Kier Group Results for the Year Ended 30 June 2017
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May CARG 2020.Pdf
ISSUE 30 – MAY 2020 ISSUE 30 – MAY ISSUE 29 – FEBRUARY 2020 Promoting positive mental health in teenagers and those who support them through the provision of mental health education, resilience strategies and early intervention What we offer Calm Harm is an Clear Fear is an app to Head Ed is a library stem4 offers mental stem4’s website is app to help young help children & young of mental health health conferences a comprehensive people manage the people manage the educational videos for students, parents, and clinically urge to self-harm symptoms of anxiety for use in schools education & health informed resource professionals www.stem4.org.uk Registered Charity No 1144506 Any individuals depicted in our images are models and used solely for illustrative purposes. We all know of young people, whether employees, family or friends, who are struggling in some way with mental health issues; at ARL, we are so very pleased to support the vital work of stem4: early intervention really can make a difference to young lives. Please help in any way that you can. ADVISER RANKINGS – CORPORATE ADVISERS RANKINGS GUIDE MAY 2020 | Q2 | ISSUE 30 All rights reserved. No part of this publication may be reproduced or transmitted The Corporate Advisers Rankings Guide is available to UK subscribers at £180 per in any form or by any means (including photocopying or recording) without the annum for four updated editions, including postage and packaging. A PDF version written permission of the copyright holder except in accordance with the provision is also available at £360 + VAT. of copyright Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, Barnard’s Inn, 86 Fetter Lane, London, EC4A To appear in the Rankings Guide or for subscription details, please contact us 1EN. -
City-REDI Policy Briefing Series
City-REDI Policy Briefing Series March Image Image 2018 Part B Carillion’s Collapse: Consequences Dr Amir Qamar & Professor Simon Collinson Carillion, the second-largest construction firm in the UK, were proud of their commitment to support regional growth and small-scale suppliers. As part of this commitment they directed 60% of project expenditure to local economies. Following the collapse of the firm, this positive multiplier effect became a significant, negative multiplier effect, particularly damaging to small-scale suppliers in the construction industry. The aim of this policy brief is to examine the consequences of Carillion’s demise, many of which are only now surfacing. One of the fundamental lessons that we can learn from Carillion’s collapse is about these ‘contagion’ effects. As we saw in the 2008 financial crisis, the businesses that underpin the economic health of the country are connected and strongly co-dependent. When a large flagship firm falls it brings down others. This does not mean we need more state intervention. But it does mean we need more intelligent state intervention. One of the fundamental lessons that the Government can learn from the Carillion episode is that it has a significant responsibility as a key customer, using public sector funds for public sector projects, to monitor the health of firms and assess the risks prior to issuing PPI and other contracts. 1 Introduction The collapse of Carillion, the second-largest construction firm in the UK, has had a significant, negative knock-on effect, particularly on small-scale suppliers in the industry. In total, Carillion was comprised of 326 subsidiaries, of which 199 were in the UK. -
Tussell Clients Receive Bespoke Research on Companies of Interest - Sign up for a Free Trial to find out More
Strategic Suppliers 2018 in Review Want to receive more market updates on the most important suppliers to government? Tussell clients receive bespoke research on companies of interest - sign up for a free trial to find out more: Data as at: 05 February 2019 Strategic Suppliers are defined by the Cabinet O!ce as: "Those suppliers with contracts across a number of Departments whose revenue from Government according to Government data exceeds £100m per annum and/or who are deemed significant suppliers to Government in their sector." For more information, see this information from the Crown Commerical Service and the Cabinet O!ce: https://www.gov.uk/government/publications/strategic-suppliers This analysis includes any subsidiaries, a!lliates and joint ventures of the companies mentioned. A list of these entitites is available on request. This data is derived from public sector information (a) licensed for use by the UK Government under the Open Government Licence v3.0 and/or (b) from the EU Tenders Electronic Daily website licenced for re-use by the European Commission. This information remains the copyright of the UK Government and European Commission respectively. Strategic Suppliers - Overview The Cabinet O!ce designates 30 companies as 'Strategic Suppliers' to Government. These firms are deemed so important to the delivery of essential public services that the Government's relationship with them is managed centrally by 'Crown Representatives'. 2018 was a turbulent year for some Strategic Suppliers. Starting with the collapse of Carillion in the beginning of the year and continuing with mounting stock market pressure on several others. This culminated with the re-capitalisation of Interserve on February 5th 2019. -
Kier Group Annual Report and Accounts for the Year
KIER G Kier Group plc CONTENTS Tempsford Hall, Sandy Bedfordshire SG19 2BD ro 01 Group highlights 40 Financial statements 83 Company balance sheet UP 02 Chairman’s statement 41 Directors’ report 84 Notes to the Company financial Tel: 01767 640111 P 04 42 Chief executive’s review Corporate governance statement statements L Fax: 01767 640002 C 27 Corporate responsibility 45 Directors’ remuneration report 86 Principal operating subsidiaries 34 Financial review 50 Statement of directors’ responsibilities and business units www.kier.co.uk A NN 37 Business risks 51 Independent auditors’ report to the 87 Principal joint arrangements and U 38 Board members members of Kier Group plc joint ventures AL 52 88 Consolidated income statement Financial record RE 53 Consolidated statement of ibc Corporate information P ort recognised income and expense 54 Consolidated balance sheet AN 55 Consolidated cash flow statement D 56 Notes to the consolidated financial acco statements U NTS 2008 For the latest information on Kier Group plc, visit our website: www.kier.co.uk Homepage Investor relations www.kier.co.uk www.kier.co.uk/ir Corporate responsibility Total solutions www.kier.co.uk/responsibility www.kier.co.uk/total_solutions Annual Report UNITED KINGDOM SUPREME COURT, PARLIAMENT SQUARE, LONDON AND accounts INTEGRATED EXCELLENCE Good progress has been made by Kier Group on the renovation of the Middlesex Guildhall in 2008 INDIVIDUAL FLAIR Parliament Square, London, to deliver the new United Kingdom Supreme Court for the Ministry of Justice in 2009. The project is spearheaded by Kier KIER GROUP PLC Property, Kier’s development arm, and its historic building refurbishment specialist, Wallis, is acting as main contractor. -
The IMS Talent Challenge CEO Reward Analysis Contents
Acolyte Presents CEO REWARD & REMUNERATION IN THE CONSTRUCTION SECTOR Talent Insight Hub – Salary Benchmarking 2020 1.0 The IMS Talent Challenge CEO Reward Analysis Contents 1.0 PROJECT BACKGROUND 3 2.0 EXECUTIVE SUMMARY 5 3.0 APPROACH 8 4.0 CEO REWARDS IN THE UK CONSTRUCTION MARKET 10 5.0 CEO REWARDS IN THE GLOBAL CONSTRUCTION MARKET 15 6.0 CEO REWARDS IN SIMILAR SIZED COMPANIES 20 7.0 APPENDICES 25 6.1 Remuneration Data 26 6.2 UK Company Profiles 30 6.3 Global Company Profiles 41 6.4 Similar Sized Company Profiles 52 8.0 ABOUT ACOLYTE 63 1.0 Project Background CEO Reward Analysis Project Background PROJECT BACKGROUND With CEOs of the ten largest construction companies in the UK taking home circa £25m between them last year, how does their compensation compare to CEOs of globally leading construction companies and CEOs of similar sized firms in other sectors? The competitive nature of operating in the construction market can create an inflationary pressure on rewards paid to executives. There is a balancing act between aligning a company's success with their CEO’s remuneration (i.e. bonus, stock options etc.) and ensuring that the base salary is competitive enough to attract strong leadership talent. To address this challenge, this whitepaper examines the rewards paid to the CEOs of top ten UK construction companies in the context of both CEO rewards in the the top ten global construction firms and the remuneration earned by CEOs in ten companies of a similar scale across different sectors in the UK. -
We Work for You
We work for you Annual Report and Accounts 2012 Overview | Performance Highlights and Financial Summary Performance Highlights Pre-tax profit1 Underlying earnings per share1 Dividends per share − 7% −1% +2% 2012 £310m 2012 35.0p 2012 14.1p 2011 £334m 2011 35.5p 2011 13.8p 2010 £306m 2010 32.7p 2010 12.7p Financial Summary (£m unless otherwise specified) 2012 2011 Change (%) Revenue including joint ventures and associates 10,896 11,035 (1) Group revenue 9,483 9,494 – Profit from continuing operations – underlying1 309 331 (7) – reported 74 243 (70) Pre-tax profit from continuing operations – underlying1 310 334 (7) – reported 75 246 (70) Earnings per share from continuing operations – underlying1 35.0p 35.5p (1) – basic 6.5p 26.7p (76) Dividends per share 14.1p 13.8p 2 Financing – net cash before PPP subsidiaries (non-recourse) 35 340 – net borrowings of PPP subsidiaries (non-recourse) (368) (332) 1 From continuing operations, before non-underlying items. Balfour Beatty differentiates itself through strong local businesses, global sector expertise and end-to-end capabilities including the ability to develop and finance. Ian Tyler Chief Executive Go online to watch our film www.balfourbeatty.com/ AR2012 We work Day in, day out around the world, Balfour Beatty teams are working with their clients and partners to fund, design, Overview deliver, operate and maintain infrastructure efficiently and safely. For you For everyone. Our business is creating the infrastructure assets that help communities, society and nations to live, thrive and grow. For the future We are focused on geographical regions and key market sectors that will enable us to prosper today and grow sustainably for years to come. -
Structural Steel Design Awards 2014
Structural Steel Design Awards 2014 Sponsored by: The British Constructional Steelwork Association Ltd and Tata Steel SSDA 2014 SPONSORS The British Constructional Steelwork Association Ltd 4 Whitehall Court, Westminster, Tata Steel London SW1A 2ES PO Box 1, Brigg Road, Scunthorpe, North Lincolnshire DN16 1BP Tel: 020 7747 8121 Fax: 020 7747 8199 Tel: 01724 405060 Email: [email protected] Email: [email protected] Website: www.steelconstruction.org Website: www.tatasteelconstruction.com INTRODUCTION In this challenging environment we see, yet again, The judges have been particularly impressed an outstanding set of projects for this year’s with the sense of boldness and innovation that Structural Steel Design Awards scheme. has been applied to all of the projects, as the teams search for different ideas and approaches The spread of projects on the selected shortlist in order to achieve the optimum solution for the of 12, reflects the broad appeal of steelwork in client, the public and society. construction, both geographically and in types of sector. This year the projects cover an array of The projects, particularly the winners, will prove jobs, from horses heads to a Walkie Talkie, as inspirational as we move forward into a well as an imaginative house, a heavy railway better climate and environment for the viaduct, a school, an arena, a leisure centre, industry. As always, the Structural Steel Design a hotel, a visitor centre and various bridges and Awards scheme provides a showcase for transport facilities. -
Marketplace Sponsorship Opportunities Information Pack 2017
MarketPlace Sponsorship Opportunities Information Pack 2017 www.airmic.com/marketplace £ Sponsorship 950 plus VAT Annual Conference Website * 1 complimentary delegate pass for Monday www.airmic.com/marketplace only (worth £695)* A designated web page on the MarketPlace Advanced notification of the exhibition floor plan section of the website which will include your logo, contact details and opportunity to upload 20% discount off delegate places any PDF service information documents Advanced notification to book on-site meeting rooms Airmic Dinner Logo on conference banner Advanced notification to buy tickets for the Annual Dinner, 12th December 2017 Logo in conference brochure Access to pre-dinner hospitality tables Opportunity to receive venue branding opportunities Additional Opportunities * This discount is only valid for someone who have never attended an Airmic Conference Airmic can post updates/events for you on before Linked in/Twitter ERM Forum Opportunity to submit articles on technical subjects in Airmic News (subject to editor’s discretion) Opportunity to purchase a table stand at the ERM Forum Opportunity to promote MP content online via @ Airmic Twitter or the Airmic Linked In Group About Airmic Membership Airmic has a membership of about 1200 from about 480 companies. It represents the Insurance buyers for about 70% of the FTSE 100, as well as a very substantial representation in the mid-250 and other smaller companies. Membership continues to grow, and retention remains at 90%. Airmic members’ controls about £5 billion of annual insurance premium spend. A further £2 billion of premium spend is allocated to captive insurance companies within member organisations. Additionally, members are responsible for the payment of insurance claims from their business finances to the value of at least £2 billion per year. -
Carillion's Collapse
City-REDI Policy Briefing Series March Image Image 2018 Part A Carillion’s Collapse: Cause Dr Amir Qamar & Professor Simon Collinson Racing to secure bids over rival construction companies, Carillion, the second-largest construction firm in the UK, hit a financial tipping point, lost the backing of the banks and collapsed. Its aggressive growth strategy and the diversification of its business portfolio increased the complexity of its internal structure. Coupled with poor oversight of its day-to-day operations, over-runs on flagship projects and an unclear corporate governance structure, the firm acquired debts of £1.5bn. One may argue that the demise of the construction giant was an inevitable outcome. The aim of this policy brief is to provide insights into the cause of Carillion’s financial meltdown and outline lessons for managers, shareholders, stakeholders and government from the closure of this construction giant. 1 Introduction With business roots tracing back to over a century ago, as of 2018, Carillion grew to employ 43,000 employees globally and 19,000 in the UK (about 2,000 in the West Midlands). Carillion was second only to Balfour Beatty in terms of turnover. The firm seemed to be performing, with consistent growth in revenues in recent years. The 2016- 2017 financial year was in fact, exceptional, with Carillion reporting £5.2bn in revenue; 14% higher than the preceding year. The fate of this construction giant, however, took a drastic turn in 2017 which ultimately resulted in the closure of the business in 2018, marking a historical year for the UK construction industry. -
How to Improve Service Delivery and Drive Margin Growth Through Digital Disruption
Microsoft Future Decoded How to improve service delivery and drive margin growth through digital disruption 01/11/2018 1 Digital disruption in FM Some of our clients 2 Digital disruption in FM Facilities Management in numbers The facilities management market was valued at £19.3bn in 2016 and will pass £21bn in 2020. Facilities management is responsible for as much as 8% of the UK’s gross domestic product (GDP). The sector employs up to 10% of the country’s workforce. The UK facilities management market is regarded as the ‘most mature and competitive in Europe’. i-FM Trends and Opportunities Report 2018 BIFM 3 Digital disruption in FM Facilities Management: an industry in flux The industry is facing a wide array of challenges, Market cap for the top 5 UK-based FM players has including: declined dramatically over the last 3 years • Dramatic drop in market cap • Carillion collapse • Capita profit warnings • Interserve financial difficulties • Political sensitivity around public sector outsourcing • Brexit uncertainties Mitie recognised two years ago that to avoid these risks it needed to transform its business, and digital transformation would be a core component. 4 Digital disruption in FM What does digital transformation mean for Mitie? • Creating additional value • Drive growth • Help our people work better and smarter 5 Digital disruption in FM Mitie security: a proof case for tech adoption 6 Digital disruption in FM Digital transformation challenges and solutions 7 Digital disruption in FM How are we approaching our transformation? 8 Digital disruption in FM The impact of IoT on FM Security & Surveillance Forrester reports that with Supply chain mgmt Energy Management – a Inventory & warehouse subset of FM – IoT is set to have a greater impact on FM Order tracking in more industries than any FACILITIES MANAGEMENT other business activity. -
Annual Report 2013 Berkeley Group Annual Report 2012
SPINE BACK COVER 8.5mm FRONT COVER Annual Report 2013 Berkeley Group Berkeley Group Annual Report 2012 Annual Report The Berkeley Group Holdings plc Berkeley House 19 Portsmouth Road Cobham Surrey KT11 1JG UK T +44 (0)1932 868555 F +44 (0)1932 868 667 www.berkeleygroup.co.uk Design by Hunter Design Printed in England by Crystal This report is printed on EBB Chromomat Our vision for the future 9597_001_RA_2013_Cover_AW.indd 1-3 22/07/2013 14:37 SPINE 8.5mm SPINE INSIDE FRONT 8.5mm INSIDE BACK CONTENTS Highlights Financials About this report 1 Who We Are and What We Do 86 Independent Auditors’ report on the Welcome to the Annual Report of The 2 Business Performance consolidated financial statements Berkeley Group Holdings plc (“the Berkeley 3 Chairman’s Statement 87 Consolidated income statement Group” or “Berkeley”), a publicly owned 4 Running a Sustainable Business Consolidated statement of company, listed on the London Stock 5 Managing Director’s Statement comprehensive income Exchange within the FTSE 250. In this 88 Consolidated statement of report, we give an overview of Berkeley’s Building Homes for Everyone financial position performance this year in the Highlights 89 Consolidated statement of changes section followed by a showcase of our 6 Building Homes for Everyone in equity portfolio of developments in London and 90 Consolidated cash flow statement Running a Sustainable Business the South of England in Building Homes for 91 Notes to the consolidated financial Everyone, before explaining how we operate 22 Running a Sustainable Business statements in Running a Sustainable Business and a 110 Independent Auditors’ report on review of the year in our Trading and Financial Trading And Financial Review the Company financial statements Review. -
Kier Group Plc (The “Company”) Convened Pursuant to the Notice of General Meeting Set out at the End of This Document
THIS DOCUMENT AND ANY ACCOMPANYING DOCUMENTS ARE IMPORTANT AND REQUIRE YOUR IMMEDIATE ATTENTION. If you are in any doubt as to what action you should take, you are recommended to seek your own personal financial advice immediately from your stockbroker, bank, solicitor, accountant, fund manager or other appropriate independent financial adviser, who is authorised under the Financial Services and Markets Act 2000 (the “FSMA”) if you are resident in the United Kingdom or, if not, from another appropriately authorised independent financial adviser. This document comprises a circular prepared in accordance with the Listing Rules made under section 73A of the FSMA for the purposes of the General Meeting of Kier Group plc (the “Company”) convened pursuant to the Notice of General Meeting set out at the end of this document. This circular has been approved by the FCA in accordance with section 87A of the FSMA and will be made available to the public. This document does not constitute or form part of any offer or invitation to purchase, otherwise acquire, subscribe for, sell, otherwise dispose of or issue, or any solicitation of any offer to sell, otherwise dispose of, issue, purchase, otherwise acquire or subscribe for, any security. This document together with the documents incorporated into it by reference (as set out in Part VII of this document) will be made available to the public in accordance with Prospectus Regulation Rule 3.2.1 by the same being made available, free of charge, at www.kier.co.uk and at the Company’s registered office at 81 Fountain Street, Manchester, England M2 2EE.