Nuclear Brief As an Industry We Have a Huge Amount of Work to Do in Engaging with Government and the General Public Following on from the Events in Japan
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Miscellaneous Licenses for City Council Approval December 18, 2013 City Council Meeting Operator Licenses: 8 Total Owner Licenses: 0 Total
SPONSORED: SECONDED: CITY OF HOBOKEN RESOLUTION NO. __ RESOLUTION GRANTING KEITH KANDEL, ESQ. OF FLORIO KENNY SETTLEMENT AUTHORITY IN THE MATTER OF COONEY’S WORKER’S COMPENSATION LITIGATION IN AN AMOUNT UP TO THE AMOUNT SUGGESTED BY KEITH KANDEL TO MELLISSA LONGO IN AN EMAIL DATED OCTOBER 15, 2013 WHEREAS, the City of Hoboken is currently involved in a worker’s compensation claim with Plaintiff Cooney; and, WHEREAS, Keith Kandel, Esq. of Florio Kenny has represented the City’s legal interests in that matter, and has recommended a monetary amount for settlement of the matter by way of an email from Keith Kandel to Mellissa Longo dated October 15, 2013; and, WHEREAS, after legal guidance from Mr. Kandel, the City Council finds his suggested monetary settlement amount to be reasonable, and in the best interest of the City. NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Hoboken, that Keith Kandel, Esq. of Florio Kenny is hereby authorized to settle the matter of Cooney’s worker’s compensation claim in an amount up to the monetary amount suggested by Keith Kandel to Mellissa Longo in an e-mail dated October 15, 2013. Reviewed: Approved as to Form: Quentin Wiest Mellissa Longo, Esq. Business Administrator Corporation Counsel Meeting Date: December 18, 2013 Councilperson Yea Nay Abstain No Vote Ravi Bhalla Theresa Castellano Jen Giattino Elizabeth Mason David Mello Tim Occhipinti Michael Russo President Peter Cunningham SPONSORED: SECONDED: CITY OF HOBOKEN RESOLUTION NO. __ RESOLUTION GRANTING LOU MASUCCI, ESQ. OF WEINER LESNIAK SETTLEMENT AUTHORITY IN THE MATTER OF MUSSARO’S WORKER’S COMPENSATION LITIGATION (WC00365652) IN AN AMOUNT UP TO THE AMOUNT SUGGESTED BY VANESSA MENDELEWSKI TO MELLISSA LONGO IN HER EMAIL DATED NOVEMBER 26, 2013 WHEREAS, the City of Hoboken is currently involved in a worker’s compensation claim with Plaintiff Mussaro; and, WHEREAS, Lou Masucci, Esq. -
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. -
Survey Report
YouGov / Election Data Survey Results Sample Size: 1096 Labour Party Members Fieldwork: 27th February - 3rd March 2017 EU Ref Vote 2015 Vote Age Gender Social Grade Region Membership Length Not Rest of Midlands / Pre Corbyn After Corbyn Total Remain Leave Lab 18-39 40-59 60+ Male Female ABC1 C2DE London North Scotland Lab South Wales leader leader Weighted Sample 1096 961 101 859 237 414 393 288 626 470 743 353 238 322 184 294 55 429 667 Unweighted Sample 1096 976 96 896 200 351 434 311 524 572 826 270 157 330 217 326 63 621 475 % % % % % % % % % % % % % % % % % % % HEADLINE VOTING INTENTION: Westminster [Weighted by likelihood to vote, excluding those who would not vote or don't know] Con 0 0 1 0 0 1 0 0 1 0 1 0 0 0 0 1 0 0 0 Lab 92 92 95 92 93 92 92 93 92 94 90 97 94 90 94 93 93 89 95 Lib Dem 5 6 1 6 3 5 5 6 7 3 7 2 5 8 4 4 4 9 3 UKIP 0 0 4 0 0 0 1 0 1 0 0 1 0 0 0 1 0 0 0 Other 1 2 0 1 3 2 1 1 1 3 2 0 1 2 1 1 3 1 2 Other Parties Voting Intention [Weighted by likelihood to vote, excluding those who would not vote or don't know] SNP/ PCY 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 3 0 0 Green 1 1 0 1 2 1 1 1 0 2 2 0 1 2 1 1 0 1 1 BNP 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Respect 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Other 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 © 2017 YouGov plc. -
Babcock International Group PLC Half Year Results for the Period Ended 30 September 2020
Babcock International Group PLC half year results for the period ended 30 September 2020 25 November 2020 Resilient revenue but operating profit reflects disposals, the impact of civil nuclear insourcing, COVID-19 and weakness in civil aviation Financial results 30 September 30 September 2020 2019 Order book £17.2bn £16.9bn Revenue £2,109.6m £2,194.8m Underlying revenue1 £2,243.7m £2,457.8m Operating profit £76.2m £168.7m Underlying operating profit2 £143.1m £250.6m Basic earnings per share 10.5p 25.6p Underlying basic earnings per share3 15.7p 32.5p Cash generated from operations £149.3m £150.5m Underlying free cash flow (post pension payments)4 £58.4m £6.8m Net debt incl. lease obligations £1,519m £1,754.2m Net debt excl. lease obligations5 £871.3m £1,138.0m Net debt/EBITDA6 2.0x 1.9x See notes on page 2. David Lockwood, Chief Executive Officer, said: “I have been enormously impressed by the way in which our people have adapted to the COVID-19 pandemic and continued to prioritise meeting the needs of our customers. Nevertheless, while demand for our critical services has remained resilient overall, the additional costs incurred and inefficiencies created have impacted our profitability. Our operating profit performance in the first half reflects this COVID-19 impact as well as disposals, the impact of government insourcing of Magnox and Dounreay, and weak trading in civil aviation. “In my first three months at Babcock I have spent time seeing many parts of the business. Our strengths are clear. We have many high-quality businesses, with a deep understanding of our customers, operating in markets where demand for our expertise is strong. -
Annual Report 2015/16
Annual Report 2015/16 Purpose The aim of the Foundation is: ‘the advancement of education of the public directed towards the promotion, furtherance and dissemination of knowledge of matters associated with the built environment’. We pursue these, where possible, with an emphasis on ‘the multi‐disciplinary nature of design in engineering and architecture’. Chairman’s Statement The year 2015-16 has been very busy with both extensions of existing projects and developing ideas for new and potential projects. Inevitably not all the work developing projects is successful, but when it is it can be the result of many months of work. As well as activities that we have funded (listed at the end of this statement); we were very pleased to be able to extend MADE’s work again for the outstanding educational programme they are providing to make young people aware of a career in the Built Environment professions. We have agreed two other small projects and an agreement to part sponsor an Academic in Residence at the Institution of Civil Engineers to help inform decision making for global solutions. Our financial position is strong, in spite of the continuing economic pressures, and we enter the next year with confidence in continuing the pattern of supporting both short and long term projects. This year we held a Strategic Discussion workshop for about 50 invited guests: The Next 25 Years of The Ove Arup Foundation and we wish to thank everyone who attended for the valuable contributions that they made to make this day a success. We have prepared a report on the discussions and we will be developing and implementing the ideas in the immediate future. -
Ove Arup & Partners International Limited
United Nations Global Compact Communication on Progress 2015 www.arup.com United Nations Global Compact: Communication on Progress 2015 Contents − A. Introduction − B. Human Rights − C. Labour − D. Environment − E. Anti-Corruption − F. Community Engagement, Arup International Development and Partnerships Attachments − 1. Annual Report − 2. Global Human Rights Code of Practice − 3. Key Speech − 4. Global Harassment Code of Practice & UK Local Procedure − 5. Global Health & Safety Policy & OHSAS 18001:2007 − 6. UKMEA Regional Diversity Strategy − 7. Global Conduct and Performance Code of Practice − 8. Global Grievance Code of Practice & UK Grievance Procedure − 9. Global Diversity & Inclusion Code of Practice & UK Equal Opportunities Procedure − 10. Sustainability Policy Statement − 11. Sustainable Procurement Vision Statement − 12. Regional Sustainability Plan − 13. Business Backs Low Carbon Britain - Letter to 10 Downing Street − 14. Ethical Standards Policy, Ethics Global Code of Practice / Procedure & Ethical Decision Process A United Nations Global Compact: Communication on Progress 2015 A: Introduction 6 Arup Communication on Progress 2015 Arup Communication on Progress 2015 7 A Introduction Our independent ownership structure allows the needs of our clients, our commercial imperatives, and our conviction to influence all our decision-making, resulting in thoughtful contributions to society. Putting sustainability at the heart of our work is one of the Introduction to Arup ways in which we exert a positive influence on the wider world. Put simply, Arup people are driven to find a better Arup is a global company and the creative force at the heart way. of many of the world’s most prominent projects in the built environment. Accomplishments 2015 We have: Arup’s application for formal accreditation as a Living Wage Employer was recently approved by the Living Wage − approximately 13,000 people Foundation, making us one of the first 1,000 UK employers to make the pledge. -
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A University of Sussex PhD thesis Available online via Sussex Research Online: http://sro.sussex.ac.uk/ This thesis is protected by copyright which belongs to the author. This thesis cannot be reproduced or quoted extensively from without first obtaining permission in writing from the Author The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the Author When referring to this work, full bibliographic details including the author, title, awarding institution and date of the thesis must be given Please visit Sussex Research Online for more information and further details 2018 Behavioural Models for Identifying Authenticity in the Twitter Feeds of UK Members of Parliament A CONTENT ANALYSIS OF UK MPS’ TWEETS BETWEEN 2011 AND 2012; A LONGITUDINAL STUDY MARK MARGARETTEN Mark Stuart Margaretten Submitted for the degree of Doctor of PhilosoPhy at the University of Sussex June 2018 1 Table of Contents TABLE OF CONTENTS ........................................................................................................................ 1 DECLARATION .................................................................................................................................. 4 ACKNOWLEDGMENTS ...................................................................................................................... 5 FIGURES ........................................................................................................................................... 6 TABLES ............................................................................................................................................ -
Principles for Purposeful Business
Principles for Purposeful Business Principles for Purposeful Business How to deliver the framework for the Future of the Corporation An agenda for business in the 2020s and beyond 1 Future of the Corporation Front cover Renewable energy generation illustrates the role business can play in investment, research, new technology, skilled work and solutions to the problems of people and planet. © Getty Images 2 Principles for Purposeful Business Foreword The British Academy’s purpose is to deepen understanding of people, societies and cultures, enabling everyone to learn, progress and prosper. Our Fellowship draws on the full range of the human experience – from politics to art, and economics to philosophy. The Future of the Corporation programme could not be a better example of the Academy’s work and its ability to draw on such a wide range of ideas. With this new report, the Academy is setting out the conclusions of our Future of the Corporation research and its extensive deliberations. The programme has made new connections, encouraged debate and developed new insights. By engaging a range of experts, practitioners and leaders from different parts of society and different disciplines, it has been able to bring a comprehensive view of the role of business in society. The Academy’s aim in this is not to make prescriptions or advise business on answers to their specific questions. Rather, by laying out an evidence-base and a set of principles we aim to provide a framework for others to build on. We hope that business leaders and their advisers will use this framework as a starting point to develop new practices, lawmakers as a basis for consultation on legal changes, researchers as a rationale for further research on purposeful business and teachers as a foundation for curricula to provide the new skills needed. -
Restoring Strength, Building Value
Restoring Strength, Building Value QinetiQ Group plc Annual Report and Accounts 2011 Group overview Revenue by business The Group operates three divisions: US Services, 29% UK Services and Global Products; to ensure efficient 35% leverage of expertise, technology, customer relationships and business development skills. Our services businesses which account for more 36% than 70% of total sales, are focused on providing 2011 2010 expertise and knowledge in national markets. Our £m £m products business provides the platform to bring US Services 588.2 628.0 valuable intellectual property into the commercial UK Services 611.6 693.9 markets on a global basis. Global Products 502.8 303.5 Total 1,702.6 1,625.4 Division Revenue Employees US Services £588.2m 4,500 (2010: £628.0m) (2010: 5,369) Underlying operating profit* £44.3m (2010: £52.6m) Division Revenue Employees UK Services £611.6m 5,045 (2010: £693.9m) (2010: 5,707) Underlying operating profit* £48.7m (2010: £59.1m) Division Revenue Employees Global £502.8m 1,663 Products (2010: £303.5m) (2010: 2,002) Underlying operating profit* £52.4m (2010: £8.6m) * Definitions of underlying measures of performance are in the glossary on page 107. Underlying operang profit* by business Revenue by major customer type Revenue by geography 7% 17% 36% 31% 52% 37% 56% 31% 33% 2011 2010 2011 2010 2011 2010 £m £m £m £m £m £m US Services 44.3 52.6 US Government 894.3 754.1 North America 949.2 825.3 UK Services 48.7 59.1 UK Government 526.5 614.5 United Kingdom 623.7 720.0 Global Products 52.4 8.6 Other 281.8 -
Office Market Review 2015 Update Final Report
Office Market Review 2015 Update Final Report On Bath City Centre on behalf of Bath and North East Somerset Council Prepared by Lambert Smith Hampton Tower Wharf Cheese Lane Bristol BS2 0JJ Tel: 0117 926 6666 Date: October 2015 CONTENTS INTRODUCTION EXECUTIVE SUMMARY 4 1. SUPPLY OF OFFICE ACCOMMODATION 5 1.1 Location 5 1.2 Supply 5 1.3 Grade of offices 5 1.4 The Office stock 6 1.5 Vacancy rate 1.6 Impact of Permitted development rights 1.7 Take Up 9 1.8 Additional supply 10 2. DEMAND 2.1 Sources of demand 12 2.2 Latent and suppressed demand 12 2.3 Requirement of modern occupiers 13 2.4 Attraction of Bath city centre to office occupiers 14 3. DELIVERY OF OFFICE SPACE 3.1 Why has Bath not delivered private sector investment. 16 3.2 What should Bath be seeking to deliver. 16 3.3 Opportunities. 18 4. CONCLUSIONS & OBSERVATIONS 4.1 General 21 4.2 Bath Occupiers 21 4.3 Potential Occupiers 21 4.4 The Future 22 Appendices Appendix 1 Area Plan Appendix 2 Bath overview and statistics Appendix 3 Bath Office Occupiers Survey Bath & North East Somerset Council 2 October 2015 Office Market Review INTRODUCTION Lambert Smith Hampton has been requested by Bath and North-East Somerset Council to provide an up dated market analysis of the existing supply and demand for offices in Bath City Centre. This analysis will be used to help inform and shape policy. It will also feed into the potential delivery of new office space and direction of the Council’s Place-Making Plan. -
28 August 2017
Edinburgh Tram Inquiry Glossary – 28 August 2017 Purpose 1. The subject matter of the Inquiry involves a large number of acronyms (ie TIE), instances of specialist terminology (ie pre-qualification) and the use of fact specific references (ie Project Carlisle). 2. This obviously presents a challenge to the Inquiry team and to the Core Participants both in understanding what is going on and ensuring a minimum of consistency in the use of acronyms or certain words. The glossary provides some assistance to all in understanding core terms. 3. Parties should bear in mind that some acronyms or terms may be used by different parties to refer to different things (ie FM is used to mean both First Minister and Functional Manager). Where this occurs, the exact meaning will depend on the context and users of this glossary should take steps to clarify the meaning intended in that context. 4. This glossary: a. Can be searched by hitting the Ctrl and F keys and then entering the desired term; and b. Contains a number of internal links between related entries which can be clicked upon. Term Meaning Further information 3PAs Third Party Agreements ACMP Approvals and Consents Management Plan Act of Council A formal decision made by CEC Adjudication A procedure for resolution of disputes by an independent 3rd party (an adjudicator) Advance Works Contract A contract signed in advance of a more major agreement in order to expedite some preparatory or advanced works AFC Anticipated Final Cost AFC Approved for Construction Denotes design drawings approved for -
Completed Acquisition by Amec Nuclear Holdings Limited of Energy, Safety and Risk Consultants (UK) Limited from Serco Limited
Completed acquisition by Amec Nuclear Holdings limited of Energy, Safety and Risk Consultants (UK) limited from Serco limited ME/5595/12 The OFT’s decision on reference under section 22(1) given on 21 December 2012. Full text of decision published 16 January 2013. Please note that the square brackets indicate figures or text which have been deleted or replaced in ranges at the request of the parties or third parties for reasons of commercial confidentiality. PARTIES 1. AMEC Nuclear Holdings Limited (AMEC) is a wholly-owned subsidiary of AMEC Group Limited, an international provider of engineering, consultancy and project management services. AMEC employs 1,300 employees in the UK and the overall AMEC Group had a worldwide turnover of £3,261 million in 2011. 2. Energy, Safety and Risk Consultants (UK) Limited (ESRC) was the nuclear technical services division (formerly called Serco Nuclear Technical Services (Serco NTS)) of Serco Group plc (Serco), an international service company. Prior to the transaction, Serco NTS provided nuclear consulting, engineering and laboratory services for civil and defence customers and employed around 500 staff. In its 2011 financial year, Serco NTS had a turnover of £67.1 million. TRANSACTION 3. Serco created ESRC specifically to migrate the assets and resources of its nuclear technical services division as, previously, Serco NTS was a fully integrated division within Serco and was not a corporate entity with a distinct legal personality. 4. Following a managed sale process, AMEC entered into a Share Purchase Agreement with Serco to acquire the entire issued share capital of ESRC 1 from Serco on 29 June 2012 for a cash consideration of £137 million (the Transaction).