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Peab Community Builder Peab Builds Effective Processes for Group Reporting with Unit4 Consolidation
Unit4 Consolidation case study Peab Community builder Peab builds effective processes for group reporting with Unit4 Consolidation. In keeping with its focus on quality, efficiency and governance, this Nordic-wide construction group chose Unit4 Consolidation to gain a clearer picture of its financial performance and simplify consolidated financial reporting. Overview The situation Background Peab is a construction group with operations across Peab is a Nordic construction group with operations Sweden, Norway and Finland, whose vision is to across Sweden, Norway and Finland. be the natural partner for community building in the Nordic region. • Approximately 13,000 employees. • Headquartered in Förslöv, Sweden. • 300 subsidiaries. • Listed on NASDAQ OMX Stockholm. • A turnover in 2013 of around SEK 43 billion. The Group has over 300 subsidiaries, 130 strategically • Four key business areas: Civil Engineering, located offices throughout the region and about Construction, Property Development and Industry. 13,000 employees; it achieved a turnover in 2013 of SEK 43 billion. Peab’s guiding principle is total Key requirements quality in all phases of the construction process. The Peab needed an easy-to-use, flexible and powerful company has reached its current position through system for group reporting, with a focus on legal innovation, with leading-edge climate-smart solutions consolidation. that are sustainable throughout their lifecycle. Solution Following 50 years of growth, Peab has in recent Peab chose Unit4 Consolidation to simplify and years taken important steps to become “the Nordic streamline its reporting procedures. Community Builder”. Since January 2012, the Group’s business has been organized around 300 subsidiaries Customer benefits in four Nordic business areas: Civil Engineering, • Easy to use. -
Kristina Olsen to Leave Bonava Kristina Olsen Has Decided to Leave Bonava and Her Role of BU President of Bonava Norway to Work with an External Assignment
Press release, 25 August 2021 Kristina Olsen to leave Bonava Kristina Olsen has decided to leave Bonava and her role of BU President of Bonava Norway to work with an external assignment. Jonas Granström has been appointed Acting BU President and member of the Executive Management Group. Kristina Olsen has worked at NCC/Bonava since 2000 and held several senior positions at the company, including as BU President Bonava Denmark-Norway. She has been a member of Bonava’s Executive Management Group since 2018. – I would like to extend my sincere gratitude to Kristina for her highly appreciated work during her time at Bonava. I wish Kristina much success in her future assignments, says President and CEO Peter Wallin. Jonas Granström has been appointed Acting BU President of Bonava Norway and member of the Executive Management Group. He has extensive experience of residential development and has previously held several senior roles at, for example, Skanska in the Nordic region, the hotel chain Scandic and the property company ByggVesta. In May 2021, Bonava decided to wind down its operations in Copenhagen and exit the Danish market in order to improve efficiency and profitability in the Group. Bonava Norway has been an independent business unit in the Nordic segment since 1 June 2021. In Norway, Bonava conducts residential development activities in the cities of Bergen and Oslo. For more information, please contact: Fredrik Hammarbäck, Group Head of Press and Public Affairs [email protected] Tel: +46 739 056 063 Carolina Strömlid, Head of Investor Relations [email protected] Tel: +46 708 807 173 Bonava is a leading residential developer in Northern Europe that creates homes and neighbourhoods where people have the highest quality of life. -
Annual and Sustainability Report 2018
Annual and Sustainability Report 2018 We build for a better society. B Skanska Annual and Sustainability Report 2018 Operations Skanska’s operations consist of Construction and Project Development, including Residential Development, Commercial Property Development and, until 2018, Infrastructure Development. Business units within these streams collaborate in various ways, creating operational and financial synergies that generate increased value. Residential Commercial Property Infrastructure Construction Development Development Development 1 Constructs and renovates build- Develops new residential projects, Develops customer-focused office Secures and manages the value ings, infrastructure and homes, including single and multi-family buildings, shopping centers and of Skanska’s existing public- along with facilities manage- housing, built by the Construction logistics properties built by the private partnership (PPP) assets. ment and other related services. business stream. Construction business stream. 1 As of January 1, 2019, Infrastructure Development is no longer a business stream and is reported in Central on a separate line. Well diversified, Percentage of total revenue in 2018 with a leading market position Skanska’s diversification across various business streams with operations in eleven countries and several market segments strengthens the Group’s 40% SwedenSweden competitive standing and ensures FinlandFinland Norway a balanced and diversified risk profile. USA 38% Denmark United Kingdom Poland Czech Republic SlovakiaSlovakia Hungary 22% Romania Green revenue in 2018 Green market value in 2018 Green financing in 2018 Percentage of total Construction revenue Percentage of Commercial Property Percentage of total central debt 3 that is that is Green and Deep green, as defined Development market value from Green Green, according to the Skanska Green by the Skanska Color Palette™ 2. -
Defining NMT As Part of the NATM SCL Debate, Barton. N
Defining NMT as part of the NATM SCL debate Sep 2012 Nick Barton, International tunnelling consultant, Oslo/SãoPaulo In response to Feedback to the TunnelTalk NATM and SCL article earlier this month, I suggested the addition of NMT to the pool of tunnelling method names. If we are seeking definitions, as per the longer Feedback definition of SCL contributed to the original article (Rekindled NATM debate - SCL debate opens - TunnelTalk, Aug 2012), then let me try defining and describing NMT a bit more thoroughly, as it is very different from NATM and quite different from SCL. The desk of NMT development The Norwegian Method of Tunnelling (NMT) has as one might expect from the name, an origin mostly from Norway. Numerous case records, eventually more than 1,250, were also finally mostly from Norway, but many of the early cases were from Sweden. It is this (and numerous single-shell caverns from many other countries too) that stimulated the original development of the Q-system of rock mass classification and tunnel support class definition. Q was developed in response to a State owner's question - 'why so variable deformations in Norwegian powerhouse caverns'? The Q-system was always based on economic 'single shell' tunnel and cavern reinforcement and support concepts, for mostly hard jointed rock, which however can often be faulted and have numerous clay- bearing joints and major clay-filled discontinuities. Sometimes solutions are needed for swelling clays as well. All of the above explains why the combination B+S(fr) (rockbolting and fibre reinforced shotcrete) is needed, as both the internal friction and the cohesive strength of the rock mass may be inadequate. -
2021 Annual Report
JPMorgan European Discovery Trust plc (formerly JPMorgan European Smaller Companies Trust plc) Uncovering Europe’s hidden gems Annual Report and Financial Statements for the Year – 31st March 2021 KEY FEATURES Your Company Objective Capital growth from smaller European companies (excluding the United Kingdom). Investment Policies • To invest in a diversified portfolio of smaller companies in Europe, excluding the United Kingdom. • To emphasise capital growth rather than income. Therefore shareholders should expect the dividend to vary from year to year. • To manage liquidity and borrowings to increase potential returns to shareholders. The Board’s current gearing policy is to be between 20% net cash and 20% geared. • To invest no more than 15% of gross assets in other UK Listed investment companies (including investment trusts). Risk It should be noted that the Company invests in the shares of smaller companies, which tend to be more volatile than those of larger companies. The Company also employs gearing to generate greater returns. The Company’s shares should therefore be regarded as carrying greater than average risk. Further details on investment policies and risk management are given in the Strategic Report on page 23. Company Name and Ticker The Company changed its name from JPMorgan European Smaller Companies Trust plc to JPMorgan European Discovery Trust plc on 15th June 2021. The Company will change its London Stock Exchange stock ticker symbol (TIDM) from JESC to JEDT with effect from 17th June 2021. Benchmark MSCI Europe (ex UK) small cap net total return index (until 31st March 2020 Euromoney Smaller European Companies (ex UK) net total return index (in sterling terms). -
Peab's Annual and Sustainability Report 2016
Annual and Sustainability Report 2016 A LOCALLY ENGAGED COMMUNITY BUILDER Content 2016 in summary 1 Comments from the CEO 2–3 External circumstances and the market 4–5 Goals and strategies 6–9 Market summary – Peab’s business areas 10–11 Peab’s take on sus- P21 Our take on sustainable operations 12–35 tainable operations Attitude The Employees 16–21 changing The Business 22–25 Five initiatives that reflect our work with workshops sustainability in the focus areas The Climate and Environment 26–31 Employees, The Business, Climate and Environment and Social Engagement. Social Engagement 32–35 Board of Directors' report 36–56 The Group 36–39 Business area Construction 40–41 Business area Civil Engineering 42–43 Business area Industry 44–45 P24 P28 Business area Project Development 46–49 Everything Peab’s ECO- Risks and risk management 50–52 in order Asfalt – a better Other information and appropriation of profit 53–56 choice for the Financial reports and notes 57–109 environment Auditor's report 110–113 Corporate governance 114–117 Board of Directors 118 Executive management and auditor 119 The Peab share 120–121 Five-year overview 122 Alternative performance measures P31 P33 and definitions 123 Forward-looking The Peab School About the sustainability report 124 neighborhood with trains young Global Compact principles 124 a strong environ- immigrants mental profile Active memberships 125 GRI Index 126–127 Annual General Meeting 128 Shareholder information 128 Formal annual and Group financial reports which have been audited by company accountants, pages 36–109. Peab AB is a public company, Company ID 556061-4330. -
Bonava Annual Report 2019 This Is Bonava
Annual Report 2019 Annual Report 2019 Contents OVERVIEW This is Bonava ......................................................................... 2 The year in brief ...................................................................... 4 Comments from the CEO ..................................................... 6 REPORT OF THE BOARD OF DIRECTORS Report of the Board of Directors .....................................12 Segments ................................................................................15 Risks and risk management ..............................................17 FINANCIAL REPORTING Consolidated accounts and notes ...................................20 Parent Company accounts and notes ............................52 Appropriation of profit ........................................................61 Audit Report ...........................................................................62 GOVERNANCE Corporate Governance Report .........................................66 Board of Directors ................................................................72 Executive Management Group .........................................74 Auditor’s limited assurance report ..................................76 SUSTAINABILITY Disclosures .............................................................................78 GRI index .................................................................................98 Auditor’s limited assurance report ............................... 103 OTHER INFORMATION Bonava in the capital market ......................................... -
Carnegie Monthly Report
CARNEGIE STRATEGY FUND Carnegie Strategifond is a Nordic total return fund with a focus on equities and corporate bonds. MONTHLY REPORT • Emphasis on Nordic equities with high dividend yields and corporate bonds with high interest rates. • Invests in stable companies with low valuations and attractive cash flows. SEPTEMBER 2017 • There is no predetermined weighting between equities and corporate bonds. MANAGER COMMENT: Excessive slides for our construction stocks Swedish construction-related companies have but the share had already lost 15 percent by been weak performers in late summer. Some then. companies with a high dependency on domestic consumption have also been relatively weak. The Given the performance of the Swedish housing media has even reported on negative signs in the market in recent years, there is a risk of a housing market. We have deliberately chosen to correction, which means that we continue to avoid companies with strong dependence on the avoid companies with high dependence directly Swedish housing market. This also applies to and indirectly on Swedish house prices. However, banks in which the fund owns bonds, Nordic we believe that the share price reactions in the JOHN STRÖMGREN banks and/or banks with lower exposure to construction-related companies that we own are Manager since 1998 and in the business since housing loans. Unfortunately, the market is not excessive given the nature of their business. 1984. always so careful in making distinctions. Skanska and Bonava have even risen slightly in September, but not by as much as the market. Start date 01/01/1994 Despite relatively strong reports from Skanska Pricing Daily and Bonava, these fell between June and This month the fund switched its SEB bonds for Morningstar rating (2017-09-30) QQQQ September by up to 13 percent. -
Bonava Annual and Sustainability Report 2020 This Is Bonava
Annual and Sustainability Report 2020 Contents OVERVIEW This is Bonava ............................................................................................ 2 The year in brief ......................................................................................... 4 Comments from the CEO ........................................................................ 7 Value creation ............................................................................................. 8 Strategy and objectives ........................................................................ 10 SUSTAINABILITY REPORT Our sustainability agenda...................................................................... 13 Information and GRI ................................................................................ 14 Happy neighbourhoods for the many ................................................ 18 Protecting our planet ............................................................................. 22 TCFD ........................................................................................................... 28 Passionate workplace ............................................................................. 30 Reliable business ..................................................................................... 36 About the sustainability report ............................................................ 42 GRI index .................................................................................................... 43 Auditor’s report........................................................................................ -
Presentation 3 Quarter 2020
Presentation 3rd quarter 2020 12 November 2020 Jimmy Bengtsson, CEO and Jørgen Wiese Porsmyr, CFO Occupational health and safety Our primary priority Number of serious injuries Sickness absence The Veidekke house 12-month rolling, Veidekke employees, hired staff Veidekke employees Focus on culture and sub-contractors 25 5% 20 4% 15 3% 10 2% 5 1% 0 0% Q3 15 Q3 16 Q3 17 Q3 18 Q3 19 Q3 20 Q3 Q3 15 Q3 16 Q3 17 Q3 18 Q3 19 Q3 20 Q3 2 © Veidekke Highlights 3rd quarter 2020 ● Divestment of property development business completed, generating a NOK 1.1 billion book gain ● Proposed dividend of NOK 20/share from transaction and additional NOK 2,5/share for 2019 ● Revenue increase in all three countries ● Continued operations generated a good result ● Good order intake in the quarter, but uncertainty related to market development continues Veidekke has been commissioned to build a velodrome and a commercial building comprising a secondary school, preschool, offices and business premises in Asker municipality. 3 © Veidekke Financial key figures, continued operations Revenue and earnings 3rd quarter 3rd quarter: Revenue 3rd quarter: Pre-tax profit NOK billion NOK million 12 600 9 400 6 505 9.5 8.5 9.0 200 390 417 3 0 0 2018 2019 2020 2018 2019 2020 4 © Veidekke Good order book Shift away from private commercial buildings Revenue and order intake Order book Order book per segment Converted into revenue next 12 mos. 12-month rolling, NOK billion NOK billion Percentage NOK billion 100 % 40 40 36 36 36 32 80 % 32 32 28 28 28 24 24 24 60 % 20 20 20 16 16 -
Metro User Evaluation of Crowding During Rush Hours KTH 2015 TSC-MT 15-006 TSC-MT
An A Degree Project in traffic anD transPortPlanning T A r stockholm, sweden 2015 A zon A Ibáñez Metro user evaluation of crowding during rush hours Metro user evaluation of crowding during rush hours Case study: Stockholm ANA TARAZONA IBÁÑEZ TSC-MT 15-006 KTH2015 KTH royal insTiTuTe of TecHnology www.kth.se School of architecture and the built environment Metro user evaluation of crowding during rush hours Case Study: Stockholm Ana Tarazona Ibáñez Master Thesis in Transport Science KTH – Royal Institute of Technology Department of Transport Science Division of Transport Planning, Economy and Engineering Stockholm 2015 TSC – MT 15-006 3 4 ABSTRACT Millions of people use public transport daily. Specifically, 1,204,000 is approximately the number of boardings per contract area a winter's day in Stockholm. Since the capacity and frequency of the metro service are already quite good in this city, this thesis does not focus on improve that. Its aim is to know the assessment made by metro users of the crowding produced during rush hour. This evaluation is performed by two questionnaires, one shorter that is carried out on board and one longer, online. But before starting with the surveys, this work introduces some general information about public transport in Stockholm and it distinguishes capacity and crowding concepts. Any human behavior begins with the attitudes and perceptions that people show to any particular aspect, from which and through their preferences, they define their behavior acting in one way or another. And once they have made their decision and have chosen to use a service, they will be able to evaluate it by their satisfaction level. -
Annual Report 2001 (Pdf)
NCC 2001 REPORT ANNUAL CONTENTS/TURN FLAP responsibility focus simplicity NCC AB, SE-170 80 Solna, Sweden. Tel +46 8 585 510 00. Fax +46 8 85 77 75. www.ncc.se NCC Annual Report 2001 CONTENTS THIS IS NCC TOMORROW’S ENVIRONMENTS FOR WHERE TO FIND NCC WORKING, LIVING AND COMMUNICATIONS ASPHALT, AGGREGATES, MACHINERY RENTAL 1 Responsibility,focus,simplicity SALES NCC is one of the leading construction and property-developing companies in the Nordic region. NCC AB NCC Construction NCC Construction se Norway Sweden PAVING, CONCRETE, 1997–2001, SEK BN -170 80 Solna Altima AB 2 Highlights of 2001 The Group had annual sales of SEK 46 billion in 2001, with 28,000 employees. Street address: Vallgatan 3 NCC Norge A/S se-170 80 Solna ROAD SERVICES, p.b Tagenevägen 25 3 Review by the president 50 Tel: +46 8 585 510 00 93 Sentrum Tel: +46 8 585 510 00 TRAFFIC SAFETY se- 46.1 n 425 37 Hisings Kärra NCC constructs roads and civil engineering facilities, telecommunications infrastructure, hous- Fax: +46 8 85 77 75 -0101 Oslo Fax: +46 8 624 05 19 NCC Roads 6 Strategic orientation and financial objectives 40.8 Tel: +46 31 57 67 00 40 E-mail: [email protected] Tel: +47 22 98 68 00 E-mail: [email protected] Tuborg Havnevej 15 10 The NCC share 37.5 ing, offices and other buildings. It also produces building materials and is one of the largest sup- Fax: +46 31 57 67 50 34.2 www.ncc.se Fax: +47 22 98 69 23 www.ncc.se dk 32.1 -2900 Hellerup www.altima.se pliers of aggregates, asphalt and ready-mixed concrete in the Nordic region.