DOCSLIB.ORG

Defence Security Transport Energy

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Defence Security Transport Energy Ultra Electronics Holdings plc Annual Report and Accounts 2012 positioned for growth through portfolio strength focused on customer need SOLDIER SYSTEMS LOGISTICS AND SUPPORT SATELLITE SYSTEMS RADIO SYSTEMS COMMAND, CONTROL, COMMUNICATIONS AND COMPUTERS AVIONICS DATA TRAFFIC MANAGEMENT MANNED AIRCRAFT SYSTEMS AND QUALITY OF SERVICE AIRCRAFT WEAPON SYSTEMS MISSION SUPPORT UNMANNED AIRBORNE VEHICLE SYSTEMS MANNED NAVAL VESSEL SYSTEMS UNMANNED NAVAL SYSTEMS NAVAL WEAPON SYSTEMS WEAPON SYSTEMS MANNED VEHICLE SYSTEMS UNMANNED GROUND VEHICLE SYSTEMS DATA INTERCEPT DEFENCE WIRELESS SURVEILLANCE SYSTEMS SITUATIONAL AWARENESS INFRASTRUCTURE SECURITY SYSTEMS PROTECTION PROACTIVE DEFENCE SECURITY FIRST RESPONSE MASS TRANSIT TRANSPORT BAGGAGE SYSTEMS PASSENGER SYSTEMS AIRPORT INFORMATION SYSTEMS ENERGY MASTER SYSTEMS INTEGRATION RESOURCE MANAGEMENT REMOTE POWER RENEWABLES OIL AND GAS CIVIL NUCLEAR making a difference Ultra Electronics Holdings plc Annual Report and Accounts 2012 Ultra Electronics is a group of specialist businesses designing, manufacturing and supporting electronic, electro-mechanical and software systems, sub-systems and products for DEFENCE, SECURITY, TRANSPORT and ENERGY applications worldwide. Contents 1. Introduction 3. Performance 5. Group financials Financial and operational highlights 01 Financial performance overview 24 Independent auditor’s report 70 Chairman’s statement 02 Paul Dean, Finance Director Group highlights 71 Douglas Caster CBE, Chairman Aircraft & Vehicle Systems 26 Consolidated income statement 72 Group at a glance 04 Information & Power Systems 28 Consolidated statement of Chief Executive’s report 06 Tactical & Sonar Systems 30 comprehensive income 72 Rakesh Sharma, Chief Executive Financial review 32 Consolidated balance sheet 73 2. Strategic review Making a difference 35 Consolidated cash flow statement 74 Strategic objectives 08 Developing Ultra’s people 36 Consolidated statement of changes in equity 75 Key Performance Indicators 10 Sustainability 38 Notes to accounts 76 Business model 12 Risk management 40 Statement of accounting policies in respect of the Group’s consolidated financial statements 107 Strategic tenets 18 4. Governance Market analysis 20 Board of Directors 44 6. Company financials Executives and advisors 46 Independent auditor’s report 115 Corporate governance 47 Company balance sheet 116 Remuneration report 58 Notes to accounts 117 Directors’ report 67 Statement of accounting policies for the Company accounts 121 7. Five year review Five year review 123 Cautionary statement This document contains forward looking the expectations reflected in these statements statements that are subject to risk factors are reasonable but they may be affected by a associated with, amongst other things, the wide range of variables which could cause For more information: economic and business circumstances occurring actual results to differ materially from those www.ultra-electronics.com/ from time to time in the countries and sectors currently anticipated. investors/irhome.php in which the Group operates. It is believed that Ultra Electronics Holdings plc 01 Annual Report and Accounts 2012 Financial and operational highlights Operational highlights Award of a £19m+ contract A high level of internal Three acquisitions to Introduction with the US Air Force for investment maintained to augment Ultra’s existing 1. provision of airborne underpin future growth. portfolio of specialist communication gateways. niche capabilities. Revenue Underlying earnings per share Underlying operating profit Strategic review 2. 124.5 760.8 122.2 122.1 120.2 731.7 710.0 110.3 107.9 £760.8m 651.0 124.5p £122.2m 97.3 96.4 KPI 515.3 KPI 80.1 77.1 +4.0% +3.6% +0.1% (2011: £731.7m) (2011: 120.2p) (2011: £122.1m) Performance 11100908 12 11100908 12 11100908 12 3. Dividend per share Underlying profit before tax Group order book 40.0 115.6 950.3 114.9 905.0 38.5 102.7 34.6 40.0p £115.6m £905.0m 817.9 783.5 761.8 31.2 89.5 KPI 77.2 26.0 Governance +3.9% +0.6% -4.8% 4. (2011: 38.5p) (2011: £114.9m) (2011: £950.3m) 11100908 12 11100908 12 11100908 12 Dividend The proposed final dividend is 27.8p, bringing the total dividend for the year to 40.0p (2011: 38.5p). This represents an annual increase of 4%, with the dividend being covered 3.1 times (2011: 3.1 times) Group financials by underlying earnings per share. If approved at the Annual General Meeting, the dividend will be paid 5. on 3 May 2013 to shareholders on the register on 12 April 2013. KPI = Key Performance Indicator, see pages 10 and 11 for details Company financials 6. Footnote Underlying operating profit is before Basic EPS 91.5p (2011: 96.2p). Operating cash of acquisition costs. Net debt comprises loans amortisation of intangibles arising on acquisition flow is cash generated by operations and and overdrafts less cash and cash equivalents. and adjustments to deferred consideration net of dividends from associates, less net capital organic revenue/profit growth is the annual acquisition costs. IFRS operating profit £88.7m expenditure, R&D and LTIP share purchases. rate of increase in revenue/profit that was (2011: £99.2m). Underlying profit before tax operating cash conversion is cash generated achieved, assuming that acquisitions made and underlying earnings per share are before by operations and dividends from associates, less during the prior year were only included for the amortisation of intangibles arising on acquisition, net capital expenditure, R&D and LTIP share same proportion of the current year. Five-year review fair value movements on derivatives, unwinding purchases as % of operating profit before 7. of discounts on provisions and adjustments to amortisation of intangibles arising on acquisition deferred consideration net of acquisition costs. and adjustments to deferred consideration net 02 Ultra Electronics Holdings plc Annual Report and Accounts 2012 Chairman’s statement The Group will continue to differentiate itself from its competitors through its technical innovation and the high ʻʻstandards of behaviour for which Ultra is known. Dear shareholder I am pleasedʼʼ to report that Ultra has successfully managed a year of challenging market conditions where expenditure in the Group’s main defence markets continues to be under extreme pressure as governments address their budget deficits and debt levels. Through Ultra’s robust strategic review process, the Group was able to recognise the tightening of defence budgets and has reacted by positioning itself into areas of preferential spend within these markets. At the same time the Group has made good progress in adjacent, non-defence, security, transport and energy markets so that, in 2012, revenue from its traditional defence markets represented less than 60% of the Group total. Ultra’s recent investments in new products and acquisitions have enabled the Group to achieve this repositioning to provide both a degree of resilience to tough market conditions and a platform for future growth. The Group’s overall performance in 2012 underlines the resilience of its business model and this is explained in more detail on pages 12 to 17. Douglas Caster CBE, Chairman Ultra’s strategy is constantly to increase its share of the markets in which it has positioned itself and the Group continues to focus on those specialist sectors within the markets where customers preferentially target their expenditure. An important role of the Board is to participate fully in robustly reviewing and testing the Executive Directors’ strategic plans for the Group, to ensure that they deal not just with the particularly challenging short-term market conditions, but also fully address the need to continue to position for medium and long-term growth. It has long been a core part of Ultra’s strategy to acquire companies that bring world leading niche technologies and market positions to the Group, in addition to supplementing its organic growth. The Board plays a key role in reviewing any potential acquisition to ensure that it is complementary to the existing portfolio, Ultra Electronics Holdings plc 03 Annual Report and Accounts 2012 Introduction 1. 2000 Ultra’s track record of KPI 1800 delivering above average Strategic review shareholder returns 2. 1600 since flotation (pence) 1400 FTSE all share price index FTSE 100 price index 1200 FTSE all share aerospace/defence 1000 Performance 800 3. 600 400 200 0 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 Governance 4. achieves an appropriate strategic fit, is Ultra’s major programmes are reviewed by business conduct and corporate valued sensibly and will add to future the Board, during both the bid and governance. This report contains a specific shareholder value. In 2012 Ultra completed execution phases. section devoted to the framework and three acquisitions: GigaSat, Barron McCann In Ultra, risk is assessed and managed at processes that are in place to maintain the and RFI. These businesses augment Ultra’s the most appropriate level of the business. high standards of governance that the existing specialist capabilities in Those risks that are identified as strategic in Board requires of Ultra. Further detail about communications, cyber & security and nature are elevated to the Board where how the Board provides effective leadership power markets, all of which have been they are subjected to formal scrutiny to on these matters can be found in the identified as future growth areas. sustainability section on pages 38 to 39 Group financials ensure that the appropriate mitigations are 5. Another core element of Ultra’s strategy is in place. In addition to assessing specific and the governance section, starting on continued investment in the development risks, the Board will also regularly assess page 44 of this report. of new, differentiated offerings, particularly and confirm the status of the overall I should like to finish by thanking, on where the Group’s specialist domain business, with a focus on the Group’s behalf of the Board, all of Ultra’s employees knowledge provides competitive competitive strategies, business for their continued hard work, engagement advantage.
Load more

Recommended publications
  • The Privatisation of Qinetiq
    House of Commons Committee of Public Accounts The privatisation of QinetiQ Twenty–fourth Report of Session 2007–08 Report, together with formal minutes, oral and written evidence Ordered by The House of Commons to be printed 12 May 2008 HC 151 Published on 10 June 2008 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Committee of Public Accounts The Committee of Public Accounts is appointed by the House of Commons to examine “the accounts showing the appropriation of the sums granted by Parliament to meet the public expenditure, and of such other accounts laid before Parliament as the committee may think fit” (Standing Order No 148). Current membership Mr Edward Leigh MP (Conservative, Gainsborough) (Chairman) Mr Richard Bacon MP (Conservative, South Norfolk) Angela Browning MP (Conservative, Tiverton and Honiton) Mr Paul Burstow MP (Liberal Democrat, Sutton and Cheam) Rt Hon David Curry MP (Conservative, Skipton and Ripon) Mr Ian Davidson MP (Labour, Glasgow South West) Mr Philip Dunne MP (Conservative, Ludlow) Angela Eagle MP (Labour, Wallasey) Nigel Griffiths MP (Labour, Edinburgh South) Rt Hon Keith Hill MP (Labour, Streatham) Mr Austin Mitchell MP (Labour, Great Grimsby) Dr John Pugh MP (Liberal Democrat, Southport) Geraldine Smith MP (Labour, Morecombe and Lunesdale) Rt Hon Don Touhig MP (Labour, Islwyn) Rt Hon Alan Williams MP (Labour, Swansea West) Phil Wilson MP (Labour, Sedgefield) The following were also Members of the Committee during the period of the enquiry: Annette Brooke MP (Liberal Democrat, Mid Dorset and Poole North) and Mr John Healey MP (Labour, Wentworth). Powers Powers of the Committee of Public Accounts are set out in House of Commons Standing Orders, principally in SO No 148.
    [Show full text]
  • To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
    BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade.
    [Show full text]
  • Fund Fact Sheet
    Franklin Templeton Funds GB00B3ZGH246 FTF Franklin UK Mid Cap Fund - A 31 July 2021 (inc) Fund Fact Sheet For Professional Client Use Only. Not for distribution to Retail Clients. Fund Overview Performance Base Currency for Fund GBP Performance over 5 Years in Share Class Currency (%) Total Net Assets (GBP) 1.16 billion FTF Franklin UK Mid Cap Fund A (inc) FTSE 250 ex-Investment Trusts Index Fund Inception Date 17.10.2011 180 Number of Issuers 36 Benchmark FTSE 250 ex-Investment 160 Trusts Index IA Sector UK All Companies 140 ISA Status Yes 120 Summary of Investment Objective The Fund aims to grow in value by more than the FTSE 250 100 (ex-Investment Trusts) Index, from a combination of income and investment growth over a three to five-year period after all fees and costs are deducted. 80 07/16 01/17 07/17 01/18 07/18 01/19 07/19 01/20 07/20 01/21 07/21 Fund Management Discrete Annual Performance in Share Class Currency (%) Richard Bullas: United Kingdom 07/20 07/19 07/18 07/17 07/16 Mark Hall: United Kingdom 07/21 07/20 07/19 07/18 07/17 Dan Green, CFA: United Kingdom A (inc) 36.52 -12.79 -1.25 9.89 23.81 Marcus Tregoning: United Kingdom Benchmark in GBP 42.85 -15.10 -4.98 8.39 17.21 Ratings - A (inc) Performance in Share Class Currency (%) Cumulative Annualised Overall Morningstar Rating™: Since Since Asset Allocation 1 Mth 3 Mths 6 Mths YTD 1 Yr 3 Yrs 5 Yrs Incept 3 Yrs 5 Yrs Incept A (inc) 4.45 5.93 20.14 16.83 36.52 17.58 59.90 821.63 5.55 9.84 10.60 Benchmark in GBP 3.24 3.01 16.86 15.60 42.85 15.25 46.41 622.69 4.84 7.92 9.38 Prior to 7 August 2021, the Fund was named Franklin UK Mid Cap Fund.
    [Show full text]
  • Growing the Contribution of Defence to UK Prosperity / Foreword by Philip Dunne MP Growing the Contribution of Defence to UK Prosperity
    Growing the Contribution of Defence to UK Prosperity / Foreword by Philip Dunne MP Growing the Contribution of Defence to UK Prosperity A report for the Secretary of State for Defence Philip Dunne MP July 2018 A Front cover: Flexible Manufacturing Systems at the BAE Systems F-35 machining facility at Samlesbury, Lancashire. The systems help machine complex titanium and aluminium components with unparalleled precision. Copyright BAE Systems plc. All images are Crown Copyright unless otherwise stated. Growing the Contribution of Defence to UK Prosperity / Contents Contents Foreword by Philip Dunne MP 2 Executive Summary 4 Chapter 1 National life 6 Chapter 2 Economic growth 16 Chapter 3 People 26 Chapter 4 Ideas and innovation 36 Chapter 5 Place 48 Chapter 6 Cross-cutting findings and recommendations 52 Annex A Comprehensive list of recommendations 56 Annex B Regional Maps 60 Annex C Terms of reference 86 Annex D Engagements 88 1 Foreword by Philip Dunne MP 2 Growing the Contribution of Defence to UK Prosperity / Foreword by Philip Dunne MP I am pleased to have been In addition, we have a unique opportunity as a result of asked by the Secretary of State the historic decision by the British people to leave the for Defence to undertake this European Union from March 2019, to reconsider what Review of the contribution of impacts this may have for the role of Defence in the UK Defence to the prosperity of economy. the United Kingdom. I have been asked in the Terms of Reference for the As part of the Defence and Dunne Review, set out in Annex C, to undertake this work Security Review 2015, when within an initial tight two-month timeframe, to inform I was Minister of State for Defence Procurement, the the Modernising Defence Programme work this summer.
    [Show full text]
  • Annual Review and Summary Financial Statements 2010 Shareholder Information Continued
    Centrica plc Registered office: Millstream, Maidenhead Road, Windsor, Berkshire SL4 5GD Company registered in England and Wales No. 3033654 www.centrica.com Annual Review and Summary Financial Statements 2010 Shareholder Information continued SHAREHOLDER SERVICES Centrica shareholder helpline To register for this service, please call the shareholder helpline on 0871 384 2985* to request Centrica’s shareholder register is maintained by Equiniti, a direct dividend payment form or download it from which is responsible for making dividend payments and www.centrica.com/shareholders. 01 10 updating the register. OVERVIEW SUMMARY OF OUR BUSINESS The Centrica FlexiShare service PERFORMANCE If you have any query relating to your Centrica shareholding, 01 Chairman’s Statement please contact our Registrar, Equiniti: FlexiShare is a ‘corporate nominee’, sponsored by Centrica and administered by Equiniti Financial Services Limited. It is 02 Our Performance 10 Operating Review Telephone: 0871 384 2985* a convenient way to manage your Centrica shares without 04 Chief Executive’s Review 22 Corporate Responsibility Review Textphone: 0871 384 2255* the need for a share certificate. Your share account details Write to: Equiniti, Aspect House, Spencer Road, Lancing, will be held on a separate register and you will receive an West Sussex BN99 6DA, United Kingdom annual confirmation statement. Email: [email protected] By transferring your shares into FlexiShare you will benefit from: A range of frequently asked shareholder questions is also available at www.centrica.com/shareholders. • low-cost share-dealing facilities provided by a panel of independent share dealing providers; Direct dividend payments • quicker settlement periods; Make your life easier by having your dividends paid directly into your designated bank or building society account on • no share certificates to lose; and the dividend payment date.
    [Show full text]
  • Restoring Strength, Building Value
    Restoring Strength, Building Value QinetiQ Group plc Annual Report and Accounts 2011 Group overview Revenue by business The Group operates three divisions: US Services, 29% UK Services and Global Products; to ensure efficient 35% leverage of expertise, technology, customer relationships and business development skills. Our services businesses which account for more 36% than 70% of total sales, are focused on providing 2011 2010 expertise and knowledge in national markets. Our £m £m products business provides the platform to bring US Services 588.2 628.0 valuable intellectual property into the commercial UK Services 611.6 693.9 markets on a global basis. Global Products 502.8 303.5 Total 1,702.6 1,625.4 Division Revenue Employees US Services £588.2m 4,500 (2010: £628.0m) (2010: 5,369) Underlying operating profit* £44.3m (2010: £52.6m) Division Revenue Employees UK Services £611.6m 5,045 (2010: £693.9m) (2010: 5,707) Underlying operating profit* £48.7m (2010: £59.1m) Division Revenue Employees Global £502.8m 1,663 Products (2010: £303.5m) (2010: 2,002) Underlying operating profit* £52.4m (2010: £8.6m) * Definitions of underlying measures of performance are in the glossary on page 107. Underlying operang profit* by business Revenue by major customer type Revenue by geography 7% 17% 36% 31% 52% 37% 56% 31% 33% 2011 2010 2011 2010 2011 2010 £m £m £m £m £m £m US Services 44.3 52.6 US Government 894.3 754.1 North America 949.2 825.3 UK Services 48.7 59.1 UK Government 526.5 614.5 United Kingdom 623.7 720.0 Global Products 52.4 8.6 Other 281.8
    [Show full text]
  • Meggitt PLC Annual Report & Accounts 2020
    Meggitt PLC Annual Report & Accounts 2020 Introduction Working closely with our Customers, we deliver technologically differentiated systems and products with high certification requirements in aerospace, defence and selected energy markets. Through focusing on engineering and operational excellence, we build broad installed bases of equipment for which we provide through life services and support. Our ambitious and diverse teams act with integrity to create superior and sustainable value for all of our stakeholders. Meggitt PLC Annual Report & Accounts 2020 1 Strategic Report – 1-89 – Report Strategic Strong portfolio Focus on sustainability Strong leadership Diverse end market exposure Next-generation technologies Leading through the with four aligned divisions that create more sustainable pandemic: responding and and efficient aircraft, engines, adapting to the external power and defence systems environment See more on page 20 See more on page 68 See more on page 14 Meggitt PLC 2 Annual Report & Accounts 2020 What’s in the report Contents We deliver innovative solutions Strategic Report for the most demanding 4 Our vision 6 At a glance 8 Chairman’s statement environments. Our differentiated 10 CEO’s statement 14 Our response to COVID-19 products and technologies 16 Market review 20 Strategy 22 Business model satisfy the highest requirements 24 Innovating for the future 28 Strategy in action for product safety, performance 36 Divisional reviews 44 CFO’s review and reliability and we continue 50 Key performance indicators 54 Risk management
    [Show full text]
  • CDP Climate Change Report 2015 United Kingdom Edition
    CDP Climate Change Report 2015 United Kingdom Edition Written on behalf of 822 investors with US$95 trillion in assets CDP Report | October 2015 1 Contents Foreword 3 Global overview 4 2015 Leadership criteria 8 The Climate A List 2015 10 2015 FTSE 350 Climate Disclosure Leadership Index (CDLI) 12 Investor engagement in the UK 13 Profile: BT Group 14 United Kingdom snapshot 16 Profile: SSE 18 Natural Capital 20 Appendix I 24 Investor signatories and members Appendix II 25 FTSE 350 scores Appendix III 30 Responding FTSE SmallCap climate change companies Please note: The selection of analyzed companies in this report is based on market capitalization of regional stock indices whose constituents change over time. Therefore the analyzed companies are not the same in 2010 and 2015 and any trends shown are indicative of the progress of the largest companies in that region as defined by market capitalization. Large emitters may be present in one year and not the other if they dropped out of or entered a stock index. ‘Like for like’ analysis on emissions for sub-set of companies that reported in both 2010 and 2015 is included for clarity. Some dual listed companies are present in more than one regional stock index. Companies referring to a parent company response, those responding after the deadline and self-selected voluntary responding companies are not included in the analysis. For more information about the companies requested to respond to CDP’s climate change program in 2015 please visit: https://www.cdp.net/Documents/disclosure/2015/Companies-requested-to-respond-CDP-climate-change.pdf Important Notice The contents of this report may be used by anyone providing acknowledgement is given to CDP Worldwide (CDP).
    [Show full text]
  • Royal London Uk Mid-Cap Growth Fund 31.08.21
    ROYAL LONDON UK MID-CAP GROWTH FUND 31.08.21 Overview FUND OVERVIEW The Fund's investment objective is to achieve capital growth over the medium term (3-5 years), by investing at least 80% in the shares of UK medium-sized companies listed on the London Stock Exchange. Fund Manager(s) Henry Lowson The Fund’s performance target is to outperform, after the deduction of charges, the FTSE 250 ex-IT Fund Size £526.92m (investment trust) Total Return GBP Index (the "Index") over rolling 5-year periods. For further Domicile United Kingdom information on the Fund's index, please refer to the Prospectus. ISA Available and Eligible Year-on-year performance Benchmark Index FTSE 250 ex Inv Co Investment Association IA UK All Companies 31.08.20 to 31.08.19 to 31.08.18 to 31.08.17 to 31.08.16 to Sector 31.08.21 31.08.20 31.08.19 31.08.18 31.08.17 Currency GBP Share Class M (Accumulation) 37.9% -4.5% -1.7% 11.6% 17.9% Share Class Z (Accumulation) 38.1% -4.4% -1.6% 11.8% 18.0% Fund Management Fee M Acc: 0.77% (FMF): Z Acc: 0.62% Share Class N (Accumulation) 38.0% - - - - N Acc: 0.70% Sector Average 32.4% -8.8% -3.2% 6.5% 13.8% FTSE 250 ex Inv Co 42.9% -9.3% -5.0% 7.1% 14.2% Share Class M (Accumulation) Unit Launch Date 11.11.09 Cumulative Performance (as at 31.08.21) Initial Charge 0.00% 3 Months 6 Months 1 Year 3 Years 5 Years Minimum Investment £100,000 Share Class M (Accumulation) 9.5% 22.3% 37.9% 29.4% 70.2% SEDOL B5BRW42 Share Class Z (Accumulation) 9.6% 22.4% 38.1% 30.0% 71.5% Mid Price 570.70p Share Class N (Accumulation) 9.6% 22.4% 38.0% - - Historic
    [Show full text]
  • UK P&L 161107 MAR.Xlsx
    Messels December 2016 Rec Last UK FTSE 100 Stocks Open price Close/last %chg Index Relative 30-Nov 30-Dec BP/ LN Equity BP PLC 459.45 509.6 10.9% 5.29% 5.6% 30-Nov 30-Dec RRS LN Equity Randgold Resources Ltd 5700 6415 12.5% 5.29% 7.3% 30-Nov 30-Dec RIO LN Equity Rio Tinto PLC 2990 3158.5 5.6% 5.29% 0.3% 30-Nov 30-Dec BA/ LN Equity BAE Systems PLC 600.5 591.5 -1.5% 5.29% -6.8% 30-Nov 30-Dec CRH LN Equity CRH PLC 2660 2830 6.4% 5.29% 1.1% 30-Nov 30-Dec CRDA LN Equity Croda International PLC 3262 3196 -2.0% 5.29% -7.3% 30-Nov 30-Dec AHT LN Equity Ashtead Group PLC 1567 1580 0.8% 5.29% -4.5% 30-Nov 30-Dec BNZL LN Equity Bunzl PLC 2060 2109 2.4% 5.29% -2.9% 30-Nov 30-Dec EXPN LN Equity Experian PLC 1510 1574 4.2% 5.29% -1.1% 30-Nov 30-Dec WOS LN Equity Wolseley PLC 4645 4962 6.8% 5.29% 1.5% 30-Nov 30-Dec GSK LN Equity GlaxoSmithKline PLC 1495.5 1562 4.4% 5.29% -0.8% 30-Nov 30-Dec BRBY LN Equity Burberry Group PLC 1429 1497 4.8% 5.29% -0.5% 30-Nov 30-Dec RB/ LN Equity Reckitt Benckiser Group PLC 6763 6886 1.8% 5.29% -3.5% 30-Nov 30-Dec MRW LN Equity Wm Morrison Supermarkets PLC 217.5 230.7 6.1% 5.29% 0.8% 13-Dec 30-Dec ITV LN Equity ITV PLC 192.1 206.4 7.4% 2.50% 4.9% 20-Dec 30-Dec REL LN Equity RELX PLC 1417 1449 2.3% 1.40% 0.9% 30-Nov 30-Dec MCRO LN Equity Micro Focus International PLC 2111 2179 3.2% 5.29% -2.1% 30-Nov 30-Dec BARC LN Equity Barclays PLC 215.95 223.45 3.5% 5.29% -1.8% 06-Dec 30-Dec DLG LN Equity Direct Line Insurance Group PLC 354.8 369.4 4.1% 5.35% -1.2% 30-Nov 30-Dec PRU LN Equity Prudential PLC 1548.5 1627.5 5.1% 5.29% -0.2%
    [Show full text]
  • Some Perspectives on Fatigue Risk Management Systems
    Some Perspectives on Fatigue Risk Management Systems EUROCONTROL Table of contents 1. Introduction 5 2. Fatigue Risk Management Systems (FRMS) 6 What they are 6 An FRMS Model 7 Advantages for stakeholders 9 Some Myths 10 3. History of FRMS 11 4. The FRMS Forum 12 5. Status of FRMS in Aviation 13 Status in Regulators 13 Status of FRMS in the Airline Industry 14 Studies in the aviation domain 16 UK Rail Industry 17 6. Modelling 19 On choosing a model 21 7. Suggested initial steps when starting to explore FRMS 22 8. Summary 23 3 1. Introduction Shift workers who work at night, late evenings or early mornings will experience some degree of sleep deprivation leading to a fall in alertness during the duty period. For night workers, this is exacerbated by naturally falling performance that is driven by the circadian rhythm. With the exception of night workers on oil rigs, there is unlikely to be any improvement due to adaptation. The degree of sleep deprivation varies with the individual and becomes more pronounced with aging. Although counter measures such as napping before and during duty can help, it is likely that some adverse effects will persist. The consequence of a fall in alertness leads to slowed reaction times and reduced vigilance, poor decision making and lack of communication. In extreme cases this may contribute to incidents and accidents as evidenced by Exxon Valdiz and the Challenger space mission disaster. Unless individuals actually fall asleep, the incident or accident is normally a combination of faulty decision making within a critical situation.
    [Show full text]
  • Centrica Annual Report 2009
    Centrica plc Centrica plc Company registered in England and Wales No. 3033654 Registered office: Millstream, Maidenhead Road, Windsor, Accounts and Annual Report Berkshire SL4 5GD www.centrica.com 2009 Annual Report and Accounts 2009 Centrica plc Centrica plc Company registered in England and Wales No. 3033654 Registered office: Millstream, Maidenhead Road, Windsor, Accounts and Annual Report Berkshire SL4 5GD www.centrica.com 2009 Annual Report and Accounts 2009 Financial Index Highlights Accounting policies 28, 68-82, 153-154 Financial instruments UK: British Gas, Centrica Energy and Centrica Storage Acquisitions, business combinations 2, 4, 11, 12, 14, 28, 70-71, 74, 139-142 derivative 78, 111-114 Directors’ Report – Business Review The new Alternative Formats 164 fair value 78, 119-123 Our Performance North America: Direct Energy Assets and liabilities 27, 64, 160 hedge accounting 78, 114 shape of Auditors Financial Review IFC, 27-28 Revenue‡ Operating Profit* ‡ Employees‡ re-appointment 44 Five-year record 160 Centrica: remuneration 97 Fixed fee service contracts 148 Centrica’s main operations are in the UK report to the members of Centrica plc 60, 151 FSA (Financial Services Authority) 12, 24, 71 We’re restructuring 8% 1% 15% Awards 5, 12, 25, 26 Fuel poverty 12, 24, 30 9% Balance Sheet Gas and liquids reserves 81, 159 and North America. We have two types of the business to meet 28% 4% Company, notes 152-158 Gas Balancing Alerts 6, 17 57% 55% Group 64 Gas exploration 6, 14-15 the modern demands 28% business – downstream and upstream.
    [Show full text]