Corporate Grouse Shooting Days

Total Page:16

File Type:pdf, Size:1020Kb

Corporate Grouse Shooting Days Corporate Grouse Shooting Days • Goldman Sachs • Halifax List of Positive Questionnaire • Hastings Responders • HSBC • ING Group Aldi (Supermarket) • • Invesco Asset Management • Alliance Flood Solutions • Investec • Allianz (Insurance) • JP Morgan Asset Management UK • Capita (FSTE 100) • KPMG • Evergreen Insurance Services • Lloyds • Go wildlife watching • LV= • LUSH Cosmetics (Retail) • M&G • New Look (Retail) • Morgan Stanley Nationwide • Pure Planet Limited (Energy) • • NFU Mutual • SSE (Energy Supplier) • Odey Asset Management The Co-operative Bank (Bank) • • Old Mutual Wealth • PricewaterhouseCoopers • Provident Financial List of Companies not buying • Prudential shooting days • RAC • Hargreaves Lansdown (Investment) • Royal Bank of Scotland • Legal & General (Insurance) • RSA Group • Next (Retail) • Saga • Primark (Clothing) • Sainsbury’s Bank • Stagecoach Group (Transport) • Santander • Standard Chartered (Bank) • Standard Life • Tesco Bank • TUI Group (Travel) • UBS Waitrose (Supermarket) • • Virgin Money • Whitbread (Consumer) • WorldPay • Zurich List of Non-Responders – 175 Supermarkets & Other Retailers Financial • Alliance Boots • Admiral • Apple Retail UK • AIG • Arcadia Group • Al Rayan Bank • Asda • Aldermore Bank • B&M • AON • Card Factory • Artemis Fund Manager • Clarks • Aviva • Debenhams • AXA • Dixsons Carphone • Barclays • Dunelm Group • Bupa • Farmfoods • Citigroup • H&M • Deloitte & Touche • Halfords • Deutsche Bank • Harrods • Direct Line Group • Home Retail Group • Ernst & Young • House of Fraser • Ferox Capital • Iceland • Ikea • Merlin Entertainments • Intu • Reckitt Benckiser Group • JD Sports • Rolls-Royce Holdings • John Lewis • Royal Dutch Shell • Lidl • Royal Mail • Lloyds Pharmacy • SAB Millers • Marks & Spencer’s • Seven Trent • Matalan • SKY • McColls • Unilever • Monsoon • United Utilities • Morrisons • Vodafone • Moto • Ocado Other Large Companies • Pentland Group • A.G. Barr • Pets at Home • Anglican Water Group • Poundland • Arnold Clarke Automotives • River Island • Auto Trader • Sainsbury’s • Bet365 • Specsavers • Britivic • Sports Direct • Camelot UK Lotteries • Superdrug • Centaurus Communications • Supergroup • Cineworld • Ted Baker • CKD Galbraith • Tesco • Cranswick • TJ Morris • Dairy Crest • TK Maxx • Dominoes Pizza • Travis Perkins • Dyson • Welcome Break • First Group • WH Smith • Formula One • Wickes • G4S • Wilko • Greencore • Greene King Other FTSE 100 Companies • Greggs • Associated British Foods • JCB • AstraZeneca • Just Eat • British Petroleum • Knights Franks • BT Group • Ladbrokes Coral • Burberry • LycaMobile • Carnival Corporation • Marston’s Brewery • Centrica • Mitchell’s & Butlers • Coca-Cola • Moneysupermarket.com • Compass Group • National Express Group • Diageo • Northumbria Water • Easy Jet • Odeon & UCI Cinemas • Experian • Pennon Group • GlaxoSmithKlein • Rightmove • Imperial Brands • Rural Solutions • InterContinental Hotels • Savills • International Consolidated Airlines • Southern Water • ITV • TalkTalk • Kingfisher • Thames Water • The AA • Thomas Cook • United Biscuits • Virgin Atlantic • Virgin Trains • Warburtons • J.D Weatherspoons • William Hill • Yorkshire Water • Zoopla.
Recommended publications
  • 2021 Datalex Big Book of Airline Data Page 0
    2021 Datalex Big Book of Airline Data Page 0 2021 Datalex Big Book of Airline Data by IdeaWorksCompany Table of Contents Updates to the 2021 Datalex Big Book of Airline Data .................................................................................... 3 A. Welcome Message from Datalex .................................................................................................................. 5 B. Introduction to the Data ................................................................................................................................. 6 About Special Reporting Periods ....................................................................................................................... 7 Year over Year Comparisons are Introduced this Year............................................................................... 8 2020 Was Bad – But There Were a Few Bright Spots ................................................................................. 9 C. Airline Traffic for the 2020 Period .............................................................................................................. 12 Primary Airlines in Alphabetical Order .......................................................................................................... 12 Subsidiary Airlines in Alphabetical Order ...................................................................................................... 18 Primary Airlines by Traffic ................................................................................................................................
    [Show full text]
  • Fuel Forecourt Retail Market
    Fuel Forecourt Retail Market Grow non-fuel Are you set to be the mobility offerings — both products and Capitalise on the value-added mobility mega services trends (EVs, AVs and MaaS)1 retailer of tomorrow? Continue to focus on fossil Innovative Our report on Fuel Forecourt Retail Market focusses In light of this, w e have imagined how forecourts w ill fuel in short run, concepts and on the future of forecourt retailing. In the follow ing look like in the future. We believe that the in-city but start to pivot strategic Continuously pages w e delve into how the trends today are petrol stations w hich have a location advantage, w ill tow ards partnerships contemporary evolve shaping forecourt retailing now and tomorrow . We become suited for convenience retailing; urban fuel business start by looking at the current state of the Global forecourts w ould become prominent transport Relentless focus on models Forecourt Retail Market, both in terms of geographic exchanges; and highw ay sites w ill cater to long customer size and the top players dominating this space. distance travellers. How ever the level and speed of Explore Enhance experience Innovation new such transformation w ill vary by economy, as operational Next, w e explore the trends that are re-shaping the for income evolutionary trends in fuel retailing observed in industry; these are centred around the increase in efficiency tomorrow streams developed markets are yet to fully shape-up in importance of the Retail proposition, Adjacent developing ones. Services and Mobility. As you go along, you w ill find examples of how leading organisations are investing Further, as the pace of disruption accelerates, fuel their time and resources, in technology and and forecourt retailers need to reimagine innovative concepts to become more future-ready.
    [Show full text]
  • Direct Line Group Case Study
    Customer Service Solutions Case Study Live chat and mobile chat Direct Line Group Direct Line Group eases insurance- buying process. Creating interactions that reflect their brand’s goals to make buying easier and efficient. Challenge Solutions Results – Make the buying process – Live chat implemented with – 55% of customers list Web easier Nuance best practices and chat as their channel of choice – Provide creative, effective product-trained agents – 30% of customers would customer assistance on – Mobile chat added to have done business elsewhere mobile devices mobile delivery solution to without chat – Increase conversions and proactively and efficiently – 50% cost-to-serve reduction, reduce abandonment rate assist customers whenever, compared to telephony – Proactively engage with new wherever, and however they – CSAT is 98%, NPS is at customers via the mobile choose 65% - higher than any other channel channel, including self-serve Direct Line Group is one of the leading motor, home and small business insurers in the UK, and home to some of the nation’s favorite brands, including Direct Line, Churchill, Privilege, Green Flag, and NIG. Their mission is to make insurance much easier and a better value for their customers, which is why they pursued a customer engagement strategy that attained to their ambition of working more creatively and effectively. Customer Service Solutions Case Study Live chat and mobile chat Direct Line Group The challenge who is trained in Direct Line Group products and Nuance Part of easing the insurance-buying process was not live chat best practices is what makes Direct Line’s only in simplifying navigation and providing live chat customer experience so efficient.
    [Show full text]
  • Annual Report 2017 Contents & Financial Highlights
    ANNUAL REPORT 2017 CONTENTS & FINANCIAL HIGHLIGHTS TUI GroupFinancial 2017 in numbers highlights Formats The Annual Report and 2017 2016 Var. % Var. % at the Magazine are also available online € 18.5 bn € 1,102.1restated m constant € million currency Turnover 18,535.0 17,153.9 + 8.1 + 11.7 Underlying EBITA1 1 1 + 11.7Hotels & %Resorts + 12.0356.5 % 303.8 + 17.3 + 19.2 Cruises 255.6 190.9 + 33.9 + 38.0 Online turnoverSource Markets underlying526.5 554.3 – 5.0 – 4.0 Northern Region 345.8 383.1 – 9.7 – 8.4 year-on-year Central Region 71.5 85.1 – 16.0 – 15.8 Western Region EBITA109.2 86.1 + 26.8 + 27.0 Other Tourism year-on-year13.4 7.9 + 69.6 + 124.6 Tourism 1,152.0 1,056.9 + 9.0 + 11.2 All other segments – 49.9 – 56.4 + 11.5 + 3.4 Mobile TUI Group 1,102.1 1,000.5 + 10.2 + 12.0 Discontinued operations – 1.2 92.9 n. a. Total 1,100.9 1,093.4 + 0.7 http://annualreport2017. tuigroup.com EBITA 2, 4 1,026.5 898.1 + 14.3 Underlying EBITDA4 1,541.7 1,379.6 + 11.7 56 %EBITDA2 4 23.61,490.9 % ROIC1,305.1 + 14.2 Net profi t for the period 910.9 464.9 + 95.9 fromEarnings hotels per share4 & € 6.751.36 % WACC0.61 + 123.0 Equity ratio (30 Sept.)3 % 24.9 22.5 + 2.4 cruisesNet capex and contentinvestments (30 Sept.) 1,071.9 634.8 + 68.9 comparedNet with cash 30 %(302 at Sept.) time 4of merger 583.0 31.8 n.
    [Show full text]
  • Blackrock UK Smaller Companies PDF Factsheet
    Adventurous 31 August 2021 Life Fund SW BlackRock UK Smaller Companies Life Asset Allocation (as at 31/07/2021) This document is provided for the purpose of UK Small Cap Companies 99.8% information only. This factsheet is intended for individuals who are familiar with investment Money Market 0.2% terminology. Please contact your financial adviser if you need an explanation of the terms used. This material should not be relied upon as sufficient information to support an investment decision. The portfolio data on this factsheet is updated on a quarterly basis. Fund Aim The fund aims for long-term growth by investing in UK smaller companies which the Fund Manager considers to have above average long-term growth prospects. The fund Sector Breakdown (as at 31/07/2021) invests solely through the BlackRock UK Consumer Discretionary 27.7% Smaller Companies Unit Trust. Industrials 25.1% Basic Fund Information Financials 12.2% Fund Launch Date 19/09/2001 Technology 11.3% Fund Size £5.3m Basic Materials 5.1% Sector ABI UK Smaller Other 4.9% Companies Energy 3.8% ISIN GB0030873565 Consumer Staples 3.8% MEX ID SWMUL Health Care 3.7% SEDOL 3087356 Telecommunications 2.5% Manager Name Roland Arnold Regional Breakdown (as at 31/07/2021) Manager Since 26/03/2015 Top Ten Holdings (as at 31/07/2021) WATCHES OF SWITZERLAND 2.9% GROUP PLC IMPAX ASSET MANAGEMENT 2.4% GROUP PLC TREATT PLC 2.2% The composition of asset mix and asset allocation may change at any time and exclude cash CVS GROUP PLC 2.1% unless otherwise stated BREEDON GROUP PLC 2.0% OXFORD INSTRUMENTS PLC 1.8% INTEGRAFIN HOLDINGS PLC 1.8% AUCTION TECHNOLOGY GROUP 1.7% PLC ERGOMED PLC 1.7% LEARNING TECHNOLOGIES GROUP 1.7% PL TOTAL 20.3% Page 1 Past Performance Fund Rating Information 100% Overall Morningstar **** Rating Morningstar Analyst Rating 50% FE fundinfo Crown Rating The FE fundinfo Crown Rating relates to this fund.
    [Show full text]
  • Corporate Social Responsibility Statement Marks and Spencer
    Corporate Social Responsibility Statement Marks And Spencer Caspar decimalize deep if arbitrable Godfrey ruralize or belly-flopped. Churchier Timotheus occluded unwisely. If piliform or frugivorous Terrel usually swages his telestereoscope disposes immaculately or hypostasised racially and cool, how single-acting is Manfred? The authors recognise that can be further initiatives in which the number of those that business organization could not want us to audit committee, labour and spencer and indicate they cannot be Ssuppliers implement plan a corporate social responsibility material. Marks & Spencer Food Sad Business School University of. GM Freeze today accused M S of reversing its sustainability and corporate social responsibility promises by ending its previously admirable 12-year policy on. From both can i would add your expenditure on reasonable request rate higher attention they placed cookies on corporate and probably also market. The tender also recommends that the links between sustainable livelihoods and sustainable management of plant environment need he be developed. We require suppliers to exclude coverage from cattle reared in the Amazon biome from that supply chains. Sainsbury not social purpose, corporate social marketing and spencer: agency consequences particularly social responsibility record. Step to buy from recycled polyester and spencer was not active equal treatment of what we recognise it reinforces the marks and holiday booking policy. Marks and spencer SlideShare. A new leadership imperative Corporate social responsibility. For corporate responsibility for all sampled firms are winning projects, marks and spencer works with its joint efforts. Marks Spencer M S has today 1 June launched a new roadmap. It is likely to cut where you need to animal feed has thus, equal opportunities arise in addition to.
    [Show full text]
  • Parker Review
    Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people.
    [Show full text]
  • New Packaging Lines for United Biscuits
    BETTER PLANT, BETTER PRODUCTIVITY, BETTER PROFIT FEBRUARY 2015 FOOD PROCESSING New packaging lines for United Biscuits How to save on energy costs The changing face of retail w w w . f p o n t h e n e t . n e t 33837837 - FPFP FFeb15eb15 EEdn.indddn.indd 1 229/01/20159/01/2015 112:552:55 DELIVERING THE SOLUTION Let’s prove it... The Spiroflow Test Centre is at the heart of everything we do. “ It’s in the Test Centre where we demonstrate the optimum conveyor, bulk bag discharger or filler for any food application. We like nothing more than finding the solution for a difficult ingredient. Proving that our equipment works, on the most challenging of particulate materials, enables customers to place their orders with confidence - knowing it’s the right solution. ” Terry Mason Test Centre Manager Flexible Screw Aero Mechanical Tubular Drag Conveyors Conveyors Conveyors Vacuum Bulk Bag Bulk Bag Conveyors Fillers Dischargers T: +44 (0) 1200 422525 E: [email protected] www.spiroflow.com 33837837 - FPFP FFeb15eb15 EEdn.indddn.indd 2 229/01/20159/01/2015 112:552:55 FOOD PROCESSING Contents February 2015 Vol 84 No 02 All change for retail? CASE STUDY VISION SYSTEMS 4 Dalco Food installs vegetarian 18 Inspection cure for drink processors dough mixture solution The problems at Tesco seemed insurmountable last year: an accounting ACRYLAMIDE scandal, falling prices and consumers QUESTIONS AND ANSWERS 20 The big debate turning away in their droves towards 6 New EHEDG section for UK and discount retailers. But January has seen Ireland HEATING + VENTILATION something of a turning point with new 22 Substantial payback for RHI CEO Dave Lewis implementing a series NEWS of strategic changes that have been 8 Fit to trade? warmly received by both the market and REGULATORY ISSUES industry.
    [Show full text]
  • AIB Group Agrees Pay Deal with Staff, IPO Timing Ireland 09-May Construction PMI 12-May CPI Yoy
    Morning Wrap Today ’s Newsflow Equity Research 09 May 2016 Upcoming Events Select headline to navigate to article easyJet Will tomorrow’s cost cutting programme turn Company Events sentiment? 10-May Air France-KLM; April 2016 - Traffic Stats easyJet; Q2 2016 Results Grafton Group; IMS 11-May C & C Group; Q4 2016 Results Dalata Hotel Group Announces new Cork city centre hotel Lufthansa; April 2016 - Traffic Stats 12-May Mondi; Q1 2016 Results SIG; Trading Update Rank Group Trading update due on Thursday Irish Building Materials Construction activity continues to be in growth mode Applegreen Greggs generate robust lfl growth in Q1 Economic Events AIB Group Agrees pay deal with staff, IPO timing Ireland 09-May Construction PMI 12-May CPI YoY United Kingdom 10-May BRC Sales LFL YoY 11-May RICS House Price Balance 12-May Bank of England Bank Rate Bank of England Inflation Report 13-May Construction Output SA YoY United States 13-May Retail Sales Advance MoM U. of Michigan Sentiment Europe 13-May GDP SA YoY Goodbody Capital Markets Equity Research +353 1 6419221 Equity Sales +353 1 6670222 Bloomberg GDSE<GO> Goodbody Stockbrokers (trading as Goodbody) is regulated by the Central Bank of Ireland. For the attention of US clients of Goodbody Securities Inc, this third-party research report has been produced by our affiliate Goodbody Stockbrokers. Please see the end of this report for analyst certifications and other important disclosures. Goodbody Morning Wrap easyJet Will tomorrow’s cost cutting programme turn sentiment? easyJet’s interim results to March are due tomorrow. We forecast a loss of £7m vs consensus Recommendation: Hold profit of £4m.
    [Show full text]
  • Annual Report & Accounts 2010
    PENNON GROUP PLC | ANNUAL ANNUAL REPORT & ACCOUNTS 2010 REPORT & ACCOUNTS | 2010 This document is printed on 100% recycled paper When you have finished with this document please recycle it Pennon Group Plc Registered Office: Peninsula House, Rydon Lane, Exeter, Devon, England EX2 7HR pennon-group.co.uk Registered in England No. 2366640 CONTENTS Financial highlights and Group strategy ..............1 Directors’ Report continued Directors’ Report continued About our businesses: Pennon Group: Directors’ Report South West Water: Other financial information ......................... 28 Business Review: Regulatory and competitive environment ...16 Key relationships ............................................. 30 Chairman’s statement .......................................2 Customers, community and employees ......18 Principal risks and uncertainties ................ 30 Pennon Group: Key relationships ............................................. 20 Our corporate responsibility ...................... 32 Financial performance ......................................4 Principal risks and uncertainties ................ 21 Interpretation ................................................... 37 Funding position .................................................7 Viridor: Other statutory information ........................... 38 Chief Executives’ overviews: Regulatory and competitive environment .. 22 Board of Directors .................................................. 40 South West Water ............................................8 Customers, community
    [Show full text]
  • ICAEW F&M Magazine
    CHAIR’S LETTER | SERVICE PROVIDERS | PERSONAL VIEW | INDUSTRY NEWS INFORMED THE VOICE OF INVESTOR RELATIONS IN THE UK ISSUE 96 AUTUMN 2017 Navigating a new landscape for IR a special feature G Virtual AGMs E S D ebt IR PLUS MiFID II: THE COMPANY VIEW BEST PRACTICE AWARDS UPDATE NEW SOCIETY PR COURSE CORPORATE WEBSITE RESEARCH Join us for the premier event in the IR calendar Best Practice Awards 2017 RRecognisingecognising andand RewardingRewarding Excellence in Investor Relations 6:30pm, Tuesday 21 November THE PAVILION AT THE TOWER OF LONDON, LONDON, EC3N 4AB For more information and to book your tickets: WWW.IRSOCIETY.ORG.UK/EVENTS/DINNER +44 (0) 20 7379 1763 [email protected] INFORMED AUTUMN 2017 CONTENTS 4 CHAIR’S LETTER Meeting the challenges ahead 17– 34 Navigating a new David Lloyd-Seed, chair, IR Society landscape for IR 5 NEWS FROM THE SOCIETY G Virtual AGMs E S Revd. Richard Coles to host 2017 awards (p5) New IR Society members (p7) Latest CIR and ICIR passes (p9) D 6 A PERSONAL VIEW ebt IR London markets at the centre of innovation John Gollifer, general manager, IR Society 17 Implementing IR for all classes of capital 8 INDUSTRY NEWS Susan Davy and Sarah Heald, Pennon Group Seeking consensus in MiFID II 19 A changing investment landscape creates new challenges for IROs MiFID II – what about the companies? (p11) Rachel Carroll, Edison Investment Research David Walker, Hays 21 The rise of alternative funding and the How the corporate website has evolved into an implications for IR important engagement tool (p13) Michael
    [Show full text]
  • Download Report
    - † † Met target 3% On track Not on track 10% No data 45% 42% Increased Maintained 15% Decreased 14% 72% Targeted increase 23% 38% 31% 29% 2017 2018 Target • • • • • • • • • • • Met On target track On track 45% 4% 42% Not on track Above 18% No data Below 42% Not 58% on 78% track No 10% data 3% Insurance (20) 15 1 4 Global/investment banking (18) 15 1 2 UK banking (16) 14 1 1 Other* (14) 7 3 4 Professional services (12) 6 5 1 Investment management (11) 10 1 Building society/credit union (10) 5 3 2 Increased Fintech (9) 7 2 Maintained Government/regulator/trade 5 1 1 body (7) Decreased 47% Building society/credit union (10) 53% Government/regulator/trade body 44% (9) 51% 44% Other* (14) 46% 44% Professional services (15) 44% 36% Fintech (9) 42% 34% Average (123) 38% 30% UK banking (17) 34% 31% Insurance (20) 33% 26% Investment management (11) 30% 2017 22% Global/investment banking (18) 25% 2018 100% 90% Nearly two-thirds of signatories have a target of at least 33% 80% 70% 60% Above 50% 50% Parity (3) 40% 50:50 40% up to 30% 33% up to 50% 30% (31) 20% Up to 40% 30% (24) 10% (30) (23) (10) 0% 100% 80% 60% 40% 20% 0% Government/regulator/trade 41% body (5) 47% Fintech (4) 37% 48% Insurance (16) 32% 40% Professional services (5) 32% 38% UK banking (11) 32% 41% Building society/credit union 31% (2) 36% Average (67) 31% 38% Other* (4) 29% 35% Investment management (5) 27% 2018 33% Target Global/investment banking 25% (15) 29% Firms that have met or 47% exceeded their targets (54) 40% 31% 28% 15% 15% 11% % of firms % of 43 29 26 20 5 Number of
    [Show full text]