Preliminary Results

CareTech Holdings PLC

("CareTech" or "the Group" or "the Company")

Preliminary Results for the year ended 30 September 2010

CareTech Holdings PLC (AIM: CTH), a leading UK provider of specialist social care services, is pleased to announce its preliminary results for the year ended 30 September 2010.

Highlights

Statutory Financial Highlights

(i) EBITDA is operating profit stated before depreciation, share-based payments charge, amortisation of intangible assets and adjustments (explained in note 2).

(ii) Profit before tax and diluted earnings per share are stated before amortisation of intangible assets and adjustments (explained in note 2).

(iii) EBITDA is operating profit stated before depreciation, share-based payments charge and amortisation of intangible assets.

Commenting on the results, Farouq Sheikh, Executive Chairman said:

"We are delighted, during our fifth year as a public Company, to continue to report strong growth.

The 2010 results demonstrate our ability to deliver further growth, against consistent strategic objectives. Our extended care pathway range of services, young service users, high quality provision and existing growth capital provide the Group with a strong platform going forward.

With a significant pipeline of further acquisition opportunities complementing our continued focus on organic growth, we are in a favourable position to support local authorities and service users with an effective and growing range of services. I look forward with confidence to further progress in 2011."

For further information please contact:

Chairman's Statement

Overview

We are delighted, during our fifth year as a public Company, to continue reporting strong growth. I am especially pleased that in the last 5 years since IPO we have increased:

·; Capacity from 423 to 1,809;

·; Revenue from £22.5m to £89.7m;

·; EBITDA from £2.4m to £24.8m;

·; Diluted EPS from 4.1p to 30.6p.

During this period we have established a strong presence in the social care market having developed a well defined range of services offering "care pathways" across a number of geographical areas. Our passionate and committed staff have played a key role in achieving this whilst maintaining the highest standards of care for our service users. I am thankful to each and every member of staff for their valued contribution over this period.

Results

Revenue of £89.7m (2009: £83.4m) for the year to 30 September 2010 represented growth of 8% and generated EBITDA growth of 9% to £24.8m (2009: £22.8m).

The 20% growth in profit before tax to £18.4m (2009: £15.3m) incorporates both the strong EBITDA growth and favourable year on year net financial expenses arising from an effective capital structure including attractive banking arrangements negotiated during the year.

In March 2010 we raised £15m, before expenses, by a placing of 3.75m new ordinary shares. Reflecting the increased number of shares in issue, our diluted earnings per share grew by 13% to 30.6p (2009: 27.2p).

Cash inflows from operating activities before tax of £22.3m (2009: £19.8m) were 13% higher than the corresponding year, further demonstrating the quality of the Group's income stream. Net debt at 30 September 2010 of £113.3m (2009: £93.4m) includes consideration for acquisitions announced during the second half of the year and further investment in the organic development of the Group. Our robust balance sheet is supported by freehold properties now estimated at a value of £228m and bank facilities of £165m.

Dividend

The Board has proposed a final dividend of 3.66p (2009: 3.10p) per share bringing the total dividend for the year to 5.50p (2009: 4.70p), being growth of 17%. The final dividend will be paid, subject to shareholder approval, on 18 February 2011 to Shareholders on the register of members on 14 January 2011. Our policy is to increase the total dividend each year broadly in line with the increase in diluted earnings per share.

Strategy

During our 5 years as a public company we have successfully delivered against a consistent strategy. Our strategy remains the same; to continue developing a range of focused specialist social care services and to extend the geographical presence of the Group.

Whilst local authorities are under pressure to reduce public spending, the vulnerability of the people who we support together with the strong demographic drivers of our chosen markets continues to provide a highly sustainable and growing market for the Group's care pathway range of services.

We have established ourselves as a leading provider of specialist social care solutions and yet have less than a 2% share of the markets in which we operate. Through a strategy of selective acquisitions and investment in organic growth, we continue to consolidate and grow our market share.

Since putting in place approximately £85m of available funds in April 2010, through the £15m share placing and by extending the Group's bank facility to £165m, we have announced six strategic acquisitions which have increased capacity by 278 places. Further details of these acquisitions are provided in the Chief Executive's Statement and Operating Review. Four of these acquisitions have extended our care pathway range of children's services, into the specialisms of fostering and emotional behavioural disorders ("EBD"), whilst the acquisition of Uplands extended our specialist mental health capacity and St. Michael's expanded the geographical coverage of our adult supported living services into North London.

Capacity has also increased by 101 places during the year through organic initiatives including small bolt-on acquisitions. We are pleased to report that our standards of care quality continue to support high levels of occupancy.

Our people

Due to the expansion of the Group during the year and its positioning for further growth, we are delighted to welcome a significant number of new colleagues. I would like to thank all of our employees for their commitment, dedication and hard work in delivering outstanding services every day and their overall contribution to Group performance during the year.

Outlook and prospects

The 2010 results demonstrate our ability to deliver further growth, against consistent strategic objectives. Our extended care pathway range of services, young service users, high quality provision and existing growth capital provide the Group with a strong platform going forward.

With a significant pipeline of further acquisition opportunities complementing our continued focus on organic growth, we are in a favourable position to support local authorities and service users with an effective and growing range of services. I look forward with confidence to further progress in 2011.

Farouq Sheikh

Chairman

9 December 2010

Chief Executive's Statement & Operating Review

Overview of progress

During the year to 30 September 2010 we have continued to deliver growth, both organically and by acquisition, whilst at the same time developing an operational platform which we are confident will support our strategy.

Capacity during the year was increased by 379 such that we are able to support up to 1,809 vulnerable people. Even with this 27% increase in capacity, we were still able to report that occupancy levels remained high at around 86% including facilities being developed and between 92% and 93% for established services.

Organic initiatives, including small bolt-on acquisitions, contributed 101 places towards the Group's overall capacity increase during the financial year. Regional expansion in Yorkshire was strong and supported living services continued to be developed across the Group in response to market demand. We were also pleased to purchase a number of homes in North Wales. To help attract placements we continue to invest in our substantial freehold property portfolio including reconfiguration projects where the nature of service is modified in order to support the changing needs of service users and/or their respective placing commissioners.

During the second half of the 2010 financial year we announced six acquisitions which increased capacity by 278 places. Further details of these are provided later in my review.

Our internal management structure has been further developed. We established an acquisitions and development team during the year and attracted a number of experienced sector specialists to our operational team. In addition, we have invested further in our support functions including finance, human resources, estates management and quality. A project to provide an integrated software solution across the Group is also in progress.

Local authorities continue to demand high quality services at competitive fee rates and we believe that the progress made by our Group during the year provides us with a range of specialist services which are delivered from an efficient and effective cost base, placing us in a favourable market position.

Strategic Acquisitions

Acquisitions are undertaken in line with our strategy of extending the care pathway range of services and expanding the geographical reach of the Group. During the second half of our financial year we announced six acquisitions for a combined consideration of £29.6m including deferred and contingent consideration of £5.5m which together are expected to be accretive to earnings in the first full year of operation. Some of the key attractions of each acquisition are as follows:

Greenfields Care Group Ltd ("Greenfields") specialises in delivering positive outcomes for children with Emotional and Behavioural Disorders (EBD). Established in 2000 Greenfields has a capacity of 17 beds across 7 homes in South East Wales and around Bristol, it supports and educates children aged between 11 and 18 years old. We see the acquisition as a high quality entry platform for CareTech to support local authorities with EBD services as part of our care pathway solution for children's services.

St. Michaels Support and Care Ltd ("St.Michael's") is a good quality supported living business for people with learning difficulties and mental health requirements. With a capacity of 38 beds the business has established a strong reputation in North London and extends the care pathway range of services that CareTech is able to offer in this geographical area.

Outlook Fostering Services Ltd ("Outlook") was established in 2002 and has continued to grow its market share by providing an outsourcing solution to local authorities, with a quality rating of "Outstanding". Outlook's strong pipeline of foster carers has been maintained through effective recruitment and training programmes. On acquisition 85 children, aged from birth to 18 years old, were cared for by Outlook foster parents for funding authorities located mainly in London and the Home Counties. We are delighted to have found such a strong partner to support CareTech's entry into this highly fragmented and fast growing area of social care provision and we look forward to the complementary benefits of offering a fostering solution alongside our existing children's residential and family assessment services.

Park Foster Care ("Park") is a high quality provider of fostering services with well established relationships across a number of local authorities. Based in Nantwich, Park joined the Group with 87 child placements and is an attractive extension to the geographical coverage of CareTech's fostering services.

Branas Isaf has the capacity to support 21 children with complex Emotional and Behavioural Disorders (EBD). The services, provided from freehold properties based in North Wales, further extend the Group's range of children's EBD solutions and their specialist nature attracts local authority placements from a wide geographical reach.

Uplands is a community-based, freehold mental health hospital in Hampshire with a capacity of 30. The acquisition of Uplands provides exciting opportunities for the Group to extend its specialist mental health capability and develop complementary services from a well established platform.

Care pathway range of services

All of our activities are as a provider of specialist social care. A key aspect of our strategy is to provide a well defined yet broad range of specialist services to support commissioners, tailored for the care and desired outcomes of individual service users. The range of services offered by the Group to meet market demand is referred to as a care pathway. We have care pathways in the following specialties:

(i) Adult learning difficulties; including residential care homes, independent supported living and community support services.

(ii) Families and young people; including residential care facilities for learning difficulties and emotional behavioural disorders ("EBD"), foster care services and family assessment.

(iii) Mental health; including a community based hospital, residential care homes, independent supported living and community outreach.

Principal risks

The Group has policies and processes in place to identify, mitigate and manage operational risks.

The following summarises the key issues which could have a material impact on our reputation, operations or financial performance:

·; Delivering high standards of care;

·; Compliance with regulations, legislation or duties of care;

·; Managing our people effectively including attracting, retaining and developing talent;

·; Significant changes in government policy or legislation that impact market opportunities or operating performance;

·; Managing profit margins if movements in operating costs are detrimental relative to changes in fee rates;

·; Maintaining occupancy levels;

·; Outbreak of pandemic illness that severely affects our staffing or occupancy levels;

·; Funding to meet current and future business requirements.

Risk management

We have a strong focus on the quality of services that we provide with our reporting and management structure being complemented by a comprehensive internal quality audit function working under the leadership of our Director of Quality and Performance.

Many of our services are regulated by Ofsted and the Care Quality Commission ("CQC"). Overall, 87% of our service users are looked after in good or excellent rated facilities.

Across the Group we have a well defined management structure with clear principles of delegation and authority supported by written policies and procedures. At the same time we encourage a culture of open communication, with both internal and external stakeholders, together with "whistleblowing" facilities.

We monitor and regularly review key performance indicators as indicated below.

Led by the Director of Human Resources, our managers have a clear focus on selective recruitment and staff learning and development requirements - supported by policies and practices to align staff skills with CareTech's current and future needs.

Insurance policies are maintained and the adequacy of these are reviewed at regular intervals.

Large and growing market

Across the UK it is estimated that there are 1.4m adults with learning difficulties ("LD") and/or mental health ("MH") conditions, of which around 185,000 need care and support costing a total of £7.4bn. The residential adult LD component of this market is worth £3.2bn and cares for 54,000 individuals whilst the residential MH element amounts to £1.3bn for 29,000 people. The remaining £2.9bn of care is provided to adults who require supported living, community outreach services etc.

The adult LD and MH market is not only large, as explained above, but also growing by approximately 5.5% p.a. due to advances in medical science and demographic profiles.

Adult LD and MH market demand is satisfied by a highly fragmented profile of providers. Approximately 33% of provision is by the "not for profit" sector and about 20% is provided for by local authorities themselves and may present opportunities for further outsourcing. The remaining 47% of the adult market is satisfied by the independent sector of which CareTech is a part. 70% of independent providers have three facilities or less and the largest six together have less than 10% market share. CareTech has less than a 2% share of the overall adult market and is one of the largest providers.

The market for specialist children's services is also large and highly fragmented. Across England alone there are 64,000 children looked after and this market grew by 5.7% during the past year. 74% (47,200 places) of these children are in foster care which costs £1.1bn p.a. in total, CareTech has less than a 0.5% market share and local authorities themselves facilitate 61% of the country's fostering services.

Residential children's services provide for about 8,170 children in England and this market has grown by 4.3% during the past year. CareTech have a market share of less than 2%.

Our chosen markets are large and growing, yet highly fragmented. We are a leading player with less than 2% market share across the care pathway range of services. We see considerable opportunities to further consolidate the market in which we operate.

Strategy, objectives and key performance indicators ("KPI's)

Our strategy of extending the care pathway range of specialist social services across an expanding geographical reach is complemented by a number of short, medium and long term objectives.

The objectives of CareTech include gaining market share by delivering high quality services. We regard our reputation and relationships with service users, social workers, commissioners, staff and the community as critical and take our responsibilities in this respect very seriously. Attracting, retaining and developing our staff is an important objective as their performance underpins service delivery performance and strategic growth. Also, to provide and support further funding for expansion and investment we are continually focused on operating efficiently in the interest of all of our stakeholders.

To monitor and measure the Group's performance against its objectives a number of KPI's are focused on, including the following:

·; Quality ratings for individual services;

·; Occupancy movements;

·; Staffing levels and headcount movements;

·; Care staff costs relative to service income;

·; EBITDA;

·; Profit before tax;

·; Earnings per share;

·; Net debt;

·; Capacity growth;

·; Investment capital applied as a multiple of EBITDA growth.

Outlook

Economic conditions remain complex and the pressures on public spending present both challenges and opportunities in our market. As one of the largest and strongest providers of services in our sector, with a robust balance sheet and effective business model, we are well positioned to gain market share through both organic developments and by acquisition. I look forward to the year ahead with confidence.

Haroon Sheikh

Chief Executive Officer

9 December 2010

Finance Review

Overview

The Group has made considerable progress during the year. In March 2010 we raised £15m, before expenses, by placing 3.75m ordinary shares and in April 2010 enhanced banking arrangements were announced following the negotiation of a £165m facility on attractive terms. Together with our highly visible stream of operating cash flow, the Group was extremely well positioned to make strategic acquisitions and gain market share against a background of challenging economic conditions. During the second half of our financial year we were delighted to announce six strategic acquisitions which extended our care pathway range of services and expanded the Group's geographical coverage.

Income Statement

The income statement, before adjustments, for the year is summarised below:

Revenue

Revenue of £89.7m (2009: £83.4m) was 7.5% higher than in 2009. Excluding the revenue in both years for Lyndhurst (which was acquired in 2009) and that generated by the six acquisitions announced during 2010, revenue grew by 2.3%.

In our established services we continued to experience high levels of occupancy and reported just over 92% occupancy at 30 September 2010. When blended with facilities under development the overall occupancy level during the second half of the year and at 30 September 2010 was just over 86% of capacity. With local authority budgets being under pressure, most of our revenue growth was delivered from increases in the volume of occupancy.

The Group's revenue profile is strong. We currently have placements with 164 funding organisations including local authorities and primary care trusts and our largest ten relationships account for approximately 35% of total revenue. The average age of our service users is 38 years old and this, together with the quality of our facilities, underpins high levels of visibility for revenue and operating cash flow.

As explained in the Chief Executive's Statement and Operating Review, we have extended our care pathway range of services during the financial year. Adult learning difficulty services now contribute 86% of Group revenue including community and supported living services. Four of the six acquisitions announced during 2010 are family and young people services which together with organic provision have contributed 12% of total Group revenue. Mental health provision represented 2% of our care pathway range of integrated services.

EBITDA

Excluding all acquisitions announced during both 2009 and 2010 financial years, the EBITDA margin was broadly the same at around 27% of revenue. Increased occupancy delivered overall growth in gross profit whilst the effective control of care costs enabled margins to be maintained.

Including acquisitions EBITDA grew by 9.1% to £24.8m (2009: £22.8m). Fostering services do not require high levels of organic capital investment and operate on lower profit margins compared to some of the other care pathway solutions. As the number of children looked after in foster care continues to grow, following the acquisitions of Outlook and Park, there may be a consequential effect on Group margins. However, the remaining four acquisitions announced during 2010 enhanced the overall EBITDA margin of 27.7% (2009: 27.3%).

Administrative expenses, before depreciation and share-based payments charge, of £12.6m (2009: £10.8m) increased by £1.8m during the year and represent 14% of Group revenue. Property rental costs of £5.3m are included within these administrative expenses and are 6% of revenue. We continue to invest in our operating and management structures in order to facilitate further growth.

Operating profit and profit before tax

A higher depreciation charge of £2.5m (2009: £2.2m), reflected ongoing and additional investment in both our substantial portfolio of freehold properties and infrastructure including motor vehicles and information technology. Following this charge and share-based payments, operating profit grew by 8.4% to £22.1m (2009: £20.4m).

Net financial expenses of £3.7m (2009: £5.1m) were lower than the previous year mainly due to LIBOR rates being significantly higher in the corresponding period. In April 2010 we established effective hedging instruments, alongside our enhanced bank facilities, to limit the Group's exposure to movements in LIBOR. Currently we have in place a LIBOR cap of 1.80% rising to 2.75% over the remaining term of our bank facility expiring in April 2013, on a notional amount of £55m. With attractive bank arrangements in place we are well positioned to fund our income stream at an effective overall cost of capital.

Profit before tax of £18.4m (2009: £15.3m) has grown by 20.3%.

Taxation and diluted earnings per share

The effective tax rate continues at 20% and reflects management's expectations of future capital investment relative to available capital allowances.

In March 2010 we increased our shares in issue by 8.2% through a placing of 3.75m ordinary shares. With a greater average number of shares in issue, we are pleased to report growth in diluted earnings per share of 12.6% to 30.57p (2009: 27.15p) per share.

Dividends

CareTech's policy is to increase the total dividend each year broadly in line with the growth in earnings per share before adjustments. The Board has proposed a final dividend of 3.66p (2009: 3.10p) per share bringing the total dividend for the year to 5.50p (2009: 4.70p), a growth of 17%. Dividend cover for 2010, based upon diluted earnings per share before adjustments, was 5.6 times (2009: 5.8 times).

Adjustments

As more fully explained in note 2 to the financial statements, the Directors have separately disclosed a number of adjustments on the face of the income statement. The adjustments include similar matters to those separately disclosed in previous years as significant items, together with acquisition and development related items. IFRS 3 (as revised) has been adopted such that costs associated with acquisitions have been charged to the income statement, these are included within adjustments.

Cash flow and net debt

The cash flow statement and movement in net debt for the year is summarised below:

Net debt at 30 September 2010 of £113.2m (2009: £93.4m) has increased by £19.8m during the financial year. We raised £14.6m through a share placing and invested £42.3m in acquisitions and capital improvements during the year.

Adjustments, highlighted earlier within the income statement, had a cash outflow effect of £8.6m. The payment of acquisition and development related costs amounted to £4.5m and settlements arising from ineffective hedging arrangements contributed a cash outflow of £3.0m (2009: £1.6m). Also included in adjustments is a £1.1m movement in respect of bank facility arrangement fees.

Excluding the share placing proceeds, adjustments, acquisitions and capital expenditure referred to above the Group generated net surplus funds of £16.5m (2009: £11.6m) which demonstrates the high quality of our income stream.

Cash inflows from operating activities

The £22.3m (2009: £19.8m) cash inflow from operating activities, before adjustments, represents a 90% (2009: 87%) EBITDA cash conversion ratio, being a further year on year enhancement. Working capital increased as funding authorities pay on credit terms and the Group revenue continues to grow.

Tax, interest and dividend cash flows

Interest paid of £3.7m (2009: £4.1m) is reflective of the net financial expenses per the income statement, whilst dividends paid are consistent with the relevant section earlier in this review.

Net tax receipts of £0.2m (2009: £2.2m paid) arose due to cumulative relief for minimum future lease payments and an enhanced level of capital allowance claims.

Acquisitions and capital expenditure

During the year we invested funds of £42.3m (2009: £18.4m) and, in addition, estimate that £15.3m may become payable as deferred and contingent consideration in respect of acquisitions completed during the year. Together, this investment of £57.6m can be further analysed as follows:

The investment of £29.6m relates to the strategic acquisition of Greenfields, St Michael's, Outlook, Park, Branas Isaf and Uplands; further details of which are explained in the Chief Executive's Statement and Operating Review as well as in the notes to the financial statements.

Investment in other acquisitions during the year of £18.2m includes a one-way option to purchase a freehold property for £7.5m. The remaining £10.7m was in respect of four small acquisitions.

Deferred consideration of £3.3m was settled in cash during the year, mainly relating to the acquisition, in 2008, of Beacon's freehold property portfolio.

Capital expenditure of £6.5m includes approximately £3m to maintain our portfolio of assets together with the purchase of around £3.5m of assets to facilitate growth.

Banking arrangements

In April 2010 we refinanced our debt facilities on attractive terms. £165m of bank facilities were made available to the Group consisting of an £85m term loan and £80m revolving credit line. The facilities expire in April 2013 and the term facility amortises by £18.5m over the remaining term.

As referred to earlier in this Review, we established effective LIBOR hedging instruments alongside the competitive terms of our bank facility.

We are delighted to have developed strong relationships with Lloyds and Santander alongside that already enjoyed with RBS.

The Group continues to operate comfortably within its bank covenants and at 30 September 2010 had £51.8m of facility headroom to support the strategy of consolidating the fragmented markets in which we operate.

Outlook

With a substantial portfolio of freehold properties, highly predictable income stream and existing access to growth capital through attractive banking arrangements, the Group is in a strong position to continue as a leading provider of high quality specialist social care services in a fragmented, large and growing market.

David Pugh

Group Finance Director

9 December 2010

Consolidated Income Statement

for the year ended 30 September 2010

(i) See note 2.

(ii) EBITDA is operating profit stated before depreciation, amortisation of intangible assets and share-based payments charge.

Consolidated Statement of Comprehensive Income

for the year ended 30 September 2010

Consolidated Statement of Changes in Equity

for the year ended 30 September 2010

Consolidated Balance Sheet

at 30 September 2010

These financial statements were approved by the Board of Directors on 9 December 2010 and were signed on its behalf by:

F. Sheikh D. R. Pugh

Chairman Group Finance Director

Company number: 4457287

Consolidated Cash Flow Statement

for the year ended 30 September 2010

Notes

1 Background and basis of preparation

CareTech Holdings PLC (the 'Company') is a company registered and domiciled in England and Wales. The consolidated financial statements of the Company for the year ended 30 September 2010 comprise the Company and its subsidiaries (together referred to as the 'Group').

The information contained within this Preliminary Announcement has been extracted from the financial statements which have been prepared in accordance with IFRS as adopted by the European Union ('adopted IFRS'), and with those parts of the Companies Act 2006 applicable to companies reporting under adopted IFRS.

The financial information in this announcement does not constitute statutory accounts for the year ended 30 September 2010 but is derived from these accounts.

The preliminary announcement for the year ended 30 September 2010 was approved by the Board for release on 9 December 2010.

2 Adjustments

Adjustments are those items of financial performance that, in the opinion of the Directors, should be disclosed separately in order to improve a reader's understanding of the trading performance achieved by the Group. Adjustments comprise the following:

(i) Following adoption of IFRS 3 (as revised) in this accounting period, items associated with business combinations and developments have been taken to the income statement as incurred. No restatement has been made to prior years to reflect the adoption of the new standard.

(ii) Adjustments relate to non-cash additional charges under IAS 17 which incorporates recognising the effect of future minimum lease payment uplifts on a straight-line basis.

(iii) In April 2010, the Group completed new banking arrangements. As such, the unamortised element of loan finance costs related to the previous facility was written off.

(iv) Charges relating to derivative financial instruments include the movements during the year in the fair value of interest rate swaps which are not designated as hedging instruments and therefore do not qualify for hedge accounting.

(v) Represents the current tax on items (i), (ii), and (iii) above.

(vi) A deferred tax credit of £148,000 (2009: £1,375,000) arises in respect of a charge relating to derivative financial instruments in (iv) above. In addition, a credit of £1,251,000 (2009: £nil) arises in respect of changes in future corporation tax rates, together with a charge from the effects of full provision for deferred tax under IAS 12 amounting to £1,535,000 (2009: £751,000).

3 Financial expenses

In accordance with the revision to IAS 23, borrowing costs of £360,000 have been capitalised in the year. The capitalisation rate used to determine the amount of borrowing costs capitalised was 5%.

4 Taxation

(a) Recognised in the income statement

(b) Reconciliation of effective tax rate

The calculation of the Group's deferred tax charge is significantly impacted because of the fact that IAS 12 does not permit discounting of deferred tax liabilities. This has been included in note 2 in order to present earnings measures on a comparable basis, 2010: £1,535,000, (2009: £751,000).

5 Earnings per share

Diluted earnings per share is the basic earnings per share adjusted for the dilutive effect of the conversion into fully paid shares of the weighted average number of share options outstanding during the period.

6 Dividends

The aggregate amount of dividends comprises:

The aggregate amount of dividends proposed and not recognised as liabilities as at the year end is 3.66p per share, £1,814,828 (2009: 3.10p per share, £1,416,000).

7 Business combinations

(a) Acquisitions during 2010

The following acquisitions during the year have been accounted for as business combinations under IFRS 3 (revised).

In view of the large volume of relatively small acquisitions in the financial year information is presented in aggregate.

The following provisional fair value table summarises the various acquisitions made during the financial year:

The book values of the assets and liabilities were extracted from the underlying accounting records of the acquired entities on the date of acquisition. The fair value adjustments made to intangible fixed assets property, plant and equipment, debtors and creditors are to reflect their value on a going concern market value basis. The fair value adjustment to deferred tax arises due to the requirement to recognise deferred tax and goodwill on the fair value uplifts to intangible assets and property, plant and equipment. These acquisitions contributed revenue of £6,089,000 and EBITDA of £1,869,000 to the Group's result for the year ended 30 September 2010.

Goodwill arises due to the requirement to recognise deferred tax in respect of the fair value adjustments to intangible assets and property, plant and equipment, together with synergies expected to arise from combining operations, workforce in place and other intangible assets which do not qualify for separate recognition.

The bargain purchase credit is recognised within administrative expenses in the consolidated income statement and it represents the excess of assets and liabilities acquired (at fair value) over the fair value of consideration.

Each of the acquisitions was undertaken to enhance the Group's position in the industry. In each case control was obtained through the acquisition of the entire issued share capital.

(b) Reconciliation to Consolidated Cash Flow Statement

(c) Deferred and contingent consideration payable

Regarding the current year, amounts due within 1 year include £7,500,000 in respect of a currently exercisable one-way option to acquire freehold property entered into by the Group at the same time as an acquisition. This has been incorporated in the acquisition accounting applied and therefore forms part of the consideration. The decision to exercise is entirely at the discretion of the Group.

8 Share capital

On 8 October 2009, the Company issued 900,000 ordinary shares of 0.5p each to the vendors of Beacon in satisfaction of consideration due under the terms of the 2008 Beacon acquisition agreements.

On 15 March 2010, £15m before expenses was raised through the placing of 3,750,000 ordinary shares of 0.5p each in the Company at 400p per share.

9 Copies of the Annual Report and Accounts

Copies of the Annual Report and Accounts will be sent to Shareholders in due course and will be available to members of the public from the Company's registered office located at 5th Floor, Metropolitan House, 3 Darkes Lane, Potters Bar, Herts, EN6 1AG and on the Company's website: www.caretech-uk.com.