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Costain Group PLC PLC Costain Group Costain House Nicholsons Walk Being Number One Maidenhead Costain Group PLC Berkshire SL6 1LN Annual Report 2005 Telephone 01628 842444 www.costain.com Annual Report 2005 Costain is an international Financial calendar engineering and construction Half year results – Announced 31 August 2005 Full year results – Announced 15 March 2006 company, seen as an Report & Accounts – Sent to shareholders 28 March 2006 Annual General Meeting – To be held 27 April 2006 Half year results 2005 – To be announced 30 August 2006 automatic choice for projects Analysis of Shareholders Shares requiring innovation, initiative, Accounts (millions) % Institutions, companies, individuals and nominees: Shareholdings 100,000 and over 156 321.92 90.39 teamwork and high levels of Shareholdings 50,000 – 99,999 93 6.37 1.69 Shareholdings 25,000 – 49,999 186 6.01 1.79 Shareholdings 5,000 – 24,999 1,390 13.78 3.87 technical and managerial skills. Shareholdings 1 – 4,999 12,848 8.06 2.26 14,673 356.14 100.00 Secretary and Registered Office Secretary Registrar and Transfer Office Clive L Franks Lloyds TSB Registrars The Causeway Registered Office Worthing Costain Group PLC West Sussex Costain House BN99 6DA Nicholsons Walk Telephone 0870 600 3984 Maidenhead Berkshire SL6 1LN Telephone 01628 842444 www.costain.com [email protected] Company Number 1393773 Shareholder information The Company’s Registrar is Lloyds TSB Registrars, The Causeway, Worthing, West Sussex BN99 6DA. For enquiries regarding your shareholding, please telephone 0870 600 3984. You can also view up-to-date information abourt your holdings by visiting the shareholder web site at www.shareview.co.uk. -
Taylor Woodrow Plc Report and Accounts 2006 Our Aim Is to Be the Homebuilder of Choice
Taylor Woodrow plc Report and Accounts 2006 Our aim is to be the homebuilder of choice. Our primary business is the development of sustainable communities of high-quality homes in selected markets in the UK, North America, Spain and Gibraltar. We seek to add shareholder value through the achievement of profitable growth and effective capital management. Contents 01 Group Financial Highlights 54 Consolidated Cash Flow 02 Chairman’s Statement Statement 05 Chief Executive’s Review 55 Notes to the Consolidated 28 Board of Directors Financial Statements 30 Report of the Directors 79 Independent Auditors’ Report 33 Corporate Governance Statement 80 Accounting Policies 37 Directors’ Remuneration Report 81 Company Balance Sheet 46 Directors’ Responsibilities 82 Notes to the Company Financial Statement Statements 47 Independent Auditors’ Report 87 Particulars of Principal Subsidiary 48 Accounting Policies Undertakings 51 Consolidated Income Statement 88 Five Year Review 52 Consolidated Statement of 90 Shareholder Facilities Recognised Income and Expense 92 Principal Taylor Woodrow Offices 53 Consolidated Balance Sheet Group Financial Highlights • Group revenues £3.68bn (2005: £3.56bn) • Housing profit from operations* £469m (2005: £456m) • Profit before tax £406m (2005: £411m) • Basic earnings per share 50.5 pence (2005: 50.6 pence) • Full year dividend 14.75 pence (2005: 13.4 pence) • Net gearing 18.6 per cent (2005: 23.7 per cent) • Equity shareholders’ funds per share 364.7 pence (2005: 338.4 pence) Profit before tax £m 2006 405.6 2005 411.0 2004 403.9 Full year dividend pence (Represents interim dividends declared and paid and final dividend for the year as declared by the Board) 2006 14.75 2005 13.4 2004 11.1 Equity shareholders’ funds per share pence 2006 364.7 2005 338.4 2004 303.8 * Profit from operations is before joint ventures’ interest and tax (see Note 3, page 56). -
SUSTAINABILITY STRATEGY World Class Civil Engineering
SUSTAINABILITY STRATEGY WORLD CLASS CIVIL ENGINEERING the future nvironment conomical ocial 1 Our Mission: Providing a sustainable business for the delivery of excellent Introduction projects Our Vision: Sustainability and environmental performance are often used interchangeably. To be the market leader in civil engineering To have a truly sustainable business, we must not only achieve (and exceed where possible) key social, environment and quality standards, but also meet Our Values and Behaviours: key financial commitments such as cash flow and profit. We aim to inspire all employees to meet our high standards The business has recognised for some time that our best performing projects and values in the execution of their duties, to act safely, to be not only have an excellent health, safety, environment and quality record but also environmentally and socially responsible through: perform well financially. Innovation In response to the sustainability challenge, in January 2013 Taylor Woodrow Partnerships launched its Sustainability Matrix. The matrix is part of core business strategy and People and Passion performance against each element of the matrix is discussed and reviewed monthly Strength, Diversity at the divisional management meetings. The matrix is comprised of a range of key and Dependability performance indicators (KPIs) split into three areas: • Economic • Social • Environment As referenced in Inside Civils, a competition was launched to create a logo which would help bring the strategy to life and capture the essence of Taylor Woodrow’s commitment to being a sustainable business; resilient and successful in the long term. Ella Secker (Consents Manager at NET) came up with the winning entry ‘SEE the future’ – the logo which is shown on the front cover. -
JOB RECORD 1984 to 2013
TCC-R o.d. 1450, Plumstead, (London, UK), 2013 MICROTUNNELLING HIRE JOB RECORD 1984 to 2013 29 years of experience in Europe, the Middle East, the Americas and elsewhere Over 95 km of microtunnel installed Working with over 90 contractors in 27 countries TCS o.d. 2140, Brighton (England, UK), 2010 TCS o.d. 790, Wolverton (UK), 2005 Distributor for Iseki Poly-Tech, Inc. Sales: Europe, Middle-East, Africa, Indian sub-continent Hire: Worldwide TCP o.d. 1800, West Ham (London, UK), 2010 1984-1989 DATE COUNTRY CONTRACTOR PROJECT m PIPE SYSTEM SOIL DRIVES Oct-84 UK Queghan (SCS) Ltd Irk Vale Sewer 110 1000 ID Concrete TCM1220 Soft clay & sand 1 Jan-85 UK John Mowlem plc Gt. Yarmouth, Central Sewer, stage IV 500 1500 ID Concrete TCM 1800 Loose sand & gravel 3 Feb-86 Germany Dyckerhof & Widman Ingolstatt –multi-service ducts 220 615 ID Steel TCC 660 Clay & marl 2 May-86 UK T. Kilroe & Sons Ltd Dukinfield –sewer 360 1500 ID Concrete TCM 1800 Clay, sand 3 Jun-86 UK Thyssen (GB) Ltd S.W. Interceptor Sewer 360 500 ID Clay & TCC 660 Soft silty clay 5 Concrete Jun-86 UK Thyssen (GB) Ltd S.W. Interceptor Sewer 900 1000 ID Concrete TCC1220 All types 4 Jul-86 UK B.B. Kirk Dalton Sewerage 110 1000 ID Concrete TCC 1220 Loose sand & gravel 1 Jan-87 UK White Cross T.C. Co. (1985) Ltd Osbaldwick Pumping Station 400 500 ID Clay & TCC 660 Soft silty clay & cobbles 4 Concrete Apr-87 UK D Justice Ltd Sewer 25 500 ID GRC TCC 660 Full material 1 Jun-87 UK Miller Construction Ltd Birmingham Business Park 75 500 ID Concrete TCC 660 Gravel & cobbles 1 Oct-87 UK Lilley -
Responsibility Report
Corporate Responsibility Report Watford Schools Art Competition To underline our commitment to Corporate Responsibility (CR), we set annual objectives by which we measure ourselves in key areas. In this section of our annual report, we provide a summary of our approach to Corporate Responsibility (CR) and an account of our achievements in 2009. To underline our commitment to CR, we set annual objectives by which we measure ourselves in key areas. Due to the relatively late acquisition of Haymills in the third quarter of 2009 and also for clarity of reporting, Haymills CR / sustainability activities have not been included. The information on the following pages details performance against the objectives we set in 2008 for 2009. Our CR Performance Data Tables are available to view on our website www.vinci.plc.uk/cr VINCI PLC Highlights 2009 Main Challenges for 2010 Health and safety performance continued to improve with There will be a number of significant challenges that we, along with the reportable accident incidence and frequency rates falling by as rest of the industry, will face in 2010. The current economic climate has much as 37% since 2006. already had an impact on work opportunities and will continue to do so for the foreseeable future. We continued to reduce environmental incidents and established consistent environmental KPIs across the business. We will retain our focus on driving improvement in our performance as a responsible business, focusing on the following areas: We successfully integrated the Norwest Holst and Taylor Woodrow people and our Diversity, Equality and Inclusivity Understanding and reducing our carbon footprint. -
Bovis Bounds to Top – with a Little Help from the Beeb Business Barometer £351M Salford Media City Takes Contractor to Number One in January
06barometernjdray&!!!.qxd 12/02/2008 16:43 Page 20 20 news.finance.companies Bovis bounds to top – with a little help from the Beeb Business barometer £351m Salford Media City takes contractor to number one in January BY TOM BILL Top contractors excluding civils Top contractors including civils monthly work won, 1–31 January 2008 monthly work won, 1–31 January 2008 Bovis Lend Lease’s £351m deal to redevelop the 37-acre Media City site in Salford, Greater Manchester, propelled it to the top of the Number of Total Number of Total projects value (£m) projects value (£m) leader board in January. Bovis will act as management contractor on 1 – Bovis Lend Lease 4 399 1 – Bovis Lend Lease 4 399 2 9 Morgan Sindall 33 264 2 11 Morgan Sindall 35 289 the scheme, which will give the BBC a new 3 34 Sir Robert McAlpine 2 255 3 39 Sir Robert McAlpine 2 255 headquarters in north-west England. It also 4 3 HBG Construction 8 242 4 3 HBG Construction 8 242 picked up a £27.5m deal for the John Lennon 5 2 Balfour Beatty 28 158 5 2 Balfour Beatty 33 173 6 8 Miller 6 134 6 8 Miller 6 134 airport hotel in Liverpool. 7 4 Kier 28 121 7 1 Laing O’Rourke 4 132 In contrast to Bovis, which won only four 8 6 Carillion 8 75 8 4 Kier 29 123 contracts, Morgan Sindall moved up from 9 12 Rok 24 59 9 5 Carillion 17 90 10 – Sisk 9 59 10 10 Skanska 4 60 number nine to the second spot after 11 31 ISG 26 56 11 14 Rok 24 59 hoovering up 33 jobs, together worth £264m. -
Engineering Tomorrow Engineering Tomorrow
COSTAIN GROUP PLC | ANNUAL REPORT 2016 ENGINEERING TOMORROW ENGINEERING TOMORROW Costain helps to improve people’s lives by deploying technology-based engineering solutions to meet urgent national needs across the UK’s energy, water and transportation infrastructures. We have been shaping the world in which we live for the past 150 years. Our people are committed to delivery, performance and reliability. UNIQUE BUSINESS MODEL STRONG MARKET FOCUS CLEAR SET OF PRIORITIES PROVEN TRACK RECORD We offer a broad range Our focus is on meeting urgent Our ‘Engineering Tomorrow’ We have a proven history of of innovative services across national needs in three major strategy outlines the core areas delivering results for all our the whole life-cycle of our areas to improve the quality that we are focusing on in order stakeholders – and continue to customers’ assets, through the of key assets and bring benefits to create a sustainable business. create value for customers, society, delivery of integrated consultancy, to end users. our people and shareholders. asset optimisation, technology Our three business areas: and complex delivery services. 1 Order book 2 Our services: 7 Water Consultancy (advisory, design, programme management) 3 £3.9bn Energy 6 Complex delivery 2016 £3.9bn 4 Technology 5 Transportation 2015 £3.9bn Asset optimisation Our customer-centric approach We are focused on the UK 1. Unique customer focus 2014 £3.5bn enables us to become a trusted market which offers a significant 2. Skills and experience 2013 £3.0bn partner to our customers. opportunity for Costain. of the team Central to this is our people and the expertise and professionalism Our ‘Engineering Tomorrow’ 3. -
40656 VINCI Communiqué 50.Indd 1 27/05/2015 11:44 1 NEWS ROUND-UP
THE QUARTERLY NEWSLETTER OF VINCI CONSTRUCTION UK ISSUE 50 / SUMMER 2015 01 NUCLEAR Making an Impact VINCI Technology Centre UK has a long 02 history of performing drop tests and has been involved in the nuclear industry since the 1950’s. The company was recently commissioned by a client in the 03 nuclear industry to carry out a drop test of an 18 tonne flask used for the storage and transportation of intermediate level nuclear waste. Measurements were 04 recorded during the drop to verify pre-test analysis of the flasks prior to use. RETAIL Dixons Carphone FM Contract Renewed VINCI Facilities has successfully negotiated a third contract renewal with Dixons and has been awarded the facilities management of a further 900 Carphone stores following the recent Dixons and Carphone Warehouse merger. The renewal extends to more than 1400 outlets across the UK and the Republic of Ireland. Colourful Coatings in Carlisle Conren has been called upon to complete a renovation project for David Hayton Ltd in Carlisle, the leading Peugeot Dealer for the North West. Five years ago, an area of approximately 845m2 was prepared and coated with Conren Dustguard heavy duty epoxy resin. After five years of heavy commercial use, the floor was ready for a refresh. David Haytons were so impressed with the performance of the Dustguard coating they once again opted for this durable system. A MONUMENTAL LEGACY PROJECT Completing this summer, With one academic building already minimum of 600mm to take them above handed over to the University, the the one-in-200-year flood levels. -
Completed Acquisition by Interserve Plc of the Facilities Management Business of Rentokil Initial Plc (Initial Facilities)
Completed acquisition by Interserve plc of the facilities management business of Rentokil Initial plc (Initial Facilities) ME/6432-14 The CMA’s decision on clearance under section 33(1) given on 29 May 2014. Full text of the decision published on 11 June 2014. Please note that the square brackets indicate figures or text which have been deleted or replaced in ranges at the request of the parties for reasons of commercial confidentiality. Summary 1. On 18 March 2014, Interserve plc (Interserve) acquired the facilities management (FM) business (Initial Facilities) of Rentokil Initial plc (Rentokil) through the purchase of a combination of shares and assets. The Competition and Markets Authority (CMA) considers that the parties have ceased to be distinct and that the turnover test in section 23(1)(b) of the Enterprise Act 2002 (the Act) is met. The CMA therefore believes that it is or may be the case that a relevant merger situation has been created. 2. The parties notified the completed merger to the Office of Fair Trading (OFT)1 on 31 March 2014. The administrative deadline for the CMA to make a decision on whether or not to refer the merger to a phase II investigation is 29 May 2014. 3. The parties overlapped in the provision of FM services in the UK. The CMA analysed the effects of the merger on the provision of FM services in the UK as a whole, and also taking into account the information received by it on how competition varies across certain segments and geographies. 1 The Competition and Markets Authority (CMA) was established on 1 October 2013. -
DCFL Insights
DCFL Insights UK Facilities Management transactions by subsector UK Facilities Management transactions Facilities management 2011-2013by subsector 2011-2013 by quarter by quarter sector in UK 100% 90% Facilities management is a multi-faceted profession, 80% 70% which has been created out of a need to provide 60% professionally managed and critical support services. 50% 40% Overview 30% Facilities Management (FM) includes a broad spectrum of services, 20% from ‘hard’ (such as building maintenance) services, to many 10% 0% ‘soft’ (such as security and cleaning) services that are contracted 2011 2011 2011 2011 2012 2012 2012 2012 2013 out to third party companies. Examples of facilities management Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 include Catering, Technical, Security, Cleaning as broader heads. Other Hard FM Maintenance/Fit-out Hygiene It includes services like building maintenance & services, guarding, office cleaning, waste cleaning, reception, security, mechanical and Utilities Other Soft FM Cleaning engineering, storage and landscaping. M&E Security Catering Source: Zephyr The market for UK facilities management sector has grown to Deals £106.3 billion in 2012 and is forecasted to reach £117.2 billion by In 2011 Linbrook Services Limited (a leading provider of 2017. That is a 9% increase in FM services contracted out and 17% responsive repairs and maintenance services to the affordable growth in take-up of total FM (TFM) services. housing sector) were acquired by Wates Group Limited.Source: Market Zephyr consolidation has seen many large FM groups bolster market M&A in 2013 positions, such as Carillion plc’s acquisitions of Mowlem and EAGA The flow of mergers and acquisitions in the UK’s FM sector remains and Compass Group’s acquisitions of VSG and ICM. -
Facilities Management at SCQF Level 7
A MODERN APPRENTICESHIP IN Facilities Management at SCQF Level 7 FRAMEWORK DOCUMENT FOR SCOTLAND The Building Futures Group (formerly Asset Skills) Approved 15 April 2015 Updated May 2015 The Building Futures Group 2nd Floor 23 Longbrook Street Exeter EX4 6AB Scottish Modern Apprenticeships Facilities Management – May 2015 Contents Modern Apprenticeships in Scotland 3 Modern Apprenticeships in Facilities Management 4 Summary of Framework 5 The Framework 6 Registration and certification 7 Recruitment and selection 8 Equal opportunities 8 Health and safety 9 Contracts 9 Employment status of Modern Apprentices 9 Terms and conditions of employment 9 Training and development 10 Consultation 11 Career progression 12 Appendices Appendix 1 Stakeholder Responsibilities 13 Appendix 2 Modern Apprenticeship Centres (MACs) 16 Appendix 3 Training Agreement and Training Plan 17 Page 2 Scottish Modern Apprenticeships Facilities Management – May 2015 Modern Apprenticeships in Scotland What are Modern Apprenticeships? Modern Apprenticeships offer those aged over 16 paid employment combined with the opportunity to train for jobs at craft, technician and management level. Who develops them? Modern Apprenticeships are developed by Sector Skills Councils (SSCs). SSCs consult with employers and key partners in their sector to produce a training programme, which meets the needs of employers. Who are they for? Modern Apprenticeships are available to employees aged 16 or over. Employees need to demonstrate to their employer that they have the potential to complete the programme. What’s in a Modern Apprenticeship? In Scotland, there are more than 70 different Modern Apprenticeship Frameworks and they are all designed to deliver a training package around a minimum standard of competence defined by employers through SSCs. -
Annual Report and Accounts 2006
ANNUAL REPORT AND ACCOUNTS 2006 MAKING TOMORROW A BETTER PLACE Report Section 01 Our Mission, Vision, Values and Strategy Section 02 A Year of Good Progress 02 Financial Highlights 03 Chairman’s Statement Section 03 What We Do 04 At a glance Section 04 Operating and Financial Review 06 Chief Executive’s Review 10 Markets and Outlook Defence/Education/Health Facilities Management and Services/Building Roads and Civil Engineering/Rail Middle East/Canada and the Caribbean 18 Financial Review 22 Corporate Social Responsibility Section 05 A Strong Team 24 Board of Directors Section 06 Accountability 26 Corporate Governance Report 31 Remuneration Report 39 Report of the Directors 42 Statement of Directors’ Responsibilities in Respect of the Annual Report and Financial Statements 43 Independent Auditors’ Report to the Members of Carillion plc Section 07 Financial Statements 44 Consolidated Income Statement 45 Consolidated Statement of Recognised Income and Expense 46 Consolidated Balance Sheet 47 Consolidated Statement of Cash Flows 48 Notes to the Consolidated Financial Statements 82 Company Balance Sheet 83 Notes to the Company Our mission Financial Statements Making tomorrow a better place. Section 08 Further Information Our vision 89 Five Year Review To be the leader in delivering integrated 91 Principal Subsidiary Undertakings, Jointly Controlled Entities and solutions for infrastructure, buildings Jointly Controlled Operations and services. 92 Shareholder Information IBC Advisers For the latest information, including Investor Relations and Sustainability, visit our website any time. www.carillionplc.com Cover – Restoration art The Ikon Gallery, Birmingham is now housed in a former neo-gothic school restored by Carillion to its former architec- tural glory.