less profitable growth could
adversely affect our stock price.
We
operate in a highly regulated industry and increased costs of compliance with,
or liability for violation of, existing or future regulations could have a
materially adverse effect on our business.
Our
operations are regulated and licensed by various U.S., Canadian, and Mexican
agencies. Our company drivers and independent contractors also must comply
with
the safety and fitness regulations of the United States DOT, including those
relating to drug and alcohol testing and hours-of-service. Such matters as
weight and equipment dimensions are also subject to U.S. and Canadian
regulations. We also may become subject to new or more restrictive regulations
relating to fuel emissions, drivers’ hours-of-service, ergonomics, or other
matters affecting safety or operating methods. Other agencies, such as the
Environmental Protection Agency, or EPA, and the Department of Homeland
Security, or DHS, also regulate our equipment, operations, and drivers. Future
laws and regulations may be more stringent and require changes in our operating
practices, influence the demand for transportation services, or require us
to
incur significant additional costs. Higher costs incurred by us or by our
suppliers who pass the costs onto us through higher prices could adversely
affect our results of operations.
The
DOT,
through the Federal Motor Carrier Safety Administration, or FMCSA, imposes
safety and fitness regulations on us and our drivers. On July 24, 2007, a
federal appeals court vacated portions of the existing rules relating to
drivers’ hours of service. Two of the key portions that were vacated include the
expansion of the driving day from 10 hours to 11 hours, and the “34 hour
restart” requirement that drivers must have a break of at least 34 consecutive
hours during each week. The court’s decision does not go into effect until
September 14, 2007, unless the court orders otherwise, and the FMCSA has until
such date to request a hearing on the matter. We understand that the FMCSA
is
currently analyzing the court’s decision, and we are unable to predict whether
the order will be appealed or the outcome of any such appeal.
If
the
court’s decision becomes effective, it may have varying effects, in that
reducing driving time to 10 hours daily may reduce productivity in some lanes,
while eliminating the 34-hour restart may enhance productivity in certain
instances. On the whole, however, we would expect the court’s decision to reduce
productivity and cause some loss of efficiency as our drivers are retrained
and
some shipping lanes may need to be reconfigured. Additionally, we are unable
to
predict the effect of any new rules that might be proposed, but any such
proposed rules could increase costs or decrease productivity.
The
FMCSA
also is studying rules relating to braking distance and on-board data recorders
that could result in new rules being proposed. We are unable to predict the
effect of any rules that might be proposed, but we expect that any such proposed
rules would increase costs in our industry, and the on-board recorders
potentially could decrease productivity and the number of people interested
in
being drivers.
Federal,
state, and municipal authorities have implemented and continue to implement
various security measures, including checkpoints and travel restrictions on
large trucks. These regulations also could complicate the matching of available
equipment with hazardous material shipments, thereby increasing our response
time on customer orders and our non-revenue miles. As a result, it is possible
we may fail to meet the needs of our customers or may incur increased expenses
to do so. These security measures could negatively impact our operating
results.
Some
states and municipalities have begun to restrict the locations and amount of
time where diesel-powered tractors, such as ours, may idle, in order to reduce
exhaust emissions. These restrictions could force us to alter our drivers’
behavior, purchase on-board power units that do not require the engine to idle,
or face a decrease in productivity.
We
have significant ongoing capital requirements that could affect our
profitability if we are unable to generate sufficient cash from operations
and
obtain financing on favorable terms.
The
truckload industry is capital intensive, and our policy of operating newer
equipment requires us to expend significant amounts annually. If we elect to
expand our fleet in future periods, our capital needs would increase. We expect
to pay for projected capital expenditures with operating leases of revenue
equipment, cash flows from operations, and borrowings under our line of credit.
If we are unable to generate sufficient cash from operations and obtain
financing on favorable terms in the future, we may have to limit our growth,
enter into less favorable financing arrangements, or operate our revenue
equipment for longer periods, any of which could have a materially adverse
effect on our profitability.
We
currently have lease residual value guarantees of approximately $62.7 million,
substantially all of which are not covered by trade-in or fixed residual
agreements with the equipment suppliers. We are exposed to decreases in the
resale value of our used equipment and we have increased exposure to issues
on
the significant percentage of our fleet not covered by manufacturer commitments
which could have a materially adverse effect on our results of
operations.
Fluctuations
in the price or availability of fuel, as well as hedging activities, surcharge
collection, and the volume and terms of diesel fuel purchase commitments may
increase our cost of operation, which could materially and adversely affect
our
profitability.
Fuel
is
one of our largest operating expenses. Diesel fuel prices fluctuate greatly
due
to economic, political, climatic, and other factors beyond our control. Fuel
is
also subject to regional pricing differences and often costs more on the West
Coast, where we have significant operations. From time-to-time we have used
fuel
surcharges, hedging contracts, and volume purchase arrangements to attempt
to
limit the effect of price fluctuations. Although we seek to recover a portion
of
the short-term increases in fuel prices from customers through fuel surcharges,
these arrangements do not fully offset the increase in the cost of diesel fuel
and also may result in us not receiving the full benefit of any fuel price
decreases. We currently do not have any fuel hedging contracts in place. If
we
do hedge, we may be forced to make cash payments under the hedging arrangements.
Based on current market conditions we have decided to limit our hedging and
purchase commitments, but we continue to evaluate such measures. The absence
of
meaningful fuel price protection through these measures, fluctuations in fuel
prices, or a shortage of diesel fuel, could materially and adversely affect
our
results of operations.
New
regulations governing exhaust emissions could adversely impact our business.
New
emission standards require reductions in the sulfur content of diesel fuel.
Management expects that a 2% power loss caused by ultra-low-sulfur diesel fuel
could lead to a loss of 6% mile per gallon fuel economy.
We
may not make acquisitions in the future, or if we do, we may not be successful
in our acquisition strategy.
We
have
made eleven acquisitions. Accordingly, acquisitions have provided a substantial
portion of our growth. There is no assurance that we will be successful in
identifying, negotiating, or consummating any future acquisitions. If we fail
to
make any future acquisitions, our growth rate could be materially and adversely
affected.
Any
acquisitions we undertake could involve the dilutive issuance of equity
securities and/or incurring indebtedness. In addition, acquisitions involve
numerous risks, including difficulties in assimilating the acquired company’s
operations, the diversion of our management’s attention from other business
concerns, risks of entering into markets in which we have had no or only limited
direct experience, and the potential loss of customers, key employees, and
drivers of the acquired company, all of which could have a materially adverse
effect on our business and operating results. If we make acquisitions in the
future, we cannot assure you that we will be able to successfully integrate
the
acquired companies or assets into our business.
Increased
prices, reduced productivity, and restricted availability of new revenue
equipment may adversely affect our earnings and cash
flows.
We
have
experienced higher prices for new tractors over the past few years, partially
as
a result of government regulations applicable to newly manufactured tractors
and
diesel engines, in addition to higher commodity prices and better pricing power
among equipment manufacturers. More restrictive Environmental Protection Agency,
or EPA, emissions standards that went into effect in 2007 and emission standards
that will take effect in 2010 are more restrictive than prior standards and
will
require vendors to introduce new engines. Our business could be harmed if we
are
unable to continue to obtain an adequate supply of new tractors and trailers
for
these or other reasons. As a result, we expect to continue to pay increased
prices for equipment and incur additional expenses and related financing costs
for the foreseeable future. Furthermore, the new engines are expected to reduce
equipment efficiency and lower fuel mileage and, therefore, increase our
operating expenses.
Our
operations are subject to various environmental laws and regulations, the
violation of which could result in substantial fines or
penalties.
In
addition to direct regulation by the DOT and other agencies, we are subject
to
various environmental laws and regulations dealing with the hauling and handling
of hazardous materials, fuel storage tanks, air emissions from our vehicles
and
facilities, and discharge and retention of storm water. We operate in industrial
areas, where truck terminals and other industrial activities are located, and
where groundwater or other forms of environmental contamination have occurred.
Our operations involve the risks of fuel spillage or seepage, environmental
damage, and hazardous waste disposal, among others. We also maintain underground
bulk fuel storage tanks and fueling islands at two of our facilities. A small
percentage of our freight consists of low-grade hazardous substances,
which
subjects
us to a wide array of regulations. If we are involved in a spill or other
accident involving hazardous substances, if there are releases of hazardous
substances we transport, or if we are found to be in violation of applicable
laws or regulations, we could be subject to liabilities that could have a
materially adverse effect on our business and operating results. If we should
fail to comply with applicable environmental regulations, we could be subject
to
substantial fines or penalties and to civil and criminal liability.
If
we are unable to retain our key employees, our business, financial condition,
and results of operations could be adversely affected.
We
are
highly dependent upon the services of certain key employees, including, but
not
limited to: Stephen Russell, our Chairman of the Board and Chief Executive
Officer; Chris Hines, our President and Chief Operating Officer; and Paul Will,
our Vice Chairman of the Board, Executive Vice President, and Chief Financial
Officer. Although we have an employment agreement with Mr. Russell and a
separation agreement with Mr. Will, the loss of any of their services or the
services of Mr. Hines could negatively impact our operations and future
profitability.
Seasonality
and the impact of weather affect our operations and
profitability.
Our
tractor productivity decreases during the winter season because inclement
weather impedes operations, and some shippers reduce their shipments after
the
winter holiday season. Revenue can also be affected by bad weather and holidays,
since revenue is directly related to available working days of shippers. At
the
same time, operating expenses increase, with fuel efficiency declining because
of engine idling and harsh weather creating higher accident frequency, increased
claims, and more equipment repairs. We could also suffer short-term impacts
from
weather-related events such as hurricanes, blizzards, ice storms, and floods
that could harm our results or make our results more volatile. Weather and
other
seasonal events could adversely affect our operating results.
None.
We
operate a network of 17 terminal locations, including facilities in Laredo
and El Paso, Texas, which are the two largest inland freight gateway cities
between the U.S. and Mexico. Our operating terminals currently are located
in
the following cities:
United
States
|
|
Mexico
|
|
Canada
|
Baltimore,
MD (Leased)
|
|
Guadalajara
(Leased)
|
|
Kitchener,
ON (Leased)
|
Dallas,
TX (Owned)
|
|
Mexico
City (Leased)
|
|
|
El Paso,
TX (Owned)
|
|
Monterrey
(Leased)
|
|
|
Greensboro,
NC (Leased)
|
|
Nuevo
Laredo (Leased)
|
|
|
Hampton,
VA (Leased)
|
|
Puebla
(Leased)
|
|
|
Indianapolis,
IN (Leased)
|
|
Silao
(Leased)
|
|
|
Laredo,
TX (Owned and Leased)
|
|
|
|
|
Louisville,
KY (Leased)
|
|
|
|
|
Richmond,
VA (Leased)
|
|
|
|
|
Nashville,
TN (Leased) |
|
|
|
|
Our
executive and administrative offices occupy four buildings located on 40 acres
of property in Indianapolis, Indiana. The Indianapolis, Laredo, and Kitchener
terminals include administrative functions, lounge facilities for drivers,
parking, fuel, maintenance, and truck washing facilities. A portion of the
Indianapolis facility is used for the operations of Truckers B2B. All of our
other owned and leased facilities are utilized exclusively by our transportation
segment.
See
discussion under “Cargo Liability, Insurance, and Legal Proceedings” in Item 1,
and Note 9 to the consolidated financial statements, “Commitments and
Contingencies.”
Item
4.
Submission of Matters to a Vote of Security Holders
No
matters were submitted for a vote of security holders, through the solicitation
of proxies or otherwise, during the quarter ended June 30, 2007.
PART
II
Item
5.
Market
for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases
of Equity Securities
Price
Range of Common Stock
Our
common stock is listed on the NASDAQ National Market under the symbol “CLDN.”
The following table sets forth, for the periods indicated, the high and low
sales price per share of our common stock as reported by NASDAQ. All
prices reflect the Company’s February 15, 2006, and June 15, 2006, stock
splits.
Fiscal
2006
|
|
High
|
|
|
Low
|
|
Quarter
ended September 30, 2005
|
|
$ |
10.00
|
|
|
$ |
7.40
|
|
Quarter
ended December 31, 2005
|
|
$ |
13.29
|
|
|
$ |
9.52
|
|
Quarter
ended March 31, 2006
|
|
$ |
16.63
|
|
|
$ |
11.33
|
|
Quarter
ended June 30, 2006
|
|
$ |
23.29
|
|
|
$ |
14.80
|
|
|
|
|
|
|
|
|
|
|
Fiscal
2007
|
|
|
|
|
|
|
|
|
Quarter
ended September 30, 2006
|
|
$ |
23.73
|
|
|
$ |
14.66
|
|
Quarter
ended December 31, 2006
|
|
$ |
21.00
|
|
|
$ |
16.08
|
|
Quarter
ended March 31, 2007
|
|
$ |
18.64
|
|
|
$ |
14.92
|
|
Quarter
ended June 30, 2007
|
|
$ |
17.00
|
|
|
$ |
15.38
|
|
On
August
24, 2007, there were 191 holders of our common stock based upon the number
of
record holders on that date. However, we estimate our actual number of
stockholders is much higher because a substantial number of our shares are
held
of record by brokers or dealers for their customers in street
names.
Dividend
Policy
We
have
never paid a cash dividend on our common stock, and we do not expect to make
or
declare any cash dividends in the foreseeable future. We currently intend to
continue to retain earnings to finance the growth of our business and reduce
our
indebtedness. Our ability to pay cash dividends is currently prohibited by
restrictions contained in our revolving credit facility. Future payments of
cash
dividends will depend on our financial condition, results of operations, capital
commitments, restrictions under our then-existing debt agreements, and other
factors our Board of Directors may consider relevant.
We
recorded two stock dividends in fiscal 2006, reflected as three-for-two stock
splits, each effected in the form of a 50% stock dividend paid on February
15,
2006 and June 15, 2006.
Company/Index/Peer
Group
|
|
6/30/02
|
|
|
6/30/03
|
|
|
6/30/04
|
|
|
6/30/05
|
|
|
6/30/06
|
|
|
6/30/07
|
|
Celadon
Group, Inc.
|
|
$ |
100.00
|
|
|
$ |
71.00
|
|
|
$ |
137.93
|
|
|
$ |
132.45
|
|
|
$ |
388.64
|
|
|
$ |
280.37
|
|
NASDAQ
Stock Market (U.S.)
|
|
$ |
100.00
|
|
|
$ |
109.91
|
|
|
$ |
139.04
|
|
|
$ |
141.74
|
|
|
$ |
155.82
|
|
|
$ |
191.32
|
|
NASDAQ
Trucking & Transportation
|
|
$ |
100.00
|
|
|
$ |
111.48
|
|
|
$ |
142.30
|
|
|
$ |
161.26
|
|
|
$ |
222.85
|
|
|
$ |
239.05
|
|
Item
6.
Selected Financial Data
The
statements of operations data and balance sheet data presented below have been
derived from our consolidated financial statements and related notes thereto.
The information set forth below should be read in conjunction with “Management’s
Discussion and Analysis of Financial Condition and Results of Operation” and our
consolidated financial statements and related notes thereto.
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
|
2004
|
|
|
2003
|
|
|
|
(in
thousands, except per share data and operating data)
|
|
Statements
of Operations Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Freight
revenue(1)
|
|
$ |
433,012
|
|
|
$ |
414,465
|
|
|
$ |
399,656
|
|
|
$ |
382,918
|
|
|
$ |
355,692
|
|
Fuel
surcharge revenue
|
|
|
69,680
|
|
|
|
65,729
|
|
|
|
37,107
|
|
|
|
15,005
|
|
|
|
11,413
|
|
Total
revenue
|
|
|
502,692
|
|
|
|
480,194
|
|
|
|
436,763
|
|
|
|
397,923
|
|
|
|
367,105
|
|
Operating
expense(2)
|
|
|
462,592
|
|
|
|
445,966
|
|
|
|
413,355
|
|
|
|
390,852
|
|
|
|
354,371
|
|
Operating
income(2)
|
|
|
40,100
|
|
|
|
34,228
|
|
|
|
23,408
|
|
|
|
7,071
|
|
|
|
12,734
|
|
Interest
expense, net(3)
|
|
|
3,511
|
|
|
|
780
|
|
|
|
1,418
|
|
|
|
3,723
|
|
|
|
6,201
|
|
Other
expense (income)
|
|
|
109
|
|
|
|
34
|
|
|
|
13
|
|
|
|
180
|
|
|
|
(3 |
) |
Income
before income taxes
|
|
|
36,480
|
|
|
|
33,414
|
|
|
|
21,977
|
|
|
|
3,168
|
|
|
|
6,536
|
|
Provision
for income taxes
|
|
|
14,228
|
|
|
|
12,866
|
|
|
|
9,397
|
|
|
|
3,443
|
|
|
|
2,948
|
|
Net
income (loss)(2)(3)
|
|
$ |
22,252
|
|
|
$ |
20,548
|
|
|
$ |
12,580
|
|
|
$ |
(275 |
) |
|
$ |
3,588
|
|
Diluted
earnings (loss) per share(2)(3)(4)
|
|
$ |
0.94
|
|
|
$ |
0.88
|
|
|
$ |
0.55
|
|
|
$ |
(0.02 |
) |
|
$ |
0.20
|
|
Weighted
average diluted shares outstanding(4)
|
|
|
23,698
|
|
|
|
23,386
|
|
|
|
23,013
|
|
|
|
17,969
|
|
|
|
18,079
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance
Sheet Data (at end of period):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
property and
equipment
|
|
$ |
207,499
|
|
|
$ |
91,267
|
|
|
$ |
57,545
|
|
|
$ |
61,801
|
|
|
$ |
76,967
|
|
Total
assets
|
|
|
306,913
|
|
|
|
190,066
|
|
|
|
160,508
|
|
|
|
151,310
|
|
|
|
162,073
|
|
Long-term
debt, revolving
lines of credit, and capital lease obligations, including current
maturities
|
|
|
94,642
|
|
|
|
12,023
|
|
|
|
7,344
|
|
|
|
14,494
|
|
|
|
60,794
|
|
Stockholders’
equity
|
|
|
147,320
|
|
|
|
121,427
|
|
|
|
98,491
|
|
|
|
82,830
|
|
|
|
57,252
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
Data:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
For
period(5):
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average
revenue per loaded
mile(6)
|
|
$ |
1.534
|
|
|
$ |
1.491
|
|
|
$ |
1.424
|
|
|
$ |
1.322
|
|
|
$ |
1.266
|
|
Average
revenue per total
mile(6)
|
|
$ |
1.380
|
|
|
$ |
1.367
|
|
|
$ |
1.316
|
|
|
$ |
1.225
|
|
|
$ |
1.169
|
|
Average
revenue per tractor per
week(6)
|
|
$ |
2,793
|
|
|
$ |
2,948
|
|
|
$ |
2,841
|
|
|
$ |
2,723
|
|
|
$ |
2,546
|
|
Average
length of
haul
|
|
|
960
|
|
|
|
1,004
|
|
|
|
995
|
|
|
|
994
|
|
|
|
942
|
|
At
end of period:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
tractors(7)
|
|
|
3,016
|
|
|
|
2,732
|
|
|
|
2,570
|
|
|
|
2,531
|
|
|
|
2,491
|
|
Average
age of company
tractors (in years)
|
|
|
1.6
|
|
|
|
2.0
|
|
|
|
1.9
|
|
|
|
2.1
|
|
|
|
2.7
|
|
Total
trailers(7)
|
|
|
7,843
|
|
|
|
7,630
|
|
|
|
7,468
|
|
|
|
6,966
|
|
|
|
7,142
|
|
Average
age of company
trailers (in years)
|
|
|
3.8
|
|
|
|
3.5
|
|
|
|
3.6
|
|
|
|
4.6
|
|
|
|
6.1
|
|
__________________________
(1)
|
Freight
revenue is total revenue less fuel surcharges.
|
(2)
|
Includes
a $9.8 million pretax impairment charge relating to the disposition
of our approximately 1,600 remaining 48-foot trailers, in the year
ended
June 30, 2004.
|
(3)
|
Includes
a $0.9 million pretax write-off of loan origination costs relating to
replacement of a credit facility in the year ended June 30,
2003.
|
(4)
|
Earnings
per share amounts and weighted average number of shares outstanding
have
been adjusted to give retroactive effect to two three-for-two stock
splits
effected in the form of a 50% stock dividend paid on February 15,
2006 and
June 15, 2006.
|
(5)
|
Unless
otherwise indicated, operating data and statistics presented in this
table
and elsewhere in this report are for our truckload revenue and operations
and exclude revenue and operations of TruckersB2B; our Mexican subsidiary,
Jaguar; and our less-than truckload, local trucking (or “shuttle”),
brokerage, and logistics.
|
(6)
|
Excludes
fuel surcharges.
|
(7)
|
Total
fleet, including equipment operated by our Mexican subsidiary,
Jaguar.
|
Item
7.
Management’s Discussion and Analysis of Financial Condition and Results of
Operation
Recent
Results and Fiscal Year-End Financial Condition
For
the
fiscal year ended June 30, 2007, total revenue increased 4.7%, to $502.7 million
from $480.2 million during fiscal 2006. Freight revenue, which excludes
revenue from fuel surcharges, increased 4.5%, to $433.0 million in fiscal 2007
from $414.5 million in 2006. We generated net income of $22.3 million, or $0.94
per diluted share, for fiscal 2007 compared with net income of $20.5 million,
or
$0.88 per diluted share, for 2006.
We
believe the improvements in our
profitability were attributable primarily to growth from acquisitions, cost
controls, excellent safety and claims experience, and the continued execution
of
our operating strategy, which involves allocating our equipment to customers
and
freight that provide the most favorable returns. After a strong start in the
first quarter, the freight market became increasingly challenging in fiscal
2007. Decreased freight demand due to a slower economy caused a
decrease in truck utilization measured by miles per tractor. In
addition, shippers used the less robust freight market to resist rate increases
and, in some cases, attempted to reduce freight rates. The downward
pressure on our rates was somewhat offset by a decrease in average length of
haul. As a result, average freight revenue per loaded mile excluding
fuel surcharge for 2007 increased $0.043 per mile to $1.534, a 2.9% increase
compared with $1.491 for 2006. Average freight revenue per tractor per week,
our
main measure of asset productivity, decreased by 5.3% to $2,793 in 2007 compared
with $2,948 for 2006. This decrease was due to lower general freight demand,
an
increase in fleet size to 3,016 tractors at June 30, 2007 from 2,732 tractors
at
June 30, 2006, and in increase in non-revenue miles. As the freight market
weakened and we ran empty miles to on-board the Warrior drivers and position
equipment for sale, our non-revenue miles increased. Our operating ratio,
excluding the effect of fuel surcharge, improved to 90.7% for 2007 compared
with
91.7% for 2006.
At
June
30, 2007, our total balance sheet debt was $94.6 million and our total
stockholders’ equity was $147.3 million, for a total debt to capitalization
ratio of 39.1%. At June 30, 2007, we had $27.2 million of available borrowing
capacity under our revolving credit facility and $1.2 million of cash on
hand.
Revenue
We
generate substantially all of our revenue by transporting freight for our
customers. Generally, we are paid by the mile or by the load for our services.
We also derive revenue from fuel surcharges, loading and unloading activities,
equipment detention, other trucking related services, and from TruckersB2B.
The
main factors that affect our revenue are the revenue per mile we receive from
our customers, the percentage of miles for which we are compensated, the number
of tractors operating, and the number of miles we generate with our equipment.
These factors relate to, among other things, the U.S. economy, inventory levels,
the level of truck capacity in our markets, specific customer demand, the
percentage of team-driven tractors in our fleet, driver availability, and our
average length of haul.
We
eliminate fuel surcharges from revenue, when calculating operating ratios
and some of our operating data . We believe that eliminating the impact of
this
sometimes volatile source of revenue affords a more consistent basis for
comparing our results of operations from period to period.
Expenses
and Profitability
The
main
factors that impact our profitability on the expense side are the variable
costs
of transporting freight for our customers. These costs include fuel expense,
driver-related expenses, such as wages, benefits, training, and recruitment,
and
independent contractor costs, which we record as purchased transportation.
Expenses that have both fixed and variable components include maintenance and
tire expense and our total cost of insurance and claims. These expenses
generally vary with the miles we travel, but also have a controllable component
based on safety, fleet age, efficiency, and other factors. Our main fixed cost
is the acquisition and financing of long-term assets, primarily revenue
equipment. We have other mostly fixed costs, such as our non-driver personnel
and facilities expenses. In discussing our expenses as a percentage of revenue,
we sometimes discuss changes as a percentage of revenue before fuel surcharges,
in addition to absolute dollar changes, because we believe the high variable
cost nature of our business makes a comparison of changes in expenses as a
percentage of revenue more meaningful at times than absolute dollar
changes.
The
trucking industry has experienced significant increases in expenses over the
past three years, in particular those relating to equipment costs, driver
compensation, insurance, and fuel. As the United States economy has expanded,
many trucking companies have been able to raise freight rates to cover the
increased costs, although downward rate pressure and less freight demand became
more prevalent beginning in the fall of 2006. Over the long term, we
expect a limited pool of qualified drivers and intense competition to recruit
and retain those drivers to constrain overall industry
capacity. Assuming normal U.S. economic growth in manufacturing,
retail, and other high volume shipping industries, we expect to be able to
raise
freight rates in line with or faster than costs. Over the near term
this may prove challenging in the current freight environment.
Revenue
Equipment
We
operate 3,016 tractors and 7,843 trailers. Of our tractors at June 30, 2007,
1,184 were owned, 1,433 were acquired under operating leases, and 399 were
provided by independent contractors, who own and drive their own tractors.
Of
our trailers at June 30, 2007, 2,180 were owned and 5,663 were acquired under
operating and capital leases.
Prior
to
fiscal 2006, we had financed most of our new tractors under operating leases.
Beginning in fiscal 2006 and continuing through fiscal 2007, we have purchased
most of our new tractors with cash or borrowings. We expect to
continue to use cash and borrowings on our credit facility for most tractor
purchases. Most of our new trailers are acquired with operating leases. These
leases generally run for a period of seven years for trailers. When we finance
revenue equipment acquisitions with operating leases, rather than borrowings
or
capital leases, the interest component of our financing activities is recorded
as an “above-the-line” operating expense on our statements of
operations. Accordingly, the trend toward financing more equipment
with cash and borrowings, and less through operating leases, improves our
operating ratio.
Independent
contractors (owner operators) provide a tractor and a driver and are responsible
for all operating expenses in exchange for a fixed payment per mile. We do
not
have the capital outlay of purchasing the tractors. The payments to independent
contractors are recorded in purchased transportation and the payments for
equipment under operating leases are recorded in revenue equipment rentals.
Expenses associated with owned equipment, such as interest and depreciation,
are
not incurred, and for independent contractor tractors, driver compensation,
fuel, and other expenses are not incurred. Because obtaining equipment from
independent contractors and through operating leases effectively shifts these
expenses from interest to “above the line” operating expenses, we evaluate our
efficiency using our operating ratio as well as income before income
taxes.
Outlook
Looking
forward, our profitability goal is to achieve an operating ratio of
approximately 88%. We expect this to require additional improvements in rate
per
mile, non-revenue miles percentage, and miles per tractor compared with those
key performance indicators for fiscal 2007, to overcome expected additional
cost
increases. Because a large percentage of our costs are variable, changes in
revenue per mile and non-revenue miles percentage affect our profitability
to a
greater extent than changes in miles per tractor. For fiscal 2008, the key
factors that we expect to have the greatest effect on our profitability are
our
freight revenue per tractor per week, our compensation of drivers, our cost
of
revenue equipment (particularly in light of the 2007 EPA engine requirements),
our fuel costs, and our insurance and claims. To overcome cost increases and
improve our margins, we will need to achieve increases in freight revenue per
tractor, particularly in revenue per mile, which we intend to achieve by
increasing rates and continuing to shift to more profitable freight.
Operationally, we will seek improvements in safety and driver recruiting and
retention. Our success in these areas primarily will affect revenue,
driver-related expenses, and insurance and claims expense. Given the
difficult freight market confronting our industry, we believe achieving our
profitability goal during fiscal 2008 is unlikely, although we intend to
continue to strive toward that goal.
Results
of Operations
The
following tables set forth the percentage relationship of revenue and expense
items to operating and freight revenue for the periods indicated.
|
|
Fiscal
year ended June 30,
|
|
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Operating
revenue
|
|
|
100.0 |
% |
|
|
100.0 |
% |
|
|
100.0 |
% |
Operating
expenses:
|
|
|
|
|
|
|
|
|
|
|
|
|
Salaries,
wages, and employee
benefits
|
|
|
28.8
|
|
|
|
30.1
|
|
|
|
30.6
|
|
Fuel
|
|
|
23.1
|
|
|
|
22.8
|
|
|
|
18.7
|
|
Operations
and
maintenance
|
|
|
6.4
|
|
|
|
6.1
|
|
|
|
7.7
|
|
Insurance
and
claims
|
|
|
2.6
|
|
|
|
2.9
|
|
|
|
3.3
|
|
Depreciation
and
amortization
|
|
|
4.4
|
|
|
|
2.6
|
|
|
|
3.4
|
|
Revenue
equipment
rentals
|
|
|
6.3
|
|
|
|
8.2
|
|
|
|
8.2
|
|
Purchased
transportation
|
|
|
14.7
|
|
|
|
14.6
|
|
|
|
16.7
|
|
Cost
of products and services
sold
|
|
|
1.4
|
|
|
|
1.1
|
|
|
|
1.1
|
|
Professional
and consulting
fees
|
|
|
0.4
|
|
|
|
0.6
|
|
|
|
0.6
|
|
Communication
and
utilities
|
|
|
1.0
|
|
|
|
0.9
|
|
|
|
1.0
|
|
Operating
taxes and
licenses
|
|
|
1.7
|
|
|
|
1.7
|
|
|
|
1.9
|
|
General
and other
operating
|
|
|
1.2
|
|
|
|
1.3
|
|
|
|
1.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
operating
expenses
|
|
|
92.0
|
|
|
|
92.9
|
|
|
|
94.6
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
income
|
|
|
8.0
|
|
|
|
7.1
|
|
|
|
5.4
|
|
Other
expense:
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
expense,
net
|
|
|
0.7
|
|
|
|
0.1
|
|
|
|
0.3
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income
before income taxes
|
|
|
7.3
|
|
|
|
7.0
|
|
|
|
5.1
|
|
Provision
for income taxes
|
|
|
2.9
|
|
|
|
2.7
|
|
|
|
2.2
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
|
4.4 |
% |
|
|
4.3 |
% |
|
|
2.9 |
% |
_________________
Freight
revenue(1)
|
|
|
100.0 |
% |
|
|
100.0 |
% |
|
|
100.0 |
% |
Operating
expenses:
|
|
|
|
|
|
|
|
|
|
|
|
|
Salaries,
wages, and employee
benefits
|
|
|
33.5
|
|
|
|
34.9
|
|
|
|
33.4
|
|
Fuel
|
|
|
10.8
|
|
|
|
10.5
|
|
|
|
11.1
|
|
Operations
and
maintenance
|
|
|
7.5
|
|
|
|
7.1
|
|
|
|
8.4
|
|
Insurance
and
claims
|
|
|
3.0
|
|
|
|
3.3
|
|
|
|
3.6
|
|
Depreciation
and
amortization
|
|
|
5.1
|
|
|
|
3.0
|
|
|
|
3.7
|
|
Revenue
equipment
rentals
|
|
|
7.4
|
|
|
|
9.6
|
|
|
|
9.0
|
|
Purchased
transportation
|
|
|
17.0
|
|
|
|
17.0
|
|
|
|
18.3
|
|
Cost
of products and services
sold
|
|
|
1.6
|
|
|
|
1.3
|
|
|
|
1.2
|
|
Professional
and consulting
fees
|
|
|
0.5
|
|
|
|
0.7
|
|
|
|
0.7
|
|
Communication
and
utilities
|
|
|
1.1
|
|
|
|
1.0
|
|
|
|
1.1
|
|
Operating
taxes and
licenses
|
|
|
2.0
|
|
|
|
2.0
|
|
|
|
2.1
|
|
General
and other
operating
|
|
|
1.2
|
|
|
|
1.3
|
|
|
|
1.5
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
operating
expenses
|
|
|
90.7
|
|
|
|
91.7
|
|
|
|
94.1
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
income
|
|
|
9.3
|
|
|
|
8.3
|
|
|
|
5.9
|
|
Other
expense:
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
expense,
net
|
|
|
0.9
|
|
|
|
0.2
|
|
|
|
0.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income
before income taxes
|
|
|
8.4
|
|
|
|
8.1
|
|
|
|
5.5
|
|
Provision
for income taxes
|
|
|
3.3
|
|
|
|
3.1
|
|
|
|
2.4
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
|
5.1 |
% |
|
|
5.0 |
% |
|
|
3.1 |
% |
_________________
(1)
|
Freight
revenue is total operating revenue less fuel surcharges. In this
table,
fuel surcharges are eliminated from revenue and subtracted from fuel
expense. The amounts were $69.7 million, $65.7 million, and $37.1
million
in 2007, 2006 and 2005,
respectively.
|
Fiscal
year ended June 30, 2007, compared with fiscal year ended June 30,
2006
Total
revenue increased by $22.5 million, or 4.7%, to $502.7 million for fiscal
2007, from $480.2 million for fiscal 2006. Freight revenue excludes $69.7
million and $65.7 million of fuel surcharge revenue for fiscal 2007 and 2006,
respectively.
Freight
revenue increased by $18.5 million, or 4.5%, to $433.0 million for fiscal 2007,
from $414.5 million for fiscal 2006. This increase was partially attributable
to
growth of our tractor fleet through the acquisition of Digby in October 2006,
Warrior in February 2007, and Air Road in June 2007. The addition of
tractors, drivers, and customer relationships from these acquisitions more
than
offset softer freight demand generally and the continuation of our efforts
to
eliminate the least favorable freight from our system. The increase
was helped by a 1.0%
improvement in average freight revenue per total mile, excluding fuel surcharge,
to $1.380 from $1.367. The improvement in average freight revenue per total
mile
resulted primarily from a decrease in the percentage of our freight comprised
of
automotive parts and a corresponding increase in the percentage of our freight
comprised of consumer non-durables. Average freight revenue per tractor per
week, excluding fuel surcharge, which is our primary measure of asset
productivity, decreased 5.3% to $2,793 in fiscal 2007, from $2,948 for fiscal
2006, as a result of lower general freight demand, an increase of our tractor
fleet to 3,016 at June 30, 2007, from 2,732 at June 30, 2006, and an increase
in
non-revenue miles. The decrease in miles per tractor and an increase
in non-revenue mile percentage were attributable to less freight
demand.
Revenue
for TruckersB2B was $10.0 million in fiscal 2007, compared to
$8.3 million in fiscal 2006. The TruckersB2B revenue increase resulted from
an increase in member usage of the tire discount programs in addition to an
increase in total fleets using the programs.
Salaries,
wages, and employee benefits were $144.8 million, or 33.5% of freight
revenue, for fiscal 2007, compared to $144.6 million, or 34.9% of freight
revenue, for fiscal 2006. In fiscal 2006, we experienced an increase in our
salaries, wages, and benefits as a percentage of freight revenue due to
increased company miles, which increased driver wages, and increased stock-based
compensation expense. The decrease in stock-based compensation expense in fiscal
2007, although partially offset by a 2.4% increase in company miles, which
in
turn increased driver wages, resulted in this category returning to historical
levels.
Fuel
expenses, net of fuel surcharge revenue of $69.7 million and $65.7 million
for
fiscal 2007 and fiscal 2006, respectively, increased to $46.6 million, or
10.8% of freight revenue, for fiscal 2007, compared to $43.5 million, or
10.5% of freight revenue, for fiscal 2006. These increases were due to an
increase of 2.4% in company miles and an increase in average fuel prices of
approximately $0.04 per gallon. In addition, we began to experience lower fuel
economy and higher costs of fuel from the installation of EPA-mandated new
engines and use of ultra-low-sulfur diesel fuel. Higher fuel prices and lower
fuel economy will increase our operating expenses to the extent we cannot offset
them with surcharges.
Operations
and maintenance consist of direct operating expense, maintenance, and tire
expense. This category increased to $32.3 million, or 7.5% of freight
revenue, for fiscal 2007, from $29.4 million, or 7.1% of freight revenue,
for fiscal 2006. These increases were due to an increase in the size of our
tractor fleet, an increase in costs associated with accident repair and various
direct expenses such as toll expense, cargo handling expense, and increased
expenses related to harsh weather. These increases were partially offset by
the
decrease in our maintenance costs attributable to a younger tractor
fleet.
Insurance
and claims expense was $13.1 million, or 3.0% of freight revenue, for fiscal
2007, compared to $13.7 million, or 3.3% of freight revenue, for fiscal
2006. Our insurance expense consists of premiums and deductible amounts for
liability, physical damage, and cargo damage insurance. Our insurance program
involves self-insurance at various risk retention levels. Claims in excess
of
these risk levels are covered by insurance in amounts we consider to be
adequate. We accrue for the uninsured portion of claims based on known claims
and historical experience. Insurance and claims expense will vary based
primarily on the frequency and severity of claims, the level of self-retention,
and the premium expense.
Depreciation
and amortization,
consisting primarily of depreciation of revenue equipment, increased to
$21.9 million, or 5.1% of freight revenue, in fiscal 2007 from
$12.4 million, or 3.0% of freight revenue, for fiscal 2006. The majority of
these increases can be attributed to the addition of tractors purchased with
cash and borrowings and the conversion of operating leases to capital leases
related to approximately 3,700 trailers. The remaining increase in this expense
category was attributable to the acquisition of certain assets of Digby in
October 2006, Warrior in February 2007, and Air Road in June 2007. In the third
and fourth quarters of fiscal 2007, the Company declared its intent to purchase
certain trailers previously financed with operating leases, resulting in a
change from operating to capital lease classification. The conversion of the
trailer leases resulted in a decrease in our revenue equipment rentals. Revenue
equipment held under operating leases is not reflected on our balance sheet
and
the expenses related to such equipment are reflected on our statements of
operations in revenue equipment rentals, rather than in depreciation and
amortization and interest expense, as is the case for revenue equipment that
is
financed with borrowings or capital leases. In the near term we expect to
purchase new equipment primarily with cash or finance new trailers with
operating leases. Accordingly, going forward we expect depreciation and
amortization will increase as a percentage of freight revenue and revenue
equipment rentals will decrease as a percentage of freight revenue as
depreciation expense associated with tractors and trailers acquired with cash
or
borrowings will more than offset decreased depreciation resulting from financing
new trailer acquisitions with operating leases.
Revenue
equipment rentals were $31.9 million, or 7.4% of freight revenue, in fiscal
2007, compared to $39.6 million, or 9.6% of freight revenue, for fiscal
2006. These decreases were attributable to a decrease in our tractor and trailer
fleet financed under operating leases as discussed under depreciation and
amortization. As of June 30, 2007, we had financed 1,433 tractors and 1,916
trailers under operating leases, as compared to 1,440 tractors and 6,453
trailers as of June 2006. Given the level of new tractors expected to be
purchased with cash or borrowings and new trailers expected to be financed
under
operating leases, we expect revenue equipment rentals will continue to decrease
going forward.
Purchased
transportation increased to $73.7 million, or 17.0% of freight revenue, for
fiscal 2007, from $70.3 million, or 17.0% of freight revenue, for fiscal
2006. The increase in the overall dollar amount was primarily related to
increased independent contractor expense, as the number of independent
contractors increased by 13.7% to 399 at June 30, 2007, from 351 at June 30,
2006. This increase was partially due to increased payments to independent
contractors resulting from fuel surcharges collected due to rising fuel costs,
which are passed through to our independent contractors on a per mile basis.
Independent contractors are drivers who cover all their operating expenses
(fuel, driver salaries, maintenance, and equipment costs) for a fixed payment
per mile. The number of independent contractors has grown over fiscal 2007
as
the Company has partnered with several financing companies that are making
it
easier for drivers to purchase trucks.
All
of
our other expenses are relatively minor in amount, and there were no significant
changes in these expenses.
Our
pretax margin, which we believe is a useful measure of our operating performance
because it is neutral with regard to the method of revenue equipment financing
that a company uses, improved to 8.4% of freight revenue for fiscal 2007 from
8.1% for fiscal 2006.
In
addition to other factors described above, Canadian exchange rate fluctuations
principally impact salaries, wages, and benefits and purchased transportation
and, therefore, impact our pretax margin and results of operations.
Income
taxes increased to $14.2 million for fiscal 2007, from $12.9 million
for fiscal 2006. Due to the non-deductible effects of our driver per diem pay
structure, our tax rate will fluctuate from the 35% standard federal rate,
in
future periods as income fluctuates.
Fiscal
year ended June 30, 2006, compared with fiscal year ended June 30,
2005
Total
revenue increased by $43.4 million, or 9.9%, to $480.2 million for fiscal
2006, from $436.8 million for fiscal 2005. Freight revenue excludes
$65.7 million and $37.1 million of fuel surcharge revenue for fiscal 2006
and 2005, respectively.
Freight
revenue increased by $14.8 million, or 3.7%, to $414.5 million for fiscal 2006,
from $399.7 million for fiscal 2005. This increase was primarily attributable
to
a 3.9% improvement in average freight revenue per total mile, excluding fuel
surcharge, to $1.367 from $1.316. The improvement in average freight revenue
per
total mile resulted primarily from better overall freight rates in fiscal 2006
driven by a favorable relationship between freight demand and truckload
capacity, a decrease in the percentage of our freight comprised of automotive
parts and a corresponding increase in the percentage of our freight comprised
of
consumer non-durables. Average freight revenue per tractor per week, excluding
fuel surcharge, which is our primary measure of asset productivity, increased
3.8% to $2,948 in fiscal 2006, from $2,841 for fiscal 2005, as a result of
an
increase in average freight revenue per total mile.
Revenue
for TruckersB2B was $8.3 million in fiscal 2006, compared to
$7.8 million in fiscal 2005. The TruckersB2B revenue increase resulted from
an increase in member usage of the tire discount programs in addition to an
increase in total fleets using the programs.
Salaries,
wages, and employee benefits were $144.6 million, or 34.9% of freight
revenue, for fiscal 2006, compared to $133.6 million, or 33.4% of freight
revenue, for fiscal 2005. The increase in the overall dollar amount primarily
was related to a 3.5% increase in company miles, which in turn increased driver
wages. The remaining increase in this expense category was due to an increase
in
the percentage of our fleet comprised of company trucks, and an increase in
administrative payroll related expenses which includes stock based compensation
expense.
Fuel
expenses, net of fuel surcharge revenue of $65.7 million and $37.1 million
for
fiscal 2006 and 2005, respectively, decreased to $43.5 million, or 10.5% of
freight revenue, for fiscal 2006, compared to $44.4 million, or 11.1% of
freight revenue, for the same period in fiscal 2005. Increased collections
in
fuel surcharges offset a 3.5% increase in company miles and an increase in
average fuel prices of approximately $0.56 per gallon. In fiscal 2007, we expect
to begin to experience lower fuel economy and potentially higher costs of fuel
from the installation of EPA-mandated new engines and use of ultra-low-sulfur
diesel fuel. Higher fuel prices and lower fuel economy will increase our
operating expenses to the extent we cannot offset them with
surcharges.
Operations
and maintenance consist of direct operating expense, maintenance, and tire
expense. This category decreased to $29.4 million, or 7.1% of freight
revenue, for fiscal 2006, from $33.7 million, or 8.4% of freight revenue,
for fiscal 2005. The decreases were primarily the result of our fleet
upgrade initiative, implementing a tractor trade cycle change from 4 years
to 3
years in fiscal 2005, and management changes in our maintenance area. We
believe there is an opportunity for maintenances expenses to continue to
decrease as a percentage of freight revenue due to these
initiatives.
Insurance
and claims expense was $13.7 million, or 3.3% of freight revenue, for fiscal
2006, compared to $14.4 million, or 3.6% of freight revenue, for fiscal
2005. Our insurance expense consists of premiums and deductible amounts for
liability, physical damage, and cargo damage insurance. Our insurance program
involves self-insurance at various risk retention levels. Claims in excess
of
these risk levels are covered by insurance in amounts we consider to be
adequate. We accrue for the uninsured portion of claims based on known claims
and historical experience. Insurance and claims expense will vary based
primarily on the frequency and severity of claims, the level of self-retention,
and the premium expense.
Depreciation
and amortization, consisting primarily of depreciation of revenue equipment,
decreased to $12.4 million, or 3.0% of freight revenue, in fiscal 2006 from
$14.9 million, or 3.7% of freight revenue, for fiscal 2005. During fiscal
2006, a greater percentage of our trailers were held under operating leases,
rather than owned, compared with fiscal 2005, which reduced depreciation. During
the last three quarters of fiscal 2006, our use of cash and borrowings to
acquire tractors began to increase depreciation. In fiscal 2007 we expect
depreciation to increase and revenue equipment rentals to decrease as a
percentage of revenue. Because of higher equipment prices and higher interest
rates (which affect lease payments) we expect our total costs of depreciation
and amortization to increase in fiscal 2007. Revenue equipment held under
operating leases is not reflected on our balance sheet and the expenses related
to such equipment are reflected on our statements of operations in revenue
equipment rentals, rather than in depreciation and amortization and interest
expense, as is the case for revenue equipment that is financed with borrowings
or capital leases.
Revenue
equipment rentals were $39.6 million, or 9.6% of freight revenue, in fiscal
2006, compared to $35.8 million, or 9.0% of freight revenue, for fiscal
2005. These increases were attributable to a higher proportion of our trailer
fleet held under operating leases during the 2006 period, partially offset
by
the decreased use of operating leases to finance tractors. As of June 30,
2006, we had financed 1,440 tractors and 6,453 trailers under operating leases,
as compared to 1,836 tractors and 5,583 trailers as of June 2005. Given the
level of new tractors purchased with cash or borrowings under our credit
facility and new trailers financed under operating leases, we expect revenue
equipment rentals will decrease going forward.
Purchased
transportation decreased to $70.3 million, or 17.0% of freight revenue, for
fiscal 2006, from $73.0 million, or 18.3% of freight revenue, for fiscal
2005. These decreases were primarily related to reduced independent contractor
expense, as the number of independent contractors decreased to 351 at June
30,
2006, from 378 at June 30, 2005. This decrease was partially offset due to
increased payments to independent contractors resulting from fuel surcharges
collected due to rising fuel costs, which are passed through to our independent
contractors on a per mile basis. Independent contractors are drivers who cover
all their operating expenses (fuel, driver salaries, maintenance, and equipment
costs) for a fixed payment per mile. We expect the majority of our equipment
additions to come in our company-operated fleet. As a result, the percentage
of
our fleet comprised of independent contractors may continue to decline, with
a
corresponding decrease in this expense category. It has become difficult to
recruit and retain independent contractors.
All
of
our other expenses are relatively minor in amount, and there were no significant
changes in these expenses.
Our
pretax margin, which we believe is a useful measure of our operating performance
because it is neutral with regard to the method of revenue equipment financing
that a company uses, improved to 8.1% of freight revenue for fiscal 2006 from
5.5% for fiscal 2005.
In
addition to other factors described above, Canadian exchange rate fluctuations
principally impact salaries, wages, and benefits and purchased transportation
and, therefore, impact our pretax margin and results of operations.
Income
taxes increased to $12.9 million for fiscal 2006, from $9.4 million
for fiscal 2005. Due to the non-deductible effects of our driver per diem pay
structure, our tax rate will fluctuate from the 35% standard federal rate,
in
future periods as income fluctuates.
Liquidity
and Capital Resources
Trucking
is a capital-intensive business. We require cash to fund our operating expenses
(other than depreciation and amortization), to make capital expenditures and
acquisitions, and to repay debt, including principal and interest payments.
Other than ordinary operating expenses, we anticipate that capital expenditures
for the acquisition of revenue equipment will constitute our primary cash
requirement over the next twelve months. We frequently consider potential
acquisitions, and if we were to consummate an acquisition, our cash requirements
would increase and we may have to modify our expected financing sources for
the
purchase of tractors. Subject to any required lender approval, we may make
acquisitions, although we do not have any specific acquisition plans at this
time. Our principal sources of liquidity are cash generated from operations,
bank borrowings, capital and operating lease financing of revenue equipment,
and
proceeds from the sale of used revenue equipment.
As
of
June 30, 2007, we had on order 125 tractors and 1,500 trailers for delivery
through fiscal 2008. These revenue equipment orders represent a capital
commitment of approximately $45.2 million, before considering the proceeds
of
equipment dispositions. In fiscal 2007, we purchased most of our new tractors,
and we acquired most of the new trailers under off-balance sheet operating
leases. In the third and fourth quarters of fiscal 2007, we also declared our
intent to purchase approximately 3,700 trailers at the end of the respective
lease term, resulting in a change from operating lease to capital lease
classification. At June 30, 2007, our total balance sheet debt, including
capital lease obligations and current maturities, was $94.6 million, compared
to
$12.0 million at June 30, 2006, and $7.3 million at June 30,
2005. Our debt-to-capitalization ratio (total balance sheet debt as a percentage
of total balance sheet debt plus total stockholders’ equity) was 39.1% at
June 30, 2007, 9.0% at June 30, 2006, and 6.9% at June 30,
2005.
We
believe we will be able to fund our operating expenses, as well as our current
commitments for the acquisition of revenue equipment, over the next twelve
months with a combination of cash generated from operations, borrowings
available under secured equipment financing or our primary credit facility,
equipment sales, and lease financing arrangements. We will continue to have
significant capital requirements over the long term, and the availability of
the
needed capital will depend upon our financial condition and operating results
and numerous other factors over which we have limited or no control, including
prevailing market conditions and the market price of our common stock. However,
based on our operating results, anticipated future cash flows, current
availability under our credit facility, and sources of equipment lease financing
that we expect will be available to us, we do not expect to experience
significant liquidity constraints in the foreseeable future.
Cash
Flows
We
generated net cash from operating activities of $53.6 million in fiscal
2007, $30.7 million in fiscal 2006, and $28.4 million in fiscal 2005.
The increase in net cash provided by operations in fiscal 2007 from fiscal
2006
is due primarily to the increase of depreciation and amortization and an
increase in deferred taxes due to accelerated depreciation from purchasing
tractors.
Net
cash
used in investing activities was $61.2 million for fiscal 2007, compared to
$44.3 million for fiscal 2006, and $9.6 million for fiscal 2005.
Approximately $32.4 million of the cash used in investing activities for fiscal
2007 was related to our purchases of Digby in October 2006, Warrior in February
2007, and Air Road in June 2007. Approximately $22.7 million of the cash
used in investing activities for fiscal 2005 was related to our purchase of
certain assets of CX Roberson in January of 2005. Cash used in (provided by)
investing activities includes the net cash effect of acquisitions and
dispositions of revenue equipment during each year. Capital expenditures
primarily for tractors and trailers (including lease buyouts and new equipment
purchases) totaled $66.8 million in fiscal 2007, excluding the assets
purchased from Digby, Warrior, and Air Road, $95.8 million in fiscal 2006,
and
$25.2 million in fiscal 2005, including the value of equipment purchased under
capital leases and excluding the assets purchased from CX Roberson. We generated
proceeds from the sale of property and equipment of $37.9 million in fiscal
2007, $51.4 million in fiscal 2006, and $39.8 million in fiscal 2005
(including $7.6 million from the CX Roberson acquisition).
Net
cash
provided by financing activities was $7.2 million in fiscal 2007, compared
to $4.2 million in fiscal 2006, and net cash used of $8.0 million in
fiscal 2005. Financing activity represents bank borrowings (new borrowings,
net
of repayments) and payment of the principal component of capital lease
obligations.
Off-Balance
Sheet Arrangements
Operating
leases have been an important source of financing for our revenue equipment.
Our
operating leases include some under which we do not guarantee the value of
the
asset at the end of the lease term (“walk-away leases”) and some under which we
do guarantee the value of the asset at the end of the lease term (“residual
value”). Therefore, we are subject to the risk that equipment value may decline
in which case we would suffer a loss upon disposition and be required to make
cash payments because of the residual value guarantees. We were obligated for
residual value guarantees related to operating leases of $62.7 million at
June 30, 2007 compared to $78.7 million at June 30, 2006. A small portion
of these amounts is covered by repurchase and/or trade agreements we have with
the equipment manufacturer. We believe that any residual payment obligations
that are not covered by the manufacturer will be satisfied, in the aggregate,
by
the value of the related equipment at the end of the lease. To the extent the
expected value at the lease termination date is lower than the residual
value guarantee, we would accrue for the difference over the remaining lease
term. We anticipate that going forward we will use cash generated from
operations to finance tractor purchases and operating leases to finance trailer
purchases.
Prior
to
fiscal 2006, we financed most of our new tractors and trailers under operating
leases, which are not reflected on our balance sheet. In fiscal 2006, we began
purchasing most of our new tractors using cash and borrowings under our credit
facility, while still financing our new trailers with operating leases. The
use
of operating leases also affects our statement of cash flows. For assets subject
to these operating leases, we do not record depreciation as an increase to
net
cash provided by operations, nor do we record any entry with respect to
investing activities or financing activities.
Primary
Credit Agreement
On
September 26, 2005, the Company, Celadon Trucking Services, Inc. (“CTSI”),
Celadon Logistics Services, Inc. (“CLSI”), and TruckersB2B entered into an
unsecured Credit Agreement with LaSalle Bank National Association, as
administrative agent, and LaSalle Bank National Association, Fifth Third Bank
(Central Indiana), and JPMorgan Chase Bank, N.A., as lenders, which matures
on
September 24, 2010 (the “Credit Agreement”). The Credit Agreement was used to
refinance the Company’s then-existing credit facility and was intended to
provide for ongoing working capital needs and general corporate purposes.
Borrowings under the Credit Agreement are based, at the option of the Company,
on a base rate equal to the greater of the federal funds rate plus 0.5% and
the
administrative agent’s prime rate or LIBOR plus an applicable margin between
0.75% and 1.125% that is adjusted quarterly based on cash flow coverage. The
Credit Agreement is guaranteed by Celadon E-Commerce, Inc., Celadon Canada,
Inc.
(“CelCan”), and Servicios de Transportation Jaguar, S.A. de C.V., (“Jaguar”),
each of which is a subsidiary of the Company.
The
Credit Agreement has a maximum revolving borrowing limit of $50.0 million,
and
the Company may increase the revolving borrowing limit by an additional $20.0
million, to a total of $70.0 million. Letters of credit are limited to an
aggregate commitment of $15.0 million and a swing line facility has a limit
of
$5.0 million. A commitment fee that is adjusted quarterly between 0.15% and
0.225% per annum based on cash flow coverage is due on the daily unused portion
of the Credit Agreement. The Credit Agreement contains certain restrictions
and
covenants relating to, among other things, dividends, tangible net worth, cash
flow, mergers, consolidations, acquisitions and dispositions, and total
indebtedness. We were in compliance with these covenants at June 30, 2007,
and
expect to remain in compliance for the foreseeable future. At June 30, 2007,
$18.0 million of our credit facility was utilized as outstanding borrowings
and
$4.8 million was utilized for standby letters of credit.
We
believe we will be able to fund our operating expenses, as well as our current
commitments for the acquisition of revenue equipment in connection with our
fleet upgrade over the next twelve months with a combination of cash generated
from operations, borrowings available under our primary credit facility, and
lease financing arrangements. We will continue to have significant capital
requirements over the long term, and the availability of the needed capital
will
depend upon our financial condition and operating results and numerous other
factors over which we have limited or no control, including prevailing market
conditions and the market price of our common stock. However, based on our
improving operating results, anticipated future cash flows, current availability
under our credit facility, and sources of equipment lease financing that we
expect will be available to us, we do not expect to experience significant
liquidity constraints in the foreseeable future.
Contractual
Obligations and Commitments
As
of
June 30, 2007, our bank loans, capitalized leases, operating leases, other
debts, and future commitments have stated maturities or minimum annual payments
as follows:
|
|
Cash
Requirements
as
of June 30, 2007
(in
thousands)
Payments
Due by Period
|
|
|
|
Total
|
|
|
Less
than
One
Year
|
|
|
One
to
Three
Years
|
|
|
Three
to
Five
Years
|
|
|
More
Than
Five
Years
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
leases
|
|
$ |
72,406
|
|
|
$ |
24,056
|
|
|
$ |
21,491
|
|
|
$ |
11,647
|
|
|
$ |
15,212
|
|
Lease
residual value guarantees
|
|
|
62,736
|
|
|
|
15,092
|
|
|
|
30,592
|
|
|
|
---
|
|
|
|
17,052
|
|
Capital
lease obligations(1)
|
|
|
63,363
|
|
|
|
8,630
|
|
|
|
17,134
|
|
|
|
35,767
|
|
|
|
1,832
|
|
Long-term
debt (1)
|
|
|
42,036
|
|
|
|
12,597
|
|
|
|
11,040
|
|
|
|
18,399
|
|
|
|
---
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sub-total
|
|
|
240,541
|
|
|
|
60,375
|
|
|
|
80,257
|
|
|
|
65,813
|
|
|
|
34,096
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Future
purchase of revenue equipment
|
|
|
45,150
|
|
|
|
12,703
|
|
|
|
5,812
|
|
|
|
5,811
|
|
|
|
20,824
|
|
Employment
and consulting agreements(2)
|
|
|
793
|
|
|
|
717
|
|
|
|
76
|
|
|
|
---
|
|
|
|
---
|
|
Standby
letters of credit
|
|
|
4,825
|
|
|
|
4,825
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
contractual and cash obligations
|
|
$ |
291,309
|
|
|
$ |
78,620
|
|
|
$ |
86,145
|
|
|
$ |
71,624
|
|
|
$ |
54,920
|
|
________________
(1)
|
Includes
interest.
|
(2)
|
The
amounts reflected in the table do not include amounts that could
become
payable to our Chief Executive Officer and Chief Financial Officer,
under
certain circumstances if their employment by the Company is
terminated.
|
Inflation
Many
of
our operating expenses, including fuel costs and revenue equipment, are
sensitive to the effects of inflation, which result in higher operating costs
and reduced operating income. The effects of inflation on our business during
the past three years were most significant in fuel. We have limited the effects
of inflation through increases in freight rates and fuel
surcharges.
Critical
Accounting Policies
The
preparation of our financial statements in conformity with U.S. generally
accepted accounting principles requires us to make estimates and
assumptions that impact the amounts reported in our consolidated financial
statements and accompanying notes. Therefore, the reported amounts of assets,
liabilities, revenues, expenses, and associated disclosures of contingent assets
and liabilities are affected by these estimates and assumptions. We evaluate
these estimates and assumptions on an ongoing basis, utilizing historical
experience, consultation with experts, and other methods considered reasonable
in the particular circumstances. Nevertheless, actual results may differ
significantly from our estimates and assumptions, and it is possible that
materially different amounts would be reported using differing estimates or
assumptions. We consider our critical accounting policies to be those that
require us to make more significant judgments and estimates when we prepare
our
financial statements. Our critical accounting policies include the
following:
Depreciation
of Property and Equipment. We depreciate our property and equipment using
the straight-line method over the estimated useful life of the asset. We
generally use estimated useful lives of 2 to 7 years for new tractors and
trailers, and estimated salvage values for new tractors and trailers generally
range from 35% to 50% of the capitalized cost. Useful lives and salvage values
for equipment obtained through acquisitions are considered separately on a
case-by-case basis. Gains and losses on the disposal of revenue
equipment are included in depreciation expense in our statements of
operations.
We
review
the reasonableness of our estimates regarding useful lives and salvage values
of
our revenue equipment and other long-lived assets based upon, among other
things, our experience with similar assets, conditions in the used equipment
market, and prevailing industry practice. Changes in our useful life or salvage
value estimates or fluctuations in market values that are not reflected in
our
estimates, could have a material effect on our results of
operations.
Revenue
equipment and other long-lived assets are tested for impairment whenever an
event occurs that indicates an impairment may exist. Expected future cash flows
are used to analyze whether an impairment has occurred. If the sum of expected
undiscounted cash flows is less than the carrying value of the long-lived asset,
then an impairment loss is recognized. We measure the impairment loss by
comparing the fair value of the asset to its carrying value. Fair value is
determined based on a discounted cash flow analysis or the appraised or
estimated market value of the asset, as appropriate.
Operating
leases. We have financed a substantial percentage of our tractors and
trailers with operating leases. These leases generally contain residual value
guarantees, which provide that the value of equipment returned to the lessor
at
the end of the lease term will be no lower than a negotiated amount. To the
extent that the value of the equipment is below the negotiated amount, we are
liable to the lessor for the shortage at the expiration of the lease. For
approximately 9% of our tractors under operating lease, we have residual value
guarantees from the manufacturer at amounts equal to our residual obligation
to
the lessors. For all other equipment (or to the extent we believe any
manufacturer will refuse or be unable to meet its obligation), we are required
to recognize additional rental expense to the extent we believe the fair market
value at the lease termination will be less than our obligation to the
lessor.
In
accordance with Statement of Financial Accounting Standards (“SFAS”) 13,
“Accounting for Leases,” property and equipment held under operating
leases, and liabilities related thereto, are not reflected on our balance sheet.
All expenses related to revenue equipment operating leases are reflected on
our
statements of operations in the line item entitled “Revenue equipment rentals.”
As such, financing revenue equipment with operating leases instead of bank
borrowings or capital leases effectively moves the interest component of the
financing arrangement into operating expenses on our statements of
operations.
Claims
Reserves and Estimates. The primary claims arising for us consist of cargo
liability, personal injury, property damage, collision and comprehensive,
workers’ compensation, and employee medical expenses. We maintain self-insurance
levels for these various areas of risk and have established reserves to cover
these self-insured liabilities. We also maintain insurance to cover liabilities
in excess of these self-insurance amounts. Claims reserves represent accruals
for the estimated uninsured portion of reported claims, including adverse
development of reported claims, as well as estimates of incurred but not
reported claims. Reported claims and related loss reserves are estimated by
third party administrators, and we refer to these estimates in establishing
our
reserves. Claims incurred but not reported are estimated based on our historical
experience and industry trends, which are continually monitored, and accruals
are adjusted when warranted by changes in facts and circumstances. In
establishing our reserves we must take into account and estimate various
factors, including, but not limited to, assumptions concerning the nature and
severity of the claim, the effect of the jurisdiction on any award or
settlement, the length of time until ultimate resolution, inflation rates in
health care, and in general interest rates, legal expenses, and other factors.
Our actual experience may be different than our estimates, sometimes
significantly. Changes in assumptions as well as changes in actual experience
could cause these estimates to change in the near term. Insurance and claims
expense will vary from period to period based on the severity and frequency
of
claims incurred in a given period.
Accounting
for Income Taxes. Deferred income taxes represent a substantial liability
on our consolidated balance sheet. Deferred income taxes are determined in
accordance with SFAS No. 109, “Accounting for Income Taxes.” Deferred
tax assets and liabilities are recognized for the expected future tax
consequences attributable to differences between the financial statement
carrying amounts of existing assets and liabilities and their respective tax
bases, and operating loss and tax credit carry-forwards. We evaluate our tax
assets and liabilities on a periodic basis and adjust these balances as
appropriate. We believe that we have adequately provided for our future tax
consequences based upon current facts and circumstances and current tax law.
However, should our tax positions be challenged and not prevail, different
outcomes could result and have a significant impact on the amounts reported
in
our consolidated financial statements.
The
carrying value of our deferred tax assets (tax benefits expected to be realized
in the future) assumes that we will be able to generate, based on certain
estimates and assumptions, sufficient future taxable income in certain tax
jurisdictions to utilize these deferred tax benefits. If these estimates and
related assumptions change in the future, we may be required to reduce the
value
of the deferred tax assets resulting in additional income tax expense. We
believe that it is more likely than not that the deferred tax assets, net of
valuation allowance, will be realized, based on forecasted income. However,
there can be no assurance that we will meet our forecasts of future income.
We
evaluate the deferred tax assets on a periodic basis and assess the need for
additional valuation allowances.
Federal
income taxes are provided on that portion of the income of foreign subsidiaries
that is expected to be remitted to the United States.
Recent
Accounting Pronouncements
In
February 2007, the Financial Accounting Standards Board (“FASB”) issued SFAS No.
159, The Fair Value Option for Financial Assets and Financial
Liabilities (“SFAS 159”). SFAS 159 permits entities to choose to measure
certain financial assets and liabilities at fair value. Unrealized gains and
losses on items for which the fair value option has been elected are reported
in
earnings. SFAS 159 is effective for fiscal years beginning after November 15,
2007. The Company is currently assessing the expected impact of adopting SFAS
159 on our consolidated financial position and results of operations when it
becomes effective.
In
September 2006, FASB issued SFAS (“SFAS”) No. 157, Fair Value Measurements
(“SFAS 157”). SFAS 157 defines fair value, establishes a framework for
measuring fair value in generally accepted accounting principles (“GAAP”) and
expands disclosures about fair value measurements. This statement was published
due to the different definitions of fair value and the limited guidance for
applying those definitions in GAAP that are among the many accounting
pronouncements that require fair value measurements. SFAS 157 defines fair
value
as the price that would be received to sell an asset or paid to transfer a
liability in an orderly transaction between market participants at the
measurement date. This statement is effective for financial statements issued
for fiscal years beginning after November 15, 2007. Additionally, prospective
application of this statement is required as of the beginning of the fiscal
year
in which it is initially applied. SFAS 157 is not expected to have a material
impact upon our financial position, results of operations and cash
flows.
In
September 2006, FASB issued SFAS No.
158, Employers’ Accounting for Defined Benefit Pension and Other
Postretirement Plans-an amendment of FASB Statements No. 87, 88, 106, and
132(R). This statement requires an employer to recognize the overfunded or
underfunded status of a defined benefit postretirement plan (other than a
multiemployer plan) as an asset or liability in its statement of financial
position and to recognize changes in that funded status in the year in which
the
changes occur through comprehensive income of a business entity. This statement
also requires an employer to measure the funded status of a plan as of the
date
of its year-end statement of financial position, with limited exceptions. The
provisions of SFAS No. 158 are effective as of the end of the fiscal year ending
after December 15, 2006. As of June 30, 2007, management believes that SFAS
No.
158 will have no effect on the financial position, results of operations, and
cash flows of the Company.
In
June
2006, the FASB issued Interpretation No. 48, Accounting for Uncertainty in
Income Taxes, an interpretation of FASB Statement No. 109 (“FIN 48”). FIN
48 prescribes a recognition threshold and measurement attribute for the
financial statement recognition and measurement of a tax position taken or
expected to be taken in a tax return. FIN 48 also provides guidance on
derecognition, classification, interest and penalties, accounting in interim
periods, disclosure and transition. Our effective date of this interpretation
is
July 1, 2007, the first fiscal year beginning after December 15, 2006. We are
continuing to evaluate the impact of the adoption of FIN 48 on our consolidated
financial statements. Based on our current evaluation we do not
expect a material impact on our financials.
Item
7A. Quantitative and
Qualitative Disclosures About Market Risk
We
experience various market risks, including changes in interest rates, foreign
currency exchange rates, and fuel prices. We do not enter into derivatives
or
other financial instruments for trading or speculative purposes, nor when there
are no underlying related exposures.
Interest
Rate Risk. We are exposed to interest rate risk principally from our
primary credit facility. The credit facility carries a maximum variable interest
rate of either the bank’s base rate or LIBOR plus 1.125%. At June 30, 2007, the
interest rate for revolving borrowings under our credit facility was LIBOR
plus
0.875%. At June 30, 2007, we had $18.0 million variable rate term loan
borrowings outstanding under the credit facility. A hypothetical 10% increase
in
the bank’s base rate and LIBOR would be immaterial to our net
income.
Foreign
Currency Exchange Rate Risk. We are subject to foreign currency exchange
rate risk, specifically in connection with our Canadian operations. While
virtually all of the expenses associated with our Canadian operations, such
as
independent contractor costs, company driver compensation, and administrative
costs, are paid in Canadian dollars, a significant portion of our revenue
generated from those operations is billed in U.S. dollars because many of our
customers are U.S. shippers transporting goods to or from Canada. As a result,
increases in the Canadian dollar exchange rate adversely affect the
profitability of our Canadian operations. Assuming revenue and expenses for
our
Canadian operations identical to the year ended June 30, 2007 (both in terms
of
amount and currency mix), we estimate that a $0.01 increase in the Canadian
dollar exchange rate would reduce our annual net income by approximately
$156,000. As of June 30, 2007, we had none of our currency exposure
hedged.
We
generally do not face the same magnitude of foreign currency exchange rate
risk
in connection with our intra-Mexico operations conducted through our Mexican
subsidiary, Jaguar, because our foreign currency revenues are generally
proportionate to our foreign currency expenses for those operations. For
purposes of consolidation, however, the operating results earned by our
subsidiaries, including Jaguar, in foreign currencies are converted into United
States dollars. As a result, a decrease in the value of the Mexican peso could
adversely affect our consolidated results of operations. Assuming revenue and
expenses for our Mexican operations identical to the year ended June 30, 2007
(both in terms of amount and currency mix), we estimate that a $0.01 decrease
in
the Mexican peso exchange rate would reduce our annual net income by
approximately $66,000.
Commodity
Price Risk. Shortages of fuel, increases in prices, or rationing of
petroleum products can have a materially adverse effect on our operations and
profitability. Fuel is subject to economic, political, and market factors that
are outside of our control. Historically, we have sought to recover a portion
of
short-term increases in fuel prices from customers through the collection of
fuel surcharges. However, fuel surcharges do not always fully offset increases
in fuel prices. In addition, from time-to-time we may enter into derivative
financial instruments to reduce our exposure to fuel price fluctuations. As
of
June 30, 2007, we had none of our estimated fuel purchases hedged.
Item
8.
Financial Statements and Supplementary Data
The
following statements are filed with this report:
Reports
of Independent Registered Public Accounting Firm - KPMG LLP;
Consolidated
Balance Sheets;
Consolidated
Statements of Operations;
Consolidated
Statements of Cash Flows;
Consolidated
Statements of Stockholders’ Equity; and
Notes
to
Consolidated Financial Statements.
The
Board
of Directors and Stockholders of Celadon Group, Inc.
We
have
audited the accompanying Consolidated Balance Sheets of Celadon Group, Inc.
and
subsidiaries as of June 30, 2007 and 2006, and the related Consolidated
Statements of Operations, Stockholders’ Equity, and Cash Flows for each of
the years in the three-year period ended June 30, 2007. In connection with
our audits of the Consolidated Financial Statements, we also have audited
the Consolidated Financial Statement schedule listed in the Index at Item
15. These Consolidated Financial Statements and financial statement
schedule are the responsibility of the Company’s management. Our
responsibility is to express an opinion on these Consolidated Financial
Statements and financial statement schedule based on our audits.
We
conducted our audits in accordance with the standards of the Public
Company Accounting Oversight Board (United States). Those standards require
that we plan and perform the audit to obtain reasonable assurance about
whether the financial statements are free of material misstatement. An
audit includes examining, on a test basis, evidence supporting the amounts
and disclosures in the financial statements. An audit also includes assessing
the accounting principles used and significant estimates made by
management, as well as evaluating the overall financial statement
presentation. We believe that our audits provide a reasonable basis for our
opinion.
In
our
opinion, the Consolidated Financial Statements referred to above present fairly,
in all material respects, the financial position of Celadon Group, Inc. and
subsidiaries as of June 30, 2007 and 2006, and the results of their
operations and their cash flows for each of the years in the three-year
period ended June 30, 2007, in conformity with U.S. generally accepted
accounting principles. Also in our opinion, the related consolidated
financial statement schedule, when considered in relation to the basic
Consolidated Financial Statements taken as a whole, presents fairly, in all
material respects, the information set forth therein.
As
discussed in Note 7 to the consolidated financial statements, the Company
adopted Statement of Financial Accounting Standards No. 123 (revised 2004),
Share-Based Payment, effective July 1, 2005 for accounting for share-based
payments.
We
also
have audited, in accordance with the standards of the Public
Company Accounting Oversight Board (United States), the effectiveness of
Celadon Group, Inc. and subsidiaries’ internal control over financial
reporting as of June 30, 2007, based on criteria established in
Internal Control – Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission (COSO), and our report
dated August 29, 2007, expressed an unqualified opinion on management’s
assessment of, and the effective operation of, internal control over
financial reporting.
/s/
KPMG,
LLP
Indianapolis,
Indiana
August
29, 2007
The
Board
of Directors and Stockholders of Celadon Group, Inc.
We
have
audited management’s assessment, included in the accompanying Management’s
Report on Internal Control Over Financial Reporting set forth in Item 9A of
Celadon Group, Inc.’s Annual Report on Form 10-K for the year ended June 30,
2007, that Celadon Group, Inc. and subsidiaries maintained effective
internal control over financial reporting as of June 30, 2007, based on criteria
established in Internal
Control-Integrated Framework issued by
the Committee of Sponsoring Organizations of the Treadway
Commission (COSO). The Company’s management is responsible for maintaining
effective internal control over financial reporting and for its assessment
of the effectiveness of internal control over financial reporting. Our
responsibility is to express an opinion on management’s assessment and an
opinion on the effectiveness of the Company’s internal control over financial
reporting based on our audit.
We
conducted our audit in accordance with the standards of the Public
Company Accounting Oversight Board (United States). Those standards require
that we plan and perform the audit to obtain reasonable assurance about
whether effective internal control over financial reporting was maintained
in all material respects. Our audit included obtaining an understanding of
internal control over financial reporting, evaluating management’s assessment,
testing and evaluating the design and operating effectiveness of internal
control, and performing such other procedures as we considered necessary in
the circumstances. We believe that our audit provides a reasonable basis
for our opinion.
A
company’s internal control over financial reporting is a process designed to
provide reasonable assurance regarding the reliability of financial
reporting and the preparation of financial statements for external purposes
in accordance with generally accepted accounting principles. A company’s
internal control over financial reporting includes those policies
and procedures that (1) pertain to the maintenance of records that, in
reasonable detail, accurately and fairly reflect the transactions and
dispositions of the assets of the company; (2) provide reasonable assurance
that transactions are recorded as necessary to permit preparation of
financial statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the company are being
made only in accordance with authorizations of management and directors of
the company; and (3) provide reasonable assurance regarding prevention or
timely detection of unauthorized acquisition, use, or disposition of the
company’s assets that could have a material effect on the financial
statements.
Because
of its inherent limitations, internal control over financial reporting may
not prevent or detect misstatements. Also, projections of any evaluation of
effectiveness to future periods are subject to the risk that controls may
become inadequate because of changes in conditions, or that the degree of
compliance with the policies or procedures may deteriorate.
In
our
opinion, management’s assessment that Celadon Group, Inc. and
subsidiaries maintained effective internal control over financial reporting
as of June 30, 2007, is fairly stated, in all material respects, based on
criteria established in Internal Control – Integrated Framework
issued by the Committee of Sponsoring Organizations of
the Treadway
Commission (COSO). Also, in our opinion, Celadon Group, Inc. and
subsidiaries maintained, in all material respects, effective internal
control over financial reporting as of June 30, 2007, based on
criteria established in Internal Control – Integrated Framework
issued by the Committee of Sponsoring Organizations of the Treadway
Commission (COSO).
We
also
have audited, in accordance with the standards of the Public
Company Accounting Oversight Board (United States), the Consolidated
Balance Sheets of Celadon Group,Inc. and subsidiaries as of June 30, 2007 and
2006, and the related Consolidated Statements of Operations, Stockholders’
Equity, and Cash Flows for each of the years in the three-year period ended
June 30, 2007, and our report dated August 29, 2007, expressed an unqualified
opinion on those consolidated financial statements.
/s/
KPMG,
LLP
Indianapolis,
Indiana
August
29, 2007
CONSOLIDATED
BALANCE SHEETS
June
30, 2007 and 2006
(Dollars
in thousands)
ASSETS
|
|
2007
|
|
|
2006
|
|
|
|
|
|
|
|
|
Current
assets:
|
|
|
|
|
|
|
Cash
and cash
equivalents
|
|
$ |
1,190
|
|
|
$ |
1,674
|
|
Trade
receivables, net of
allowance for doubtful accounts of $1,176 and $1,269 in 2007 and
2006,
respectively
|
|
|
59,387
|
|
|
|
55,462
|
|
Prepaid
expenses and other
current assets
|
|
|
10,616
|
|
|
|
10,132
|
|
Tires
in
service
|
|
|
3,012
|
|
|
|
2,737
|
|
Equipment
held for
resale
|
|
|
11,154
|
|
|
|
---
|
|
Income
tax
receivable
|
|
|
1,526
|
|
|
|
5,216
|
|
Deferred
income
taxes
|
|
|
2,021
|
|
|
|
1,867
|
|
Total
current assets
|
|
|
88,906
|
|
|
|
77,088
|
|
Property
and equipment
|
|
|
240,898
|
|
|
|
121,733
|
|
Less
accumulated depreciation and amortization
|
|
|
44,553
|
|
|
|
30,466
|
|
Net
property and equipment
|
|
|
196,345
|
|
|
|
91,267
|
|
Tires
in service
|
|
|
1,449
|
|
|
|
1,569
|
|
Goodwill
|
|
|
19,137
|
|
|
|
19,137
|
|
Other
assets
|
|
|
1,076
|
|
|
|
1,005
|
|
Total
assets
|
|
$ |
306,913
|
|
|
$ |
190,066
|
|
|
|
|
|
|
|
|
|
|
LIABILITIES
AND STOCKHOLDERS’ EQUITY
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Current
liabilities:
|
|
|
|
|
|
|
|
|
Accounts
payable
|
|
$ |
7,959
|
|
|
$ |
4,369
|
|
Accrued
salaries and
benefits
|
|
|
11,779
|
|
|
|
16,808
|
|
Accrued
insurance and
claims
|
|
|
6,274
|
|
|
|
7,048
|
|
Accrued
fuel
expense
|
|
|
6,425
|
|
|
|
6,481
|
|
Other
accrued
expenses
|
|
|
12,157
|
|
|
|
12,018
|
|
Current
maturities of
long-term debt
|
|
|
10,736
|
|
|
|
975
|
|
Current
maturities of capital
lease obligations
|
|
|
6,228
|
|
|
|
507
|
|
Total
current liabilities
|
|
|
61,558
|
|
|
|
48,206
|
|
Long-term
debt, net of current
maturities
|
|
|
28,886
|
|
|
|
9,608
|
|
Capital
lease obligations, net
of current maturities
|
|
|
48,792
|
|
|
|
933
|
|
Deferred
income
taxes
|
|
|
20,332
|
|
|
|
9,867
|
|
Minority
interest
|
|
|
25
|
|
|
|
25
|
|
Stockholders’
equity:
|
|
|
|
|
|
|
|
|
Preferred
stock, $1.00 par
value, authorized 404,966 shares; no shares issued and
outstanding
|
|
|
---
|
|
|
|
---
|
|
Common
stock, $0.033 par
value, authorized 40,000,000 shares; issued and outstanding 23,581,245
and
23,111,367 shares at June 30, 2007 and 2006,
respectively
|
|
|
778
|
|
|
|
763
|
|
Additional
paid-in
capital
|
|
|
93,582
|
|
|
|
90,828
|
|
Retained
earnings
|
|
|
54,345
|
|
|
|
32,092
|
|
Accumulated
other
comprehensive loss
|
|
|
(1,385 |
) |
|
|
(2,256 |
) |
Total
stockholders’ equity
|
|
|
147,320
|
|
|
|
121,427
|
|
Total
liabilities and stockholders’ equity
|
|
$ |
306,913
|
|
|
$ |
190,066
|
|
See
accompanying notes to consolidated financial statements.
CONSOLIDATED
STATEMENTS OF OPERATIONS
Years
ended June 30, 2007, 2006, and 2005
(Dollars
and shares in thousands, except per share amounts)
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Revenue:
|
|
|
|
|
|
|
|
|
|
Freight
revenue
|
|
$ |
433,012
|
|
|
$ |
414,465
|
|
|
$ |
399,656
|
|
Fuel
surcharges
|
|
|
69,680
|
|
|
|
65,729
|
|
|
|
37,107
|
|
Total
revenue
|
|
|
502,692
|
|
|
|
480,194
|
|
|
|
436,763
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
expenses:
|
|
|
|
|
|
|
|
|
|
|
|
|
Salaries,
wages, and employee
benefits
|
|
|
144,845
|
|
|
|
144,634
|
|
|
|
133,565
|
|
Fuel
|
|
|
116,251
|
|
|
|
109,253
|
|
|
|
81,517
|
|
Operations
and
maintenance
|
|
|
32,299
|
|
|
|
29,411
|
|
|
|
33,742
|
|
Insurance
and
claims
|
|
|
13,054
|
|
|
|
13,697
|
|
|
|
14,375
|
|
Depreciation
and
amortization
|
|
|
21,880
|
|
|
|
12,442
|
|
|
|
14,870
|
|
Revenue
equipment
rentals
|
|
|
31,900
|
|
|
|
39,601
|
|
|
|
35,848
|
|
Purchased
transportation
|
|
|
73,699
|
|
|
|
70,305
|
|
|
|
73,012
|
|
Cost
of products and services
sold
|
|
|
6,961
|
|
|
|
5,433
|
|
|
|
4,807
|
|
Professional
and consulting
fees
|
|
|
2,249
|
|
|
|
2,698
|
|
|
|
2,624
|
|
Communications
and
utilities
|
|
|
4,838
|
|
|
|
4,148
|
|
|
|
4,218
|
|
Operating
taxes and
licenses
|
|
|
8,629
|
|
|
|
8,247
|
|
|
|
8,507
|
|
General
and other
operating
|
|
|
5,987
|
|
|
|
6,097
|
|
|
|
6,270
|
|
Total
operating
expenses
|
|
|
462,592
|
|
|
|
445,966
|
|
|
|
413,355
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
income
|
|
|
40,100
|
|
|
|
34,228
|
|
|
|
23,408
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other
(income) expense:
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
income
|
|
|
(21 |
) |
|
|
(153 |
) |
|
|
(12 |
) |
Interest
expense
|
|
|
3,532
|
|
|
|
933
|
|
|
|
1,430
|
|
Other
|
|
|
109
|
|
|
|
34
|
|
|
|
13
|
|
Income
before income taxes
|
|
|
36,480
|
|
|
|
33,414
|
|
|
|
21,977
|
|
Provision
for income taxes
|
|
|
14,228
|
|
|
|
12,866
|
|
|
|
9,397
|
|
Net
income
|
|
$ |
22,252
|
|
|
$ |
20,548
|
|
|
$ |
12,580
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Earnings
per common share:
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
earnings per share(1)
|
|
$ |
0.94
|
|
|
$ |
0.88
|
|
|
$ |
0.55
|
|
Basic
earnings per share(1)
|
|
$ |
0.96
|
|
|
$ |
0.90
|
|
|
$ |
0.56
|
|
Weighted
average shares outstanding:
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted(1)
|
|
|
23,698
|
|
|
|
23,386
|
|
|
|
23,013
|
|
Basic(1)
|
|
|
23,252
|
|
|
|
22,828
|
|
|
|
22,286
|
|
_________________________
(1)
|
Earnings
per share amounts and average number of shares outstanding have been
adjusted to give retroactive effect to the three-for-two stock splits
effected in the form of a 50% stock dividend paid on February 15,
2006 and
June 15, 2006.
|
See
accompanying notes to consolidated financial statements.
CONSOLIDATED
STATEMENTS OF CASH FLOWS
Years
ended June 30, 2007, 2006, and 2005
(Dollars
in thousands)
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
|
|
|
|
|
|
|
|
|
|
Cash
flows from operating activities:
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
$ |
22,252
|
|
|
$ |
20,548
|
|
|
$ |
12,580
|
|
Adjustments
to reconcile net income to net cash provided by operating
activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation
and
amortization
|
|
|
21,625
|
|
|
|
12,985
|
|
|
|
14,027
|
|
(Gain)
loss on sale of
equipment
|
|
|
255
|
|
|
|
(543 |
) |
|
|
843
|
|
Provision
(benefit) for
deferred income taxes
|
|
|
10,311
|
|
|
|
2,017
|
|
|
|
(880 |
) |
Provision
for doubtful
accounts
|
|
|
366
|
|
|
|
786
|
|
|
|
736
|
|
Stock
based compensation
expense
|
|
|
1,827
|
|
|
|
5,059
|
|
|
|
(177 |
) |
Changes
in assets and
liabilities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Trade
receivables
|
|
|
(4,291 |
) |
|
|
(488 |
) |
|
|
(4,248 |
) |
Income
tax
receivable
|
|
|
3,690
|
|
|
|
(5,216 |
) |
|
|
---
|
|
Tires
in service
|
|
|
(154 |
) |
|
|
741
|
|
|
|
1,196
|
|
Prepaid
expenses and other
current assets
|
|
|
(484 |
) |
|
|
(3,805 |
) |
|
|
2,512
|
|
Other
assets
|
|
|
381
|
|
|
|
1,164
|
|
|
|
258
|
|
Accounts
payable and accrued
expenses
|
|
|
(2,185 |
) |
|
|
(639 |
) |
|
|
4,266
|
|
Income
tax
payable
|
|
|
---
|
|
|
|
(1,957 |
) |
|
|
(2,676 |
) |
Net
cash provided by operating
activities
|
|
|
53,593
|
|
|
|
30,652
|
|
|
|
28,437
|
|
Cash
flows from investing activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Purchase
of property and
equipment
|
|
|
(66,783 |
) |
|
|
(95,753 |
) |
|
|
(25,214 |
) |
Proceeds
on sale of property
and equipment
|
|
|
37,933
|
|
|
|
51,417
|
|
|
|
39,803
|
|
Purchase
of minority shares of
subsidiary
|
|
|
---
|
|
|
|
---
|
|
|
|
(1,525 |
) |
Purchase
of
businesses
|
|
|
(32,383 |
) |
|
|
---
|
|
|
|
(22,700 |
) |
Net
cash used in investing
activities
|
|
|
(61,233 |
) |
|
|
(44,336 |
) |
|
|
(9,636 |
) |
Cash
flows from financing activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Proceeds
from issuance of
common stock
|
|
|
985
|
|
|
|
1,060
|
|
|
|
2,026
|
|
Tax
benefit from issuance of
common stock
|
|
|
12
|
|
|
|
635
|
|
|
|
436
|
|
Proceeds
of long-term
debt
|
|
|
13,250
|
|
|
|
4,750
|
|
|
|
---
|
|
Payments
on long-term
debt
|
|
|
(4,180 |
) |
|
|
(1,354 |
) |
|
|
(7,235 |
) |
Principal
payments on capital
lease obligations
|
|
|
(2,911 |
) |
|
|
(848 |
) |
|
|
(3,269 |
) |
Net
cash provided by (used in)
financing activities
|
|
|
7,156
|
|
|
|
4,243
|
|
|
|
(8,042 |
) |
Increase
(decrease) in cash and cash equivalents
|
|
|
(484 |
) |
|
|
(9,441 |
) |
|
|
10,759
|
|
Cash
and cash equivalents at beginning of year
|
|
|
1,674
|
|
|
|
11,115
|
|
|
|
356
|
|
Cash
and cash equivalents at end of year
|
|
$ |
1,190
|
|
|
$ |
1,674
|
|
|
$ |
11,115
|
|
Supplemental
disclosure of cash flow information:
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
paid
|
|
$ |
3,475
|
|
|
$ |
914
|
|
|
$ |
1,426
|
|
Income
taxes
paid
|
|
$ |
6,701
|
|
|
$ |
17,141
|
|
|
$ |
12,153
|
|
Supplemental
disclosure of non-cash investing activities:
|
|
|
|
|
|
|
|
|
|
|
|
|
Lease
obligation/debt incurred
in the purchase of equipment
|
|
$ |
76,461
|
|
|
$ |
2,131
|
|
|
$ |
2,444
|
|
Note
payable obligation
incurred in purchase of minority shares
|
|
|
---
|
|
|
$ |
---
|
|
|
|
910
|
|
See
accompanying notes to consolidated financial statements.
CONSOLIDATED
STATEMENTS OF STOCKHOLDERS’ EQUITY
Years
ended June 30, 2007, 2006, and 2005
(Dollars
in thousands, except share amounts)
|
|
Common
Stock
No.
of Shares
Outstanding
|
|
|
Amount
|
|
|
Additional
Paid-In
Capital
|
|
|
Retained
Earnings
(Deficit)
|
|
|
Accumulated
Other
Comprehensive
Income/(Loss)
|
|
|
Unearned
Compensation
|
|
|
Total
Stock-
Holders’
Equity
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balance
at June 30, 2004
|
|
|
21,935,182
|
|
|
$ |
724
|
|
|
$ |
86,186
|
|
|
$ |
(1,036 |
) |
|
$ |
(2,355 |
) |
|
$ |
(689 |
) |
|
$ |
82,830
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
12,580
|
|
|
|
---
|
|
|
|
---
|
|
|
|
12,580
|
|
Equity
adjustments for foreign currency translation,
net of
tax
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
322
|
|
|
|
---
|
|
|
|
322
|
|
Comprehensive
income
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
12,580
|
|
|
|
322
|
|
|
|
---
|
|
|
|
12,902
|
|
Tax
benefits from stock
options
|
|
|
---
|
|
|
|
---
|
|
|
|
436
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
436
|
|
Secondary
stock offering
|
|
|
---
|
|
|
|
---
|
|
|
|
(25 |
) |
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
(25 |
) |
Restricted
stock grants
|
|
|
---
|
|
|
|
---
|
|
|
|
319
|
|
|
|
---
|
|
|
|
---
|
|
|
|
(22 |
) |
|
|
297
|
|
Exercise
of incentive stock options
|
|
|
678,328
|
|
|
|
22
|
|
|
|
2,029
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
2,051
|
|
Balance
at June 30, 2005
|
|
|
22,613,510
|
|
|
$ |
746
|
|
|
$ |
88,945
|
|
|
$ |
11,544
|
|
|
$ |
(2,033 |
) |
|
$ |
(711 |
) |
|
$ |
98,491
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
20,548
|
|
|
|
---
|
|
|
|
---
|
|
|
|
20,548
|
|
Equity
adjustments for foreign currency translation,
net of
tax
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
(223 |
) |
|
|
---
|
|
|
|
(223 |
) |
Comprehensive
income (loss)
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
20,548
|
|
|
|
(223 |
) |
|
|
---
|
|
|
|
20,325
|
|
Tax
benefits from stock
options
|
|
|
---
|
|
|
|
---
|
|
|
|
635
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
635
|
|
Secondary
stock offering
|
|
|
(172 |
) |
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
Restricted
stock grants
|
|
|
121,680
|
|
|
|
4
|
|
|
|
201
|
|
|
|
---
|
|
|
|
---
|
|
|
|
711
|
|
|
|
916
|
|
Exercise
of incentive stock options
|
|
|
376,349
|
|
|
|
13
|
|
|
|
1,047
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
1,060
|
|
Balance
at June 30, 2006
|
|
|
23,111,367
|
|
|
$ |
763
|
|
|
$ |
90,828
|
|
|
$ |
32,092
|
|
|
$ |
(2,256 |
) |
|
$ |
---
|
|
|
$ |
121,427
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
|
|
|
|
|
---
|
|
|
|
---
|
|
|
|
22,253
|
|
|
|
---
|
|
|
|
---
|
|
|
|
22,253
|
|
Equity
adjustments for foreign currency translation,
net of
tax
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
871
|
|
|
|
---
|
|
|
|
871
|
|
Comprehensive
income
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
22,253
|
|
|
|
871
|
|
|
|
---
|
|
|
|
23,124
|
|
Tax
benefits from stock
options
|
|
|
---
|
|
|
|
---
|
|
|
|
12
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
12
|
|
Restricted
stock and options expensing
|
|
|
68,160
|
|
|
|
2
|
|
|
|
1,770
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
1,772
|
|
Exercise
of incentive stock options
|
|
|
401,718
|
|
|
|
13
|
|
|
|
972
|
|
|
|
---
|
|
|
|
---
|
|
|
|
---
|
|
|
|
985
|
|
Balance
at June 30, 2007
|
|
|
23,581,245
|
|
|
$ |
778
|
|
|
$ |
93,582
|
|
|
$ |
54,345
|
|
|
$ |
(1,385 |
) |
|
$ |
---
|
|
|
$ |
147,320
|
|
See
accompanying notes to consolidated financial statements.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
(1)
|
ORGANIZATION
AND SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES
|
Organization
Celadon
Group, Inc. (the “Company”), through its subsidiaries, provides long haul, full
truckload services between the United States, Canada, and Mexico. The Company’s
primary trucking subsidiaries are: Celadon Trucking Services, Inc. (“CTSI”), a
U.S. based company; Celadon Logistics Services, Inc. (“CLSI”), a U.S. based
company; Servicio de Transportation Jaguar, S.A. de C.V. (“Jaguar”), a Mexican
based company; and Celadon Canada, Inc. (“CelCan”), a Canadian based
company.
TruckersB2B,
Inc. (“TruckersB2B”) is an Internet based “business-to-business” membership
program, owned by Celadon E-Commerce, Inc., a wholly owned subsidiary of Celadon
Group, Inc.
Summary
of Significant Accounting Policies
Principles
of Consolidation and Presentation
The
consolidated financial statements include the accounts of Celadon Group, Inc.
and its wholly and majority owned subsidiaries, all of which are wholly owned
except for Jaguar in which the Company has a 75% interest. All significant
intercompany accounts and transactions have been eliminated in consolidation.
Unless otherwise noted, all references to annual periods refer to the respective
fiscal years ended June 30.
Use
of Estimates
The
preparation of financial statements in conformity with U.S. generally accepted
accounting principles (“GAAP”) requires management to make estimates and
assumptions that affect the reported amounts of assets, liabilities, revenues,
expenses, and related disclosures at the date of the financial statements and
during the reporting period. Such estimates include provisions for liability
claims and uncollectible accounts receivable. Actual results could differ from
those estimates.
Cash
and Cash Equivalents
The
Company considers all highly liquid instruments with maturity of three months
or
less when purchased to be cash equivalents.
Concentration
of Credit Risk
Financial
instruments, which potentially subject the Company to concentrations of credit
risk, consist primarily of trade receivables. The Company performs ongoing
credit evaluations of its customers and does not require collateral for its
accounts receivable. The Company maintains reserves which management believes
are adequate to provide for potential credit losses. Uncollectible accounts
receivable are written off against the reserves. Concentrations of credit risk
with respect to trade receivables are generally limited due to the Company’s
large number of customers and the diverse range of industries, which they
represent. Accounts receivable balances due from any single customer did not
total more than 10% of the Company’s gross trade receivables at June 30,
2007.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
Property
and Equipment
Property
and equipment are stated at cost. Property and equipment under capital leases
are stated at fair value at the inception of the lease.
Depreciation
of property and equipment and amortization of assets under capital leases is
generally computed using the straight-line method and is based on the estimated
useful lives of the related assets (net of salvage value) as
follows:
Revenue
and service equipment
|
2-7
years
|
Furniture
and office equipment
|
4-5
years
|
Buildings
|
20
years
|
Leasehold
improvements
|
Lesser
of life of lease or useful life of
improvement
|
Initial
delivery costs relating to placing tractors in service are expensed as incurred.
The cost of maintenance and repairs is charged to expense as
incurred.
Long-lived
assets are depreciated over estimated useful lives based on historical
experience and prevailing industry practice. Estimated useful lives are
periodically reviewed to ensure they remain appropriate. Long-lived assets
are
tested for impairment whenever an event occurs that indicates an impairment
may
exist. Future cash flows and operating performance are used for analyzing
impairment losses. If the sum of expected undiscounted cash flows is less than
the carrying value an impairment loss is recognized. The Company measures the
impairment loss by comparing the fair value of the asset to its carrying value.
Fair value is determined based on a discounted cash flow analysis or appraised
or estimated market values as appropriate. Long-lived assets that are held
for
sale are recorded at the lower of carrying value or the fair value less costs
to
sell.
Tires
in Service
Original
and replacement tires on tractors and trailers are included in tires in service
and are amortized over 18 to 36 months.
Goodwill
The
consolidated balance sheets at June 30, 2007 and 2006, included goodwill of
acquired businesses of approximately $19.1 million for both years. These amounts
have been recorded as a result of business acquisitions accounted for under
the
purchase method of accounting. Prior to July 1, 2001, goodwill from each
acquisition was generally amortized on a straight-line basis. Under Statement
of
Financial Accounting Standards (“SFAS”) No. 142, Goodwill and Other
Intangible Assets, which we adopted as of July 1, 2001, goodwill is
tested for impairment annually (or more often, if an event or circumstance
indicates that an impairment loss has been incurred) in lieu of amortization.
During the fourth quarter of fiscal 2007, we completed our most recent annual
impairment test for that fiscal year and concluded that there was no indication
of impairment.
Tests
for
impairment include estimating the fair value of our reporting units. As required
by SFAS No. 142, we compare the estimated fair value of our reporting units
with
their respective carrying amounts including goodwill. We define a reporting
unit
as an operating segment. Under SFAS No. 142, fair value refers to the amount
for
which the entire reporting unit could be bought or sold. Our methods for
estimating reporting unit values include market quotations, asset and liability
fair values, and other valuation techniques, such as discounted cash flows
and
multiples of earnings, revenue, or other financial measures. With the exception
of market quotations, all of these methods involve significant estimates and
assumptions, including estimates of future financial performance and the
selection of appropriate discount rates and valuation
multiples.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
TruckersB2B,
Inc. purchased 2,128,345 shares of its Common Stock into treasury for
$2,435,175, which was accounted for using the purchase method in accordance
with
SFAS 141 “Business Combinations”, during fiscal 2005. See Note 3 to the
Consolidated Financial Statements for further disclosure.
Insurance
Reserves
The
Company’s insurance program for liability, property damage, and cargo loss and
damage, involves self-insurance with high retention levels. Under the casualty
program, the Company is self-insured for personal injury and property damage
claims for varying amounts depending on the date the claim was incurred. The
Company accrues the estimated cost of the retained portion of incurred claims.
These accruals are based on an evaluation of the nature and severity of the
claim and estimates of future claims development based on historical trends.
Insurance and claims expense will vary based on the frequency and severity
of
claims, the premium expense and self-insured retention levels.
Revenue
Recognition
Trucking
revenue and related direct cost are recognized on the date freight is delivered
by the Company to the customer and collectibility is reasonably assured. Prior
to commencement of shipment, the Company will negotiate an agreed upon price
for
services to be rendered.
TruckersB2B
revenue is recognized at different times depending on the product or service
purchased by the TruckersB2B member (“member”). Revenue for fuel rebates is
recognized in the month the fuel was purchased by a member. The tire rebate
revenue is recognized when proof-of-purchase documents are received from
members. In most other programs, TruckersB2B receives commissions, royalties,
or
transaction fees based upon percentages of member purchases. TruckersB2B records
revenue under these programs when earned and it receives the necessary
information to calculate the revenue.
Costs
of Products and Services
Cost
of
products and services represents the cost of the product or service purchased
or
used by the TruckersB2B member. Cost of products and services is recognized
in
the period that TruckersB2B recognizes revenue for the respective product or
service.
Advertising
Advertising
costs are expensed as incurred by the Company. Advertising expenses for fiscal
2007, 2006, and 2005 were $1.4 million, $1.1 million, and
$1.3 million, respectively, and are included in salaries, wages, and
employee benefits and other operating expenses in the Consolidated Statements
of
Operations.
Income
Taxes
Deferred
taxes are recognized for the future tax effects of temporary differences between
the carrying amounts of assets and liabilities for financial and income tax
reporting, based on enacted tax laws and rates. Federal income taxes are
provided on the portion of the income of foreign subsidiaries that is expected
to be remitted to the United States.
Accounting
for Derivatives
The
Company had no derivative financial instruments in place in fiscal 2007, 2006,
or 2005 to reduce exposure to fuel and currency price fluctuations. SFAS 133,
Accounting for Certain Derivatives and Hedging
Activities, requires that all derivative instruments be recorded
on the balance sheet at their respective fair values.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
Earnings
per Share (“EPS”)
The
Company applies the provisions of SFAS No. 128, “Earnings per Share”,
which requires companies to present basic EPS and diluted EPS. Basic EPS
excludes dilution and is computed by dividing income available to common
stockholders by the weighted-average number of common shares outstanding for
the
period. Diluted EPS reflects the dilution that could occur if securities or
other contracts to issue common stock were exercised or converted into common
stock or resulted in the issuance of common stock that then shared in the
earnings of the Company. Dilutive common stock options are included in the
diluted EPS calculation using the treasury stock method.
Stock-based
Employee Compensation Plans
In
December 2004, the Financial Accounting Standards Board (“FASB”) issued SFAS No.
123(R), Share-Based Payments (“SFAS No. 123(R)”), revising SFAS No.
123, Accounting for Stock Based Compensation; superseding Accounting
Principles Board (“APB”) Opinion No. 25, Accounting for Stock Issued to
Employees and its related implementation guidance; and amending SFAS No.
95, Statement of Cash Flows. SFAS No. 123(R) requires companies to
recognize the grant date fair value of stock options and other equity-based
compensation issued to employees in its income statement. We adopted this
statement effective July 1, 2005. Our adoption of SFAS No. 123(R) impacted
our
results of operations by increasing salaries, wages, and related expenses,
increasing additional paid-in capital, and increasing deferred income taxes.
See
Footnote 7 for the impact to the Company.
Foreign
Currency Translation
Foreign
financial statements are translated into U.S. dollars in accordance with SFAS
52, Foreign Currency Translation. Assets and liabilities of the
Company’s foreign operations are translated into U.S. dollars at year-end
exchange rates. Income statement accounts are translated at the average exchange
rate prevailing during the year. Resulting translation adjustments are included
in other comprehensive income.
Recent
Accounting Pronouncements
In
February 2007, the FASB issued SFAS No. 159, The Fair Value Option
for Financial Assets and Financial Liabilities (“SFAS 159”). SFAS 159
permits entities to choose to measure certain financial assets and liabilities
at fair value. Unrealized gains and losses on items for which the fair value
option has been elected are reported in earnings. SFAS 159 is effective for
fiscal years beginning after November 15, 2007. The Company is currently
assessing the expected impact of adopting SFAS 159 on our consolidated financial
position and results of operations when it becomes effective.
In
September 2006, FASB issued SFAS No. 157, Fair Value Measurements
(“SFAS 157”). SFAS 157 defines fair value, establishes a framework for
measuring fair value in GAAP and expands disclosures about fair value
measurements. This statement was published due to the different definitions
of
fair value and the limited guidance for applying those definitions in GAAP
that
are among the many accounting pronouncements that require fair value
measurements. SFAS 157 defines fair value as the price that would be received
to
sell an asset or paid to transfer a liability in an orderly transaction between
market participants at the measurement date. This statement is effective for
financial statements issued for fiscal years beginning after November 15, 2007.
Additionally, prospective application of this statement is required as of the
beginning of the fiscal year in which it is initially applied. SFAS 157 is
not
expected to have a material impact upon our financial position, results of
operations and cash flows.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
In
September 2006, FASB issued SFAS No.
158, Employers’ Accounting for Defined Benefit Pension and Other
Postretirement Plans-an amendment of FASB Statements No. 87, 88, 106, and
132(R). This statement requires an
employer to recognize the overfunded or underfunded status
of a defined benefit postretirement plan (other than a
multiemployer plan) as an asset
or liability in its statement of
financial position and to recognize changes
in that funded status in the year in
which the changes occur
through comprehensive income of a business entity. This
statement also requires an employer to measure the funded status of a plan
as of
the date of its year-end statement of financial position, with limited
exceptions. The provisions of SFAS No. 158 are effective as of the end of the
fiscal year ending after December 15, 2006. As of June 30, 2007, management
believes that SFAS No. 158 will have no effect on the financial position,
results of operations, and cash flows of the Company.
In
June
2006, the FASB issued Interpretation No. 48, Accounting for Uncertainty in
Income Taxes, an interpretation of FASB Statement No. 109 (“FIN 48”). FIN
48 prescribes a recognition threshold and measurement attribute for the
financial statement recognition and measurement of a tax position taken or
expected to be taken in a tax return. FIN 48 also provides guidance on
derecognition, classification, interest and penalties, accounting in interim
periods, disclosure and transition. Our effective date of this interpretation
is
July 1, 2007, the first fiscal year beginning after December 15,
2006. We are continuing to evaluate the impact of the adoption of FIN
48 on our consolidated financial statements. Based on our current
evaluation we do not expect a material impact on our financials.
(2) STOCK
SPLITS
On
January 18, 2006, the Board of Directors approved a three-for-two stock split,
effected in the form of a fifty percent (50%) stock dividend. The stock split
distribution date was February 15, 2006, to stockholders of record as of the
close of business on February 1, 2006.
On
May 4,
2006, the Board of Directors approved a second three-for-two stock split,
effected in the form of a fifty percent (50%) stock dividend. The second stock
split distribution date was June 15, 2006, to stockholders of record as of
the
close of business on June 1, 2006.
Unless
otherwise indicated, all share and per share amounts have been adjusted to
give
retroactive effect to this stock-split.
On
June
5, 2007, the Company acquired certain assets of Air Road Express Inc. (“Air
Road”). Pursuant to the asset purchase agreement, our wholly-owned subsidiary,
CTSI, acquired Air Road’s truckload business, including 53 tractors and 102
trailers for approximately $2.9 million, of which $1.3 million was allocated
to
equipment held for resale and $1.6 million was allocated to property, plant,
and
equipment. In connection with the acquisition, we offered employment to
approximately 80 qualified, former Air Road drivers.
On
February 28, 2007, the Company acquired certain assets of Warrior Services
Inc.
d/b/a Warrior Xpress (“Warrior”). Pursuant to the asset purchase agreement, our
wholly-owned subsidiary, CTSI, acquired Warrior’s truckload business, including
82 tractors and 287 trailers for approximately $8.3 million, the entire amount
of which was allocated to equipment held for resale, of which $4.0 million
is
remaining. In connection with the acquisition, we offered employment to
approximately 110 qualified, former Warrior drivers.
On
October 6, 2006, the Company acquired certain assets of Erin Truckways Ltd.,
d/b/a Digby Truck Line, Inc. (“Digby”). Pursuant to the asset purchase
agreement, our wholly-owned subsidiary, CTSI, acquired Digby’s truckload
business, including approximately 270 tractors and 590 trailers for
approximately $21.2 million, which was allocated $13.0 million to equipment
held
for resale, of which we have sold $8.8 million, and the remaining $8.2 million
to tractors and trailers. In connection with the acquisition, we offered
employment to approximately 150 qualified, former Digby drivers.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
On
January 14, 2005, the Company purchased certain assets consisting of
approximately 370 tractors and 670 van trailers of CX Roberson, Inc.
(“Roberson”) for approximately $22.7 million. The Company used borrowings under
its existing credit facility to fund the transaction. The transaction did not
include Roberson’s flatbed business and related assets. The purchase price was
allocated to the revenue equipment based on an independent appraisal of the
equipment.
The
Company retained approximately 200 of the newest acquired tractors and 200
of
the newest acquired trailers, and disposed of the balance of the acquired
revenue equipment. Net of proceeds of dispositions, the Company’s investment in
the former Roberson equipment was approximately $12.5 million. Following the
acquisition, employment was offered to approximately 320 of Roberson’s drivers,
and over 220 of those drivers accepted employment.
In
fiscal
2005, TruckersB2B, Inc. purchased 2,013,276 shares of its Common Stock into
treasury for $2,435,000. An 18-month note payable for $910,000 was issued with
the difference settled in cash. Celadon Group, Inc. and subsidiaries own 100%
of
the outstanding shares of TruckersB2B, Inc. The $2,435,000 of TruckersB2B
treasury stock was accounted for using the purchase method in accordance with
SFAS 141 “Business Combinations”.
(4)
|
PROPERTY,
EQUIPMENT, AND LEASES
|
Property
and equipment consists of the following (in thousands):
|
|
2007
|
|
|
2006
|
|
Revenue
equipment owned
|
|
$ |
158,924
|
|
|
$ |
97,721
|
|
Revenue
equipment under capital leases
|
|
|
57,510
|
|
|
|
2,009
|
|
Furniture
and office equipment
|
|
|
4,850
|
|
|
|
4,528
|
|
Land
and buildings
|
|
|
15,942
|
|
|
|
14,269
|
|
Service
equipment
|
|
|
1,123
|
|
|
|
1,080
|
|
Leasehold
improvements
|
|
|
2,550
|
|
|
|
2,126
|
|
|
|
$ |
240,898
|
|
|
$ |
121,733
|
|
Included
in accumulated depreciation was $2.0 million and $0.6 million in 2007
and 2006, respectively, related to revenue equipment under capital leases.
Depreciation and amortization expense relating to property and equipment owned
and revenue equipment under capital leases, including gains (losses) on
disposition of equipment and impairment of trailers, was $21.9 million in
2007, $12.4 million in 2006, and $14.9 million in 2005.
(5)
|
LEASE
OBLIGATIONS AND LONG-TERM
DEBT
|
Lease
Obligations
The
Company leases certain revenue and service equipment under long-term lease
agreements, payable in monthly installments.
Equipment
obtained under capital leases is reflected on the Company’s balance sheet as
owned and the related leases bear interest at rates ranging from 3.7% to 5.9%
per annum, maturing at various dates through 2013.
Assets
held under operating leases are not recorded on the Company’s balance sheet. The
Company leases revenue and service equipment under noncancellable operating
leases expiring at various dates through June 2013.
The
Company leases warehouse and office space under noncancellable operating leases
expiring at various dates through September 2021. Certain real estate leases
contain renewal options.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
Total
rental expense under operating leases was as follows for 2007, 2006, and 2005
(in thousands):
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Revenue
and service equipment
|
|
$ |
31,900
|
|
|
$ |
39,601
|
|
|
$ |
35,848
|
|
Office
facilities and terminals
|
|
|
3,094
|
|
|
|
2,423
|
|
|
|
2,298
|
|
|
|
$ |
34,994
|
|
|
$ |
42,024
|
|
|
$ |
38,146
|
|
Future
minimum lease payments relating to capital leases and to operating leases with
initial or remaining terms in excess of one year are as follows (in
thousands):
Year
ended June 30
|
|
Capital
Leases
|
|
|
Operating
Leases
|
|
|
|
|
|
|
|
|
2008
|
|
$ |
8,629
|
|
|
$ |
39,148
|
|
2009
|
|
|
8,593
|
|
|
|
29,977
|
|
2010
|
|
|
8,542
|
|
|
|
22,106
|
|
2011
|
|
|
16,896
|
|
|
|
5,823
|
|
2012
|
|
|
18,871
|
|
|
|
5,823
|
|
Thereafter
|
|
|
1,832
|
|
|
|
32,265
|
|
Total
minimum lease
payments
|
|
$ |
63,363
|
|
|
$ |
135,142
|
|
Less
amounts representing
interest
|
|
|
8,343
|
|
|
|
|
|
Present
value of net minimum lease payments
|
|
$ |
55,020
|
|
|
|
|
|
Less
current
maturities
|
|
|
6,228
|
|
|
|
|
|
Non-current
portion
|
|
$ |
48,792
|
|
|
|
|
|
The
Company is obligated for lease residual value guarantees of $62.7 million,
with
$15.1 million due in the first year. The guarantees are included in the future
minimum lease payments above. To the extent the expected value at lease
termination date is lower than the residual value guarantee, we would accrue
for
the difference over the remaining lease term.
Long-Term
Debt
The
Company’s outstanding borrowings excluding capital leases set forth
above consist of the following at June 30 (in
thousands):
|
|
2007
|
|
|
2006
|
|
Outstanding
amounts under Credit Agreement
|
|
$ |
18,000
|
|
|
$ |
4,750
|
|
Other
borrowings
|
|
|
21,622
|
|
|
|
5,833
|
|
|
|
|
39,622
|
|
|
|
10,583
|
|
Less
current maturities
|
|
|
10,736
|
|
|
|
975
|
|
Non-current
portion
|
|
$ |
28,886
|
|
|
$ |
9,608
|
|
Lines
of Credit
On
September 26, 2005, the Company, CTSI, CLSI, and TruckersB2B entered into an
unsecured Credit Agreement with LaSalle Bank National Association, as
administrative agent, and LaSalle Bank National Association, Fifth Third Bank
(Central Indiana), and JPMorgan Chase Bank, N.A., as lenders, which matures
on
September 24, 2010 (the “Credit Agreement”). The Credit Agreement was used to
refinance the Company’s then-existing credit facility and is intended to provide
for ongoing working capital needs and general corporate purposes. Borrowings
under the Credit Agreement are based, at the option of the Company, on a base
rate equal to the greater of the federal funds rate plus 0.5% and the
administrative agent’s prime rate or LIBOR plus an applicable margin between
0.75% and 1.125% that is adjusted quarterly based on cash flow
coverage. The effective rate for the month of June 2007 was
7.18%. The Credit Agreement is guaranteed by Celadon E-Commerce,
Inc., CelCan, and Jaguar, each of which is a subsidiary of the
Company.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
The
Credit Agreement has a maximum revolving borrowing limit of $50.0 million,
and
the Company may increase the revolving borrowing limit by an additional $20.0
million, to a total of $70.0 million. Letters of credit are limited to an
aggregate commitment of $15.0 million and a swing line facility has a limit
of
$5.0 million. A commitment fee that is adjusted quarterly between 0.15% and
0.225% per annum based on cash flow coverage is due on the daily unused portion
of the Credit Agreement. The Credit Agreement contains certain restrictions
and
covenants relating to, among other things, dividends, tangible net worth, cash
flow, mergers, consolidations, acquisitions and dispositions, and total
indebtedness. We were in compliance with these covenants at June 30, 2007.
At
June 30, 2007, $18.0 million of our credit facility was utilized as outstanding
borrowings and $4.8 million was utilized for standby letters of
credit.
Other
Borrowings
Other
borrowings consist primarily of mortgage debt financing and notes payable for
equipment purchase, which are collateralized by the equipment. At June 30,
2007,
the interest rate charged on outstanding borrowings ranged from 5.8% to
7.5%.
Maturities
of long-term debt for the years ending June 30 are as follows (in
thousands):
2007
|
|
$ |
10,736
|
|
2008
|
|
|
8,344
|
|
2009
|
|
|
2,159
|
|
2010
|
|
|
18,339
|
|
2011
|
|
|
44
|
|
|
|
$ |
39,622
|
|
(6)
|
EMPLOYEE
BENEFIT PLANS
|
401(k)
Profit Sharing Plan
The
Company has a 401(k) profit sharing plan, which permits U.S. employees of the
Company to contribute up to 50% of their annual compensation, up to certain
Internal Revenue Service limits, on a pretax basis. The contributions made
by
each employee are fully vested immediately and are not subject to forfeiture.
The Company makes a discretionary matching contribution of up to 50% of the
employee’s contribution up to 5% of their annual compensation. The aggregate
Company contribution may not exceed 5% of the employee’s compensation. Employees
vest in the Company’s contribution to the plan at the rate of 20% per year from
the date of employee anniversary. Contributions made by the Company during
2007,
2006, and 2005 amounted to $331,000, $396,000, and $403,000,
respectively.
On
July
1, 2005, the Company adopted SFAS 123(R) using the modified prospective method.
This Statement requires all share-based payments to employees, including grants
of employee stock options, be recognized in the financial statements based
upon
a grant-date fair value of an award as opposed to the intrinsic value method
of
accounting for stock-based employee compensation under APB No. 25, which the
Company used for the preceding years.
In
January 2006, shareholders approved the 2006 Omnibus Plan (“2006 Plan”) that
provides various vehicles to compensate the Company’s key employees. The 2006
Plan utilizes such vehicles as stock options, restricted stock grants, and
stock
appreciation rights (“SARs”). The 2006 Plan authorized the Company to grant
1,687,500 shares. In fiscal 2007 the Company granted 20,000 stock options and
68,160 restricted stock grants. In fiscal 2006 the Company granted 689,445
stock
options and 121,680 restricted stock grants. The Company is authorized to grant
an additional 800,871 shares.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
The
total
compensation cost that has been recorded for such stock-based awards was an
expense of $1.8 million in fiscal 2007, and $5.1 million in fiscal 2006, and
$0.6 million in fiscal 2005. The total income tax benefit recognized in the
income statement for share-based compensation arrangements was $0.8 million
in
fiscal 2007.
The
Company has granted a number of stock options under various plans. Options
granted to employees have been granted with an exercise price equal to the
market price on the grant date and expire on the tenth anniversary of the grant
date. The majority of options granted to employees vest 25 percent per year,
commencing with the first anniversary of the grant date. Options granted to
non-employee directors have been granted with an exercise price equal to the
market price on the grant date, vest over three years with regard to the 2006
Plan grants and four years with respect to all other grants, commencing with
the
first anniversary of the grant date, and expire on the tenth anniversary of
the
grant date.
A
summary
of the activity of the Company’s stock option plans as of June 30, 2007 and
changes during the period then ended is presented below:
Options
|
|
Shares
|
|
|
Weighted-Average
Exercise
Price
|
|
|
Weighted-Average
Remaining Contractual Term
|
|
|
Aggregate
Intrinsic
Value
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Outstanding
at July 1, 2005
|
|
|
1,175,519
|
|
|
$ |
2.88
|
|
|
|
---
|
|
|
|
---
|
|
Granted
|
|
|
689,445
|
|
|
$ |
12.81
|
|
|
|
---
|
|
|
|
---
|
|
Exercised
|
|
|
(376,349 |
) |
|
$ |
2.81
|
|
|
|
---
|
|
|
|
---
|
|
Forfeited
or
expired
|
|
|
(41,905 |
) |
|
$ |
9.43
|
|
|
|
---
|
|
|
|
---
|
|
Outstanding
at June 30, 2006
|
|
|
1,446,710
|
|
|
$ |
7.44
|
|
|
|
5.80
|
|
|
$ |
21,118,912
|
|
Granted
|
|
|
20,000
|
|
|
$ |
18.84
|
|
|
|
---
|
|
|
|
---
|
|
Exercised
|
|
|
(401,718 |
) |
|
$ |
2.45
|
|
|
|
---
|
|
|
|
---
|
|
Outstanding
at June 30, 2007
|
|
|
1,064,992
|
|
|
$ |
9.54
|
|
|
|
7.06
|
|
|
$ |
6,879,503
|
|
Exercisable
at June 30, 2007
|
|
|
549,001
|
|
|
$ |
6.24
|
|
|
|
5.65
|
|
|
$ |
5,346,342
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The
total
intrinsic value of options exercised during fiscal 2007, 2006, and 2005 was
$5.3
million, $4.1 million, and $4.2 million, respectively.
The
fair
value of each option grant is estimated on the date of grant using the
Black-Scholes option-pricing model with the following weighted-average
assumptions used for grants:
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Weighted
average grant date fair value
|
|
$ |
9.97
|
|
|
$ |
5.59
|
|
|
$ |
1.67
|
|
Dividend
yield
|
|
|
0
|
|
|
|
0
|
|
|
|
0
|
|
Expected
volatility
|
|
|
64.2 |
% |
|
|
50.1 |
% |
|
|
37.4 |
% |
Risk-free
interest rate
|
|
|
4.92 |
% |
|
|
4.35 |
% |
|
|
3.77 |
% |
Expected
lives
|
|
4
years
|
|
|
4
years
|
|
|
7
years
|
|
Expected
volatility is based upon the historical volatility of the Company’s stock. The
risk-free rate is based upon the U.S. Treasury yield curve in effect at the
time
of grant. Expected lives are based upon the historical experience of the
Company.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
Restricted
Shares
|
|
Number
of Shares
|
|
|
Weighted
Average Grant Date Fair Value
|
|
Unvested
at July 1, 2005
|
|
|
120,037
|
|
|
$ |
6.02
|
|
Granted
|
|
|
121,680
|
|
|
$ |
12.81
|
|
Vested
|
|
|
(38,137 |
) |
|
$ |
5.89
|
|
Unvested
at June 30, 2006
|
|
|
203,580
|
|
|
$ |
10.10
|
|
Granted
|
|
|
68,160
|
|
|
$ |
16.79
|
|
Vested
|
|
|
(68,558 |
) |
|
$ |
8.96
|
|
Unvested
at June 30, 2007
|
|
|
203,182
|
|
|
$ |
12.73
|
|
Restricted
shares granted to employees have been granted subject to achievement of certain
performance targets and vest 25% each year, commencing with the first
anniversary of the grant date. The weighted average grant date share prices
were
$16.79, $12.81, and $8.64 in fiscal 2007, 2006, and 2005,
respectively.
As
of
June 30, 2007, we had $2.3 million and $2.2 million of total unrecognized
compensation expense related to stock options and restricted stock,
respectively, that is expected to be recognized over the remaining weighted
average period of approximately 2.5 years for stock options and 1.8 years for
restricted stock.
Stock
Appreciation Rights
|
|
Number
of Shares
|
|
|
Weighted
Average Grant Date Fair Value
|
|
Unvested
at July 1, 2005
|
|
|
790,312
|
|
|
$ |
7.15
|
|
Paid
|
|
|
(194,069 |
) |
|
$ |
5.97
|
|
Forfeited
|
|
|
(24,806 |
) |
|
$ |
7.41
|
|
Unvested
at June 30, 2006
|
|
|
571,437
|
|
|
$ |
7.73
|
|
Paid
|
|
|
(7,871 |
) |
|
$ |
4.48
|
|
Forfeited
|
|
|
(309,176 |
) |
|
$ |
7.10
|
|
Unvested
at June 30, 2007
|
|
|
254,390
|
|
|
$ |
8.59
|
|
Stock
appreciation rights were granted to employees vesting on a 3 or 4 year vesting
schedule; in addition, certain financial targets must be met for these shares
to
vest. The weighted average grant date share price was $7.73 and $8.61 for
fiscal 2006 and 2005, respectively. The Company recognized a $1.9 million
benefit and an expense of $4.1 million in fiscal 2007 and 2006, respectively,
for vested stock appreciation rights.
During
the first quarter of fiscal 2007, the Company gave SARs grantees the opportunity
to enter into an alternative fixed compensation arrangement whereby the grantee
would forfeit all rights to SARs compensation in exchange for a guaranteed
quarterly payment for the remainder of the underlying SARs term. This
alternative arrangement is subject to continued service to the Company or one
of
its subsidiaries. The number of forfeited SARs reported above
reflects entry into this alternative arrangement. These fixed
payments will be accrued quarterly from July 1, 2006 to March 31, 2009. The
Company offered this alternative arrangement to mitigate the volatility to
earnings from stock price variance on the SARs.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
Stockholder
Rights Plan
On
June
28, 2000, the Company’s Board of Directors approved a Stockholder Rights Plan
whereby, on July 31, 2000, common stock purchase rights (“Rights”) were
distributed as a dividend at the rate of one Right for each share of the
Company’s common stock held as of the close of business on July 20, 2000. The
Rights will expire on July 18, 2010. Under the plan, the Rights will be
exercisable only if triggered by a person or group’s acquisition of 15% or more
of the Company’s common stock. Each right, other than Rights held by the
acquiring person or group, would entitle its holder to purchase a specified
number of the Company’s common shares for 50% of their market value at that
time.
Following
the acquisition of 15% or more of the Company’s common stock by a person or
group, the Board of Directors may authorize the exchange of the Rights, in
whole
or in part, for shares of the Company’s common stock at an exchange ratio of one
share for each Right, provided that at the time of such proposed exchange no
person or group is then the beneficial owner of 50% or more of the Company’s
common stock.
Unless
a
15% acquisition has occurred, the Rights may be redeemed by the Company at
any
time prior to the termination date of the plan.
The
following is a reconciliation of the numerators and denominators used in
computing earnings per share (in thousands):
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
$ |
22,252
|
|
|
$ |
20,548
|
|
|
$ |
12,580
|
|
Basic
earnings per share:
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted
- average number of
common
shares
outstanding
|
|
|
23,252
|
|
|
|
22,828
|
|
|
|
22,286
|
|
Basic
earnings per
share
|
|
$ |
0.96
|
|
|
$ |
0.90
|
|
|
$ |
0.56
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Diluted
earnings per share:
|
|
|
|
|
|
|
|
|
|
|
|
|
Weighted
- average number of
common
shares
outstanding
|
|
|
23,252
|
|
|
|
22,828
|
|
|
|
22,286
|
|
Effect
of stock options and
other incremental shares
|
|
|
446
|
|
|
|
558
|
|
|
|
727
|
|
Weighted-average
number of
common shares
outstanding
-
diluted
|
|
|
23,698
|
|
|
|
23,386
|
|
|
|
23,013
|
|
Diluted
earnings per
share
|
|
$ |
0.94
|
|
|
$ |
0.88
|
|
|
$ |
0.55
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(9)
|
COMMITMENTS
AND CONTINGENCIES
|
The
Company has outstanding commitments to purchase approximately $45.2 million
of
revenue equipment at June 30, 2007.
Standby
letters of credit, not reflected in the accompanying consolidated financial
statements, aggregated approximately $4.8 million at June 30,
2007.
The
Company has employment and consulting agreements with various key employees
providing for minimum combined annual compensation over the next two fiscal
years of $717,000 in fiscal 2008, and $76,000 in fiscal 2009.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
There
are
various claims, lawsuits, and pending actions against the Company and its
subsidiaries in the normal course of the operation of their businesses with
respect to cargo, auto liability, or income taxes.
On
August
8, 2007, the 384th District Court of the State of Texas situated in El Paso,
Texas, rendered a judgment against CTSI, for approximately $3.4 million in
the
case of Martinez v. Celadon Trucking Services, Inc., which was originally filed
on September 4, 2002. The case involves a workers’ compensation claim of a
former employee of CTSI who suffered a back injury as a result of a traffic
accident. CTSI and the Company believe all actions taken were proper and legal
and contend that the proper and exclusive place for resolution of this dispute
was before the Indiana Workers Compensation Board. While there can be no
certainty as to the outcome, the Company believes that the ultimate resolution
of this dispute will not have a materially adverse effect on its consolidated
financial position or results of operations. CTSI intends to vigorously appeal
the decision.
The
income tax provision for operations in 2007, 2006, and 2005 consisted of the
following (in thousands):
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Current:
|
|
|
|
|
|
|
|
|
|
Federal
|
|
$ |
3,509
|
|
|
$ |
9,812
|
|
|
$ |
8,324
|
|
State
and
local
|
|
|
1,181
|
|
|
|
1,262
|
|
|
|
1,364
|
|
Foreign
|
|
|
(773 |
) |
|
|
(225 |
) |
|
|
589
|
|
Total
Current
|
|
|
3,917
|
|
|
|
10,849
|
|
|
|
10,277
|
|
Deferred:
|
|
|
|
|
|
|
|
|
|
|
|
|
Federal
|
|
|
9,593
|
|
|
|
1,869
|
|
|
|
(561 |
) |
State
and
local
|
|
|
524
|
|
|
|
210
|
|
|
|
(197 |
) |
Foreign
|
|
|
194
|
|
|
|
(62 |
) |
|
|
(122 |
) |
Total
Deferred
|
|
|
10,311
|
|
|
|
2,017
|
|
|
|
(880 |
) |
Total
|
|
$ |
14,228
|
|
|
$ |
12,866
|
|
|
$ |
9,397
|
|
No
benefit has been recognized for U.S. federal income taxes on undistributed
losses of foreign subsidiaries of approximately $650,000 at June 30,
2007. Included in the consolidated income before income taxes is a
loss of approximately $1.2 million from foreign operations in fiscal
2007.
The
Company’s income tax expense varies from the statutory federal tax rate of 35%
applied to income before income taxes as follows (in thousands):
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
|
|
|
|
|
|
|
|
|
|
Computed
“expected” income tax expense
|
|
$ |
12,768
|
|
|
$ |
11,695
|
|
|
$ |
7,693
|
|
State
taxes, net of federal benefit
|
|
|
1,108
|
|
|
|
957
|
|
|
|
759
|
|
Non-deductible
expenses
|
|
|
1,368
|
|
|
|
922
|
|
|
|
1,057
|
|
Other,
net
|
|
|
(1,016 |
) |
|
|
(708 |
) |
|
|
(112 |
) |
Actual
income tax
expense
|
|
$ |
14,228
|
|
|
$ |
12,866
|
|
|
$ |
9,397
|
|
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
The
tax
effect of temporary differences that give rise to significant portions of the
deferred tax assets and liabilities at June 30, 2007 and 2006 consisted of
the
following (in thousands):
|
|
2007
|
|
|
2006
|
|
Deferred
tax assets:
|
|
|
|
|
|
|
Allowance
for doubtful
accounts
|
|
$ |
355
|
|
|
$ |
402
|
|
Insurance
reserves
|
|
|
2,491
|
|
|
|
1,907
|
|
Other
|
|
|
4,104
|
|
|
|
3,564
|
|
Total
deferred tax
assets
|
|
$ |
6,950
|
|
|
$ |
5,873
|
|
|
|
|
|
|
|
|
|
|
Deferred
tax liabilities:
|
|
|
|
|
|
|
|
|
Property
and
equipment
|
|
$ |
(19,735 |
) |
|
$ |
(8,639 |
) |
Goodwill
|
|
|
(2,895 |
) |
|
|
(2,407 |
) |
Capital
leases
|
|
|
(1,498 |
) |
|
|
(1,223 |
) |
Other
|
|
|
(1,133 |
) |
|
|
(1,604 |
) |
Total
deferred tax
liabilities
|
|
$ |
(25,261 |
) |
|
$ |
(13,873 |
) |
|
|
|
|
|
|
|
|
|
Net
current deferred tax assets
|
|
$ |
2,021
|
|
|
$ |
1,867
|
|
Net
non-current deferred tax liabilities
|
|
|
(20,332 |
) |
|
|
(9,867 |
) |
Total
net deferred tax
liabilities
|
|
$ |
(18,311 |
) |
|
$ |
(8,000 |
) |
As
of
June 30, 2007, the Company had operating loss carry-forwards of $2.0 million
related to CelCan.
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
(11)
|
SEGMENT
INFORMATION AND SIGNIFICANT
CUSTOMERS
|
The
Company operates in two segments, transportation and e-commerce. The Company
generates revenue in the transportation segment primarily by providing truckload
hauling services through its subsidiaries, CTSI, CLSI, Jaguar, and CelCan.
The
Company provides certain services over the Internet through its e-commerce
subsidiary, TruckersB2B. The e-commerce segment generates revenue by providing
discounted fuel, tires, and other products and services to small and
medium-sized trucking companies. The Company evaluates the performance of its
operating segments based on operating income.
|
|
Fiscal
year ended
June
30,
(Dollars
in thousands)
|
|
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Total
revenues
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
$ |
492,692
|
|
|
$ |
471,872
|
|
|
$ |
428,936
|
|
E-Commerce
|
|
|
10,000
|
|
|
|
8,322
|
|
|
|
7,827
|
|
|
|
|
502,692
|
|
|
|
480,194
|
|
|
|
436,763
|
|
Operating
income
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
38,539
|
|
|
|
32,708
|
|
|
|
21,846
|
|
E-Commerce
|
|
|
1,561
|
|
|
|
1,520
|
|
|
|
1,562
|
|
|
|
|
40,100
|
|
|
|
34,228
|
|
|
|
23,408
|
|
Depreciation
and amortization
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
21,862
|
|
|
|
12,428
|
|
|
|
14,856
|
|
E-Commerce
|
|
|
18
|
|
|
|
14
|
|
|
|
14
|
|
|
|
|
21,880
|
|
|
|
12,442
|
|
|
|
14,870
|
|
Interest
income
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
(21 |
) |
|
|
(153 |
) |
|
|
12
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Interest
expense
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
3,532
|
|
|
|
888
|
|
|
|
1,353
|
|
E-Commerce
|
|
|
---
|
|
|
|
45
|
|
|
|
77
|
|
|
|
|
3,532
|
|
|
|
933
|
|
|
|
1,430
|
|
Income
before taxes
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
34,882
|
|
|
|
31,939
|
|
|
|
20,492
|
|
E-Commerce
|
|
|
1,599
|
|
|
|
1,475
|
|
|
|
1,485
|
|
|
|
|
36,481
|
|
|
|
33,414
|
|
|
|
21,977
|
|
Goodwill
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
16,702
|
|
|
|
16,702
|
|
|
|
16,702
|
|
E-Commerce
|
|
|
2,435
|
|
|
|
2,435
|
|
|
|
2,435
|
|
|
|
|
19,137
|
|
|
|
19,137
|
|
|
|
19,137
|
|
Total
assets
|
|
|
|
|
|
|
|
|
|
|
|
|
Transportation
|
|
|
301,286
|
|
|
|
186,165
|
|
|
|
157,662
|
|
E-Commerce
|
|
|
5,627
|
|
|
|
3,901
|
|
|
|
2,846
|
|
|
|
|
306,913
|
|
|
|
190,066
|
|
|
|
160,508
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
Information
as to the Company’s operations by geographic area is summarized below (in
thousands). The Company allocates total revenue based on the country of origin
of the tractor hauling the freight.
|
|
2007
|
|
|
2006
|
|
|
2005
|
|
Total
revenue:
|
|
|
|
|
|
|
|
|
|
United
States
|
|
$ |
414,360
|
|
|
$ |
393,090
|
|
|
$ |
357,621
|
|
Canada
|
|
|
58,790
|
|
|
|
59,666
|
|
|
|
57,297
|
|
Mexico
|
|
|
29,542
|
|
|
|
27,438
|
|
|
|
21,845
|
|
Total
|
|
$ |
502,692
|
|
|
$ |
480,194
|
|
|
$ |
436,763
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Long
lived assets:
|
|
|
|
|
|
|
|
|
|
|
|
|
United
States
|
|
$ |
198,886
|
|
|
$ |
101,911
|
|
|
$ |
70,822
|
|
Canada
|
|
|
9,211
|
|
|
|
4,719
|
|
|
|
4,891
|
|
Mexico
|
|
|
9,910
|
|
|
|
6,348
|
|
|
|
4,797
|
|
Total
|
|
$ |
218,007
|
|
|
$ |
112,978
|
|
|
$ |
80,510
|
|
No
customer accounted for more than 10% of the Company’s total revenue during any
of its three most recent fiscal years.
(12)
|
SELECTED
QUARTERLY DATA (Unaudited)
|
Summarized
quarterly data for fiscal 2007 and 2006 follows (in thousands except per share
amounts):
|
|
Fiscal
Year 2007
|
|
|
|
1st
Qtr.
|
|
|
2nd
Qtr.
|
|
|
3rd
Qtr.
|
|
|
4th
Qtr.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
revenues
|
|
$ |
127,728
|
|
|
$ |
122,870
|
|
|
$ |
120,400
|
|
|
$ |
131,694
|
|
Operating
expenses
|
|
|
116,087
|
|
|
|
111,893
|
|
|
|
112,780
|
|
|
|
121,832
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
income
|
|
|
11,641
|
|
|
|
10,977
|
|
|
|
7,620
|
|
|
|
9,862
|
|
Other
expense, net
|
|
|
279
|
|
|
|
773
|
|
|
|
1,030
|
|
|
|
1,538
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income
before taxes
|
|
|
11,362
|
|
|
|
10,204
|
|
|
|
6,590
|
|
|
|
8,324
|
|
Income
tax expense
|
|
|
4,249
|
|
|
|
4,139
|
|
|
|
2,660
|
|
|
|
3,180
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
$ |
7,113
|
|
|
$ |
6,065
|
|
|
$ |
3,930
|
|
|
$ |
5,144
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
income per share
|
|
$ |
0.31
|
|
|
$ |
0.26
|
|
|
$ |
0.17
|
|
|
$ |
0.22
|
|
Diluted
income per share
|
|
$ |
0.30
|
|
|
$ |
0.26
|
|
|
$ |
0.17
|
|
|
$ |
0.22
|
|
CELADON
GROUP, INC.
NOTES
TO CONSOLIDATED FINANCIAL STATEMENTS
June
30, 2007
|
|
Fiscal
Year 2006
|
|
|
|
1st
Qtr.
|
|
|
2nd
Qtr.
|
|
|
3rd
Qtr.
|
|
|
4th
Qtr.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
revenues
|
|
$ |
117,935
|
|
|
$ |
120,274
|
|
|
$ |
115,313
|
|
|
$ |
126,672
|
|
Operating
expenses
|
|
|
109,839
|
|
|
|
112,499
|
|
|
|
107,347
|
|
|
|
116,281
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating
income
|
|
|
8,096
|
|
|
|
7,775
|
|
|
|
7,966
|
|
|
|
10,391
|
|
Other
expense, net
|
|
|
326
|
|
|
|
121
|
|
|
|
189
|
|
|
|
178
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income
before taxes
|
|
|
7,770
|
|
|
|
7,654
|
|
|
|
7,777
|
|
|
|
10,213
|
|
Income
tax expense
|
|
|
3,086
|
|
|
|
2,855
|
|
|
|
3,100
|
|
|
|
3,825
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net
income
|
|
$ |
4,684
|
|
|
$ |
4,799
|
|
|
$ |
4,677
|
|
|
$ |
6,388
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basic
income per share
|
|
$ |
0.21
|
|
|
$ |
0.21
|
|
|
$ |
0.20
|
|
|
$ |
0.28
|
|
Diluted
income per share
|
|
$ |
0.20
|
|
|
$ |
0.21
|
|
|
$ |
0.20
|
|
|
$ |
0.27
|
|
CELADON
GROUP, INC.
VALUATION
AND QUALIFYING ACCOUNTS
Years
ended June 30, 2007, 2006, and 2005
Description
|
|
Balance
at
Beginning
of
Period
|
|
|
Charged
to
Costs
and
Expenses
|
|
|
Deductions
|
|
|
|
Balance
at
End
of
Period
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year
ended June 30, 2005:
|
|
|
|
|
|
|
|
|
|
|
|
|
Allowance
for doubtful accounts
|
|
$ |
1,282,215
|
|
|
$ |
736,130
|
|
|
$ |
522,132
|
(a) |
|
$ |
1,496,213
|
|
Reserves
for claims payable as self insurer
|
|
$ |
8,710,354
|
|
|
$ |
11,728,147
|
|
|
$ |
9,656,215
|
(b) |
|
$ |
10,782,285
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year
ended June 30, 2006:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Allowance
for doubtful accounts
|
|
$ |
1,496,213
|
|
|
$ |
786,015
|
|
|
$ |
1,013,303
|
(a) |
|
$ |
1,268,925
|
|
Reserves
for claims payable as self insurer
|
|
$ |
10,782,285
|
|
|
$ |
9,728,359
|
|
|
$ |
12,778,099
|
(b) |
|
$ |
7,732,545
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year
ended June 30, 2007:
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Allowance
for doubtful accounts
|
|
$ |
1,268,925
|
|
|
$ |
366,099
|
|
|
$ |
458,693
|
(a) |
|
$ |
1,176,331
|
|
Reserves
for claims payable as self insurer
|
|
$ |
7,732,545
|
|
|
$ |
9,097,620
|
|
|
$ |
9,708,932
|
(b) |
|
$ |
7,121,233
|
|
__________________
(a)
|
Represents
accounts receivable write-offs.
|
(b)
|
Represents
claims paid.
|
Item
9.
Changes in and Disagreements with Accountants on Accounting and Financial
Disclosure
There
were no changes in or disagreements with accountants on accounting or financial
disclosure within the last two fiscal years.
Evaluation
of Disclosure Controls and Procedures
We
have
established disclosure controls and procedures to ensure that material
information relating to us and our consolidated subsidiaries is made known
to
the officers who certify our financial reports and to other members of senior
management and the Board of Directors.
Based
on
their evaluation as of June 30, 2007, our principal executive officer and
principal financial officer have concluded that our disclosure controls and
procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Exchange
Act)
are effective to ensure that the information required to be disclosed by us
in
the reports that we file or submit under the Exchange Act is recorded,
processed, summarized, and reported within the time periods specified in SEC
rules and forms.
Management’s
Report on Internal Control Over Financial Reporting
Management
is responsible for establishing and maintaining adequate internal control over
financial reporting. Internal control over financial reporting is defined in
Rule 13a-15(f) or 15d-15(f) promulgated under the Exchange Act as a process
designed by, or under the supervision of, the principal executive and principal
financial officers, and effected by the board of directors, management, and
other personnel, to provide reasonable assurance regarding the reliability
of
financial reporting and the preparation of financial statements for external
purposes in accordance with U.S. generally accepted accounting principles and
includes those policies and procedures that:
·
|
Pertain
to the maintenance of records that in reasonable detail, accurately,
and
fairly reflect the transactions and dispositions of our
assets;
|
|
|
·
|
Provide
reasonable assurance that transactions are recorded as necessary
to permit
preparation of financial statements in accordance with generally
accepted
accounting principles, and that our receipts and expenditures are
being
made only in accordance with authorizations of our management and
directors; and
|
|
|
·
|
Provide
reasonable assurance regarding prevention or timely detection of
unauthorized acquisition, use, or disposition of our assets that
could
have a material effect on our financial
statements.
|
Because
of its inherent limitations, internal control over financial reporting may
not
prevent or detect misstatements. Also, projections of any evaluation of
effectiveness to future periods are subject to the risk that controls may become
inadequate because of changes in conditions, or that the degree of compliance
with the policies or procedures may deteriorate.
Management
assessed the effectiveness of our internal control over financial reporting
as
of June 30, 2007. In making this assessment, management used the criteria set
forth by the Committee of Sponsoring Organizations of the Treadway Commission
(COSO) in Internal Control - Integrated Framework.
Based
on
its assessment, management believes that, as of June 30, 2007, our internal
control over financial reporting is effective based on those
criteria.
Management’s
assessment of the effectiveness of internal control over financial reporting
as
of June 30, 2007, has been audited by KPMG LLP, the independent registered
public accounting firm who also audited our consolidated financial statements.
KPMG LLP’s attestation report on management’s assessment of the Company’s
internal control over financial reporting appears on page 30
herein.
Design
and Changes in Internal Control over Financial Reporting
The
design, monitoring, and revision of the system of internal accounting controls
involves, among other things, management’s judgments with respect to the
relative cost and expected benefits of specific control measures.
There
were no changes in our internal control over financial reporting that occurred
during the quarter ended June 30, 2007, that have materially affected, or are
reasonably likely to materially affect, our internal control over financial
reporting.
PART
III
Certain
information required to be set forth in Part III of this report is incorporated
by reference to our definitive Proxy Statement which will be filed with the
SEC
not later than 120 days after the end of the fiscal year covered by this Annual
Report on Form 10-K. Only those sections of the definitive Proxy Statement
which
specifically address the items set forth herein are incorporated by reference.
Such incorporation does not include the Compensation Committee Report included
in the definitive Proxy Statement.
Item
10.
Directors and Executive Officers of the Registrant
The
information required by this Item, with the exception of the Code of Ethics
disclosure below, is incorporated herein by reference to our definitive Proxy
Statement to be filed in connection with the 2007 Annual Meeting of
Stockholders.
Code
of Ethics
We
have
adopted a Code of Ethics that applies to our principal executive officer,
principal financial officer, principal accounting officer or controller, or
persons performing similar functions. A copy of the Code of Ethics was filed
as
Exhibit 14 to our Annual Report on Form 10-K for the year ended June 30,
2003, filed with the SEC on September 19, 2003.
The
information required by this Item is incorporated herein by reference to our
definitive Proxy Statement to be filed in connection with the 2007 Annual
Meeting of Stockholders.
Item
12.
Security Ownership of Certain Beneficial Owners and Management and Related
Stockholder Matters
The
information required by this Item, is incorporated herein by reference to our
definitive Proxy Statement to be filed in connection with the 2007 Annual
Meeting of Stockholders. The following table provides certain information as
of
June 30, 2007, with respect to our compensation plans and other arrangements
under which shares of our common stock are authorized for issuance.
Equity
Compensation Plan Information
The
following table summarizes our equity compensation plans as of June 30,
2007:
Plan
Category
|
|
(a)
Number
of securities
to
be issued
upon
exercise
of
outstanding options,
warrants
and rights
|
|
(b)
Weighted-average
price
of
outstanding
options,
warrants
and rights
|
|
(c)
Number
of securities
remaining
available
for
future issuance
|
Equity
compensation plans
approved
by security holders
|
|
882,410
|
|
$9.54
|
|
800,871
|
|
|
|
|
|
|
|
Equity
compensation plans
not
approved by security holders
|
|
Not
applicable
|
|
Not
applicable
|
|
Not
applicable
|
Item
13.
Certain Relationships and Related Transactions
The
information required by this Item is incorporated herein by reference to our
definitive Proxy Statement to be filed in connection with the 2007 Annual
Meeting of Stockholders.
Item
14.
Principal Accounting Fees and Services
The
information required by this Item is incorporated herein by reference to our
definitive Proxy Statement to be filed in connection with the 2007 Annual
Meeting of Stockholders.
PART
IV
Item
15.
Exhibits, Financial Statement Schedule
|
Page
Number of
Annual
Report
on
Form 10-K
|
(a) List
of Documents filed as part of this Report
|
|
|
|
(1) Financial
Statements
|
|
|
|
Reports
of Independent Registered
Public Accounting Firm - KPMG LLP
|
|
|
|
Consolidated
Balance
Sheets
|
|
|
|
Consolidated
Statements of
Operations
|
|
|
|
Consolidated
Statements of Cash
Flows
|
|
|
|
Consolidated
Statements of
Stockholders’ Equity
|
|
|
|
Notes
to Consolidated Financial
Statements
|
|
|
|
(2) Financial
Statement Schedule
|
|
|
|
Schedule
I - Valuation and
Qualifying Account
|
|
|
|
(b) Exhibits
(Numbered in accordance with Item 601 of Regulation S-K).
3.1
|
Amended
and Restated Certificate of Incorporation of the Company. (Incorporated
by
reference to the Company’s Quarterly Report on Form 10-Q for the quarterly
period ending December 31, 2005, filed with the SEC on January 30,
2006.)
|
3.2
|
Certificate
of Designation for Series A Junior Participating Preferred Stock.
(Incorporated by reference to Exhibit 3.3 to the Company’s Annual Report
on Form 10-K for the fiscal year ended June 30, 2000, filed with
the SEC
on September 28, 2000.)
|
3.3
|
Amended
and Restated By-laws of the Company. (Incorporated by reference
to Exhibit 3 to the Company’s Current Report on Form 8-K filed with the
SEC on July 3, 2006.)
|
4.1
|
Amended
and Restated Certificate of Incorporation of the Company. (Incorporated
by
reference to the Company’s Quarterly Report on Form 10-Q for the quarterly
period ending December 31, 2005, filed with the SEC on January 30,
2006.)
|
4.2
|
Certificate
of Designation for Series A Junior Participating Preferred Stock.
(Incorporated by reference to Exhibit 3.3 to the Company’s Annual Report
on Form 10-K for the fiscal year ended June 30, 2000, filed with
the SEC
on September 28, 2000.)
|
4.3
|
Rights
Agreement, dated as of July 20, 2000, between Celadon Group, Inc.
and
Fleet National Bank, as Rights Agent. (Incorporated by reference
to
Exhibit 4.1 to the Company’s Registration Statement on Form 8-A,
filed with the SEC on July 20, 2000.)
|
4.4
|
Amended
and Restated By-laws of the Company. (Incorporated by reference
to Exhibit 3 to the Company’s Current Report on Form 8-K filed with the
SEC on July 3, 2006.)
|
10.1
|
Celadon
Group, Inc. 1994 Stock Option Plan. (Incorporated by reference to
Exhibit
B to the Company’s Proxy Statement on Schedule 14A, filed with the SEC
October 17, 1997.) *
|
10.2
|
Employment
Contract dated January 21, 1994 between the Company and Stephen Russell.
(Incorporated by reference to Exhibit 10.43 to the Company’s Registration
Statement on Form S-1, Registration No. 33-72128, filed with the
SEC on
November 24, 1993.) *
|
10.3
|
Amendment
dated February 12, 1997 to Employment Contract dated January 21,
1994
between the Company and Stephen Russell. (Incorporated by reference
to
Exhibit 10.50 to the Company’s Annual Report on Form 10-K filed with the
SEC on September 12, 1997.) *
|
10.4
|
Celadon
Group, Inc. Non-Employee Director Stock Option Plan. (Incorporated
by
reference to Exhibit A to the Company’s Proxy Statement on Schedule 14A,
filed with the SEC on October 14, 1997.) *
|
10.5
|
Amendment
No. 2 dated August 1, 1997 to Employment Contract dated January 21,
1994
between the Company and Stephen Russell. (Incorporated by reference
to
Exhibit 10.54 to the Company’s Quarterly Report on Form 10-Q filed with
the SEC on February 11, 1998.) *
|
10.6
|
Rights
Agreement, dated as of July 20, 2000, between Celadon Group, Inc.
and
Fleet National Bank, as Rights Agent. (Incorporated by reference
to
Exhibit 4.1 to the Company’s Registration Statement on Form 8-A, filed
with the SEC on July 20, 2000.)
|
10.7
|
Amendment
No. 3 dated July 26, 2000 to Employment Contract dated January 21,
1994
between the Company and Stephen Russell. (Incorporated by reference
to
Exhibit 10.19 to the Company’s Annual Report on Form 10-K filed with the
SEC on September 30, 2002.) *
|
10.8
|
Amendment
No. 4 dated April 4, 2002 to Employment Contract dated January 21,
1994
between the Company and Stephen Russell. (Incorporated by reference
to
Exhibit 10.20 to the Company’s Annual Report on Form 10-K filed with the
SEC on September 30, 2002.) *
|
10.9
|
Separation
Agreement dated March 3, 2000 between the Company and Paul A. Will.
(Incorporated by reference to Exhibit 10.21 to the Company’s Annual Report
on Form 10-K filed with the SEC on September 30, 2002.)
*
|
10.10
|
Amendment
dated September 30, 2001 to Separation Agreement between the Company
and
Paul A. Will dated March 3, 2000. (Incorporated by reference to Exhibit
10.22 to the Company’s Annual Report on Form 10-K filed with the SEC on
September 30, 2002.) *
|
10.11
|
Amendment
No. 5 dated November 20, 2002 to Employment Contract dated January
21,
1994 between the Company and Stephen Russell. (Incorporated by reference
to Exhibit 10.19 to the Company’s Annual Report on Form 10-K filed with
the SEC on September 19, 2003.) *
|
10.12
|
Credit
Agreement dated as of September 26, 2005 among the Company, certain
of its
subsidiaries, LaSalle Bank National Association, and certain other
lenders. (Incorporated by reference to Exhibit 10.1 to the Company’s
Current Report on Form 8-K filed with the SEC on September 30,
2005.)
|
10.13
|
Stock
Appreciation Rights Plan effective April 4, 2002. (Incorporated by
reference to Exhibit 10.23 to the Company’s Quarterly Report on Form
10-K/A filed with the SEC on October 28, 2005.)
*
|
10.14
|
Celadon
Group, Inc., 2006 Omnibus Incentive Plan. (Incorporated by reference
to
Appendix B to the Company’s definitive proxy statement, filed with the SEC
on December 19, 2005.) *
|
10.15
|
First
Amendment to Credit Agreement dated December 23, 2005, among the
Company,
certain of it subsidiaries, LaSalle Bank National Association,
and certain
other lenders. (Incorporated by reference to Exhibit 10.21 to the
Company’s Quarterly Report on Form 10-Q filed with the SEC on January 30,
2006.)
|
10.16
|
Celadon
Group, Inc. Form of Award Notice for Employees for Restricted Stock
Awards. (Incorporated by reference to Exhibit 10.23 to the Company’s
Quarterly Report on Form 10-Q filed with the SEC on May 4, 2006.)
*
|
10.17
|
Celadon
Group, Inc. Form of Award Notice for Stephen Russell for Restricted
Stock
Award. (Incorporated by reference to Exhibit 10.24 to the Company’s
Quarterly Report on Form 10-Q filed with the SEC on May 4, 2006.)
*
|
10.18
|
Celadon
Group, Inc. Form of Award Notice for Employees for Incentive Stock
Option
Grants. (Incorporated by reference to Exhibit 10.25 to the Company’s
Quarterly Report on Form 10-Q filed with the SEC on May 4, 2006.)
*
|
10.19
|
Celadon
Group, Inc. Form of Award Notice for Non-Employee Directors for
Non-Qualified Stock Option Grants. (Incorporated by reference to
Exhibit
10.26 to the Company’s Quarterly Report on Form 10-Q filed with the SEC on
May 4, 2006.) *
|
10.20
|
Asset
Purchase Agreement dated October 6, 2006 by and among Erin Truckways,
Ltd.
d/b/a Digby Truckline, Inc., Cynthia J. Bedore, and Celadon Trucking
Services, Inc. (Incorporated by reference to Exhibit 10.21 to
the Company’s Quarterly Report on Form 10-Q filed with the SEC on February
5, 2007.)
|
14
|
Celadon
Group, Inc. Code of Business Conduct and Ethics adopted by the
Company on
April 30, 2003. (Incorporated by reference to Exhibit 10.20 to
the
Company’s Annual Report on Form 10-K filed with the SEC on September 19,
2003.)
|
|
Subsidiaries.
#
|
|
Consent
of Independent Registered Public Accounting Firm - KPMG LLP.
#
|
|
Certification
pursuant to Item 601(b)(31) of Regulation S-K, as adopted pursuant
to
Section 302 of the Sarbanes-Oxley Act of 2002, by Stephen Russell,
the
Company’s Chief Executive Officer. #
|
|
Certification
pursuant to Item 601(b)(31) of Regulation S-K, as adopted pursuant
to
Section 302 of the Sarbanes-Oxley Act of 2002, by Paul A. Will,
the
Company’s Chief Financial Officer. #
|
|
Certification
pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section
906 of
the Sarbanes-Oxley Act of 2002, by Stephen Russell, the Company’s Chief
Executive Officer. #
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Certification
pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section
906 of
the Sarbanes-Oxley Act of 2002, by Paul A. Will, the Company’s Chief
Financial Officer. #
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_______________________
*
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Management
contract or compensatory plan or arrangement.
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#
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Filed
herewith.
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Pursuant
to the requirements of Section 13 or 15(d) of the Exchange Act, the registrant
has duly caused this report to be signed on its behalf by the undersigned,
thereunto duly authorized, this August 29, 2007.
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Celadon
Group, Inc.
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By:
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/s/
Stephen Russell
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Stephen
Russell
Chairman
of the Board and
Chief
Executive Officer
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Pursuant
to the requirements of the Exchange Act, this report has been signed below
by
the following persons on behalf of the registrant and in the capacities and
on
the dates indicated.
Signature
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Title
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Date
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/s/
Stephen Russell
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Chairman
of the Board and
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August
29, 2007
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Stephen
Russell
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Chief
Executive Officer
(Principal
Executive Officer)
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/s/
Paul A. Will
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Vice
Chairman of the Board, Chief
Financial
Officer, Treasurer, and
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August
29, 2007
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Paul
A. Will
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Asst.
Secretary (Principal Financial and
Accounting
Officer)
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/s/
Michael Miller
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Director
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August
29, 2007
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Michael
Miller
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/s/
Anthony Heyworth
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Director
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August
29, 2007
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Anthony
Heyworth
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/s/
Cathy Langham
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Director
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August
29, 2007
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Cathy
Langham
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