DOCSLIB.ORG

Sustainability Report 2020

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Sustainability Report 2020 Sustainability Report 2020 OUR JOURNEY TO NET POSITIVE SUSTAINABILITY REPORT 2020: INTRODUCTION Contents Hammerson 1. INTRODUCTION P.2 Our approach to sustainability, key ESG figures for 2020, process for managing risk, and our response to the TCFD. 2. OUR PERFORMANCE P.18 An overview of our journey to Net Positive, including headline performance against targets and progress in each of our four Net Positive areas. We also share our 2021-2022 targets, long-term targets and highlights from our Transition Pathway to Net Positive. 2.1 2.2 2.3 2.4 Carbon Water Resource Socio- Use economic impacts P.28 P.34 P.36 P.38 3. OUR DATA P.46 Comprehensive disclosures of the environmental and social impacts of our business activities, our basis of reporting, methodology, boundaries and GRI index. COVER IMAGE: Pulse, part of the Festival of Light at event at Westquay, Southampton. SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA 2 Welcome from our 3 Chief Executive Hammerson “Hammerson’s forward-thinking approach to sustainability has positioned the business well in responding to the rising ESG expectations of the investor community and our wider stakeholders. Our long-term vision is to ensure we continue to optimise our assets to thrive in a low carbon, city-based, 21st century economy. Our Positive Places sustainability strategy underpins this vision. Rita-Rose Gagné, CEO Hammerson’s sustainability PERFORMANCE TO DATE A DIFFICULT YEAR FOR MAINTAINING A CLEAR POWERED BY RENEWABLES strategy has long been a key AND THE IMPACT OF OUR COMMUNITIES FOCUS ON MATERIAL Our strategy recognises the critical strength of the business. Taking COVID-19 ISSUES over as Chief Executive, I made The strong relationships we have role renewable power has to play in it clear that this is a position that Unsurprisingly during 2020 with our communities has been My immediate focus moving the transition to a net zero carbon £8m we outperformed our annual important during the pandemic. forward remains on minimising economy. Almost 3% of our landlord of ESG focused investment will not change and that I expect planned 2021 - 2023 sustainability to become even more environmental targets. The trend We were immediately conscious our negative environmental electricity demand was supplied by central to our strategic thinking. has been sharply downwards of the intense pressures placed on impacts through our ongoing our on-site renewable assets in 2020 but the impact of closures due to local third sector organisations energy, water and resource use and additional capacity is planned COVID-19 makes 2020 a poor year with reduced funding and increased efficiency programmes, whilst for 2021. 92% of our electricity for comparisons. The trend over demand for services. A series extending our positive social demand in the UK and Ireland is the previous four years is more of projects was put in place to impacts. Work to reduce key currently sourced from REGO- useful and has been very strong. support local organisations help environmental impacts through backed clean electricity contracts. Carbon emissions intensity of our the most vulnerable within our optimising asset resource However, we plan to source at least -39% portfolio fell by 39% over the 4 years communities. Our investment in efficiency and investing in clean 50% of electricity for our UK assets carbon emissions intensity to the end of 2019, and absolute positive socio-economic projects technology will continue over from additional renewable power for managed retail portfolio emissions by 30% even though will obviously continue and we are the short and medium term. We from the end of 2021. This will bring over 4 years to end 2019 our portfolio has increased in size. particularly alert to the challenges have almost £8m of ESG focused unsubsidised new capacity to the Water intensity for landlord services facing local communities in 2021. investment included in asset grid and set a new standard in terms fell by 28% over this period. We are already working with local business plans to 2023, which we of power purchasing for our market. service providers and community expect to deliver financial as well as It will also support the transition of We have yet to achieve our target of foundations to target specific areas environmental and social returns. individual assets to net zero carbon becoming Net Positive for landlord of need, such as employment and over the coming years, helping us carbon, water and resource use, skills and financial exclusion. achieve our Net Positive targets for however setting this ambitious target the business as a whole. has driven the business to deliver truly exceptional medium term performance in these areas. Three of our flagship assets were Net Positive for landlord water demand in 2020. SUSTAINABILITY REPORT 2020: INTRODUCTION 1.0 INTRODUCTION 2.0 OUR PERFORMANCE 3.0 OUR DATA 4 The successful businesses 5 of the future will have sustainability at their core and be designed 92% to thrive in a net zero of electricity for our UK carbon economy. and Ireland portfolio from Hammerson REGO-backed contracts. City Quarters at Martineau Galleries, Birmingham < Continued from previous page Sustainability and the risks of climate carbon, climate risk, resource use, Looking at climate risk specifically, THE NEXT 12 MONTHS THE POWER OF We remain focused on our Net change are a shared business agenda water and our social impacts is right our portfolios have relatively low AND BEYOND COLLABORATION Positive targets over the next and the power of collaboration is for the business and supports our exposure to physical risks. Where 12 months and beyond. They Our Net Positive targets include the already clear; it will continue to be wider business strategy. these do present, our planned One of the few certainties for the represent a clear call to action impacts from the tenanted space a central element of our approach. programmes of maintenance and next 12 months and beyond is the for colleagues and are driving within our assets. These represent Our customer base is set to change As signatories to the Better Buildings upgrade will build in resilience in growing threat of climate change excellent outcomes. The successful over 70% of total carbon emissions and with it, the expectations and Partnership Climate Commitment a cost effective, well managed way. and the urgent need to act. Whilst businesses of the future will have for the business according to our opportunities we must respond to. we published our Net Zero Carbon Transitional risks presented through we can and will ensure our assets sustainability at their core and latest data. Thanks to our extensive This, along with a clearer focus on Transition pathway in December increasing regulatory and legislative remain resilient to direct physical be designed to thrive in a net environmental foot-printing model performance-in-use, are pushing new 2020. Setting out Net Positive targets standards in the UK, Ireland and risks and transitional risks, we are zero carbon economy. This is an and data sharing agreements within boundaries within the sector that we 5 years ago enabled us to publish a France are well managed across the indirectly exposed to the risks that important opportunity for us as we our leases, we are already able to fully support through our own work detailed pathway that includes all portfolio. For example we are now our other stakeholders, particularly reach out to communities within calculate the carbon emissions from and our active industry engagement. our directly managed assets and planning for 2030 MEES risk. Having our customers, face. our cities and look to provide the these areas (Scope 3 emissions) and encompasses operational, embodied established processes in place to For this reason I have tasked my local infrastructure they need and this data is set out in the report. MANAGING THE and Scope 3 carbon emissions. This ensure opportunities are taken to senior management team with deserve and that will serve the TRANSITION TO NET ZERO directly aligns with and supports upgrade units to higher standards at Reducing these emissions is essential carrying out detailed climate business and our shareholders CARBON ECONOMY our wider Net Positive targets and the most effective opportunity within and requires positive collaboration Positive Places strategic approach. scenario analysis this year to better in the decades to come. with our brands. Our work so far The challenges and changes the leasing cycle, has enabled us to understand these risks and the to encourage improved fit-out experienced through 2020 made This is particularly important as we minimise exposure to 2023 MEES potential opportunities that flow standards has delivered 900 tonnes clearer than ever the value for our look to develop our City Quarters. risk and will ensure we are well from them, to inform our wider of carbon savings within stores, business and others like ours of We have set the highest standards prepared for the next phase. business thinking and strategy. reducing carbon emissions and taking a leadership approach to for our design teams, including retailer operating costs over multiple sustainability. The sharp increase achieving net zero carbon and years. We are also working with in focus on climate change Passivhaus standards, and this strong stakeholders beyond our corporate and related risks and stronger steer is delivering exciting results. boundaries to support carbon, water public expectations of corporate The buildings that we create now and resource use savings elsewhere. responsibility, place businesses that and that will drive the performance We started this work for water in are ahead of the curve in a positive of our business for years to come 2019 and are looking to expand it to position. I am confident that our have to be ready for the challenges carbon in 2021 and 2022.
Load more

Recommended publications
  • Parker Review
    Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people.
    [Show full text]
  • COVERAGE LIST GEO Group, Inc
    UNITED STATES: REIT/REOC cont’d. UNITED STATES: REIT/REOC cont’d. UNITED STATES: NON-TRADED REITS cont’d. COVERAGE LIST GEO Group, Inc. GEO Sabra Health Care REIT, Inc. SBRA KBS Strategic Opportunity REIT, Inc. Getty Realty Corp. GTY Saul Centers, Inc. BFS Landmark Apartment Trust, Inc. Gladstone Commercial Corporation GOOD Select Income REIT SIR Lightstone Value Plus Real Estate Investment Trust II, Inc. Gladstone Land Corporation LAND Senior Housing Properties Trust SNH Lightstone Value Plus Real Estate Investment Trust III, Inc. WINTER 2015/2016 • DEVELOPED & EMERGING MARKETS Global Healthcare REIT, Inc. GBCS Seritage Growth Properties SRG Lightstone Value Plus Real Estate Investment Trust, Inc. Global Net Lease, Inc. GNL Silver Bay Realty Trust Corp. SBY Moody National REIT I, Inc. Government Properties Income Trust GOV Simon Property Group, Inc. SPG Moody National REIT II, Inc. EUROPE | AFRICA | ASIA-PACIFIC | MIDDLE EAST | SOUTH AMERICA | NORTH AMERICA Gramercy Property Trust Inc. GPT SL Green Realty Corp. SLG MVP REIT, Inc. Gyrodyne, LLC GYRO SoTHERLY Hotels Inc. SOHO NetREIT, Inc. HCP, Inc. HCP Sovran Self Storage, Inc. SSS NorthStar Healthcare Income, Inc. UNITED KINGDOM cont’d. Healthcare Realty Trust Incorporated HR Spirit Realty Capital, Inc. SRC O’Donnell Strategic Industrial REIT, Inc. EUROPE Healthcare Trust of America, Inc. HTA St. Joe Company JOE Phillips Edison Grocery Center REIT I, Inc. GREECE: Athens Stock Exchange (ATH) AFI Development Plc AFRB Hersha Hospitality Trust HT STAG Industrial, Inc. STAG Phillips Edison Grocery Center REIT II, Inc. AUSTRIA: Vienna Stock Exchange (WBO) Babis Vovos International Construction S.A. VOVOS Alpha Pyrenees Trust Limited ALPH Highwoods Properties, Inc.
    [Show full text]
  • Homes Have Never Been So Important
    Homes have never been so important ANNUAL REPORT AND ACCOUNTS 2020 STRATEGIC REPORT Our purpose 1 Grainger at a glance 2 Chairman’s statement 4 Chief Executive’s statement 5 Investment case 10 Market drivers 12 Our business model 14 Key performance indicators 16 Financial review 19 Stories 25 People, resources and relationships 34 Section 172 statement 37 Our commitment to sustainability 38 Risk management 44 Principal risks and uncertainties 47 Viability statement 51 GOVERNANCE Chairman’s introduction to governance 52 Leadership and purpose 54 Division of responsibility 64 Composition, succession and evaluation 66 Audit, risk and control 69 Remuneration 74 Directors’ report 93 FINANCIAL STATEMENTS Independent auditor’s report 97 Consolidated income statement 104 Consolidated statement of comprehensive income 105 Consolidated statement of financial position 106 Consolidated statement of changes in equity 107 Consolidated statement of cash flows 108 Notes to the financial statements 109 Parent company statement of financial position 151 Parent company statement of changes in equity 152 Notes to the parent company financial statements 153 EPRA performance measures (unaudited) 160 Five year record 164 OTHER INFORMATION Shareholders’ information 166 Glossary of terms 167 Advisers 168 Our purpose is to provide high-quality rental homes and great REPORT STRATEGIC customer service. This has never been more important than during the unprecedented Covid-19 lockdown. Our homes have never been more fully utilised, and our market leading operating platform has never been more appreciated. It has enabled our residents to focus on the things that really matter during this period. Although doing some things a little differently, our Covid-19 response strategy ensured we focused on three key areas: innovate, communicate and improve.
    [Show full text]
  • Retail Capital Markets Key 2020 Transaction Highlights
    Retail Capital Markets Key 2020 Transaction Highlights Contact us Tom Edson +44 7766 657 478 [email protected] St Peter’s Retail Park | Burton Upon Trent Lululemon | 127, 129 & 131 High Street, Guildford Anthropologie | 55-56 High Street, Winchester Client: Colliers Global Investors | Price: £5.5m Client: Private Investor | Price: £3m Client: AXA IM | Price: £2.5m Becky Hance +44 7894 509 566 [email protected] Pierre Kunkler +44 7508 124751 [email protected] Morrisons | Lawey Drive, Telford Tesco | Ponders Lane, Enfield Abbey Retail Park | Newtownabbey, Belfast Client: LaSalle IM | Price: £14.25m Client: Realty Income | Price: £67m Client: Hammerson | Price: £33m Georgie Griffiths +44 7860 180 330 [email protected] To learn more about our services and what we can do for you please visit colliers.com Asda | Torquay 7-9 Bond Street | Leeds Homebase | Walthamstow Client: Aberdeen Standard | Price: £16m Client: DTZ Investors | Price: £1.4m Client: Inland Homes plc | Price: £28m All information, analysis and recommendations made for clients by Colliers are made in good faith and represent Colliers professional judgement on the basis of information obtained from the client and elsewhere during the course of the assignment. However, since the achievement of recommendations, forecasts and valuations depends on factors outside Colliers' control, no statement made by Colliers may be deemed in any circumstances to be a representation, undertaking or warranty, and Colliers cannot accept any liability should such statements prove to be inaccurate or based on incorrect premises. In particular, and without limiting the generality of the foregoing, any projections, financial and otherwise, in this report are intended only to illustrate particular points of argument and do not constitute forecasts of actual performance.
    [Show full text]
  • 2021 Half-Year Results 5 August 2021
    2021 half-year results 5 August 2021 1 The Oracle, Reading Agenda Overview Financial results Strategy update Q&A 2 Overview Progress against FY20 priorities Balance sheet Strategy Operational Strengthened capital structure Update on portfolio & organisational reviews Rent collection improving(1) £403m of disposals, including French presented today: FY20 now at 90% minority stakes Simplify organisation by more efficient HY 21 at 71% Issue of €700m 1.75% sustainability- structures and platform linked bond Footfall c.80% pre-Covid levels Redeemed €500m 2022 bond & 53% New leadership: of 2023 €500m bond CFO with experience in transformation Leasing volumes improving (+£5.4m on H1 £297m of private placement notes & technology 20, £+1.4m on H1 19)(2) repaid Expertise in repositioning of assets and Right categories and structures £415m RCF maturing 2022 refinanced development to £200m of facilities maturing 2026 Strong pipeline Net debt reduced from £2.2bn to £1.9bn No significant unsecured maturities until 2025 1 Rent collection was FY20 89%, HY 21 68% as at 9 July 2021 3 2 Flagships only Half-year results Westquay, Southampton 2021 half-year financial results H1 headline results 30 June 2021 30 June 2020 Change Income statement Adjusted net rental income (£m)(1) (2) 87.2 94.4 (8%) LFL NRI (£m) 67.70 67.60 0.1% Premium outlets earnings (£m)(3) (2.0) (7.4) 73% Adjusted earnings (£m) 20.1 17.7 14% IFRS loss (£m)(4) (375.5) (1,088.4) 65% 30 June 2021 31 Dec 2020 Change Balance sheet Managed portfolio value (£m)(1) 3,596 4,414 (19%) Value Retail net asset value (£m) 1,130 1,154 (2%) Net debt (£m)(1) (1,879) (2,234) 16% Value Retail value (£m) 1,902 1,924 (1%) Value Retail net debt (£m) (690) (689) 0% EPRA NTAPS (p) 69 82 (16%) 1 Figures on a proportionally consolidated basis excluding Value Retail.
    [Show full text]
  • Where Morehappens
    Where more happens Annual Report 2015 HAMMERSON PLC ANNUAL REPORT 2015 We are Hammerson At Hammerson, we create destinations that excite shoppers, attract and support retailers, reward investors and serve communities; destinations where more happens. CONTENTS STRATEGIC REPORT FINANCIAL STATEMENTS Highlights 01 Directors’ responsibilities 113 Our business at a glance 02 Independent Auditor’s report 114 Our business model 04 Primary financial statements 118 Our business model in action 06 Notes to the accounts 124 In conversation with David Atkins, Company primary statements 158 Chief Executive 08 Notes to the Company accounts 160 Our market 14 OTHER INFORMATION Key performance indicators 18 Business review 22 Additional disclosures 166 Sustainability review 43 Ten-year financial summary 173 Our people 49 Summary of Directors’ remuneration policy 174 Financial review 53 Shareholder information 178 Principal risks and uncertainties 62 Glossary 181 CORPORATE GOVERNANCE Index 183 REPORT Chairman’s letter 68 In conversation with the Board 70 Your Board’s year 74 Nomination Committee report 78 Visit our website www.hammerson.com Audit Committee report 80 for more information about us and our Directors’ Remuneration report 84 business Compliance with the UK Follow us on twitter Corporate Governance Code 102 @hammersonplc Directors’ biographies 108 Directors’ report 110 Watch us on youtube Search hammerson Cover image: Taurus Geodessica installation Follow us on LinkedIn by Joshua Harker at Bullring September 2015 Search hammerson HAMMERSON PLC
    [Show full text]
  • LONDON SPONSORSHIP 2020 “An Opportunity to Promote Your Brand to London’S Property and Construction Movers and Shakers”
    LONDON SPONSORSHIP 2020 “An Opportunity to Promote your brand to London’s Property and Construction Movers and Shakers” • Connect and Engage – with an audience of c.450 senior Industry players and decision makers • • Comprehensive Sponsor Package – including a table of 10 and a position on the Chairman’s Table • • Brand Association – with high-profile Private & Public sector leaders and Industry influencers • • Be part of key Industry debates! Supporters Data Partner Design Partner PR & Comms for 2020 Partner “Contecting the Movers and Shakers in UK Property” great speakers... great events... great networking... Breakfast Sponsorships 2020 An opportunity to associate your brand with the UK’s number one Property and Construction Networking Forum, and communicate to an audience of key players in the Marketplace. Background 2020 is Movers & Shakers’ 25th Anniversary! Movers & Shakers is an exclusive membership organisation; structured to deliver the BEST NETWORKING OPPORTUNITES IN THE MARKETPLACE! Members must be able to deliver reciprocal business and with restricted numbers in each sector, we can ensure a balanced mix of interests; to underpin the exclusivity of the organisation. OUR AIM IS TO HELP YOU TO MAKE THE RIGHT CONNECTIONS; TO NETWORK AT THE HIGHEST LEVEL, TO GENERATE BUSINESS OPPORTUNITIES AND TO WIN WORK - with over 300 member companies, from leading organisations across the Industry. To gain shared knowledge and understanding from our first-class speakers and members. To deliver debate on our four pillars: SUSTAINABILITY | INCLUSIVITY | SOCIAL VALUES | TECHNOLOGY Events Programme Movers & Shakers runs events in London and across the UK (Birmingham, Bristol, Edinburgh, Manchester). The mainstay of the business is the programmes of breakfast events; which, in London are held at The Royal Lancaster Hotel.
    [Show full text]
  • Report & Accounts 2018
    Report & Accounts 2018 Report & Accounts Derwent London plc Report & Accounts 2018 01 DERWENT LONDON CONTENTS Who we are We are the largest London-focused real estate investment trust (REIT), owning a 5.4 million sq ft portfolio of mainly commercial real estate in 13 ‘villages’ across central London. Our purpose Our purpose is to help improve and upgrade the stock of office space in central London, providing above average long-term returns to our shareholders while bringing social and economic benefits to all our stakeholders. By setting an open and progressive corporate culture and promoting values that include building lasting relationships, our design-led ethos has created a brand of well-designed, flexible and efficient buildings at affordable rents. These not only help our occupiers attract talent but also revitalise neighbourhoods and benefit local communities. Our approach contributes to workforce well-being and will help to maintain London’s place as a leading global business hub. What we do The majority of our portfolio is income producing. STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS We aim for a balance between properties with potential to add further value through regeneration and those 2018 summary ......................................................................................... 04 Introduction from the Chairman ........................................................... 84 Statement of Directors’ responsibilities ........................................... 138 which have already been improved but where our asset
    [Show full text]
  • Hammerson Plc Annual Report 2012 Report Annual
    Hammerson plc plc Hammerson Annual Report 2012 Hammerson plc Annual Report 2012 Who we are We create HIGH-QUALITY retail property Our vision is to be the best owner-manager and developer of retail property within Europe. We focus on winning locations: prime regional shopping centres, convenient retail parks and premium designer outlet villages. Hammerson retail locations (see pages 8 to 17 for more details) EXPERIENCE CONVENIENCE LUXURY UK shopping centres UK retail parks Value Retail 1 1 1 Brent Cross, London NW4 Abbey Retail Park, Belfast Bicester Village, Oxford 2 2 2 Centrale, Croydon Central Retail Park, Falkirk La Vallée Village, Paris 3 3 3 Queensgate, Peterborough Dallow Road, Luton Kildare Village, Dublin 4 4 Bullring, Birmingham Battery Retail Park, Birmingham 5 5 Not shown Highcross, Leicester Cleveland Retail Park, Middlesbrough 6 6 Silverburn, Glasgow Drakehouse Retail Park, Sheffield Maasmechelen Village, Brussels 7 7 Wertheim Village, Frankfurt Cabot Circus, Bristol Brent South Shopping Park, London 8 8 The Oracle, Reading Cyfarthfa Retail Park, Merthyr Tydfil Ingolstadt Village, Munich 9 9 Fidenza Village, Milan Union Square, Aberdeen Elliott’s Field, Rugby 10 10 Las Rozas Village, Madrid WestQuay, Southampton Fife Central Retail Park, Kirkcaldy 11 11 La Roca Village, Barcelona Monument Mall, Newcastle Parc Tawe Retail Park, Swansea 12 12 Victoria Quarter, Leeds Westwood & Westwood Gateway, Thanet 13 Manor Walks, Cramlington France shopping centres 14 Ravenhead Retail Park, St Helens 13 Grand Maine, Angers 15 Wrekin Retail
    [Show full text]
  • STOXX Changes Composition of Benchmark Indices Effective on June 21St, 2021
    Zug, June 11th, 2021 STOXX Changes composition of Benchmark Indices effective on June 21st, 2021 Dear Sir and Madam, STOXX Ltd., the operator of Qontigo’s index business and a global provider of innovative and tradable index concepts, today announced the new composition of STOXX Benchmark Indices as part of the regular quarterly review effective on June 21st, 2021 Date Symbol Index name Internal Key ISIN Company name Changes 11.06.2021 BDXP STOXX Nordic Total Market SE10V2 SE0001174970 MILLICOM INTL.CELU. SDR Addition 11.06.2021 BDXP STOXX Nordic Total Market NO112F NO0010823131 KAHOOT! Addition 11.06.2021 BDXP STOXX Nordic Total Market SE10W3 SE0015483276 CINT GROUP Addition 11.06.2021 BDXP STOXX Nordic Total Market SE10X4 SE0015671995 HEMNET Addition 11.06.2021 BDXP STOXX Nordic Total Market DK3011 DK0060497295 MATAS Addition 11.06.2021 BDXP STOXX Nordic Total Market FI10JH FI4000480215 SITOWISE GROUP Addition 11.06.2021 BDXP STOXX Nordic Total Market FI10HF FI4000049812 VERKKOKAUPPA COM Addition 11.06.2021 BDXP STOXX Nordic Total Market FI10FD FI0009001127 ALANDSBANKEN B Addition 11.06.2021 BDXP STOXX Nordic Total Market FI6036 FI4000048418 AHLSTROM-MUNKSJO Addition 11.06.2021 BDXP STOXX Nordic Total Market FI10IG FI4000062195 TAALERI Addition 11.06.2021 BDXP STOXX Nordic Total Market FI10GE FI4000029905 SCANFIL Addition 11.06.2021 BDXP STOXX Nordic Total Market NO90I2 NO0010861115 NORSKE SKOG Addition 11.06.2021 BDXP STOXX Nordic Total Market NO111E NO0010029804 SPAREBANK 1 HELGELAND Addition 11.06.2021 BDXP STOXX Nordic Total Market NO113G NO0010886625 AKER BIOMARINE Addition 11.06.2021 BDXP STOXX Nordic Total Market NO114H NO0010936792 FROY Addition 11.06.2021 BDXP STOXX Nordic Total Market NO110D BMG9156K1018 2020 BULKERS Addition 11.06.2021 BDXP STOXX Nordic Total Market NO10R3 NO0010196140 NORWEGIAN AIR SHUTTLE Addition 11.06.2021 BDXP STOXX Nordic Total Market NO809S NO0010792625 FJORD1 Deletion 11.06.2021 BKXA STOXX Europe ex Eurozone Total Market SE10V2 SE0001174970 MILLICOM INTL.CELU.
    [Show full text]
  • Market Roundup Company Focus: Bellway 23 March 2018
    23 March 2018 Market Roundup Chart 1: UK Consumer Inflation (CPIH %) UK shares suffered heavy losses this week, taking the FTSE 100 index 6 below the 7,000 level for the first time since 2016. 5 On Monday, the blue-chip benchmark dropped 1.6%, with Micro Focus International plunging an eye-watering 47% after cutting its revenue 4 forecast and announcing the exit of its chief executive. But real estate 3 companies were in demand after shopping centre owner Hammerson 2 said it had rebuffed a takeover attempt by French rival Kleppiere. 1 Banks led the gainers on Tuesday, with RBS raising hopes that dividends could restart as early as mid-year if a US investigation into 0 mortgage mis-selling is resolved. Housebuilders also rose after solid results from Bellway, whose shares finished 3.5% higher. CPIH Annual Rate… Markets were nervous on Wednesday ahead of the US Federal Reserve’s decision on interest rates. B&Q-owner Kingfisher dropped Source: ONS Data at 23/3/2018 10.7% after issuing a cautious outlook. And a profit warning sent Moss Chart 2: UK Employment Growth (annual change; thousands) Bros down 23% to a six-year low. The FTSE 100 was off 0.3%. Thursday saw the FTSE 100 fall 1.2% on trade war worries. US share Men working full-time indexes were down more than 2%. Banks were big fallers, with Lloyds Banking Group off 1.6% and both Men working part-time Barclays and HSBC losing more than 2%. But Reckitt Benckiser jumped 4.8% after it pulled out of bidding for Pfizer’s consumer health Women working full-time unit.
    [Show full text]
  • The Hard Sell Recent Years Has Been Downwards
    TIPS IDEAS FARM the general trajectory of the share price over subsequent build-up in shorts underpinned The hard sell recent years has been downwards. This our confidence in the sell case and encour- emphasises the importance of taking the kind aged us to restate the call. Shorts peaked ALGY HALL of external prompts we monitor in the Ideas at 12.5 per cent in May last year, by which ome stock ideas just keep on giving. While Farm as a reason to undertake further research time the shares were already down to 774p. Sthis is a principle often associated with rather than a call to blindly follow suit. Negative bets fell to 5 per cent a year ago, but buy-and-hold investments, the same can But on this occasion, we think the have been riding high again for much of the apply to popular shorts (bets that a share prospects for Sainsbury may be more akin to past 12 months. The shares hit a 66p low in price will fall). Indeed, over recent weeks, two of the other serial short favourites when March and currently trade at 95p. four of the top five stocks in our most-shorted- they’ve previously experienced short surges: Shorts aside, our view of both Cineworld shares table are names that have flirted with Cineworld and Metro Bank. and Metro Bank when we moved to sell boiled top spots on the list in the past. In the case of cinema chain Cineworld, down to the fact they looked vulnerable to the Of the top five,Cineword (CINE), Metro it was a combination of sharply rising short dreaded combination of an ongoing decline Bank (MTRO), J Sainsbury (SBRY) and interest and broker downgrades that attracted in profit coupled with an overstretched bal- Premier Oil (PMO) all have historical form as our attention to the shares in September ance sheet.
    [Show full text]