Centrica Annual Review and Summary Financial Statements 2007
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BHP Economic Contribution Report 2017 1 Chief Financial Officer’S Introduction
Economic Contribution Report 2017 We have a long-standing commitment to transparency. We are proud of the value we generate and how this contributes to building trust with the communities in which we operate. In this Report Chief Financial Officer’s Introduction 2 Tax and our 2017 Financial Statements 20 FY2017 Total economic contribution 3 Basis of Report preparation 21 Our contribution throughout the value chain 6 Glossary 22 Approach to transparency and tax 9 Independent auditor’s report to the Directors Our payments to governments 14 of BHP Billiton Plc and BHP Billiton Limited 23 Corporate Directory 24 BHP Billiton Limited. ABN 49 004 028 077. Registered in Australia. Registered office: 171 Collins Street, Melbourne, Victoria 3000, Australia. BHP Billiton Plc. Registration number 3196209. Registered in England and Wales. Registered office: Nova South, 160 Victoria Street London SW1E 5LB United Kingdom. Each of BHP Billiton Limited and BHP Billiton Plc is a member of the Group, which has its headquarters in Australia. BHP is a Dual Listed Company structure comprising BHP Billiton Limited and BHP Billiton Plc. The two entities continue to exist as separate companies but operate as a combined Group known as BHP. The headquarters of BHP Billiton Limited and the global headquarters of the combined Group are located in Melbourne, Australia. The headquarters of BHP Billiton Plc are located in London, United Kingdom. Both companies have identical Boards of Directors and are run by a unified management team. Throughout this publication, the Boards are referred to collectively as the Board. Shareholders in each company have equivalent economic and voting rights in the Group as a whole. -
Empirical Inference of Related Trading Between Two Securities: Detecting Pairs Trading, Merger Arbitrage, and Strategy Rules*
Empirical inference of related trading between two securities: Detecting pairs trading, merger arbitrage, and strategy rules* Keith Godfrey The University of Western Australia Working paper: 5 September 2013 The traditional approach to studying pairs trading is to simulate profitability using ex-post historical prices. I study the actual trades reported anonymously in security pairs and build statistical inferences of related trading. The approach is based on the time differences between trades. It can distinguish intrinsically related securities from pseudo-random sets, find stocks involved in merger arbitrage in massive sets of paired index constituents, and infer dominant trading rules of mean reversion algorithms. Empirical inference of related trading can enable further studies into pairs trading, strategy rules, merger arbitrage, and insider trading. Keywords: Inferred trading, empirical inference, pairs trading, merger arbitrage. JEL Classification Codes: G00, G10, C10, C40, C60 The availability of intraday trading or “tick” data with time resolution of a millisecond or finer is opening many avenues of research into financial markets. Analysis of two or more streams of tick data concurrently is becoming increasingly important in the study of multiple-security trading including index tracking, pairs trading, merger arbitrage, and market-neutral strategies. One of the greatest challenges in empirical trading research is the anonymity of reported trades. Securities exchanges report the dates, times, prices, and volumes traded, without identifying the traders. In studies of a single security, this introduces uncertainty of whether each market order that caused a trade was the buy or sell order, and there are documented approaches of inference such as Lee and Ready (1991). -
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. -
Africa's Leading Independent Oil Company
TULLOW OIL PLC PLC OIL TULLOW 2017 ANNUAL REPORT & ACCOUNTS & REPORT ANNUAL 2017 TULLOW OIL PLC 2017 ANNUAL REPORT & ACCOUNTS AFRICA’S LEADING INDEPENDENT OIL COMPANY www.tullowoil.com D AFRICA’S LEADING INDEPENDENT OIL COMPANY Tullow Oil is a leading independent oil and gas exploration and production company. Our focus is on finding and monetising oil in Africa and South America. Our key activities include targeted Exploration and Appraisal, selective development projects and growing our high-margin production. We have a prudent financial strategy with diverse sources of funding. Our portfolio of 90 licences spans 16 countries and is organised into three Business Delivery Teams. We are headquartered in London and our shares are listed on the London, Irish and Ghana Stock Exchanges. 1 2 3 STRATEGIC REPORT CORPORATE GOVERNANCE FINANCIAL STATEMENTS Our Group highlights 1 Directors’ report 56 Statement of Directors’ responsibilities 108 Our operations 4 Audit Committee report 67 Independent auditor’s report for the Chairman’s foreword 6 Nominations Committee report 73 Group Financial Statements 109 Chief Executive Officer’s foreword 8 EHS Committee report 76 Group Financial Statements 117 Chief Financial Officer’s foreword 10 Remuneration report 78 Company Financial Statements 153 Executive Team overview 12 Other statutory information 101 Five-year financial summary 162 Market outlook 14 Supplementary information Our strategy 16 Shareholder information 163 Our business model 18 Licence interests 164 Key performance indicators 20 Commercial reserves and resources 168 Creating value 24 Transparency disclosure 169 Operations review 26 Sustainability data 176 Finance review 31 Tullow Oil plc subsidiaries 179 Responsible Operations 36 Glossary 181 Governance & Risk management 38 Board of Directors 40 Principal Risks 42 Organisation & Culture 50 Shared Prosperity 52 You can find this report and additional information about Tullow Oil on our website: www.tullowoil.com Cover: TEN FPSO, Prof. -
Chapter 8: Colombia
8 Colombia 8.1 Summary of Coal Industry 8.1.1 ROLE OF COAL IN COLOMBIA Coal accounted for eight percent of Colombia’s energy consumption in 2007 and one-fourth of total exports in terms of revenue in 2009 (EIA, 2010a). As the world’s tenth largest producer and fourth largest exporter of coal (World Coal, 2012; Reuters, 2014), Colombia provides 6.9 percent of the world’s coal exports (EIA, 2010b). It exports 97 percent of its domestically produced coal, primarily to the United States, the European Union, and Latin America (EIA, 2010a). Colombia had 6,746 million tonnes (Mmt) of proven recoverable coal reserves in 2013, consisting mainly of high-quality bituminous coal and a small amount of metallurgical coal (Table 8-1). The country has the second largest coal reserves in South America, behind Brazil, with most of those reserves concentrated in the Guajira peninsula in the north (on the country’s Caribbean coast) and the Andean foothills (EIA, 2010a). Its reserves of high-quality bituminous coal are the largest in Latin America (BP, 2014). Table 8-1. Colombia’s Coal Reserves and Production – 2013 Anthracite & Sub-bituminous & Total Global Indicator Bituminous Lignite (million Rank (million tonnes) (million tonnes) tonnes) (# and %) Estimated Proved Coal 6,746.0 0.0 67469.0 11 (0.8%) Reserves (2013) Annual Coal Production 85.5 0.0 85.5 10 (1.4%) (2013) Source: BP (2014) Coal production for export occurs mainly in the northern states of Guajira (Cerrejón deposit), Cesar, and Cordoba. There are widespread small and medium-size coal producers in Norte de Santander (metallurgical coal), Cordoba, Santander, Antioquia, Cundinamarca, Boyaca, Valle del Cauca, Cauca, Borde Llanero, and Llanura Amazónica (MB, 2005). -
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. -
Full Text of the Decision Regarding the Anticipated Acquisition by Telecom
Anticipated acquisition by Telecom Plus plc of Electricity Plus Supply Limited and Gas Plus Supply Limited from Npower Limited ME/6289/13 The OFT's decision on reference under section 33 given on 16 December 2013. Full text of decision published 20 December 2013. Please note that the square brackets indicate figures or text which have been deleted or replaced in ranges at the request of the parties or third parties for reasons of commercial confidentiality. PARTIES 1. Telecom Plus Plc (TP) is a public company registered in England & Wales and trades under the 'Utility Warehouse' brand. The company provides multi-utility services to domestic customers and small and medium-sized enterprises (SMEs). TP resells a range of utilities, including fixed line telephony, fixed line broadband, mobile telephony, gas and electricity as a bundle with the customer receiving a single bill. Telecom Plus holds a 20 per cent share holding in Opus Energy Group Limited (Opus),1 an electricity and gas supplier to SME customers in the UK. 2. Electricity Plus Supply Limited (EP) and Gas Plus Supply Limited (GP) (together the 'targets') were previously owned by TP and sold to Npower Limited in 2006.2 The targets are used by Npower Limited as the exclusive vehicle for the retail sale of electricity and gas to domestic customers and SMEs who have been introduced by TP. Customers currently purchase their electricity and gas from the targets under the 'Utility Warehouse' brand. 3. Npower Limited (Npower) is a wholly owned subsidiary of RWE AG (RWE). Npower supplies gas, electricity and related services to UK residential and 1 The other shareholders are Opus staff (50 per cent) and GDF SUEZ (30 per cent). -
Accenture • Deloitte & Touche • KPMG • Pwc
Professional Services: Pharmaceuticals: Financial Services: Consumer Goods: Food & Drink: Accenture Abbott Allianz UK 3M Bacardi Deloitte & Touche AbbVie Arab African International AkzoNobel Britvic KPMG Astra Zeneca Bank Clarks Coca-Cola Enterprises PwC GlaxoSmithKline Aviva/Friends Life General Mills Coca-Cola Hellenic AXA Japan Tobacco Diageo Travel & Hospitality: Industrial & Energy: Barclays JTI SA Heineken First Group AngloGoldAshanti Capital One JTI UK Kellogg's Go Ahead BAE Systems Citi L'Occitane Mondelez Manchester Airport Jaguar Land Rover Deutsche Bank Philip Morris International Media: Group Johnson Matthey HSBC Management S.A. Michelin ING Ricoh UK Aegis Retail: Rolls-Royce Intesa San Paolo BSkyB Utilities & Services: Home Retail Group Siemens Investec Plc Experian Jeronimo-Martins Skanksa IPF (International Anglian Water Liberty Global Europe John Lewis Partnership Wood Group Personal Finance) Centrica Pearson Marks & Spencer Nationwide Deutsche Post DHGL Reed Elsevier Property, Construction, Southern Co-operatives Provident Financial Group Housing & Facilities: Legal: The Boots Group Prudential DP World The Co-operative Group BAM Construct UK Rothschild EDP Freshfields Bruckhaus British Land Santander UK Galp Energia Deringer Technology & Telecoms: Hammerson Schroders National Grid Linklaters Alcatel Lucent Intu Properties plc St James's Place Port of Tyne Olswang ARM ISS UK Standard Chartered Royal Mail Wragge Lawrence BT JLL UK Standard Life ScottishPower Graham & Co LLP Deutsche Telekom AG L&Q Housing Group The Royal Bank of Severn Trent Intel Corporation Land Securities Scotland Group SGN ST Microelectronics Lend Lease UBS Terna Workday Foundation Quintain Estates & UniCredit Thames Water Development PLC Zurich United Utilities Sanctuary Housing Group Shaftesbury The Crown Estate Willmott Dixo . -
Jacobs MCM- Quantitative Cost Analysis and Business Case Of
Radi oacti ve Waste S tor age and Dispos al F acilities in S out h A ustr alia – Quantit ati ve C ost A nal ysis and Business C as e Radioactive Waste Storage and Disposal Facilities in South Australia – Quantitative Cost Analysis and Business Case Radioactive Waste Storage and Disposal Facilities in South Australia – Quantitative Cost Analysis and Business Case Project no: IW104700 Document title: Radioactive Waste Storage and Disposal Facilities in South Australia – Quantitative Cost Analysis and Business Case Revision: Draft Report V1 Date: 09 February 2016 Client name: South Australian Nuclear Fuel Cycle Royal Commission Client no: Jacobs Report (0.4) Project manager: Tim Johnson Authors: Darron Cook, Charles McCombie, Neil Chapman, Nigel Sullivan, Rohan Zauner, Tim Johnson File name: J:\IE\Projects\03_Southern\IW104700\21 Deliverables\Reformatted Docs for Client Release\09022016 Combined Papers V1.0.docx Jacobs Group (Australia) Pty Limited ABN 37 001 024 095 Floor 11, 452 Flinders Street Melbourne VIC 3000 PO Box 312, Flinders Lane Melbourne VIC 8009 Australia T +61 3 8668 3000 F +61 3 8668 3001 www.jacobs.com COPYRIGHT: The concepts and information contained in this document are the property of Jacobs Group (Australia) Pty Limited. Use or copying of this document in whole or in part without the written permission of Jacobs constitutes an infringement of copyright. Document history and status Revision Date Description By Review Approved V0 19 Jan 2016 For Client review Darron Darron Cook Darron Cook, team Cook V1 9 February For public consultation Tim Johnson Darron Cook Darron Cook IW104700 i Radioactive Waste Storage and Disposal Facilities in South Australia – Quantitative Cost Analysis and Business Case Contents Executive Summary .............................................................................................................................................. -
BHP Billiton Iron Ore Management Approach
BHP Billiton Iron Ore Orebody 32 East AWT – Environmental Referral Document BHP Billiton Iron Ore management approach 1.1 Environmental management overview BHP Billiton has developed a Company Charter and Sustainable Development Policy for its operations. The Company Charter and Sustainable Development Policy (BHP Billiton Iron Ore, 2013a) are guiding resources for maintaining an emphasis on health, safety, environment and community and clarifying a broader commitment to aspects of sustainability including biodiversity, human rights, ethical business practices and economic contributions at all BHP Billiton sites. To interpret and support the Company Charter and BHP Billiton Iron Ore’s Sustainable Development Policy, BHP Billiton Iron Ore has developed an Environmental Governance Hierarchy, an Environmental Management System and is currently developing a series of Regional Management Strategies. 1.2 Environment Governance Hierarchy BHP Billiton Iron Ore now operates under an Environmental Governance Hierarchy (Figure 1). The Environment Governance Hierarchy provides the processes and practices that enable BHP Billiton Iron Ore to achieve its environmental objectives, reduce its environmental impacts and increase its operating efficiency. It enables environmental legal compliance to be undertaken and audited and provides for continual improvement in environmental performance. Figure 1: BHP Billiton Iron Ore Environmental Governance Hierarchy As shown in Figure 1, BHP Billiton Iron Ore’s environment governance hierarchy is broadly comprised of three tiers, representative of BHP Billiton Iron Ore’s different levels of management – BHP Billiton (corporate level), BHP Billiton Iron Ore (Business Unit level) and site specific (operations level) – and reflective of BHP Billiton’s top-down approach to environmental management across the Group. -
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. -
Annual-Report-And-Accounts-2019.Pdf
Satisfying the changing needs of our customers Enabling the transition to a lower carbon future Annual Report and Accounts 2019 Group Snapshot Centrica plc is a leading international energy services and solutions provider focused on satisfying the changing needs of our customers and enabling the transition to a lower carbon future. The world of energy is changing rapidly and Centrica is now equipped to help customers transition to a lower carbon future, with capabilities and technologies to allow them to reduce their emissions. Therefore, we announced in July 2019 our intention to complete the shift towards the customer, by exiting oil and gas production. The Company’s two customer-facing divisions, Centrica Consumer and Centrica Business, are focused on their strengths of energy supply and its optimisation, and on services and solutions, with a continued strong focus on delivering high levels of customer service. Centrica is well placed to deliver for our customers, our shareholders and for society. We aim to be a good corporate citizen and an employer of choice. Technology is increasingly important in the delivery of energy and services to our customers. We are developing innovative products, offers and solutions, underpinned by investment in technology. We are targeting significant cost efficiency savings by 2022 to position Centrica as the lowest cost provider in its markets, consistent with our chosen brand positioning and propositions. Alongside our distinctive positions and capabilities, this will be a key enabler as we target