Mobico Q3 2025: Revenue Up, Guidance Trimmed, Hybrid Not Called
Mobico’s Q3 2025 trading update is a mixed bag: Group revenue year-to-date is up 5.4%, but adjusted operating profit is now expected at the lower end of the £180m to £195m range. Management is pushing a large cost reduction programme and doubling down on balance sheet strength. The Group also chose not to redeem its perpetual hybrid bond at the first call date, preserving cash but accepting a higher coupon from 2026.
Operationally, ALSA continues to do the heavy lifting with broad-based growth and a new €500m contract in Saudi Arabia, while the UK and parts of North America face headwinds from competition and contract issues. German Rail shows operational improvement, though funding uncertainty lingers.
Key numbers at a glance
| Metric | Update |
|---|---|
| Group revenue YTD | Up 5.4% vs prior year |
| Adjusted operating profit guidance (FY 2025) | £180m to £195m (towards the lower end) |
| ALSA revenue | Up 4.1% vs Q3 24 |
| WeDriveU revenue | Down 0.9% vs Q3 24 |
| UK revenue | Down 3.2% vs Q3 24 |
| UK Coach revenue | Down 7.4% vs Q3 24 |
| UK Bus revenue | Up 2.9% vs Q3 24 (commercial revenue and passenger numbers both down 3.7%) |
| German revenue | Up 14.3% vs Q3 24 |
| Hybrid bond | Not called; coupon resets Feb 2026 to 5-year gilt + 413.5 bps; first higher payment Feb 2027 |
ALSA: Broad-based growth and a €500m Saudi contract
ALSA delivered a 4.1% revenue increase against a tough comparator (+23% in Q3 24). Long Haul revenue rose 4.1%, with passenger volumes up 1.2% on the nine main corridors and occupancy (seat fill) down only 0.5% despite the end of the discounted multi-voucher scheme. That’s a solid demand signal and hints at decent pricing resilience.
Regional and urban were lively: regional revenue up 10.5% with passenger numbers up 9.0%; urban revenue up 9.0% with passenger volumes up 10.7%. The health transport business also grew strongly, helped by new contracts in the Basque Country. Revenue outside Spain rose 3.5% as ALSA continues to diversify geographically.
Strategically, the big win is an eight year, €500m joint venture in Saudi Arabia to run Park & Ride and electric shuttle services linking Riyadh and Qiddiya. This opens up a Middle East growth vector. Management says they’re hopeful it’s the first of many contracts tied to the new city – sensible positioning for long-cycle, high-growth infrastructure projects.
My take: ALSA is doing the heavy lifting. The combination of volume growth, diversified end markets and international expansion is the bright spot in the Group.
WeDriveU: WMATA drag offset by new wins
WeDriveU revenue slipped 0.9%, mainly due to reduced volumes in the Washington Metropolitan Area Transit Authority (WMATA) where additional service providers came in. Management is taking steps to minimise losses on that contract.
There are offsets: new university shuttle operations in Rochester and expanded paratransit and fixed route services in Burlington, plus a new capex-light paratransit contract in Central Illinois. Paratransit is specialised transport for people with disabilities – typically lower capital intensity and steadier demand.
My take: the WMATA contract is loss-making and the near-term headwind remains, but the contract mix is slowly improving. Execution on cost and repricing will be key.
UK: Coach competition bites; Bus steady on headline, softer underneath
UK revenue declined 3.2%. UK Coach fell 7.4%, reflecting the H1 exit from loss-making entities in the NXTS business and increased competition that reduced passenger yields (revenue per passenger). Passenger numbers were broadly unchanged versus Q3 24, so the squeeze is mainly on price.
Mobico has now disposed of the remaining loss-making businesses from the NXTS division, including Clarkes of London, The Kings Ferry, Lucketts and Worthing Coaches. That should help tidy up the portfolio, albeit at the cost of near-term revenue.
UK Bus revenue rose 2.9%, but commercial revenue and passenger numbers both fell 3.7% given softer consumer confidence. The business is preparing for franchising in 2027-2029 and is exploring options to monetise the assets of the business ahead of that shift. Franchising means routes and fares are specified by the authority, with operators bidding for contracts – it can stabilise volumes but alters risk and return.
My take: UK is a margin story. Competition on Coach and softer Bus volumes are weighing, but the clean-up of loss-makers and potential asset monetisation could support cash and focus.
German Rail: Operational progress, funding uncertainty remains
German revenue increased 14.3%, largely due to fewer penalties after operational improvements. However, there’s ongoing uncertainty around Government funding linked to the fixed-price monthly travel ticket and cost recovery. Intensive discussions with the five PTAs (public transport authorities) are ongoing.
My take: fewer penalties are a clear positive. The outstanding funding question is the swing factor – any agreement with PTAs will be closely watched.
Cost reduction and the Hybrid: preserving cash, accepting a higher coupon
There’s a large scale cost reduction programme underway, with further opportunities being explored across the Group. The RNS doesn’t disclose the quantum or timing of savings, but management is also “leveraging ALSA’s best practice” across units and simplifying the portfolio.
On capital structure, Mobico chose not to exercise its voluntary option to redeem the perpetual bond (Hybrid) at the first call date. A hybrid/perpetual bond is a deeply subordinated instrument with no fixed maturity; it often counts as equity-like for credit metrics. The coupon will reset in February 2026 to the five-year gilt yield plus 413.5 basis points (bps; one bp = 0.01%). The first coupon at the higher rate is due in February 2027.
My take: not calling the Hybrid conserves cash in the near term and supports liquidity while the turnaround progresses. The trade-off is a higher coupon after the reset, which could lift finance costs depending on where gilts settle. Given today’s priorities, the decision looks pragmatic.
Guidance and outlook: lower end of the range, here’s why
Management reaffirmed adjusted operating profit guidance for 2025 but now expects delivery at the lower end of £180m to £195m. The drivers: a competitive environment in UK Coach, reduced passenger numbers in UK Bus, and a loss-making WeDriveU contract in WMATA.
The stated priorities for the new leadership team are strengthening the balance sheet and improving profitability through strategic initiatives. That aligns with the cost programme, portfolio pruning and the Hybrid decision.
What I’m watching next
- German Rail funding outcome with the five PTAs and implications for cost recovery.
- Detail on the cost savings programme: size, timing and one-off costs (not disclosed).
- UK Bus asset monetisation progress ahead of franchising.
- UK Coach pricing and yields versus competitors through peak periods.
- Middle East pipeline after the €500m Qiddiya-linked contract win.
- WMATA loss mitigation and traction in paratransit wins at WeDriveU.
- Five-year gilt moves ahead of the Hybrid coupon reset in February 2026.
Bottom line: balanced, with a cautious tilt
There’s plenty to like in ALSA’s performance and the operational turnaround in Germany. The UK remains challenging, and the WMATA drag is unhelpful. Guiding to the lower end of profit expectations signals pressure in the near term, but the portfolio clean-up, cost actions and cash-preserving Hybrid decision show discipline.
Overall, I’d call this update balanced but slightly cautious. Execution on cost, clarity on German funding and delivering the Middle East opportunity will be pivotal to shifting the narrative from stabilisation to growth.
Listen in and dig deeper
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