Leading the Way in Modern Primary Health Properties
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May CARG 2020.Pdf
ISSUE 30 – MAY 2020 ISSUE 30 – MAY ISSUE 29 – FEBRUARY 2020 Promoting positive mental health in teenagers and those who support them through the provision of mental health education, resilience strategies and early intervention What we offer Calm Harm is an Clear Fear is an app to Head Ed is a library stem4 offers mental stem4’s website is app to help young help children & young of mental health health conferences a comprehensive people manage the people manage the educational videos for students, parents, and clinically urge to self-harm symptoms of anxiety for use in schools education & health informed resource professionals www.stem4.org.uk Registered Charity No 1144506 Any individuals depicted in our images are models and used solely for illustrative purposes. We all know of young people, whether employees, family or friends, who are struggling in some way with mental health issues; at ARL, we are so very pleased to support the vital work of stem4: early intervention really can make a difference to young lives. Please help in any way that you can. ADVISER RANKINGS – CORPORATE ADVISERS RANKINGS GUIDE MAY 2020 | Q2 | ISSUE 30 All rights reserved. No part of this publication may be reproduced or transmitted The Corporate Advisers Rankings Guide is available to UK subscribers at £180 per in any form or by any means (including photocopying or recording) without the annum for four updated editions, including postage and packaging. A PDF version written permission of the copyright holder except in accordance with the provision is also available at £360 + VAT. of copyright Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, Barnard’s Inn, 86 Fetter Lane, London, EC4A To appear in the Rankings Guide or for subscription details, please contact us 1EN. -
March 2010 Annual Report
TR Property Investment Trust plc –TR Property Investment Trust ReportMarch 2010 & Accounts for the year ended 31 TR Property Investment Trust plc Report & Accounts for the year ended 31 March 2010 TR Property Investment Trust plc is managed by This document is printed on Revive Silk of which 75% of the furnish is made from 100% de-inked post consumer waste. The remaining 25% being mill broke and virgin fibres. This paper is bleached using a combination of Totally Chlorine Free (TCF) and Elemental Chlorine Free (ECF). The manufacturing mill is accredited with the ISO 14001 standard for environmental management. TR Property Investment Trust plc Directors’ Review Accounts 1 Overview 62 Independent Auditors’ Report 2 Statement of Investment Objective and Policy 63 Group Income Statement 4 Financial Highlights and Performance 64 Group and Company Statement of Changes in Equity 5 Historical Performance 65 Group and Company Balance Sheets 6 Chairman’s Statement 66 Group and Company Cash Flow Statements 10 Managers’ Report – Market Background and Outlook 67 Notes to the Financial Statements 15 Ordinary Shares – Financial Highlights and Performance Shareholder Information 16 Ordinary Shares – Manager’s Report 89 Notice of Annual General Meeting 21 Ordinary Shares – Portfolio Details 93 Notice of Separate Class Meeting of Ordinary 27 Ordinary Shares – Income Statement Shareholders 28 Ordinary Shares – Balance Sheet 94 Notice of Separate Class Meeting of Sigma Shareholders 29 Sigma Shares – Financial Highlights and Performance 95 Explanation of -
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. -
Report & Accounts 2018
Report & Accounts 2018 Report & Accounts Derwent London plc Report & Accounts 2018 CONTENTS STRATEGIC REPORT GOVERNANCE 2018 summary ......................................................................................... 04 Introduction from the Chairman ........................................................... 84 Chairman’s statement ............................................................................ 07 Governance at a glance .......................................................................... 86 Chief Executive’s statement .................................................................. 08 Board of Directors ................................................................................... 88 CEO succession ........................................................................................11 Senior management ............................................................................... 90 London: Open for business .....................................................................12 Corporate governance statement ........................................................ 92 Central London office market ................................................................14 Nominations Committee report ......................................................... 100 A well-placed portfolio ............................................................................16 Audit Committee report ....................................................................... 104 Our stakeholders ......................................................................................18 -
11 August 2020 Neighbourhood Planning Officer Horsham District
11 August 2020 Neighbourhood Planning Officer Horsham District Council Parkside Chart Way Charles Collins North Street E: [email protected] DL: +44 (0) 1483 796 837 Horsham RH12 1RL 244 - 246 High Street Guildford GU1 3JF T: +44 (0) 1483 796 800 F: +44 (0) 1483 796 801 savills.com Dear Sirs Billingshurst Neighbourhood Plan Regulation 16 Consultation Consultation Representation in relation to Land East of Billingshurst, Little Daux. Introduction 1.1 This representation is submitted to the Horsham District Council (HDC), on behalf of Bellway Homes Ltd (“Bellway”) and Crest Strategic Projects (“Crest”), in relation to the Billingshurst Neighbourhood Plan Regulation 16 Consultation. 1.2 This representation specifically relates to the key aspects of the Billingshurst Neighbourhood Plan (BNP) that are relevant to the Land East of Billingshurst, Little Daux (the Site). It follows the representation made to the previous consultation on the Regulation 14 Draft BNP, and seeks to highlight any comments or concerns to help ensure full consideration and enable the basic conditions to be met. 1.3 Significantly, it is highlighted that the summary of representations to the Regulation 14 consultation, as contained in the Consultation Statement (February 2020), does not refer to our previous correspondence with Billingshurst Parish Council (BPC) or our submitted representations made on behalf of Bellway and Crest. Clarification is therefore sought as to the reason why this representation is not acknowledged and whether the details and comments raised were in fact taken into consideration in preparing the Regulation 16 BNP. For ease of reference, the Regulation 14 Representation, dated 25 September 2019, is appended to this letter (Appendix A). -
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. -
A Transformational Year of Growth for the Company Following the Completion of the All-Share Merger with Medicx Fund Limited (“Medicx”) on 14 March 2019
Primary Health Properties PLC Primary Health Properties PLC Annual Report 2019 Annual Report 2019 A transformational year of growth “ 2019 has been a transformational year in PHP’s history following the completion of the all-share merger with MedicX in March 2019, bringing together two high quality and complementary portfolios in the UK and Ireland. The business provides a much stronger platform for the future and has already created significant value delivering a total shareholder return of 49.2% in the year. We have also delivered the operating synergies of £4.0 million per annum outlined at the time of the merger, as well as a 50bp reduction in the average cost of debt. We have continued to selectively grow the enlarged portfolio, particularly in Ireland where we believe there is a significant opportunity, and further strengthened the balance sheet with a successful, oversubscribed £100 million equity issue, £150 million unsecured convertible bond issue and €70 million Euro-denominated private placement loan note. PHP’s high quality portfolio and capital base have helped to deliver another year of strong earnings performance and our 23rd consecutive year of dividend growth. Continuing improvements to the rental growth outlook and further reductions in the cost of finance will help to maintain our strategy of paying a progressive dividend to shareholders which is fully covered by earnings, as we look forward to the future with confidence.” Harry Hyman Managing Director Strategic report Corporate governance Financial statements Further -
Marten & Co / Quoted Data Word Template
Monthly roundup | Real estate October 2019 Winners and losers in September Best performing companies in price terms in Sept Worst performing companies in price terms in Sept (%) (%) Capital & Regional 37.9 Countrywide (11.7) Hammerson 24.9 Town Centre Securities (7.2) NewRiver REIT 19.1 Aseana Properties (5.1) Inland Homes 15.8 Harworth Group (4.3) Capital & Counties Properties 14.8 Ediston Property Investment Company (4.0) British Land 14.7 GRIT Real Estate Income Group (3.7) Workspace Group 13.2 Daejan Holdings (3.5) Countryside Properties 12.3 Primary Health Properties (2.9) Triple Point Social Housing REIT 11.7 Big Yellow Group (2.9) U and I Group 11.1 Conygar Investment Company (2.6) Source: Bloomberg, Marten & Co Source: Bloomberg, Marten & Co Capital & Regional share price YTD The month of Countrywide share price YTD On the flip side, the September was a UK’s biggest estate 40 12 bumper month for agent group, 30 many property 8 Countrywide, which 20 companies’ share also owns a 4 10 price, dominated by commercial real 0 retail focused 0 estate consultancy, Jan FebMar Apr May Jun Jul Aug Sep Jan FebMar Apr May Jun Jul Aug Sep companies, who in was the worst Source: Bloomberg, Marten & Co general have taken a Source: Bloomberg, Marten & Co performing in hammering over the September. It is the past 18 months or so. Top of the list was Capital & Regional. second month in a row that it has been in the bottom 10 and Shares in the shopping centre landlord bounced after it in the year to date it is beaten only by Intu Properties as the announced it was in talks with South African REIT worst performing listed property company, losing 53.5%. -
Safestore Holdings Plc, Annual Report and Financial Statements 2012
Safestore Holdings plc Annual report and financial statements 2012 Safestore the things you love Market leaders in self-storage With 123 stores, Safestore and Une Pièce en Plus are the self-storage market leaders in the UK and Paris. Safestore Holdings plc Annual report and financial statements 2012 Overview Overview Business review Financial statements Headlines 02 Chief Executive’s review 20 Independent auditors’ report 62 Overview of the year 04 Financial review 26 Consolidated Personal customers 06 income statement 63 Governance Business customers 08 Consolidated statement Corporate social of comprehensive income 64 Scale where it matters 10 32 responsibility Consolidated balance sheet 65 Business review Business model Prinicipal risks 38 and demand drivers 12 Consolidated Board of Directors 40 statement of changes Strategy 14 in shareholders’ equity 66 Executive team 44 Chairman’s statement 16 Consolidated cash Directors’ flow statement 67 remuneration report 46 Notes to the Audit Committee report 54 financial statements 68 Nomination Independent auditors’ report 96 Committee report 55 Company balance sheet 97 Corporate governance 56 Notes to the Company 59 Directors’ report financial statements 98 Statement of Directors’ Notice of Annual Governance 61 responsibilities General Meeting 102 Proxy form 107 Directors and advisers 109 Financial statements Safestore Holdings plc Annual report and financial statements 2012 01 Overview Headlines Strategic progress and financial resilience Overall, we have delivered good progress on our strategy -
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. -
Savills.Co.Uk/Retail Shaping Retail
Central London Retail savills.co.uk/retail Shaping Retail. Contents The Team 3 The Savills Approach 4 London 6 Crossrail 7 Track Record: Oxford Street 8 Track Record: Bond Street 10 Track Record: Old Spitalfields Market 12 Case Study: Nike Women’s Store 13 Track Record: APM Monaco 14 Case Study: Itsu 15 Bond Street 17 Dover Street and Albemarle Street 19 Mount Street and South Audley Street 21 South Molton Street 23 Conduit Street and Bruton Street 25 Regent Street 27 Oxford Street East 29 Oxford Street West 31 Marylebone High Street 33 Covent Garden: Neal Street 35 Covent Garden: Long Acre 37 Covent Garden: Seven Dials 39 Soho 41 King’s Road 43 Kensington High Street 45 Knightsbridge 47 Sloane Street and Sloane Square 49 South Kensington 51 Westbourne Grove 53 Spitalfields 55 Westfield Stratford 57 Westfield London 59 One Stop Shop 60 The Team Agency Lease Consultancy Anthony Selwyn Laura Salisbury-Jones Alan Spencer [email protected] [email protected] [email protected] +44 (0) 20 7758 3880 +44 (0) 20 7409 8830 +44 (0) 20 7758 3876 Peter Thomas Tiffany Luckett Paul Endicott [email protected] [email protected] [email protected] +44 (0) 20 7734 3443 +44 (0) 20 7758 3878 +44 (0) 20 7758 3879 Sam Foyle Benjamin Ashe Kristian Kendall [email protected] [email protected] [email protected] +44 (0) 20 7409 8171 +44 (0) 20 7758 3889 +44 (0) 20 7758 3881 Sarah Goldman James Fairley Daniel Aboud [email protected] [email protected] [email protected] +44 (0) 20 7758 3875 +44 (0) 20 7758 3877 +44 (0) 20 7758 3895 Oliver Green Claire Lakie [email protected] [email protected] +44 (0) 20 7758 3899 +44 (0) 20 7758 3896 Lance Marton Research [email protected] +44 (0) 20 7758 3884 Marie Hickey [email protected] +44 (0) 20 3320 8288 For general enquiries: [email protected] 3 The Savills Approach Savills Central London Retail team is recognised as a market leader within the sector and we have extensive experience in Central London, leasing and asset management and Landlord & Tenant matters. -
Annual Report and Accounts Savills Plc Savills Plc Report and Accounts 2019
2019 Annual Report and Accounts Savills plc Savills plc Report and Accounts 2019 Our purpose Our purpose is to assist and advise a wide range of clients to realise their diverse property goals. Our vision CONTENTS To be the property partner of choice for private, institutional and corporate clients seeking to Overview acquire, manage, lease, develop or realise the 01 Group highlights value of prime residential and commercial 02 Savills at a glance property in the world’s key locations. Strategic Report Culture and values 04 Chairman’s statement 06 Our business explained Savills has a strong and well embedded culture, 08 Market insights founded on an entrepreneurial approach and 14 Key Performance Indicators underpinned by our values and operational 16 Chief Executive's review standards. We recognise our responsibility as a 22 Chief Financial Officer’s review global corporate citizen and we are committed 24 Material existing and emerging risks and to doing the right thing in the right way. uncertainties facing the business 31 Viability statement Our values 32 Stakeholder engagement with s.172 35 Responsible business Pride in everything we do 47 Non-financial information statement 2019 Take an entrepreneurial approach to business Governance Help our people fulfil their true potential 48 Corporate Governance Statement 48 Chairman’s introduction Always act with integrity 50 Board of Directors 54 Group Executive Board Read more about these on page 35 58 Corporate Governance 68 Audit, Risk and Internal Control 69 Audit Committee report 78