The History of the Scheme and Its Sponsoring Employers Scheme Set up As a Separate Scheme

Total Page:16

File Type:pdf, Size:1020Kb

The History of the Scheme and Its Sponsoring Employers Scheme Set up As a Separate Scheme BG Group Pension The history of the Scheme and its sponsoring employers Scheme set up as a separate scheme. As a result of the sale to Cadent, The CGPS is set up by From 1 October 2020, the NGUKPS is NGUKPS was split into three Cadent as a separate comprised of two Sections: A and B: The Scheme has a complicated history which mirrors the changes to the UK’s sections: A, B and C: scheme. gas industry and its various sponsoring employers over the years – from the Section A - sponsored by National Grid’s early days of the regional gas boards to the present day, National Grid plc. Section A - sponsored by National The assets and commercial businesses Grid’s commercial businesses. liabilities of Section C The name of the Scheme has changed many times over the years to reflect BG Group Pension Scheme. were transferred from Section B - sponsored by National Grid's the sponsoring employer. Section B - sponsored by National NGUKPS to CGPS on Gas Transmission business. Grid’s Gas Transmission business. 30 September 2020. The National Grid UK The two sections are ring-fenced from each Pension Scheme (NGUKPS) Section C - sponsored by Cadent other, with completely separate assets and Gas plc. CGPS liabilities. Each section has its own assets, British Gas BG Staff and financial support and security arrangements. Corporation BG Corporation The The Gas Lattice Group Staff Pension Pension Scheme. Pension Schemes. Pension Scheme. Scheme NGUKPS SECTION SECTION SECTION SECTION SECTION SECTION Schemes. A B C C A B 1948 1952 1980 1997 1998 1999 2000 2002 2005 2006 2017 2019 2020 National Grid sold a stake of its gas distribution National Grid sold the Cadent set up its own pension The business to Cadent Gas. remaining stake of its scheme, the Cadent Gas British Gas BG plc BG Group plc BG Group plc Company This led to the Scheme gas distribution to Pension Scheme (CGPS). changes outlined above. Cadent Gas. Lattice Regional gas boards Centrica December – BG plc National Grid National Grid National Grid National Grid Group plc Transco plc were created. completed a financial plc plc plc restructuring resulting in a new parent company, BG Group plc. February – British Gas plc October – BG Group plc October – Lattice July – National Grid Cadent Gas Cadent Gas shareholders approved completed the demerger Group plc merged Transco plc was renamed the demerger of Centrica of Lattice Group plc, with National Grid to National Grid plc. plc. British Gas was creating two separate form National Grid renamed BG plc. companies. Transco plc..
Recommended publications
  • The Interconnector Pipeline a Key Link in Europe's Gas Network
    The Interconnector Pipeline A Key Link in Europe’s Gas Network Mark Futyan Oxford Institute of Energy Studies March 2006 Mark Futyan is a postgraduate student at Columbia Business School in New York. He previously worked for Interconnector (UK) Limited between 2001 and 2005. During this period, he was involved in a variety of engineering and commercial projects. For information or questions on this research, please contact: [email protected]. Copyright © 2006 Mark Futyan The contents of and views expressed in this paper are the author’s sole responsibility. They do not necessarily represent the Oxford Institute for Energy Studies or any of its members, nor do they represent the views of Interconnector (UK) Limited. ISBN 1-901795-44-6 ii Preface The Interconnector pipeline has rarely been out of the news since it was first proposed in the early 1990s. It is probably not too much of an exaggeration to say that it has transformed short term trading in north west Europe, causing companies to enter into commercial behaviour that they had not previously considered possible or, in some cases, desirable. Equally interesting were predictions (before it was built) that the project was likely to be a waste of time, followed by periodic claims that: gas was flowing in the wrong direction; that larger or smaller volumes of gas should be flowing; and that shippers on one side or the other were responding inappropriately to price signals. For a gas research programme this made the Interconnector a particularly suitable research project which fits perfectly into our work on European gas issues.
    [Show full text]
  • New Board and Job Announcements August 2017
    New Board and Job Announcements August 2017 Louise Adamany has started a role as Independent Director at Wood Group PLC Irene Chang Britt has started a role as Independent Director at Brighthouse Financial, Inc. http://investor.brighthousefinancial.com/corporate-governance/board-of-directors Carmen Bowser will become an Independent Director at Peapack Gladstone Financial and Peapack Gladstone Bank on September 28. http://philadelphia.citybizlist.com/article/436644/peapack-gladstone-financial-corp-appoints- carmen-m-bowser-director Leslie Anne Coolidge has started a role as Independent Director at Power Solutions International, a leader in the design, engineer and manufacture of emissions-certified, alternative-fuel power systems. http://investors.psiengines.com/releasedetail.cfm?ReleaseID=1033699 Tanuja Majumdar Dehne has started a role as Independent Director of Advanced Disposal Services, the fourth largest solid waste company in the U.S. http://www.advanceddisposal.com/news/2017/advanced-disposal-announces-that-tanuja- dehne-has-been-elected-to-its-board-of-directors.aspx Carol Eicher has changed roles from President/CEO to Chairman at Innocor, Inc. Ambassador April H. Foley has changed role from Independent Director to Lead Independent Director of Vista Outdoor, Inc., a designer, manufacturer, and marketer of outdoor sports and recreation products. https://vistaoutdoor.com/investors-information/corporate-governance/board-of-directors/ Andrea Funk has joined the board of Crown Holdings, Inc., supplier of packaging products to consumer marketing companies. https://www.crowncork.com/news/press-room/crown-holdings-inc-elects-andrea-j-funk-its-board- directors Elizabeth Noël Harwerth has started a role as NED at Charter Court Financial Services Group Ltd, one of the fastest growing specialty mortgage banks in the UK.
    [Show full text]
  • The Liverpool-Manchester Hydrogen Cluster: a Low Cost, Deliverable Project
    The Liverpool-Manchester Hydrogen Cluster: A Low Cost, Deliverable Project Technical Report by Progressive Energy Ltd August 2017 Contents PAGE 01 1.0 Introduction, scope and objectives PAGE 03 2.0 Characterisation of infrastructure in the L-M area 2.1 Scope of the L-M Cluster Area 03 2.2 Industrial Gas Demand 04 2.3 Energy Delivered by Hydrogen/Natural Gas Blends 07 2.4 Power Generation Infrastructure and Gas Demand 08 2.5 Opportunities for Hydrogen Supply 09 2.6 Existing Gas Transportation Infrastructure 11 2.7 Opportunities for Offshore Storage of CO2 13 2.8 Existing Hydrogen, and Wider Gas Storage Infrastructure 15 2.9 Potential Carbon Reduction Benefits 17 PAGE 19 3.0 Characterisation of infrastructure on Humberside 3.1 Scope of the Humber Cluster Area 19 3.2 Industrial Gas Demand 20 3.3 Energy Delivered by Hydrogen/Natural Gas Blends 23 3.4 Power Generation Infrastructure and Gas Demand 24 3.5 Opportunities for Hydrogen Supply 25 3.6 Existing Gas Transportation Infrastructure 26 3.7 Opportunities for Offshore Storage of CO2 28 3.8 Existing Hydrogen, and Wider Gas Storage Infrastructure 30 3.9 Potential Carbon Reduction Benefits 31 PAGE 33 4.0 Comparative analysis of candidate locations 4.1 Scope, Objectives and Summary Methodology 33 4.2 Deliverability of Early Stage Demonstration Projects 33 4.3 Costs of Scaling-up to Full Hydrogen Cluster 35 4.4 Future Reductions in CO2 emissions 38 4.5 Summary of Comparative Analysis 39 Contents (continued) PAGE 41 5.0 Technical and sectoral analysis 5.1 Scope, Objectives and Summary Methodology
    [Show full text]
  • World Energy Outlook 2019 IEA
    Acknowledgements This study was prepared by the World Energy Outlook (WEO) team in the Directorate of Sustainability, Technology and Outlooks (STO) in co-operation with other directorates and offices of the International Energy Agency. The study was designed and directed by Laura Cozzi, Chief Energy Modeller and Head of Division for Energy Demand Outlook, and Tim Gould, Head of Division for Energy Supply and Investment Outlooks. The special focus on Africa was co-ordinated by Stéphanie Bouckaert, also the overall lead on end-use modelling and analysis, Tae-Yoon Kim, also lead on petrochemicals, oil refining and trade, and Kieran McNamara, also lead on the energy efficiency and renewables chapter. Brent Wanner led the offshore wind analysis and also the power sector modelling and analysis. Christophe McGlade led the work on gas infrastructure and also on oil analysis. Paweł Olejarnik co-ordinated the oil, natural gas and coal supply modelling. Key contributions from across the WEO team were from: Zakia Adam (lead on data management, contributed to fossil fuel subsidies), Lucila Arboleya Sarazola (investment, Africa, Southeast Asia), Yasmine Arsalane (power, Africa, economic outlook), Bipasha Baruah (gender), Simon Bennett (hydrogen, innovation), Michela Cappannelli (oil, gas, low-carbon fuels), Olivia Chen (energy access and buildings), Arthur Contejean (energy access, Africa), Haoua Cisse Coulibaly (Africa), Daniel Crow (climate and environment), Davide D’Ambrosio (power and data management), Amrita Dasgupta (Africa, transport and agriculture),
    [Show full text]
  • Avg Rtg Corporate Bonds Redeemable Pfd Stock Government
    TORCHMARK CORPORATION Bond Exposures $50M and Over From All Operations (Millions of $) December 31, 2014 Amortized Cost ($ millions) Asset- Avg Corporate Redeemable Government Backed Rtg Bonds Pfd Stock & GSE Municipals Securities Total Fair Value BERKSHIRE HATHAWAY INC A 197 - - - - 197 239 GENERAL ELECTRIC CO AA- 113 - - - - 113 148 TENN VALLEY AUTHORITY AAA - - 108 - - 108 107 DUKE ENERGY CORP BBB+ 108 - - - - 108 142 NATIONAL GRID PLC A- 106 - - - - 106 117 FANNIE MAE AAA - - 101 - - 101 107 SOUTHERN CO/THE A 97 - - - - 97 108 EXELON CORP BBB+ 79 17 - - - 97 120 DOW CHEMICAL CO/THE BBB 87 - - - - 87 93 CARGILL INC A 85 - - - - 85 104 CSX CORP BBB+ 85 - - - - 85 101 METLIFE INC BBB+ 70 15 - - - 85 99 JOHNSON CONTROLS INC BBB 83 - - - - 83 96 UNION PACIFIC CORP A- 82 - - - - 82 89 EATON CORP PLC BBB+ 81 - - - - 81 79 COOPERATIEVE CENTRALE RAIFFEIS AA- 81 - - - - 81 96 UNITED TECHNOLOGIES CORP A 81 - - - - 81 84 ENTERPRISE PRODUCTS PARTNERS L BBB+ 80 - - - - 80 91 ATMOS ENERGY CORP A- 79 - - - - 79 88 AGL RESOURCES INC BBB+ 79 - - - - 79 93 NORFOLK SOUTHERN CORP BBB+ 79 - - - - 79 79 DOMINION RESOURCES INC/VA BBB+ 72 6 - - - 79 81 NAVIENT CORP BB 75 - - - - 75 66 FREDDIE MAC AAA - - 74 - - 74 76 US TREASURY AAA - - 74 - - 74 73 GLENCORE PLC BBB 74 - - - - 74 82 NEWMONT MINING CORP BBB 73 - - - - 73 74 AMERICAN INTERNATIONAL GROUP I BBB 71 - - - - 71 80 AT&T INC A- 70 - - - - 70 77 TRAVELERS COS INC/THE BBB+ 25 45 - - - 70 82 LINCOLN NATIONAL CORP BBB+ 69 - - - - 69 83 AMERICAN UNITED MUTUAL INSURAN A- 69 - - - - 69 73 MOSAIC CO/THE BBB
    [Show full text]
  • 2008 Corporate Responsibility Report Centrica Plc Corporate Responsibility Report 2008
    2008 Corporate responsibility report Centrica plc Corporate responsibility report 2008 www.centrica.com/cr08 Contents 3 Chief Executive’s introduction 4 Assurance and scope 5 Excerpt from Corporate Citizenship’s Assurance Statement 6 2008 Highlights 7 Business overview 8 Our approach 14 CR Committee and Governance 17 Business principles 22 Key Performance Indicators 25 Key impact areas 26 Climate change and the environment 44 Customer service 56 Securing future energy supplies 64 Health and safety 72 Employees 83 Supply chain 87 Local impact 92 Our stakeholders 94 Customers 97 Investors 99 Employees 101 Suppliers and business partners 103 Governments and regulators 105 Communities 107 NGOs and consumer organisations 109 Media 110 Trade unions 111 Appendix – Memberships 2 Centrica plc Corporate responsibility report 2008 www.centrica.com/cr08 Chief Executive’s introduction Introduction from Sam Laidlaw 2008 was my first full year as a member of the Corporate Responsibility Committee. Throughout the year, the Committee challenged our current performance and debated areas of future activity across a range of critical business issues. Through this continual process of improvement, I have confidence that we are making good progress in developing the necessary structures and processes, allied to a management commitment that will build a sustainable and environmentally aware business for the future. In this report, you can read about our initiatives and performance over the year, as well as our forward- looking plans for 2009 and beyond. As our CR programmes mature, there is an increasing amount of available information to present to our internal and external audiences. As in previous years, we have chosen to use the online environment to report.
    [Show full text]
  • UK Innovation Systems for New and Renewable Energy Technologies
    The UK Innovation Systems for New and Renewable Energy Technologies Final Report A report to the DTI Renewable Energy Development & Deployment Team June 2003 Imperial College London Centre for Energy Policy and Technology & E4tech Consulting ii Executive summary Background and approach This report considers how innovation systems in the UK work for a range of new and renewable energy technologies. It uses a broad definition of 'innovation' - to include all the stages and activities required to exploit new ideas, develop new and improved products, and deliver them to end users. The study assesses the diversity of influences that affect innovation, and the extent to which they support or inhibit the development and commercialisation of innovative new technologies in the UK. The innovation process for six new and renewable energy sectors is analysed: • Wind (onshore and offshore) • Marine (wave and tidal stream) • Solar PV • Biomass • Hydrogen from renewables • District and micro-CHP In order to understand innovation better, the report takes a systems approach, and a generic model of the innovation system is developed and used to explore each case. The systems approach has its origins in the international literature on innovation. The organising principles are twofold: • The stages of innovation. Innovation proceeds through a series of stages, from basic R&D to commercialisation – but these are interlinked, and there is no necessity for all innovations to go through each and every stage. The stages are defined as follows: Basic and applied R&D includes both ‘blue skies’ science and engineering/application focused research respectively; Demonstration from prototypes to the point where full scale working devices are installed in small numbers; Pre-commercial captures the move from the first few multiples of units to much larger scale installation for the first time; Supported commercial is the stage where technologies are rolled out in large numbers, given generic support measures; Commercial technologies can compete unsupported within the broad regulatory framework.
    [Show full text]
  • UNISON Growing a Stronger Union in Energy
    UNISON growing a stronger union in Energy Annual Report 2019 Energy Energy Annual Report 2019 Contents Foreword from Jenny Middleton, Chair of the Energy Service Group Executive 3 Objective 1 Recruiting, organising, representing and retaining members 4 Objective 2 Negotiating and bargaining on behalf of members and promoting equality 8 Objective 3 Campaigning and promoting UNISON on behalf of members 22 Objective 4 Developing an efficient and effective union 26 Action on motions passed at the 2018 Energy Service Group conference 28 2 Foreword We are pleased to present you with this year’s Energy With the transformation of the energy market UNISON Service Group Executive annual report for 2018-2019. The has been at the forefront of tackling issues such as Just report has been compiled based on the work that is done by transition. This is where the move to a low carbon economy our stewards, reps and members nationwide and reminds us needs to be dealt with in conjunction with helping workers how important being part of a union specifically being part of and communities adapt to the change. Our own National UNISON is. Officer Matt Lay has been instrumental in pushing this agenda forward and at a very well attended conference that I have continued in my role as Chair of the Energy Service was held in September 2018, colleagues in conjunction group for the last twelve months and again it has proved with reps from Unite, GMB and Prospect put forward ideas an interesting and challenging year. I would personally like that will help colleagues and workers deal with the change to thank everyone involved with the Energy Service Group that the situation brings.
    [Show full text]
  • Swansea Bay City Region : a Renewable Energy Future Energy System Vision for 2035
    Pen-y-Cymoedd wind farm photo credit Vattenfall Swansea Bay City Region : A Renewable Energy Future Energy system vision for 2035 April 2018 Report and analysis produced by Regen for the Institute of Welsh Affairs The IWA Re-energising Wales project is kindly supported by the Hodge Foundation, the Friends Provident Charitable Foundation and the Polden- Puckham Charitable Foundation. About the Institute of Welsh Affairs (IWA) The IWA is Wales’ leading independent think tank, working to make Wales better. Our role is to act as a catalyst to generate intelligent debate about Wales’ future. We are an independent charity with a broad membership base across the country. We bring people together so that ideas can collide and solutions can be forged. The Re-energising Wales project, which is being led by the IWA, is a three year programme of work that will provide evidence to supporting the project’s goals of showing how Wales could meet its future energy demands from renewable sources by 2035. This evidence will be used to support policy makers in Wales to achieve an overall objective to reduce energy-related greenhouse gas (GHG) emissions by 80% by 2035 based on 1990 emission figures . About Regen Regen is an independent not-for-profit that uses our expertise to work with industry, communities and the public sector to revolutionise the way we generate, supply and use energy. Regen passionately believes that sustainable energy has a vital role at the heart of a successful economy and thriving local communities. We are ambitious on the scale of our impact and aim to be the leading national experts in how to enable radical change in the energy system at a regional and local level.
    [Show full text]
  • Morrison Utility Services
    Our Capabilities Our Business Our Group 175967 M Group Services Brochure .indd 1 03/11/2017 12:37 Our Business Delivering services to a broad range of clients across regulated markets and essential infrastructure. We are proud of what we do, how we operate and what we deliver to support our client’s customers. We help our clients deliver their business plans each and every day of the year. Delivering for our clients The challenges our clients face can be from the development of collaborative complex, ever challenging budgets and working through, improvements in customer increasing customer demands mean they service, sharing of innovation and best need a service provider who can be practice, development and training, trusted to deliver quality work, consistently stakeholder management, value engineering, and safety. resource planning, business process We have developed our group capability to improvement, design and build services, align to our client’s needs and the outputs cost control & stock management, they require for their customers. Our data management to plant & fleet service operational delivery includes everything solutions. What we do We provide a broad range of essential Working in collaboration with our clients to infrastructure services within regulated deliver for their customers sectors across the UK and Ireland Proven track record and excellent client Four core regulated sectors; relationships - Utilities Nationwide coverage with over 8,000 - Transport direct staff and growing - Data - Telecommunications Service ethos
    [Show full text]
  • Annex 1: Parker Review Survey Results As at 2 November 2020
    Annex 1: Parker Review survey results as at 2 November 2020 The data included in this table is a representation of the survey results as at 2 November 2020, which were self-declared by the FTSE 100 companies. As at March 2021, a further seven FTSE 100 companies have appointed directors from a minority ethnic group, effective in the early months of this year. These companies have been identified through an * in the table below. 3 3 4 4 2 2 Company Company 1 1 (source: BoardEx) Met Not Met Did Not Submit Data Respond Not Did Met Not Met Did Not Submit Data Respond Not Did 1 Admiral Group PLC a 27 Hargreaves Lansdown PLC a 2 Anglo American PLC a 28 Hikma Pharmaceuticals PLC a 3 Antofagasta PLC a 29 HSBC Holdings PLC a InterContinental Hotels 30 a 4 AstraZeneca PLC a Group PLC 5 Avast PLC a 31 Intermediate Capital Group PLC a 6 Aveva PLC a 32 Intertek Group PLC a 7 B&M European Value Retail S.A. a 33 J Sainsbury PLC a 8 Barclays PLC a 34 Johnson Matthey PLC a 9 Barratt Developments PLC a 35 Kingfisher PLC a 10 Berkeley Group Holdings PLC a 36 Legal & General Group PLC a 11 BHP Group PLC a 37 Lloyds Banking Group PLC a 12 BP PLC a 38 Melrose Industries PLC a 13 British American Tobacco PLC a 39 Mondi PLC a 14 British Land Company PLC a 40 National Grid PLC a 15 BT Group PLC a 41 NatWest Group PLC a 16 Bunzl PLC a 42 Ocado Group PLC a 17 Burberry Group PLC a 43 Pearson PLC a 18 Coca-Cola HBC AG a 44 Pennon Group PLC a 19 Compass Group PLC a 45 Phoenix Group Holdings PLC a 20 Diageo PLC a 46 Polymetal International PLC a 21 Experian PLC a 47
    [Show full text]
  • Rio Tinto BHP, Tesco, Sainsbury, Arcelormittal, National Grid
    Quarterly Engagement Rio Tinto Report July-September BHP, Tesco, 2020 Sainsbury, ArcelorMittal, National Grid 2 LAPFF QUARTERLY ENGAGEMENT REPORT | JULY-SEPTEMBER 2020 lapfforum.org CLIMATE EMERGENCY Puutu Kunti Kurrama and Pinikura Aboriginal Corporation Rio Tinto under pressure from investors over Juukan Gorge As LAPFF has been learning more about “My interaction with Mr. Rio Tinto’s involvement in the destruc- Thompson, in his roles as Chair tion of the historically significant caves of both Rio Tinto and 3i, has been at Juukan Gorge in Western Australia, there have been increasing concerns positive thus far. However, I sense about the company’s corporate govern- that investors are losing confidence ance practices. Consequently, the Forum in his leadership and in his board at – along with other investor groups, most Rio Tinto. It will be a long road back What happened at prominently the Australasian Centre for for the company.” Juukan Gorge? Corporate Responsibility (ACCR) - has been pushing the company to review its Cllr Doug McMurdo In May, Rio Tinto destroyed 46,000-year- corporate governance arrangements. old Aboriginal caves in the Juukan One of the main strategies in this Gorge region of Western Australia. The engagement has been to issue press responding to information issued by explosions were part of a government releases citing LAPFF’s concerns as vari- Australian Parliamentary inquiries into sanctioned mining exploration in ous details of Rio Tinto’s practices were this matter. There appears to be increas- the region. The caves are of cultural revealed through a range of investiga- ing evidence of corporate governance fail- significance to the Puutu Kunti tions.
    [Show full text]