DOCSLIB.ORG

Men and Women Working Together for Real Change

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Men and Women Working Together for Real Change Men and women working together for real change June 2017 30% Club . The 30% Club is a global campaign that signs up Chairs and CEOs to take action to create a better balance of men and women at all levels of their organisations as a business imperative rather than a ‘women’s issue’. The Club launched in the UK in 2010 with a target of a minimum of 30% women on FTSE-100 boards by 2015. There are 215 members of the UK Club and the proportion of female FTSE-100 directors has risen from 12.5% to 27%*. As of 2016 the scope of the above target was extended to a minimum of 30% women on FTSE-350 boards by end 2020 (currently at 23.5%*) . In tandem with the above – and in order to ensure that this 30% remains sustainable – we have also established a pipeline target of a minimum of 30% women at senior management level of FTSE-100 companies by 2020 (currently 19.4% at Executive Committee level**). The 30% Club is becoming an international community. It complements and amplifies individual company efforts and existing initiatives through collaboration, sharing of best practice, measurable goals and joined-up actions. The 30% Club does not believe in mandatory quotas. Instead, the 30% Club is aiming for meaningful, sustainable, business- led change, as recommended by the Davies and Hampton-Alexander Reviews. Scarce representation of women at senior levels is a global phenomenon. Local 30% Clubs have been launched in the US, Hong Kong, Ireland, Southern Africa, Australia, Malaysia, Canada, Italy, the GCC and Turkey. Business leadership: the catalyst for accelerating real change Sources: *BoardEx, April 2017 1 **The Female FTSE Board Report, June 2016 Women on Boards: a breakthrough 30.0 27.0 FTSE 100: % women directors 25.0 25.0 1999-2016 23.0 19.3 20.0 17.4 15.0 15.0 12.6 11.7 12.2 9.4 10.0 6.9 5.0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 An epiphany over the past 5 years in the UK: now seen as a business issue not a women’s issue FTSE 100 FTSE 250 . 39 companies have already reached 30%* . 48 companies have already reached 30%* . 32% women NEDs – focus now on exec roles at 10.2%** . 26.9% women NEDs – focus now on exec roles at 6.4%** . 1 all-male boards* . 10 all-male boards, down from 131 in 2010* Sources: *BoardEx, April 2017 2 **Boards Forum BoardWatch Women on Executive Committees FTSE 100 . 12 companies have already reached 30% . 20 companies have female Executive Directors . Women more likely to hold functional rather than operational and C-suite roles Source: The Female FTSE Board Report, June 2016 3 30% Club UK Members FTSE-100 Sir Michael Rake, Chair, BT Group/ Worldpay Group John Allan, Chair, Barratt Developments/ Tesco/ London First Carl-Henric Svanberg, Chair, BP/ AB Volvo Richard Baker, Chair, Whitbread* Robert Swannell, Chair, Marks & Spencer*/ UKGI* John Barton, Chair, EasyJet/ Next* Sidney Taurel, Chair, Pearson* Donald Brydon, Chair, Sage/ London Stock Exchange David Tyler, Chair, Hammerson/ Sainsbury’s* Dame Alison Carnwath, Chair, Land Securities* Mark Wilson, CEO, Aviva Sir Roger Carr, Chair, BAE Systems Ian Davis, Chair, Rolls Royce FTSE-250 Andrew Duff, Chair, Severn Trent* Dame Helen Alexander, Chair, UBM* Douglas Flint, Chair, HSBC Holdings* Charles Berry, Chair, Senior/ Weir Anita Frew, Chair, Croda International Allan Cook, Chair, WS Atkins* Sir Peter Gershon, Chair, National Grid* Geoff Cooper, Chair, Card Factory*/ AO World / Bourne Leisure/ Truth Corps John Gildersleeve, Chair, British Land Andrew Duff, Chair, Elementis Moya Greene, CEO, Royal Mail Group * Sir Charles Dunstone, Chair, TalkTalk Sir Gerry Grimstone, Chair, Standard Life Ian Durant, Chair, Greggs*/ Capital & Counties Properties Sir Philip Hampton, Chair, GlaxoSmithKline* Sir Peter Gershon, Chair, Tate & Lyle Rick Haythornthwaite, Chair, Centrica Andrew Higginson, Chair, N Brown* Andrew Higginson, Chair, WM Morrisons Stephen Koseff, CEO, Investec Susan Saltzbart Kilsby, Chair, Shire* Paul Lester, Chair, John Laing Infrastucture Fund/ Essentra/ Forterra/ Knight Square Holdings/ Signia John McFarlane, Chair, Barclays*/ TheCityUK Wealth/ Parabis Group/ Sir Adrian Montague, Chair, Aviva Group Greg Lock, Chair, Computacenter Jack Nasser, BHP Billiton Frank Meysman, Chair, Thomas Cook Group* Patrick O’Sullivan, Chair, Old Mutual* Glen Moreno, Chair, Virgin Money* Sir John Parker, Chair, Anglo American Sir John Parker, Chair, Pennon Group* Sir John Peace, Chair, Burberry* Preben Prebensen, CEO, Close Brothers Group* Sir Ian Powell, Chair, Capita Sir Nigel Rudd, Chair, BBA Aviation/ Meggitt/ Business Growth Fund/ Sappi * 30% or more women on board 4 Source: BoardEx, 14 October 2016 30% Club UK Members (ctd) PROFESSIONAL SERVICES Lisa Mayhew, Managing Partner, Berwin Leighton Paisner John Amaechi, CEO, Amaechi Performance Systems Mike McTighe, Chair, WYG plc Ian Anderson, Executive Director, Iceni Projects Carlos Miranda, CEO, I.G. Advisors Nicolas Aubert, CEO, Willis Towers Watson GB Steve Mitchener, CEO, NTT DATA UK John Banister, CEO, Wiggin Ann Olivarius, Senior Partner, McAllister Olivarius Antonia Belcher, Senior partner, MHBC Chris Osborne, Co-Chair, Europe, Middle East and Africa, FTI Consulting Ray Berg, Managing Partner, Osborne Clarke Nick Owen, Chair, Deloitte UK Mark Bomer, Senior Partner, BDO Stephen Parish, Global Vice Chair; Chair, Europe, Middle East and Asia, Norton Rose Fulbright Marcus Bowman, Managing Partner, Holman Fenwick Willan LLP David Patient, Managing Partner, Travers Smith Edward Braham, Senior Partner, Freshfields Bruckhaus Deringer Paul Smith, Chair, Eversheds Clare Butler, Global Managing Director, Laurence Simons Alexander Y. Thomas, Global Managing Partner, Reed Smith Alex Chadwick, Managing Partner, Baker & Mackenzie Ben Tidswell, Chair, Ashurst Michael Chissick, Managing Partner, FieldFisher Steve Varley, Chair and UK&I Managing Partner, EY Emma Cleveland, Managing Director, Cleveland & Co. Associates Penelope Warne, Senior Partner and Chair of the UK Board, CMS Cameron McKenna Jeremy Cohen, CEO UKMEA, Dentons Simon Collins, Chair and Senior Partner, KPMG UK FINANCIAL SERVICES Steve Cooke, Senior Partner, Slaughter and May Martin Armstrong, Chair, Armstrong Executive Search Ltd David Cruickshank, Chair, Deloitte Global Mark Austen, Chair LV= Asset Management Fiona Dunsire, UK Market Leader and CEO, Mercer UK James Bardrick, Citi Country Officer, UK, Citi Robert Elliott, Senior Partner, Linklaters Sir Brian Bender, London Metal Exchange Richard Foley, Senior Partner, Pinsent Masons Andrea Blackman, Managing Director, Moody’s Analytics UK Michael Francies, Managing Partner, Weil, Gotshal & Manges Ana Botín, Chair, Santander Charlie Geffen, Chair of the London Corporate Practice Gibson, Dunn & Crutcher Roger Cobley, Chair, Stamford Associates Christine Hodgson, Chair, CapGemini /The Careers & Enterprise Company Michael Cole-Fontayn, Chair, BNY Mellon EMEA David Hudd, Deputy CEO, Hogan Lovells Noreen Doyle, Chair, Credit Suisse International, BBA, Newmont Mining Matthew Layton, Managing Partner, Clifford Chance Kevin Ellis, Chair & Senior Partner, PricewaterhouseCoopers 5 30% Club UK Members (ctd) FINANCIAL SERVICES CONTINUED Jeremy Mobbs, CEO, Wilton & Bain Sian Fisher, CEO, Chartered Insurance Institute Sharon Mullen, Founding Director, Mullwood Partnership Karin Forseke, Chair, Sisters Capital Nina Alag Suri, Founder and Chief Entrepreneur, Nastrac Euan Fraser, Global CEO, Alpha Financial Markets Consulting Owen Thomas, Principal, DGJ Search Hans Georgeson, Managing Director, Architas Alice Weightman, Founder & CEO, Hanson Search Richard Gnodde, Co-CEO, Goldman Sachs International John Heaps, Chair, Yorkshire Building Society COMMUNICATIONS/ MEDIA Lady Barbara Judge, Chair Institute of Directors / Pension Protection Fund Susan Gilchrist, CEO, Brunswick Group Rich Laxer, President and CEO, GE Capital International Debbie Klein, CEO, Engine Europe and Asia Julie Meyer, Chair and CEO, Ariadne Capital Hugh Morrison, Founding Partner, Montfort Communications Helena Morrissey, Chair, The Investment Association Sir Alan Parker, Chair, Brunswick Group John Nelson, Chair, Lloyd’s of London Clare Parsons, Chair, Lansons Sir Simon Robertson, Founder, Simon Robertson Associates CORPORATE Baron David de Rothschild, formerly Rothschild Stuart Chambers, Chair, ARM Holdings/ Rexam William Rucker, Chair, Crest Nicholson / CEO Lazard UK Robert Gillespie, Chair The Boat Race Company Mitesh Sheth, CEO, Redington Ltd. Peter Hickson, Chair, Communisis Andrew Sibbald, Senior MD, Vice Chair and CEO of Europe, Evercore Brent Hoberman, Chair, mydeco.com / made.com Paul Smith, President and CEO, CFA Institute Sir George Iacobescu, Chair and CEO, Canary Wharf Group Sir David Walker, Chair, Winton Capital Group Dame Fiona Kendrick, Chair & CEO, Nestlé UK & I Bob Wigley, Chair, Tantalum Corporation Tessa Laws, Chair, Bagir Group Limited Roger Yates, Chair, Pioneer Investments Lord Leitch, Chair, Bupa, Intrinsic Financial Services and FNZ Charlie Mayfield, Chair, John Lewis and UK Commission for Employment & Skills RECRUITMENT/ EXECUTIVE SEARCH Ahmed Mazhari, SVP, Genpact Chris Cooke, CEO, NP Group Andrew Morrison, President, Large Enterprise Europe, Xerox UK Limited Karen B. Greenbaum, President and CEO, AESC James Muir, Volkswagen UK Brian Hamill, Chair, Redgrave Partners Peter Norris, Chair, Virgin Group Holdings James Haspel, Managing Partner, J. D. Haspel 6 30% Club UK Members (ctd) CORPORATE CONTINUED Professor Patrick Johnston, President and V-C, Queen’s University Belfast Alex Ricard,
Load more

Recommended publications
  • The Operator's Story Appendix
    Railway and Transport Strategy Centre The Operator’s Story Appendix: London’s Story © World Bank / Imperial College London Property of the World Bank and the RTSC at Imperial College London Community of Metros CoMET The Operator’s Story: Notes from London Case Study Interviews February 2017 Purpose The purpose of this document is to provide a permanent record for the researchers of what was said by people interviewed for ‘The Operator’s Story’ in London. These notes are based upon 14 meetings between 6th-9th October 2015, plus one further meeting in January 2016. This document will ultimately form an appendix to the final report for ‘The Operator’s Story’ piece Although the findings have been arranged and structured by Imperial College London, they remain a collation of thoughts and statements from interviewees, and continue to be the opinions of those interviewed, rather than of Imperial College London. Prefacing the notes is a summary of Imperial College’s key findings based on comments made, which will be drawn out further in the final report for ‘The Operator’s Story’. Method This content is a collation in note form of views expressed in the interviews that were conducted for this study. Comments are not attributed to specific individuals, as agreed with the interviewees and TfL. However, in some cases it is noted that a comment was made by an individual external not employed by TfL (‘external commentator’), where it is appropriate to draw a distinction between views expressed by TfL themselves and those expressed about their organisation.
    [Show full text]
  • 40059562.Pdf
    University of Warwick institutional repository: http://go.warwick.ac.uk/wrap A Thesis Submitted for the Degree of PhD at the University of Warwick http://go.warwick.ac.uk/wrap/1162 This thesis is made available online and is protected by original copyright. Please scroll down to view the document itself. Please refer to the repository record for this item for information to help you to cite it. Our policy information is available from the repository home page. A Study of the Changing Relationship between Large Corporates and the Inland Revenue By Penelope Ann Louise Tuck A thesis submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy Warwick Business School, University of Warwick February 2007 Contents Page no Table of Contents ii List of Figures vii List of Abbreviations viii Acknowledgments ix Declaration x Abstract xi Chapter 1- Introduction 1.1 The Research Issues and Questions 1 1.2 The IR: past and present 11 1.3 The Large Corporate Taxpayer 16 1.4 Corporate Tax Compliance 19 1.5 Theoretical Approach 22 1.6 Structure of the Thesis 25 Chapter 2- Setting the Scene: the background to the Corporate Tax Compliance Process 2.1 Introduction 27 2.2 Corporation Tax 27 2.3 Tax Avoidance 31 2.4 'Who is the corporate taxpayer? 36 2.5 Specialist Large Taxpayer Compliance Units (SLTCU) 40 2.6 The `elite professional' nature of large corporates' tax specialists 43 2.7 External Factors 44 2.7 Chapter Summary 45 Chapter 3- Literature Review 3.1 Introduction 47 ii 3.2.1 Tax Research 49 3.2.2 Tax Research as Legal
    [Show full text]
  • Guidance for the Directors of Banks
    IFC Corporate Governance Knowledge Publication 11 FOCUS Guidance for the Directors of Banks Richard Westlake, MA (Oxon.) Foreword by Léo Goldschmidt ©Copyright 2013. All rights reserved. International Finance Corporation 2121 Pennsylvania Avenue, NW, Washington, DC 20433 The conclusions and judgments contained in this report should not be attributed to, and do not necessarily represent the views of, IFC or its Board of Directors or the World Bank or its Executive Directors, or the countries they represent. IFC and the World Bank do not guarantee the accuracy of the data in this publication and accept no responsibility for any consequences of their use. The material in this work is protected by copyright. Copying and/or transmitting portions or all of this work may be a violation of applicable law. The International Finance Corporation encourages dissemination of its work and hereby grants permission to users of this work to copy portions for their personal, noncommercial use, without any right to resell, redistribute, or create derivative works there from. Any other copying or use of this work requires the express written permission of the International Finance Corporation. For permission to photocopy or reprint, please send a request with complete information to: The International Finance Corporation c/o the World Bank Permissions Desk Office of the Publisher 1818 H Street, NW Washington, DC 20433 All queries on rights and licenses, including subsidiary rights, should be addressed to: The International Finance Corporation c/o the Office of the Publisher World Bank 1818 H Street, NW Washington, DC 20433 Fax: (202) 522-2422 Guidance for the Directors of Banks Richard Westlake, MA (Oxon.) IFC Global Corporate Governance Forum Focus 11 About The Author Richard Westlake is based in New Zealand, where he established Westlake Governance, an international governance advisory business, in 1999.
    [Show full text]
  • Tony Meadows Associates
    Tony Meadows Associates Tony Meadows Associates provides architectural design and technical development services to support the emergence and delivery of transport infrastructure tma tony meadows associates www.tma.uk.com tma Capability Tony Meadows Associates provides architectural design and technical development services to support the emergence and delivery of transport infrastructure. We have been exclusively committed to the design of transport infrastructure since 1986, and are the only architectural design practice with this pedigree. We are based in Central London with ready access to our clients, our sub-consultants, the services we require to operate and the authorities that approve our work. We comprise architects and planners with unparalleled experience in the development of transport infrastructure, with skills in construction planning and design management, and with proven reliability in the transport industry’s approvals processes. We have a long-term relationship with our sub-consultant supply chain and the major engineering companies in the sector, allowing us to rapidly compile and deliver a bespoke multi-disciplinary service to transport infrastructure projects. We are currently rolling out several transport projects as design team leaders and coordinators in the emerging world of Building Information Management, having been at the forefront of computing in design since our inception. tony meadows associates www.tma.uk.com tma Services Design Services Delivery Services Scope Development and Peer Reviews Design Team
    [Show full text]
  • NQ.PA.15. Heritage Assessment – July 2020
    NQ.PA.15 NQ.LBC.03 North Quay Heritage Assessment Peter Stewart Consultancy July 2020 North Quay – Heritage Assessment Contents Executive Summary 1 1 Introduction 3 2 Heritage planning policy and guidance 7 3 The Site and its heritage context 15 4 Assessment of effect of proposals 34 5 Conclusion 41 Appendix 1 Abbreviations 43 July 2020 | 1 North Quay – Heritage Assessment Executive Summary This Heritage Assessment has been prepared in support of the application proposals for the Site, which is located in Canary Wharf, in the London Borough of Tower Hamlets (”LBTH”). The assessment considers the effect of the Proposed Development in the context of heritage legislation and policy on a number of designated heritage assets, all of which are less than 500m from the boundary of the Site. These designated heritage assets have been identified as those which could be potentially affected, in terms of their ‘significance’ as defined in the NPPF, as a result of development on the Site. It should be read in conjunction with the Built Heritage Assessment (“BHA”), which assesses the effect of the Proposed Development on the setting of heritage assets in the wider area, and the Townscape and visual impact assessment (“TVIA”), both within the Environmental Statement Volume II (ref NQ.PA.08 Vol. 2), also prepared by Peter Stewart Consultancy. A section of the grade I listed Dock wall runs below ground through the Site. This aspect of the project is assessed in detail in the Archaeological Desk Based Assessment accompanying the outline planning application and LBC (ref. NQ.PA.26/ NQ.LBC.07) and the Outline Sequence of Works for Banana Wall Listed Building Consent report (ref.
    [Show full text]
  • Net Zero Carbon Pathway CANARY WHARF GROUP NET ZERO CARBON PATHWAY 2 Foreword
    CANARY WHARF GROUP Net Zero Carbon Pathway CANARY WHARF GROUP NET ZERO CARBON PATHWAY 2 Foreword Our vision is to transform urban spaces into extraordinary environments; creating We must all take responsibility for sustainable places by improving energy efficiency and reducing carbon emissions in order to combat climate change is central to that vision. The climate and climate change and act now to reduce ecological crises are the biggest challenges facing us as we look ahead to the next decade and beyond. our emissions. Only then can we look As a responsible business, we are committed to transitioning to net zero to our children and grandchildren in the support the global decarbonisation effort. This Net Zero Pathway is closely aligned with our corporate values, meaning that every member of our team eye and tell them we have done our duty across Canary Wharf will be able to contribute to this transition in a meaningful to the planet which they will inherit. way through their role. Earlier this year, Canary Wharf Group announced ambitious Science Based – Shobi Khan Targets (SBTs) for reducing our emissions, including a collective emissions target for the Canary Wharf Estate, making us the first commercial district in the world to set a collective SBT. Our Net Zero Pathway will act as a comprehensive roadmap for working with our tenants and suppliers to achieve these targets. The science on emissions is clear; we need to limit global temperature increase to 1.5°C above pre-industrial levels. We have been closely paying attention to the science and we’ve developed our net zero strategy in line with the most ambitious emissions reductions pathway.
    [Show full text]
  • Fortis Consulting London
    Fortis Consulting London Honorary Treasurers Forum ‘Brexit & Charities’ 16 November 2017 Cass Business School Fortis Consulting David Stringer-Lamarre London • Managing Director, Fortis Consulting London • Chairman, Institute of Directors, City of London • Chairman Elect, Institute of Directors, London Region • Bank of England IoD City of London Panel Member • Honorary Senior Visiting Fellow, Cass Business School • Court Member of the Worshipful Company of Glaziers (an ancient Livery Company) Fortis Consulting Content of the Presentation London • Introduction • Some economic data • ‘Brexit means Brexit’ – variations on a theme • Challenges for UK • Challenges for UK PLC • Charities – Income, some thoughts • Charities – Costs, some thoughts • Questions & Comments Fortis Consulting Fortis Consulting London London 4 divisions • Consulting • Partnership Facilitation (Business Matching) • Seminars • Coaching Various partners: • Law, Wealth Management, Music, Cyber Security, Computational Modelling, Debt Recovery Fortis Mark Carney, Governor of Consulting London the Bank of England Fortis ConsultingFortis LondonConsulting Stock Markets London 23/6/16 10/11/17 % FTSE 100 6338 7433 17.28 FTSE 250 17334 20021 15.5 DAX 10257 13127 27.98 CAC 4464 5381 20.54 DOW JONES 18011 23422 30.04 HANG SEN 20868 20868 39.55 NIKKEI 16238 22681 39.68 Fortis ConsultingFortis LondonConsulting Currency London 23/6/16 10/11/17 % GBP/€ 1.298 1.1306 -12.9 GBP/$ 1.465 1.3189 -9.97 GBP/HKD 11.36 10.289 -9.43 GBP/JYD 152.97 149/7428 -2.11 GBP/CNY 9.63 8.7596 -9.04 Fortis
    [Show full text]
  • Corporate Governance in Family-Run Businesses in Thailand
    Corporate Governance in Family-Run Businesses in Thailand Wali-ul-Maroof Matin Introduction Good corporate governance has become a universal business and management quality issue in recent times. “Corporate Governance”, a term that scarcely existed before the 1990s, is now universally involved whenever business and finance are discussed (Keasy, et al, 2005). The rule of law does not always appear to suffice when preventing profit-oriented entrepreneurs from manipulating the market using professional tricks. Altogether, a focus on governance, rather than on mere rules has become important. However, the process ultimately has to add value to the stakeholders’ assets, return on investment, return of equity etc. This particular study will focus on the corporate governance of family-run companies in Thailand, the firms that are owner-managed or founder-run (Dalton, 2005). The Stock Exchange offers them to funding sources, an alternative to the costly banking system. As they grow out of the family circle in collecting funds, they get into the classic principal- agency problem. Management of “Other People’s Money” (OPM) is a genuine concern. The related academic fields are shown in a Venn diagram below (Neubauer and Lank, 1998). Here, we will focus on the amalgamated center. The good governance practices of the owner-managed business, which is usually a small or medium size business where family members of the entrepreneurs take stakes, is the focus of this study. Entrepreneur Owner Managed Business Small & Medium size Enterprises Family Conceptual and Methodological Framework 1 Modern economic theories on analyzing company governance and its relationship with performance, management leadership, entrepreneurship, profit, equity and other related issues and the ramified influence of all these on a national economy and beyond are employed in the study.
    [Show full text]
  • Download the Environment and You Information Booklet
    THE ENVIRONMENT AND YOU A GREENER FUTURE Not so long ago, the Isle of Dogs looked very different to how it is today. For centuries, it had been a thriving port, importing exotic goods from around the world and exporting the best of British products. But with the introduction of container ships, business moved elsewhere. In 1980, the last dock closed. Left behind was over 20km2 of derelict land, some of it poisoned with toxic chemicals after years of careless misuse. There were few jobs and prospects looked bleak. Things started to change in 1987, with a bold plan to transform the area into a city of the future. The first major building, One Canada Square, was finished in 1991. It’s still Canary Wharf’s tallest building and has been joined by some of the UK’s most environmentally friendly construction projects. It shows that with careful planning, it is possible to create something that is kind to both the people who live and work there, and the environment. This book examines some of the major environmental issues facing the world today – and what you and businesses like Canary Wharf Group can do to help. Remember, we State of the art and thriving: Canary Wharf in 2012 Abandoned docks: Canary Wharf in the early 1980s can all make a difference! P4-7 CONTENTS P16-19 P8-11 P4-7 ENERGY P16-19 TRANSPORT Energy production and use may be Changing the way you travel can make a key contributor to climate change a positive impact on the environment P8-11 WASTE P20-23 BIODIVERSITY Disposing of waste carefully is Welcome the wonder of nature into your vital for a cleaner, greener future world by encouraging wildlife P12-15 WATER P24-25 CONSTRUCTION Even in a country famous for Constructing buildings that are kind to the rain, saving water is important P20-23 environment helps create better workplaces P24-25 P12-15 TO FIND OUT MORE AND HOW YOU CAN HELP, READ ON… 4 2T HETHE ENVIRONMEN ENVIRONMENT ANDT AND YOU YOU TTHEHE ENVIRONMEN ENVIRONMENTT AND AND YOU YOU 33 ENERGY ALERT! CANARY WHARF lectricity keeps the modern world working.
    [Show full text]
  • Hiscox Ltd Report and Accounts 2020
    Hiscox Ltd Report and Accounts 2020 Ownership Passionate, commercial and accountable. Ownership means making it your business.. Why ownership is so important to us Taking ownership means making it your business. It means being passionate, curious and restless, always looking for a better way of doing things. We strive to be the kind of people who take responsibility, are ambitious, accountable, pragmatic, tenacious and proudly high-achieving. In a growing business like ours, taking initiative is something we expect of everyone, regardless of their role. It shows itself in a willingness to speak up, to confront problems, to avoid easy excuses, and to embrace hard work. These are qualities we have always valued and nurtured. But in 2020, Covid-19 meant that instinct to step up and take ownership was more vital than ever before. It is in difficult times that our values are tested, but it is also in difficult times that they prove the greatest guide. Throughout this report, you will find some examples of how we showed ownership in 2020. Hiscox is a diversified international insurance group with a powerful brand, strong balance sheet and plenty of room to grow. We are headquartered in Bermuda, listed on the London Stock Exchange, and currently have over 3,000 staff across 14 countries and 35 offices. Our products and services reach every continent, and we are one of the only insurers to offer everything from small business and home insurance to reinsurance and insurance-linked securities. Chapter 1: Chapter 2: Chapter 3: Chapter 4: A balanced
    [Show full text]
  • Wood in a Time of Covid Robin Watson on Handling a Global Pandemic and Greening the Planet’S Future
    AUTUMN 2020 iod.com/scotland Direction The official membership magazine for the Institute of Directors in Scotland Director of the Year winners announced Putting diversity and inclusion at the heart of your recruitment Build back better – not business as usual Wood in a time of Covid Robin Watson on handling a global pandemic and greening the planet’s future IoD Scotland This is the time to invest & Direction National Director Scotland: in leadership Malcolm Cannon For email enquiries: [email protected] As we face the prospect of an extended period of Covid-19 W: www.iod.com restrictions, it’s never been more important for directors to Address: 10 Charlotte Square, know that the IoD is there for you with help, advice and training Edinburgh EH2 4DR opportunities, says IoD Scotland Chair Aidan O’Carroll T: 0131 557 5488 Direction is the official With the latest measures just announced on to come out of this difficult period with a keen membership magazine further restrictions being placed on everyone in focus on building an exciting future. of Institute of Directors Scotland as a result of Covid-19, we all face the That is why IoD has converted its learning Scotland and is prospect of trying our very best to keep our modules to digital, why we are engaging with so published by: spirits up through such worrying times. many members and non-members alike with a Chamber Media While the focus quite rightly is on trying to series of webinars, and why we are determined Services, 4 Hilton Road, protect as many as we can from this awful to represent our members views at the highest Bramhall, Stockport, disease, we also have an important role to play levels of Government.
    [Show full text]
  • Design of Canary Wharf Elizabeth Line Station and Crossrail Place Oversite Development
    Structural engineering for the Elizabeth line Canary Wharf station and oversite development thestructuralengineer.org Design of Canary Wharf Elizabeth line station and Crossrail Place oversite development Tim Worsfold Michael Bryant John Crack MEng, ACGI, CEng, MICE BSc, CEng, MICE BSc, CEng, MICE, MIStructE, MSM, MBA Associate Director, Arup, London, UK Operations Executive, Canary Wharf Group, Associate Director, Canary Wharf Group, London, UK London, UK Marriott NOTATION Hotel ETFE ethylene tetrafl uoroethylene West India West Quay DLR MEWP mobile elevating work platform North Dock OSD oversite development Station Box Upper Bank Street Bank Upper Docklands Light Railway Light Docklands Bank of America HSBC KPMG Financial Figure 1 Conduct W Overall plan showing proximity of Canary Wharf Authority station to major neighbouring buildings Figure 2 S View from West India Quay station of almost- complete station and retail superstructure, One Canada Square showing proximity of tall offi ce buildings ARUP Introduction Canary Wharf was the fi rst station on the Elizabeth line to be constructed, and the fi rst to be let as a design-and-build contract, with developer Canary Wharf Group. Innovative design and construction techniques enabled the station box to be completed four months ahead of the development programme. Construction of the Crossrail Place retail and leisure oversite development (OSD) proceeded concurrently with that of station. The OSD included a number of features aimed at increasing future fl exibility for the developer and tenants. A timber gridshell roof completes the development, partially covering a large roof garden that is open to the public. The OSD opened in May 2015, nearly four years ahead of the planned station opening.
    [Show full text]