DOCSLIB.ORG

New Head of Property at Shareholder Executive Is John Mccready

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
New Head of Property at Shareholder Executive Is John Mccready Dec 11, 2009 11:44 GMT Department for Business, Innovation and Skills: New Head of Property at Shareholder Executive is John McCready John McCready is to head the new Property Unit within the Shareholder Executive, ShEx Chief Executive Stephen Lovegrove announced today. The new Unit will help Government Departments and the Treasury to maximise value from the state’s £370bn property portfolio. The Unit’s scope will extend across the public sector estate, including the central Government office estate, central Government operational estate (eg NHS, MoD buildings) and the local Government estate (excluding council housing). Its remit will include: · undertaking a review of strategic options for the estate. This will include a feasibility review of different property models as outlined in Smarter Government on 7th December · offering assistance to Government Departments and where appropriate local authorities in improving property management and identifying potential assets for disposal · supporting Departments and where appropriate local authorities with realising their disposals · advising HMT on managing public sector property better, including incentive structures and financing options · providing a challenge function in relation to property management and disposals The new Unit will work closely with the Office for Government Commerce (OGC) and other public sector property stakeholders. John McCready joins the Unit full-time from Ernst & Young, where he was a senior Partner. He previously worked at Blue Circle Industries plc, where he was Chairman of the Disposals Group during the takeover by Lafarge, and previously was Chief Executive of both Whitehall Properties and Bluewater Park PLC. Prior to that, he worked at Goldman Sachs. He will be a member of the Shareholder Executive Board. John McCready said: “The Government said this week it wanted to be smarter with its assets, creating efficiencies and cutting waste and duplication. Nowhere is this aspiration more relevant than in the strategic management of its estates. “I will use my experience in property and in business to help the Government make the best and most efficient use of its property assets.” Stephen Lovegrove said: “This is one of Britain’s biggest property management jobs – and we are delighted that someone of John’s experience and calibre will be joining us.” Notes to editors 1. The Property Unit is being set up in response to the recommendations of the OEP Property Stream led by Patrick Carter. BBF made clear that the new team would be in the Shareholder Executive. The Smarter Government White paper, published on the 7th December 2009 made recommendations on how the public sector estate could be managed. For further information, please see page 58 of the document below: www.hmg.gov.uk/frontlinefirst.aspx 2. The Shareholder Executive was formed in 2003 to improve fundamentally the government's performance as a shareholder in businesses. It currently has a portfolio of 29 businesses. It also acts as a source of corporate finance and corporate governance advice across Government. Its portfolio includes the Royal Mail, British Energy, BNFL, Northern Rock, the NDA, Channel 4, the Forensic Science Service, Qinetiq, NATS, British Waterways and the Royal Mint. 3. The Shareholder Executive is located in the Department for Business, Innovation & Skills. It works across Government, providing executive oversight and advice to ten Departments and the Scottish and Northern Ireland Executives regarding their shareholder interests. 4. For further information, please contact [email protected] Department for Business, Innovation & Skills The Department for Business, Innovation and Skills (BIS) is building a dynamic and competitive UK economy by: creating the conditions for business success; promoting innovation, enterprise and science; and giving everyone the skills and opportunities to succeed. To achieve this it will foster world-class universities and promote an open global economy. BIS - Investing in our future. Contacts NDS Enquiries Phone: For enquiries please contact the above department [email protected].
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]
  • Fiscal Sustainability Report Annexes
    Fiscal sustainability report Annexes July 2011 Office for Budget Responsibility Fiscal sustainability report Annexes July 2011 © Crown copyright 2011 You may re-use this information (excluding logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open- government-licence/ or e-mail: [email protected]. gov.uk. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. Any enquiries regarding this publication should be sent to us at [email protected]. This document is available from our website at http://budgetresponsibility.independent.gov.uk Contents This document provides a set of annexes to accompany the main Fiscal sustainability report. Annex A Asset sales……………………………………………………………....1 Annex B Demographic and economic assumptions ...……….……………..11 Annex C Income tax and benefits uprating assumptions in the long-term projections……………………………………………………………..27 Annex D Long-term trends in health spending……………………………….37 Bibliography……………………………………………………….….47 A Asset sales Asset sales and the central fiscal projections A.1 Consistent with the Charter for Budget Responsibility, and our wider approach to policy announcements, we only include the impact of asset sales in our central projections once firm and final details are available, which provide enough information about the size and timing of the transactions for the effects to be quantified with “reasonable accuracy”. The Charter states that: The OBR’s published forecasts shall be based on all Government decisions and all other circumstances that may have a material impact on the fiscal outlook.
    [Show full text]
  • Uk Government Investments Appointment of the Chair Candidate Information Pack
    Commissioner for Public Appointments UK GOVERNMENT INVESTMENTS APPOINTMENT OF THE CHAIR CANDIDATE INFORMATION PACK March 2021 1 Table of Contents Foreword from Economic Secretary to the Treasury, John Glen MP ................................................. 4 About UK Government Investments ................................................................................................... 5 Objectives........................................................................................................................................ 5 Corporate Governance .................................................................................................................... 5 Corporate Finance ........................................................................................................................... 5 Asset Realisation ............................................................................................................................. 5 Company structure ......................................................................................................................... 6 Current priorities ............................................................................................................................. 6 The role of the UKGI board ............................................................................................................. 6 UKGI culture .................................................................................................................................... 7 The role ..............................................................................................................................................
    [Show full text]
  • Shareholder Executive Annual Review 2013-14
    Annual Review 2013-14 October 2014 Contents 4 Opening Words by Matthew Hancock MP 5 The Shareholder Executive 8 Foreword to the Annual Review by Robert Swannell 10 1. Chief Executive’s Report 10 1.1 Introduction 11 1.2 Major achievements, 2013-14 20 1.3 Changes in the portfolio 20 1.4 Organisational structure, people and teams 22 1.5 Outlook 24 2. Portfolio performance in financial year 2013-14 24 2.1 Portfolio composition 26 2.2 Brief descriptions of the Portfolio companies 30 2.3 Portfolio financial analysis 32 2.4 Turnover and operating profit 32 2.5 Net operating assets and return on net assets 33 2.6 Dividends declared 34 Annex A 34 The Advisory Board of the Shareholder Executive 38 Shareholder Executive: Executive Directors 43 Annex B 43 List of abbreviations used Page 3 of 44 Opening Words by Matthew Hancock MP The Shareholder Executive – ShEx – plays a crucial role in ensuring that the taxpayer gets best value from the assets it owns. Sometimes this means realising value through the injection of private capital as in the case of the Royal Mail. But it also means acting as custodian of vital assets that need to continue in Government ownership, in some cases being highly active as a shareholder to improve capability, efficiency and effectiveness of Government-owned bodies. ShEx also plays an important role in providing high-quality corporate finance advice across Government. ShEx is delivering growth and boosting the economy in new and innovative ways, for example, as the incubator for new Government-owned financial bodies such as the Green Investment Bank, tasked with investing in green projects, and in establishing the British Business Bank, which is helping to make finance markets work better for smaller businesses.
    [Show full text]
  • Candidate Brief Published British Business
    Non-Executive Director | British Business Bank Candidate brief for the position of Non-Executive Director British Business Bank July 2021 Non-Executive Director | British Business Bank Contents About British Business Bank 3 Operating Model 4 The Board 5 The Role 6 The Individual 7 Search Process 9 Candidate Charter 10 How to Apply 11 Appendix 1 12 Appendix 2 17 odgersberndtson.com Non-Executive Director | British Business Bank About British Business Bank The UK Government established the British Business Bank (“the Bank”) in November 2014 as a long-term institution charged with ensuring the finance markets in the UK serve the needs of UK SMEs and mid-sized businesses. It has a single shareholder, the Secretary of State for Business, Energy and Industrial Strategy (“BEIS”). The mission of the Bank is to drive sustainable growth and prosperity across the UK by improving access to finance for small businesses, enabling them to succeed in the transition to a net zero economy, change the structure of the finance markets for smaller businesses and mid-caps so these markets work more effectively and dynamically. The Bank is charged with 7 objectives: 1 Increase the supply of finance available to smaller businesses where markets do not work well. 2 Help create a more diverse market for smaller business finance with greater choice of options and providers. 3 Identify and help reduce regional imbalances in access to finance in smaller businesses across the UK. 4 Encourage and enable SMEs to seek the finance best suited to their needs. 5 Be the centre of expertise on smaller business finance in the UK, providing advice and delivering on behalf of Government.
    [Show full text]
  • Written Evidence Submitted by the Department for Business, Energy and Industrial Strategy (POH0006)
    Written evidence submitted by the Department for Business, Energy and Industrial Strategy (POH0006) POST OFFICE: BEIS SELECT COMMITTEE INQUIRY Thank you for launching an inquiry on issues emerging from the Horizon IT Court cases. Government believes that postmasters are at the heart of communities and recognises the strength of feelings about the negative impact the Horizon cases has had on postmasters, causing distress to them and their families. I therefore believe this is an important inquiry and my officials and I will take the necessary actions to support the Committee. As a first step, I welcome the opportunity to provide oral evidence with my Business, Energy and Industrial Strategy (BEIS) and UK Government Investments (UKGI) officials on 24 March. Ahead of this, Iam writing to you to provide some further information. Ihave also included annexes that summarise the respective roles of BEIS as the Policy Sponsor, UKGI as the Shareholder Representative and Post Office Ltd (Annex A) as well as a timeline of historical events in relation to the issues brought forward by the Horizon litigation (Annex B). Current status of the Horizon IT trials and next steps On 11 December 2019, Post Office Ltd reached a settlement of £57.75m to conclude the Horizon litigation claim. This was fully funded by Post Office Ltd under the new Chief Executive Officer Nick Read. Post Office Ltd led the mediation and the Government was not party to it, although we closely monitored the situation during the legal proceedings. The settlement was approved by Government in accordance with the governance arrangements between Government and Post Office.
    [Show full text]
  • Uk Government Investments
    UK GOVERNMENT INVESTMENTS Peter Montagnon Associate Director, Institute of Business Ethics Board Member, Hawkamah Government ownership of businesses properly it can help to strike a good balance always involves some risk of conflict of between the objectives of public policy and interest. Either the politicians that control the requirement for efficiency that delivers the business may push decisions that value to the public. UK Government benefit them personally or serve short Investments (UKGI) provides one example term political interests at the expense of of how this challenge can be met. the broader community. Or those that run it may seek to benefit themselves Despite the wave of privatisation during by exploiting what is often a monopoly the Thatcher years, the British government position at the expense of the public. still owns a wide portfolio of businesses, ranging from the Nuclear Decommissioning This is an important reason why governance Authority which is responsible for the clean- matters in state-owned enterprises. Done up of nuclear waste, to the Met Office which the hawkamah journal a journal on corporate governance & leadership issue09 28 provides weather forecasts, to Channel UKGI describes its purpose as being 4 television, the Land Registry which the government’s centre of excellence records the ownership of land throughout in corporate finance and corporate the country through to UK Export Finance governance. Its principal objectives are to: which guarantees trade deals. Following the financial crisis of 2007-08, it also found • Act as a shareholder for those arm’s itself a leading owner of some leading length bodies of the UK government banks and of the assets of lesser banks that are structured to allow a meaningful which had failed.
    [Show full text]
  • Privatisation RESEARCH PAPER 14/61 20 November 2014
    Privatisation RESEARCH PAPER 14/61 20 November 2014 This paper examines the economic policy which came to be known as ‘privatisation’ – the transfer of responsibility for an industry or the ownership of a company from the public to the private sector. From the 1980s until the mid-1990s, privatisation was an important component of economic policy. Privatisation continued after 1997, although there have only been a handful of instances since then and they have often been referred to by other names. After 2010, interest in the policy as an economic tool revived, particularly with the privatisation of Royal Mail. After defining ‘privatisation’, this paper presents a brief history of the policy. An analysis of the motivations behind the policy is followed by a discussion of the different methods of privatisation, including public flotations, management-led buyouts and private sales. We discuss the importance of regulation and competition in privatised industries and present data showing the scale of privatisation in each year since 1970. Finally, we review various strategies for assessing privatisation as a policy and present a chronological table showing each major privatisation by year. The annex to this paper is a collection of short articles which describe the main features of each major privatisation, including the type of sale, the proceeds to government, and other details. Chris Rhodes David Hough Louise Butcher Recent Research Papers 14/52 Economic Indicators, October 2014 07.10.14 14/53 Recall of MPs Bill [Bill 94 of 2014-15] 09.10.14
    [Show full text]
  • Uk Financial Investments Limited (Ukfi) Ukfi Strategy: Market Investments and Annual Report and Accounts 2008/09
    xx UK Financial Investments Ltd UK FINANCIAL INVESTMENTS LIMITED (UKFI) UKFI STRATEGY: MARKET INVESTMENTS AND ANNUAL REPORT AND ACCOUNTS 2008/09 1 UKFI manages the Government’s investments in the Royal Bank of Scotland and Lloyds Banking Group. The Government currently holds 39,645 million ordinary shares in the Royal Bank of Scotland, equivalent to 70 percent of voting share capital. The value of this investment on 30 June was £15.3 billion. In connection with the Asset Protection Scheme, the Government shareholding is due to increase by up to an additional 51,000 million non-voting B shares. The Government currently holds 11,799 million ordinary shares in the Lloyds Banking Group, equivalent to 43 percent of voting share capital. The value of this investment on 30 June was £8.3 billion. In connection with the Asset Protection Scheme, the Government shareholding is due to increase by an additional 37,143 million non-voting B shares. RBS share price performance HM Treasury ordinary Number Share Price (p) shareholdings in Royal In price Value as at of ordinary In price 80 Bank of Scotland per share 30/06/2009 shares (excluding B shares)1 70 m £m p £m 60 Initial recapitalisation 22,854 14,969 65.5 8,831 50 Preference shares 16,791 5,058 31.75 6,488 40 conversion2 30 50.5 TOTAL 39,645 20,027 (avg) 15,319 20 10 Notes 1 UKFI will manage the B shares on completion of APS. See Box 2.5 for 0 further details on the B shares.
    [Show full text]
  • Banking Crisis
    House of Commons Treasury Committee Banking Crisis Volume I Oral evidence Ordered by the House of Commons to be printed 3, 11, 18 and 19 November 2008, 13, 14, 27 and 28 January, 3, 4, 10, 11, 25 and 26 February, and 3, 17 and 19 March 2009 HC 144–I [Incorporating HC 1167 i–iv, Session 2007–08] Published on 1 April 2009 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Treasury Committee The Treasury Committee is appointed by the House of Commons to examine the expenditure, administration, and policy of HM Treasury, HM Revenue & Customs and associated public bodies. Current membership Rt Hon John McFall MP (Labour, West Dunbartonshire) (Chairman) Nick Ainger MP (Labour, Carmarthen West & South Pembrokeshire) Mr Graham Brady MP (Conservative, Altrincham and Sale West) Mr Colin Breed MP (Liberal Democrat, South East Cornwall) Jim Cousins MP (Labour, Newcastle upon Tyne Central) Mr Michael Fallon MP (Conservative, Sevenoaks) (Chairman, Sub-Committee) Ms Sally Keeble MP (Labour, Northampton North) Mr Andrew Love MP (Labour, Edmonton) John Mann MP, (Labour, Bassetlaw) Mr George Mudie MP (Labour, Leeds East) John Thurso MP (Liberal Democrat, Caithness, Sutherland and Easter Ross) Mr Mark Todd MP (Labour, South Derbyshire) Mr Andrew Tyrie MP (Conservative, Chichester) Sir Peter Viggers MP (Conservative, Gosport) The following members were also members of the committee during the inquiry: Mr Philip Dunne MP (Conservative, Ludlow), Mr Stephen Crabb MP (Conservative, Preseli Pembrokeshire), Mr Siôn Simon MP, (Labour, Birmingham, Erdington) Powers The Committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No.
    [Show full text]
  • Shareholder Executive - Portfolio Businesses
    Shareholder Executive - Portfolio Businesses The Shareholder Executive is responsible for a portfolio of government owned or part-owned businesses. The businesses include those where we have a clear shareholding mandate or a seat on the board and our involvement in each business varies depending on our agreed role and ability to have the greatest impact: • executive role - where we are accountable to ministers directly • joint team role - where we work alongside shareholder teams within departments • advisory role - where we advise shareholder teams within departments Our portfolio consists of the following businesses: Business Lead Executive Website Director CDC Group Jonathan Walker http://www.cdcgroup.com/ Channel 4 David Curley http://www.channel4.com Companies House Anne Spinali http://www.companieshouse.gov.uk Electricity Settlements Company David Long https://electricitysettlementscompany. uk/ Lead Executive Website Business Director Eurostar Michael Cramb http://www.eurostar.com/uk-en Green Investment Bank Richard Callard http://www.greeninvestmentbank.com/ Insolvency Service Rachel James http://www.bis.gov.uk/insolvency Land Registry Leo Geddes http://www.landregistry.gov.uk/home London and Continental Railways Mark Russell (LCR) http://www.lcrhq.co.uk/ Low carbon Contracts Company David Long https://lowcarboncontracts.uk/ Business Lead Executive Website Director Michael Harrison Met Office http://www.metoffice.gov.uk/about-us Michael Cramb NATS http://www.nats.co.uk/ Nuclear Decommissioning Authority Nathan Phillips http://www.nda.gov.uk/
    [Show full text]
  • Shareholder Executive Annual Review 2012-13
    Annual Review 2012-13 October 2013 Contents page 3 1. Chief Executive’s Report page 3 1.1 Introduction page 4 1.2 Major achievements page 11 1.3 Changes in the portfolio page 12 1.4 Outlook page 14 1.5 Organisational structure and governance page 17 2. Portfolio performance in financial year 2012-13 page 17 2.1 Methodology page 19 2.2 Turnover and operating margin page 21 2.3 Net operating assets and return on net assets page 22 2.4 Dividends declared page 23 2.5 Performance of other businesses page 25 Annex A: The Shareholder Executive Senior Management Team page 26 Annex B: The Shareholder Executive Board Page 2 of 29 1. Chief Executive’s Report 1.1 Introduction It has been another dynamic year for the Shareholder Executive (ShEx), with changes in the leadership team, and changes to the organisations in our portfolio. The largest of these, and our major transaction this year, was the Royal Mail Initial Public Offering (IPO), which took place in October. Page 3 of 29 In challenging circumstances, and following years of failed attempts to privatise Royal Mail, ShEx delivered a sale of 60 per cent of the shares in Royal Mail to a mix of long-term high-quality institutional investors and almost 700,000 members of the public. Nearly £2bn was raised for the Exchequer, and the Government still holds a 30 per cent stake in a company that has, as expected, increased in value following the introduction of private sector ownership. An additional 10 per cent of the shares were transferred to Royal Mail’s employees, to establish the largest employee share scheme of any major privatisation for nearly 30 years, and giving the employees a tangible stake in the business they work for.
    [Show full text]