Annual Report 2017 Talktalk Telecom Group PLC Talktalk Is the UK’S Leading Value for Money Connectivity Provider
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Talktalk Response to Issues Statement
Response to the CMA's Issues Statement TalkTalk submission Redacted version August 2015 1 Introduction 1.1 This submission responds to the CMA's Issues Statement in the BT/ EE merger. TalkTalk is pleased to have the opportunity to respond in this way. The points that we make in this letter should be taken alongside those that we have made in our earlier submissions, our questionnaire responses, and our oral hearing with the CMA. It deals with the various areas considered by the Issues Statement in the order in which the CMA makes them. 1.2 Where TalkTalk has not commented on a particular issue in this submission, this should not be taken as implying that TalkTalk holds any particular view on the issue. Where we have previously commented on such an issue, our previous comments on that topic should be taken to stand. TalkTalk would be happy to expand further on any of the points made in this submission if the CMA would find it helpful. 2 Market definition 2.1 TalkTalk considers that business and domestic customers should be considered to be in different markets. This is reflected in the organisational structure both of TalkTalk (which has separate TalkTalk Business and TalkTalk Consumer divisions) and of BT (which has split BT Consumer from BT Business). Moreover the competitor set and market structure differs radically between business and consumer markets– notably, Sky are not active in business markets, while BT holds a much higher market share, one which could be consistent with a dominant position, in business markets. 2.2 With regard to quadplay, TalkTalk considers that the market is currently in a dynamic state in which market definitions are changing over time.1 At present, the market definition is probably best seen as being one where there are individual markets for TV and mobile, along with one or more markets in fixed line. -
Talktalk Telecom Group Limited Annual Report 2021 1 STRATEGIC REPORT Our Business Model
TalkTalk Telecom Group Limited 2021 Annual Report 2021 Annual Limited Group Telecom TalkTalk 2021 ANNUAL REPORT TalkTalk Telecom Group Limited (formerly TalkTalk Telecom Group PLC) At a glance Contents Strategic report IFC At a glance 2 Our business model 4 Our strategy 6 Key performance indicators 8 Business and financial review 13 Principal risks and uncertainties HQ 18 Section 172 Salford, Greater 24 Regulatory environment Manchester 26 Corporate social responsibility Corporate governance 30 Corporate governance 35 Audit Committee report 38 Directors’ remuneration report 53 Directors’ report 55 Directors’ responsibility statement 47,300 Financial statements Over 3,000 high-speed unbundled 56 Independent auditor’s report Ethernet 66 Consolidated income statement exchanges 67 Consolidated balance sheet connections 68 Consolidated cash flow statement 69 Consolidated statement of changes in equity 70 Notes to the consolidated financial statements 108 Company balance sheet 109 Company cash flow statement 110 Company statement of changes in equity 111 Notes to the Company financial statements Other information UK’s 116 Five year record (unaudited) 96% largest 117 Alternative performance measures population wholesale 118 Glossary coverage broadband 120 Registered office 120 Advisers provider Over 957 million GB average 4 million customer broadband downloads per customers month Stay up to date at www.talktalkgroup.com 2,019 2.8 million employees FTTC and FTTP (as at 28 customers February 2021) WHO WE ARE TalkTalk is the UK’s leading value for money connectivity provider. We believe that simple, affordable, reliable and fair connectivity should be available to everyone. Since entering the market in the early 2000s, we have a proud history as an innovative challenger brand ensuring customers benefit from more choice, affordable prices and better services. -
1152/8/3/10 (IR) British Sky Broadcasting Limited
Neutral citation [2014] CAT 17 IN THE COMPETITION Case Number: 1152/8/3/10 APPEAL TRIBUNAL (IR) Victoria House Bloomsbury Place 5 November 2014 London WC1A 2EB Before: THE HONOURABLE MR JUSTICE ROTH (President) Sitting as a Tribunal in England and Wales B E T W E E N : BRITISH SKY BROADCASTING LIMITED Applicant -v- OFFICE OF COMMUNICATIONS Respondent - and - BRITISH TELECOMMUNICATIONS PLC VIRGIN MEDIA, INC. THE FOOTBALL ASSOCIATION PREMIER LEAGUE LIMITED TOP-UP TV EUROPE LIMITED EE LIMITED Interveners Heard in Victoria House on 23rd July 2014 _____________________________________________________________________ JUDGMENT (Application to Vary Interim Order) _____________________________________________________________________ APPEARANCES Mr. James Flynn QC, Mr. Meredith Pickford and Mr. David Scannell (instructed by Herbert Smith Freehills LLP) appeared for British Sky Broadcasting Limited. Mr. Mark Howard QC, Mr. Gerry Facenna and Miss Sarah Ford (instructed by BT Legal) appeared for British Telecommunications PLC. Mr. Josh Holmes (instructed by the Office of Communications) appeared for the Respondent. EE Limited made written submissions by letter dated 9 May 2014 but did not seek to make oral representations at the hearing. Note: Excisions in this judgment (marked “[…][ ]”) relate to commercially confidential information: Schedule 4, paragraph 1 to the Enterprise Act 2002. 2 INTRODUCTION 1. On 31 March 2010, the Office of Communications (“Ofcom”) published its “Pay TV Statement.” By the Pay TV Statement, Ofcom decided to vary, pursuant to s. 316 of the Communications Act 2003 (“the 2003 Act”), the conditions in the broadcasting licences of British Sky Broadcasting Ltd (“Sky”) for what have been referred to as its “core premium sports channels” (or “CPSCs”), Sky Sports 1 and Sky Sports 2 (“SS1&2”). -
ES Event Guide 2013 Aw Layout 1
EVENT GUIDE The only joined-up customer experience event to drive customer and employee engagement solutions, performance and profitability #engageces www.engagecustomer.com SPONSORED BY: EXHIBITORS: We help businesses grow by providing bespoke Voice of the Customer programmes designed by passionate researchers, technical specialists and graphic designers all under one roof 01489 772920 [email protected] edigitalresearch.com twitter.com/eDRtweet Customer Engagement Summit 2013 Welcome A warm welcome to the second Customer Engagement Summit, the only joined-up customer experience event to drive successful customer and employee engagement strategies for organisations looking to improve customer retention, loyalty, and business performance and profitability The Summit includes world class case studies, presentations from leading practitioners, economists and academics from around the globe, panel discussions and top notch Follow us on Linkedin opportunities for high level networking with peers including a networking party and dose of entertainment thrown in for good measure. The Summit is effectively a ‘mash-up’ - and much, much more - of the content of our hugely successful series of Directors Forums that have run over the past three years. The changing dynamic of the relationship between organisations, their employees and more @engagecustomer especially their customers is already well documented. The pace of that change is being accelerated further by the proliferation of channels our customers are operating across and the fact they are more likely to voice their opinions - increasingly to each other - on how we #engageces engage them across those channels than ever before. www.engagecustomer.com For the first time in history our customers and our employees have access to better technology than the organisations who serve them – the key question now is what do we do about it? Organisations must think long and hard about how their internal silos are impacting on their customer relationships. -
Anticipated Acquisition by BT Group Plc of EE Limited
Anticipated acquisition by BT Group plc of EE Limited Appendices and glossary Appendix A: Terms of reference and conduct of the inquiry Appendix B: Industry background Appendix C: Financial performance of companies Appendix D: Regulation Appendix E: Transaction and merger rationale Appendix F: Retail mobile Appendix G: Spectrum, capacity, and speed Appendix H: Fixed-mobile bundles Appendix I: Wholesale mobile: total foreclosure analysis Appendix J: Wholesale mobile: partial foreclosure analysis Appendix K: Mobile backhaul: input foreclosure Appendix L: Retail fixed broadband: Market A Appendix M: Retail broadband: superfast broadband Glossary APPENDIX A Terms of reference and conduct of the inquiry Terms of reference 1. In exercise of its duty under section 33(1) of the Enterprise Act 2002 (the Act) the Competition and Markets Authority (CMA) believes that it is or may be the case that: (a) arrangements are in progress or in contemplation which, if carried into effect, will result in the creation of a relevant merger situation in that: (i) enterprises carried on by, or under the control of, BT Group plc will cease to be distinct from enterprises currently carried on by, or under the control of, EE Limited; and (ii) section 23(1)(b) of the Act is satisfied; and (b) the creation of that situation may be expected to result in a substantial lessening of competition within a market or markets in the United Kingdom (the UK) for goods or services, including the supply of: (i) wholesale access and call origination services to mobile virtual network operators; and (ii) fibre mobile backhaul services to mobile network operators. -
Managing the Effects of 700Mhz Clearance on PMSE and DTT Viewers”
YouView British Telecommunications TalkTalk Group Ofcom call for inputs: “Managing the effects of 700MHz clearance on PMSE and DTT viewers” YouView, BT and TalkTalk are aligned in the responses to this call for input. Minimising disruption to existing DTT consumption, and avoiding a sense of panic at the potential loss of DTT channels – and therefore DTT platform churn - through clear communication and structured consumer support is vital in making the 700MHz clearance a success for DTT consumers. We feel a well-funded information and financial support scheme for 700MHz clearance could minimise platform churn, and ensure homes continue to benefit from free to air DTT reception. Managing expectations in a clear, concise and repeatable manner; supporting consumers end to end, financial support, and minimising disruption should be the goals of the clearance programme. We regard clearance and coexistence as different phases of the same 700MHz programme. We recommend a coordinated approach across the two phases to ensure the both are handled in the same open, informative manner with visible trials and rollout plans, allowing proactive consumer support preparation and seamless communication. 1 YouView British Telecommunications TalkTalk Group Question 1: Do you agree with our assessment of the number of viewers that will need to retune? We believe the assessment is closer to 20 million within the 14-20 million range given: a) The number of DTT television sets and set-to-boxes in each UK home serving as primary, secondary, or even tertiary units. -
Annual Report and Accounts Annual Report and Accounts and 2015/16 Report Annual 2 015 /16
Dixons Carphone plc Carphone Dixons Annual Report and Accounts Annual Report 2015/16 and Accounts 2 015 /16 www.dixonscarphone.com @DixonsCarphone “I am very pleased to be announcing another year of significant earnings growth, with profits before tax up more than 17%. In this momentous year we have largely completed our merger activities, driven customer satisfaction and market share to all-time highs in virtually all of our markets, made our shops more interactive and exciting while becoming ever more competitive with pure-play retailers, launched a new joint venture in the US, launched a new UK mobile network, and embarked on an ambitious property plan in the UK and Ireland. We also had our biggest ever trading day on Black Friday last year. We are far from done, though. We have very ambitious plans this year which include making every one of the former Dixons stores one of the new 3-in-1 shops, introducing a lively and interactive new e-Commerce platform to Carphone Warehouse, opening Europe’s most modern distribution centre in Sweden, introducing same-day delivery, rolling out c.150 new stores in the US with Sprint, delivering our honeyBee platform to major global clients, launching our new home services division with a mandate to become a true emergency service for customers across the UK, and continuing to drive market share, price competitiveness and customer satisfaction everywhere. It is likely to be busy. I am truly grateful to all of my colleagues – right across the world – for their hard work and dedication. I am also very proud to be able to say that I work alongside such a creative and dedicated group of men and women. -
Trinity Mirror Plc Mirror Trinity
Annual Report 2012 Trinity Mirror plc Trinity Mirror plc Annual Report 2012 Trinity Mirror plc OUR VISION In a dynamic media world we will create distinctive journalism that is an essential and growing part of our customers’ daily lives. We stand for content that matters, content that is relevant and content that you can believe in. Our audience understands the value of this content and we understand the value of our audience. OUR VALUES We are Creative; inspired by innovative journalism and publishing that meets the ever-changing needs and interests of our audience and customers. We are Open; believing that communication and transparency are key to creating an effective and collaborative work environment. We have Integrity; championing honesty and trust, and showing respect for our colleagues, audience, customers, shareholders and business partners. We are Ambitious; encouraging our people to remain driven and take pride in their achievements. They are our most valuable resource, each playing a part in enabling our success. Inside this report Who we are Business review Governance Financials 1 Our performance 14 Group items 23 Corporate responsibility 52 Group consolidated 2 Our strategy 17 Group review report accounts 4 Chairman’s statement 18 Divisional review 30 Corporate governance 91 Parent company accounts 6 Chief Executive’s statement 20 Other items report 100 Group five year summary 12 Our Board 21 Balance sheet 38 Remuneration report 22 Cash flow 49 Directors’ report WHO WE ARE BUSINESS REVIEW GOVERNANCE FINANCIALS OUR PERFORMANCE The Group is one of the UK’s largest publishers with a portfolio of media brands providing news, entertainment, information and services to consumers and connecting advertisers with national, regional and local audiences. -
Initial Market Analysis Paper
Ipsos MORI | Initial Market Analysis 1 December 2020 Initial market analysis paper Ipsos MORI Ipsos MORI | Initial Market Analysis 2 18-101398-01 | Final Version | This work was carried out in accordance with the requirements of the international quality standard for Market Research, ISO 20252, and with the Ipsos MORI Terms and Conditions which can be found at http://www.ipsos-mori.com/terms. © Department for Digital, Culture, Media and Sport 2020 Ipsos MORI | Initial Market Analysis 3 Contents 1 State aid market analysis ...................................................................................................... 4 1.1 Key terms and acronyms ......................................................................................................... 4 2 Has the aid had a material effect on the market position of the direct beneficiaries? .... 6 2.1 Key findings .............................................................................................................................. 6 2.2 Methodological approach ......................................................................................................... 7 2.3 All broadband provision ........................................................................................................... 9 2.4 NGA market ............................................................................................................................. 13 3 Is there evidence of changes to parameters of competition arising from the aid? ....... 19 3.1 Key findings ........................................................................................................................... -
The Challenge of Investing
The Private Investor · Issue 180 · January 2016 The Challenge of Investing If you’ve come this far I trust that you will have read and enjoyed Malcom Howard’s piece on AIM companies. In broader terms a Daily Telegraph article by Nigel Wilson earlier in the month pointed out that since the FTSE 100 was formed thirty years ago, 90% of its original constituents no longer figure in the index. Mr Wilson’ s point was that we need to invest in assets for the long term not concentrate merely on share- Bill Johnston Editor holders’ gains. To be fair to him, the article has as much depth as you would expect and concentrates on objectives which few would quarrel with. But something grates with me. It seems that the unforeseen and unforeseeable changes in the world that brought the giants of thirty years ago to their knees (or changed their form) is the very name of the game and makes long-term asset formation a much riskier proposition than the sonorous reassurance implicit in the suggestion. To go back to Malcolm Howard, I remember when the annual shindig of making awards to AIM companies was close to obtaining the Queen’s Award as a harbinger of trouble ahead. Over the years however, I have noticed that more cautious judgements are extended. The 2015 awards highlight the charms of Imperial Innovations Group, Victoria plc (which has made a presentation to UKSA members, Ideagen, Advanced Oncotherapy, Optimal Payments, ASOS, Hutchison China Meditech Ltd, Clinigen and CVS Group. How about that then for a mini-portfolio? The cynic might draw attention to the erratic record (at best) of technology transfer companies (Imperial Inno- vations) the link between new house building and buying carpets (Victoria), a forward earnings multiple that would give you a nosebleed (Hutchison) and the fact that although the record of ASOS makes it an AIM star (if not the AIM star) many small investors who participated in the lovefest which drove the shares to unsustainable heights are nursing heavy losses. -
Media Sector 2007
M&AInsights Media Sector 2007 Analysis & opinions on European M&A activity from our network of local advisers* *connectedthinking pwc Welcome Olivier Wolf Alistair Levack Media Sector Leader Media Sector Leader Corporate Finance Transaction Services PricewaterhouseCoopers LLP PricewaterhouseCoopers LLP Welcome to the fifth edition of Media M&A Insights from PricewaterhouseCoopers. As always, in this publication we analyse the trends driving M&A activity in the European media sector. We also take time to review predictions from the last edition, and set out our thoughts for 2007 and beyond. Media M&A again showed itself as a healthy market in 2006, on their respective acquisitions of Incisive Media and TSL with significant activity in continental Europe, a high level of (Times Educational Supplement), additionally providing vendor, Private Equity involvement and a long tail of smaller corporate commercial and financial due diligence in relation to TPI Yellow ‘in-fills’ driving the total number of completions to 175. Pages in Spain and VNU Business Media Europe. In the Other key themes in 2006 included consolidation within broadcasting sector we undertook the vendor due diligence the traditional print sector and significant growth in demand on All3Media for Bridgepoint and provided buyside financial for broadcasters in emerging economies. and commercial support for Doughty Hanson on TV3 and Setanta. We provided commercial due diligence to Carlyle During 2006 the Corporate Finance team at in the acquisition of online Search Engine Marketing agency, PricewaterhouseCoopers had a very busy year, most recently Global Media and reviewed online property and other verticals advising 3i on the disposal of Precise Media Group to Phoenix for trade and Private Equity bidders. -
UK CMR Charts
Figure 1.1 Communications industry revenue – telecoms, TV, radio, post £billions Annual 5 year 80 change CAGR 61.1 61.6 60.2 59.8 59.6 59.5 Total -0.2% -0.5% 60 6.8 6.8 6.7 6.5 6.7 7.2 1.2 1.1 1.1 1.1 1.2 1.2 Post 7.0% 0.9% 11.0 11.2 11.1 11.7 12.2 12.3 40 Radio 2.7% 0.3% TV 0.8% 2.2% 20 42.1 42.5 41.3 40.4 39.5 38.8 Telecoms -1.8% -1.6% 0 2007 2008 2009 2010 2011 2012 Source: Ofcom/ operators Note: Includes licence fee allocation for radio and TV, Figures are in nominal terms 0 Figure 1.2 Digital communications service availability UK UK Platform UK 2012 England Scotland Wales N Ireland 2011 change Fixed line 100% 100% 0pp 100% 100% 100% 100% 2G mobile1 99.6% 99.7% -0.1pp 99.8% 99.3% 98.8% 98.5% 3G mobile2 99.1% 99.1% 0pp 99.5% 96.6% 97.7% 97.4% Virgin Media cable broadband3 48% - - 51% 38% 22% 28% LLU ADSL broadband4 94% 92% +3pp 95% 87% 92% 85% BT Openreach / Kcom fibre b’band5 56% n/a n/a 59% 25% 41% 93% NGA broadband6 73% 65% +8pp 76% 52% 48% 95% Digital satellite TV 98% 98% 0pp - - - - Digital terrestrial TV7 99% - - 99% 99% 98% 97% DAB BBC Network88 94.3% 92% +2.3pp 95.5% 90.9% 85.9% 85.4% DAB commercial network (Digital 85% 85% 0pp 90% 75% 60% - One)9 Sources: Ofcom and operators: 1.