Vodafone 2008 Annual Report Download - page 88

On transition to IFRS, the Group elected not to apply IFRS 3, “Business
Combinations”, retrospectively as the difficulty in applying these requirements
to the large number of business combinations completed by the Group from
incorporation through to 1 April 2004 exceeded any potential benefits. Goodwill
arising before the date of transition to IFRS, after adjusting for items including
the impact of proportionate consolidation of joint ventures, amounted to
£78,753 million.
If the Group had elected to apply the accounting for business combinations
retrospectively, it may have led to an increase or decrease in goodwill and
increase in licences, customer bases, brands and related deferred tax liabilities
recognised on acquisition.
Intangible assets, excluding goodwill
Other intangible assets include the Group’s aggregate amounts spent on the
acquisition of 2G and 3G licences, computer software, customer bases, brands and
development costs. These assets arise from both separate purchases and from
acquisition as part of business combinations.
The relative size of the Group’s intangible assets, excluding goodwill, makes the
judgements surrounding the estimated useful lives critical to the Group’s financial
position and performance.
At 31 March 2008, intangible assets, excluding goodwill, amounted to £18,995
million (2007: £15,705 million) and represented 14.9% (2007: 14.3%) of the
Group’s total assets.
Estimation of useful life
The useful life used to amortise intangible assets relates to the future performance
of the assets acquired and management’s judgement of the period over which
economic benefit will be derived from the asset. The basis for determining the
useful life for the most significant categories of intangible assets is as follows:
Licences and spectrum fees
The estimated useful life is, generally, the term of the licence, unless there is a
presumption of renewal at negligible cost. Using the licence term reflects the
period over which the Group will receive economic benefit. For technology
specific licences with a presumption of renewal at negligible cost, the estimated
useful economic life reflects the Group’s expectation of the period over which the
Group will continue to receive economic benefit from the licence. The economic
lives are periodically reviewed, taking into consideration such factors as changes
in technology. Historically, any changes to economic lives have not been material
following these reviews.
Customer bases
The estimated useful life principally reflects management’s view of the average
economic life of the customer base and is assessed by reference to customer
churn rates. An increase in churn rates may lead to a reduction in the estimated
useful life and an increase in the amortisation charge. Historically, changes to the
estimated
useful lives have not had a significant impact on the Group’s results and
financial position.
Capitalised software
The useful life is determined by management at the time the software is acquired
and brought into use and is regularly reviewed for appropriateness. For computer
software licences, the useful life represents management’s view of expected
benefits over which the Group will receive benefits from the software, but not
exceeding the licence term. For unique software products controlled by the Group,
the life is based on historical experience with similar products as well as anticipation
of future events, which may impact their life, such as changes in technology.
Historically, changes in useful lives have not resulted in material changes to the
Group’s amortisation charge.
Property, plant and equipment
Property, plant and equipment also represent a significant proportion of the asset
base of the Group, being 13.1% (2007: 12.3%) of the Group’s total assets. Therefore,
the estimates and assumptions made to determine their carrying value and related
depreciation are critical to the Group’s financial position and performance.
Estimation of useful life
The charge in respect of periodic depreciation is derived after determining an
estimate of an asset’s expected useful life and the expected residual value at the
end of its life. Increasing an asset’s expected life or its residual value would result
in a reduced depreciation charge in the Consolidated Income Statement.
The useful lives of Group assets are determined by management at the time the
asset is acquired and reviewed annually for appropriateness. The lives are based
on historical experience with similar assets as well as anticipation of future events,
which may impact their life, such as changes in technology. Furthermore, network
infrastructure is only depreciated over a period that extends beyond the expiry
of the associated licence under which the operator provides telecommunications
services,
if there is a reasonable expectation of renewal or an alternative future use
for the asset.
Historically, changes in useful lives have not resulted in material changes to the
Group’s depreciation charge.
Cost capitalisation
Cost includes the total purchase price and labour costs associated with the
Group’s own employees to the extent that they are directly attributable to
construction costs, or where they comprise a proportion of a department directly
engaged in the purchase or installation of a fixed asset. Management judgement
is involved in determining the appropriate internal costs to capitalise and the
amounts involved. For the year ended 31 March 2008, internal costs capitalised
were £245 million (2007: £244 million) and represented approximately 5% (2007:
6%) of expenditure on property, plant and equipment and computer software.
86 Vodafone Group Plc Annual Report 2008
Critical Accounting Estimates continued
Vodafone – Financials