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20Annual Report 2020 Equiniti Group
EQUINITI GROUP PLC 20ANNUAL REPORT 2020 PURPOSEFULLY DRIVEN | DIGITALLY FOCUSED | FINANCIAL FUTURES FOR ALL Equiniti (EQ) is an international provider of technology and solutions for complex and regulated data and payments, serving blue-chip enterprises and public sector organisations. Our purpose is to care for every customer and simplify each and every transaction. Skilled people and technology-enabled services provide continuity, growth and connectivity for businesses across the world. Designed for those who need them the most, our accessible services are for everyone. Our vision is to help businesses and individuals succeed, creating positive experiences for the millions of people who rely on us for a sustainable future. Our mission is for our people and platforms to connect businesses with markets, engage customers with their investments and allow organisations to grow and transform. 2 Contents Section 01 Strategic Report Headlines 6 COVID-19: Impact And Response 8 About Us 10 Our Business Model 12 Our Technology Platforms 14 Our Markets 16 Our Strategy 18 Our Key Performance Indicators 20 Chairman’s Statement 22 Chief Executive’s Statement 24 Operational Review 26 Financial Review 34 Alternative Performance Measures 40 Environmental, Social and Governance 42 Principal Risks and Uncertainties 51 Viability Statement 56 Section 02 Governance Report Corporate Governance Report 62 Board of Directors 64 Executive Committee 66 Board 68 Audit Committee Report 78 Risk Committee Report 88 Nomination Committee Report 95 Directors' Remuneration -
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. -
Operators Route Contracts
Company Name Routes On Contract Contract Start Date Contract End Date Extended Expiry Date Blue Triangle Buses Limited 300 06-Mar-10 07-Dec-18 03-Mar-17 Blue Triangle Buses Limited 193 01-Oct-11 28-Sep-18 28-Sep-18 Blue Triangle Buses Limited 364 01-Nov-14 01-Nov-19 29-Oct-21 Blue Triangle Buses Limited 147 07-May-16 07-May-21 05-May-23 Blue Triangle Buses Limited 376 17-Sep-16 17-Sep-21 15-Sep-23 Blue Triangle Buses Limited 346 01-Oct-16 01-Oct-21 29-Sep-23 Blue Triangle Buses Limited EL3 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited EL1/NEL1 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited EL2 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited 101 04-Mar-17 04-Mar-22 01-Mar-24 Blue Triangle Buses Limited 5 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 15/N15 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 115 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 674 17-Oct-15 16-Oct-20 See footnote Blue Triangle Buses Limited 649/650/651 02-Jan-16 01-Jan-21 See footnote Blue Triangle Buses Limited 687 30-Apr-16 30-Apr-21 See footnote Blue Triangle Buses Limited 608 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 646 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 648 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 652 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 656 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 679 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 686 03-Sep-16 03-Sep-21 See footnote -
Venture Capital Firms • Institutional Investors • Corporate Investors • Corporations
BBK34133 | Investment Analysis Prepared by Khairul Anuar L2 - Initial Public Offering & Rights Issue 1 Content Content 1. Sources of Funds for Private Companies 2. Initial Public Offering 3. Advantages and Disadvantages of Going Public 4. Appointment of Advisers 5. The IPO Process 6. Pricing of the IPO Shares 7. IPO Puzzles 8. Raising Additional Capital: The Seasoned Equity Offering 9. Rights Issue 10. Dilution of Percentage Ownership 2 Security Markets Are designed to allow corporations and governments to raise new funds and to allow investors to execute their buying and selling orders. Primary and Secondary Security Markets Primary Market Secondary Market Where corporate and Where previously government entities can issued securities are raise capital traded among investors. In short: All securities are first traded in the primary market, and the secondary market provides liquidity for these securities. 1. Sources of Funding for Private Companies -1 A private company can seek funding from several potential sources: • Angel Investors • Venture Capital Firms • Institutional Investors • Corporate Investors • Corporations 5 1. Sources of Funds for Private Companies -2 Angel Investors • Individual investors who buy equity in small private firms. • For many start-ups, the first round of outside private equity financing is often obtained from „angels‟. Institutional Investors • Include superannuation funds, insurance companies, investment companies and charities. • May invest directly in private firms, or may invest indirectly by becoming investors in venture capital firms. 6 1. Sources of Funding for Private Companies -3 Venture Capital Firms • A venture capital firm specialises in raising money to invest in the private equity of young firms. • Typically, institutional investors, such as superannuation funds, are investors in a venture capital firm. -
Firstgroup Vies with Virgin in West Coast Rail Bidding War | Business | Guardian.Co.Uk Page 1 of 2
FirstGroup vies with Virgin in west coast rail bidding war | Business | guardian.co.uk Page 1 of 2 Printing sponsored by: FirstGroup vies with Virgin in west coast rail bidding war Aberdeen-based group is frontrunner, along with incumbent, in battle to secure 14-year franchise contract Dan Milmo, industrial editor guardian.co.uk, Sunday 15 July 2012 14.13 BST Virgin, the current holders of the west coast franchise, pay an annual premium of £150m to the government. Photograph: Christopher Thomond for the Guardian FirstGroup has emerged as a frontrunner for the multibillion-pound west coast rail franchise alongside incumbent Virgin Trains, with the contest now a two-horse race between the experienced operators. Aberdeen-based FirstGroup is vying with Virgin despite announcing last year that it is handing back its Great Western rail contract three years ahead of schedule, avoiding more than £800m in payments to the government. The Department for Transport is expected to bank a considerable windfall from the new 14-year west coast contract, with Virgin currently paying an annual premium of about £150m to the state. Both bidders are expected to promise an even bigger number over the life of the new franchise. The winner is expected to be announced next month. It is understood that FirstGroup and Virgin are still in talks with the DfT, but two foreign-owned bidders on the four-strong shortlist are no longer considered likely contenders. They are a joint venture between public transport operator Keolis and SNCF, the French state rail group, and a bid from Abellio, which is controlled by the Dutch national rail operator. -
Firstgroup Plc Half-Yearly Results for the Six Months to 30 September 2009
Embargoed until 07:00hrs on Wednesday 4 November 2009 FIRSTGROUP PLC HALF-YEARLY RESULTS FOR THE SIX MONTHS TO 30 SEPTEMBER 2009 GOOD PERFORMANCE UNDERPINNED BY DIVERSE, RESILIENT PORTFOLIO AND COST REDUCTION PROGRAMME • Robust results against a tough economic backdrop • 50% of Group revenues contract backed – greater insulation against fast changing economy • Cost reduction actions largely mitigate impact on operating profit of increased fuel costs and reduced Greyhound revenues • Increase in hedged fuel costs this year c.£100m – set to recover in 2010/11 • Cost reduction programme implemented – annual savings of at least £200m • Demonstrated ability to flex operating models to match changing demand • On course to achieve cash generation targets – £100m per annum to reduce net debt • Debt duration now extended to 6.4 yrs, no major re-financing requirement until 2012 • Actions taken ensure Group is well placed for future economic recovery NORTH AMERICA – 75% OF REVENUES FROM CONTRACT BUSINESSES • First Student: o Strong contract retention >90% o Good progress with margin improvement programme • First Transit: o Good margin development and new contract wins GREYHOUND – FLEXING BUSINESS MODEL TO PROTECT REVENUE PER MILE • Revenue trends stabilising, beginning to show some improvement towards end of Q2 • Matching supply to demand through flexible business model – mileage reduced by 13% UK BUS – STEADY PERFORMANCE, CONTINUED REVENUE GROWTH • Like-for-like passenger revenue growth up 2.4% • Management actions ensure profits in line with our -
London and the South East of England: 15 July 2016
OFFICE OF THE TRAFFIC COMMISSIONER (LONDON AND THE SOUTH EAST OF ENGLAND) NOTICES AND PROCEEDINGS PUBLICATION NUMBER: 2359 PUBLICATION DATE: 15 July 2016 OBJECTION DEADLINE DATE: 05 August 2016 Correspondence should be addressed to: Office of the Traffic Commissioner (London and the South East of England) Hillcrest House 386 Harehills Lane Leeds LS9 6NF Telephone: 0300 123 9000 Fax: 0113 249 8142 Website: www.gov.uk/traffic-commissioners The public counter at the above office is open from 9.30am to 4pm Monday to Friday The next edition of Notices and Proceedings will be published on: 29/07/2016 Publication Price £3.50 (post free) This publication can be viewed by visiting our website at the above address. It is also available, free of charge, via e-mail. To use this service please send an e-mail with your details to: [email protected] Remember to keep your bus registrations up to date - check yours on https://www.gov.uk/manage-commercial-vehicle-operator-licence-online NOTICES AND PROCEEDINGS Important Information All correspondence relating to public inquiries should be sent to: Office of the Traffic Commissioner (London and the South East of England) Ivy House 3 Ivy Terrace Eastbourne BN21 4QT The public counter at the Eastbourne office is open for the receipt of documents between 9.30am and 4pm Monday Friday. There is no facility to make payments of any sort at the counter. General Notes Layout and presentation – Entries in each section (other than in section 5) are listed in alphabetical order. Each entry is prefaced by a reference number, which should be quoted in all correspondence or enquiries. -
Firstgroup Plc Annual Report and Accounts 2015 Contents
FirstGroup plc Annual Report and Accounts 2015 Contents Strategic report Summary of the year and financial highlights 02 Chairman’s statement 04 Group overview 06 Chief Executive’s strategic review 08 The world we live in 10 Business model 12 Strategic objectives 14 Key performance indicators 16 Business review 20 Corporate responsibility 40 Principal risks and uncertainties 44 Operating and financial review 50 Governance Board of Directors 56 Corporate governance report 58 Directors’ remuneration report 76 Other statutory information 101 Financial statements Consolidated income statement 106 Consolidated statement of comprehensive income 107 Consolidated balance sheet 108 Consolidated statement of changes in equity 109 Consolidated cash flow statement 110 Notes to the consolidated financial statements 111 Independent auditor’s report 160 Group financial summary 164 Company balance sheet 165 Notes to the Company financial statements 166 Shareholder information 174 Financial calendar 175 Glossary 176 FirstGroup plc is the leading transport operator in the UK and North America. With approximately £6 billion in revenues and around 110,000 employees, we transported around 2.4 billion passengers last year. In this Annual Report for the year to 31 March 2015 we review our performance and plans in line with our strategic objectives, focusing on the progress we have made with our multi-year transformation programme, which will deliver sustainable improvements in shareholder value. FirstGroup Annual Report and Accounts 2015 01 Summary of the year and -
Scotland/Northern Ireland
Please send your reports, observations, and comments by Mail to: The PSV Circle, Unit 1R, Leroy House, 9 436 Essex Road, LONDON, N1 3QP by FAX to: 0870 051 9442 by email to: [email protected] SCOTLAND & NORTHERN IRELAND NEWS SHEET 850-9-333 NOVEMBER 2010 SCOTLAND MAJOR OPERATORS ARRIVA SCOTLAND WEST Limited (SW) (Arriva) Liveries c9/10: 2003 Arriva - 1417 (P807 DBS), 1441 (P831 KES). Subsequent histories 329 (R129 GNW), 330 (R130 GNW), 342 (R112 GNW), 350 (S350 PGA), 352 (S352 PGA), 353 (S353 PGA): Stafford Bus Centre, Cotes Heath (Q) 7/10 ex Arriva Northumbria (ND) 2661/57/60/2/9/3. 899 (C449 BKM, later LUI 5603): Beaverbus, Wigston (LE) 8/10 ex McDonald, Wigston (LE). BLUEBIRD BUSES Limited (SN) (Stagecoach) Vehicles in from Highland Country (SN) 52238 9/10 52238 M538 RSO Vo B10M-62 YV31M2F16SA042188 Pn 9412VUM2800 C51F 12/94 from Orkney Coaches (SN) 52429 9/10 52429 YSU 882 Vo B10M-62 YV31MA61XVC060874 Pn 9?12VUP8654 C50FT 5/98 (ex NFL 881, R872 RST) from Highland Country (SN) 53113 10/10 53113 SV 09 EGK Vo B12B YV3R8M92X9A134325 Pn 0912.3TMR8374 C49FLT 7/09 Vehicles re-registered 52137 K567 GSA Vo B10M-60 YV31MGC1XPA030781 Pn 9212VCM0824 to FSU 331 10/10 (ex 127 ASV, K567 GSA) 52141 K571 DFS Vo B10M-60 YV31MGC10PA030739 Pn 9212VCM0809 to FSU 797 10/10 54046 SV 08 GXL Vo B12BT YV3R8M9218A128248 Pn 0815TAR7877 to 448 GWL 10/10 Vehicle modifications 9/10: fitted LED destination displays - 22254 (GSU 950, ex V254 ESX), 22272 (X272 MTS) 10/10: fitted LED destination displays - 22802 (V802 DFV). -
Eighth Annual Market Monitoring Working Document March 2020
Eighth Annual Market Monitoring Working Document March 2020 List of contents List of country abbreviations and regulatory bodies .................................................. 6 List of figures ............................................................................................................ 7 1. Introduction .............................................................................................. 9 2. Network characteristics of the railway market ........................................ 11 2.1. Total route length ..................................................................................................... 12 2.2. Electrified route length ............................................................................................. 12 2.3. High-speed route length ........................................................................................... 13 2.4. Main infrastructure manager’s share of route length .............................................. 14 2.5. Network usage intensity ........................................................................................... 15 3. Track access charges paid by railway undertakings for the Minimum Access Package .................................................................................................. 17 4. Railway undertakings and global rail traffic ............................................. 23 4.1. Railway undertakings ................................................................................................ 24 4.2. Total rail traffic ......................................................................................................... -
A Green Bus for Every Journey
A Green Bus For Every Journey Case studies showing the range of low emission bus technologies in use throughout the UK European engine Bus operators have invested legislation culminating significant sums of money and in the latest Euro VI requirements has seen committed time and resources the air quality impact of in working through the early new buses dramatically challenges on the path to improve but, to date, carbon emissions have not been successful introduction. addressed in bus legislation. Here in Britain, low carbon Investment has been made in new bus technologies and emission buses have been under refuelling infrastructure, and even routing and scheduling development for two decades or have been reviewed in some cases to allow trials and more, driven by strong Government learning of the most advanced potential solutions. policy. Manufacturers, bus operators A number of large bus operators have shown clear and fuel suppliers are embracing leadership by embedding low carbon emission buses into the change, aware that to maintain their sustainability agenda to drive improvements into the their viability, buses must be amongst environmental performance of their bus fleet. the cleanest and most carbon-efficient vehicles on the road. Almost 4,000 There have, of course, been plenty of hurdles along the Low Carbon Emission Buses (LCEB) are way; early hybrid and electric buses experienced initial now operating across the UK, with 40% of reliability issues like any brand new technology, but buses sold in 2015 meeting the low carbon through open collaboration the technology has rapidly requirements. These buses have saved over advanced and is now achieving similar levels of reliability 55,000 tonnes of greenhouse gas emissions as that employed in gas buses and conventional diesel (GHG) per annum compared with the equivalent buses, with warranties extending and new business number of conventional diesel buses. -
Deutsche Bahn AG 2012 Management Report and Financial
Our future: Sustainably successful Deutsche Bahn AG 2012 Management Report 2012 Management Statements and Financial AG 2012 Management Report Deutsche Bahn Bahn Deutsche and Financial Statements Organizational structure DB Group Deutsche Bahn Group Compliance, Privacy, Rail Technology CEO and Chairman CFO Legal Affairs and Personnel Infrastructure and Services Group Security DB Mobility Logistics sub-group Business units DB Netze Track Compliance, Privacy, DB Netze Stations CEO and Chairman CFO Legal Affairs and Personnel Group Security DB Netze Energy Transport and Rail Technology Passenger Transport Logistics and Services Group functions Business units DB Bahn Long-Distance DB Schenker Rail DB Services Service functions DB Bahn Regional DB Schenker Logistics DB Arriva D B2020 Strategy Our three dimensions Our four strategic directions ¿ Customer and quality Economic Profitable market leader æ Profitable growth † Cultural change / Social Top employer employee satisfaction ¥ Resource preservation / Environmental Eco-pioneer emissions and noise reduction Contents 2 CHAIRMAN’S LETTER 7 MANAGEMENT REPORT 66 FINANCIAL STATEMENTS 103 REPORT OF THE SUPERVISORY BOARD Deutsche Bahn AG — 2 2012 Management Report and Financial Statements Chairman’s letter 2 Chairman’s letter Dear ladies and gentlemen, For DB Group, the 2012 financial year was greatly shaped by our new strategic focus. In March, we revealed our targets for the years to come. By 2020, we want to be a profitable market leader with a focus on customer and quality. We want to be one of the top ten employers in Germany. And we want to be an eco-pioneer. The new DB2020 strategy has been enshrined throughout the Group. At a complex group such as DB Group, this requires close communication as well as many changes to processes.