At London Bridge Station the Railway Nights for 4 Consecutive Nights
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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. -
City-REDI Policy Briefing Series
City-REDI Policy Briefing Series March Image Image 2018 Part B Carillion’s Collapse: Consequences Dr Amir Qamar & Professor Simon Collinson Carillion, the second-largest construction firm in the UK, were proud of their commitment to support regional growth and small-scale suppliers. As part of this commitment they directed 60% of project expenditure to local economies. Following the collapse of the firm, this positive multiplier effect became a significant, negative multiplier effect, particularly damaging to small-scale suppliers in the construction industry. The aim of this policy brief is to examine the consequences of Carillion’s demise, many of which are only now surfacing. One of the fundamental lessons that we can learn from Carillion’s collapse is about these ‘contagion’ effects. As we saw in the 2008 financial crisis, the businesses that underpin the economic health of the country are connected and strongly co-dependent. When a large flagship firm falls it brings down others. This does not mean we need more state intervention. But it does mean we need more intelligent state intervention. One of the fundamental lessons that the Government can learn from the Carillion episode is that it has a significant responsibility as a key customer, using public sector funds for public sector projects, to monitor the health of firms and assess the risks prior to issuing PPI and other contracts. 1 Introduction The collapse of Carillion, the second-largest construction firm in the UK, has had a significant, negative knock-on effect, particularly on small-scale suppliers in the industry. In total, Carillion was comprised of 326 subsidiaries, of which 199 were in the UK. -
Great Western Zone : TOC Consultation 04
Network Rail EAS - Section 7 Data freeze: EAS_V4_3_2021 HS1 Route Version 4.3 Week 37 Possession RefLOR Possession Possession Blocked Line Protection Start End Traffic Remarks Work Type Location from Location to Type P2020/2940044 SO110 Fawkham Jn Hook Green Up Waterloo BLOCKED To 15/12/20 15/12/20 W2020/6797756 SO400 Connection A/C Electric 0055 Tue 0510 Tue (4 hrs) OHL Work SO460 Down Waterloo Trains 0m0ch and 0m0ch Connection P2020/2955463 SO110 Fawkham Jn Hook Green Up Waterloo BLOCKED To 16/12/20 16/12/20 W2020/7295972 SO400 Connection A/C Electric 0055 Wed 0510 Wed (4 hrs) OHL Work SO460 Down Waterloo Trains 0m0ch and 0m0ch Connection P2020/2940121 SO110 Fawkham Jn Hook Green Up Waterloo BLOCKED To 17/12/20 17/12/20 W2020/6797817 SO400 Connection A/C Electric 0055 Thu 0510 Thu (4 hrs) OHL Work SO460 Down Waterloo Trains 0m0ch and 0m0ch Connection P2020/2939962 EA1320 St. Pancras Dock Jn South Maintenance Sidings 14/12/20 14/12/20 W2020/7258524 LN115 International Siding Possession 0025 Mon 0440 Mon (5 hrs) S&T Work LN3201 0m0ch and 0m0ch SO400 Silo Curve Jn Cedar Jn Silo Curve Protected 14/12/20 14/12/20 Path 0025 Mon 0440 Mon (4 hrs) St. Pancras York Way North Jn East Coast Protected 14/12/20 14/12/20 International Mainline Path 0025 Mon 0440 Mon (4 hrs) Connection York Way North St. Pancras North London Protected 14/12/20 14/12/20 Jn International Incline Path 0025 Mon 0440 Mon (4 hrs) SUPERSEDED BY CPPP Electronic Copy - Uncontrolled when printed Page1 of 143 Network Rail EAS - Section 7 Data freeze: EAS_V4_3_2021 HS1 Route Version -
Structural Steel Design Awards 2014
Structural Steel Design Awards 2014 Sponsored by: The British Constructional Steelwork Association Ltd and Tata Steel SSDA 2014 SPONSORS The British Constructional Steelwork Association Ltd 4 Whitehall Court, Westminster, Tata Steel London SW1A 2ES PO Box 1, Brigg Road, Scunthorpe, North Lincolnshire DN16 1BP Tel: 020 7747 8121 Fax: 020 7747 8199 Tel: 01724 405060 Email: [email protected] Email: [email protected] Website: www.steelconstruction.org Website: www.tatasteelconstruction.com INTRODUCTION In this challenging environment we see, yet again, The judges have been particularly impressed an outstanding set of projects for this year’s with the sense of boldness and innovation that Structural Steel Design Awards scheme. has been applied to all of the projects, as the teams search for different ideas and approaches The spread of projects on the selected shortlist in order to achieve the optimum solution for the of 12, reflects the broad appeal of steelwork in client, the public and society. construction, both geographically and in types of sector. This year the projects cover an array of The projects, particularly the winners, will prove jobs, from horses heads to a Walkie Talkie, as inspirational as we move forward into a well as an imaginative house, a heavy railway better climate and environment for the viaduct, a school, an arena, a leisure centre, industry. As always, the Structural Steel Design a hotel, a visitor centre and various bridges and Awards scheme provides a showcase for transport facilities. -
Carillion's Collapse
City-REDI Policy Briefing Series March Image Image 2018 Part A Carillion’s Collapse: Cause Dr Amir Qamar & Professor Simon Collinson Racing to secure bids over rival construction companies, Carillion, the second-largest construction firm in the UK, hit a financial tipping point, lost the backing of the banks and collapsed. Its aggressive growth strategy and the diversification of its business portfolio increased the complexity of its internal structure. Coupled with poor oversight of its day-to-day operations, over-runs on flagship projects and an unclear corporate governance structure, the firm acquired debts of £1.5bn. One may argue that the demise of the construction giant was an inevitable outcome. The aim of this policy brief is to provide insights into the cause of Carillion’s financial meltdown and outline lessons for managers, shareholders, stakeholders and government from the closure of this construction giant. 1 Introduction With business roots tracing back to over a century ago, as of 2018, Carillion grew to employ 43,000 employees globally and 19,000 in the UK (about 2,000 in the West Midlands). Carillion was second only to Balfour Beatty in terms of turnover. The firm seemed to be performing, with consistent growth in revenues in recent years. The 2016- 2017 financial year was in fact, exceptional, with Carillion reporting £5.2bn in revenue; 14% higher than the preceding year. The fate of this construction giant, however, took a drastic turn in 2017 which ultimately resulted in the closure of the business in 2018, marking a historical year for the UK construction industry. -
How to Improve Service Delivery and Drive Margin Growth Through Digital Disruption
Microsoft Future Decoded How to improve service delivery and drive margin growth through digital disruption 01/11/2018 1 Digital disruption in FM Some of our clients 2 Digital disruption in FM Facilities Management in numbers The facilities management market was valued at £19.3bn in 2016 and will pass £21bn in 2020. Facilities management is responsible for as much as 8% of the UK’s gross domestic product (GDP). The sector employs up to 10% of the country’s workforce. The UK facilities management market is regarded as the ‘most mature and competitive in Europe’. i-FM Trends and Opportunities Report 2018 BIFM 3 Digital disruption in FM Facilities Management: an industry in flux The industry is facing a wide array of challenges, Market cap for the top 5 UK-based FM players has including: declined dramatically over the last 3 years • Dramatic drop in market cap • Carillion collapse • Capita profit warnings • Interserve financial difficulties • Political sensitivity around public sector outsourcing • Brexit uncertainties Mitie recognised two years ago that to avoid these risks it needed to transform its business, and digital transformation would be a core component. 4 Digital disruption in FM What does digital transformation mean for Mitie? • Creating additional value • Drive growth • Help our people work better and smarter 5 Digital disruption in FM Mitie security: a proof case for tech adoption 6 Digital disruption in FM Digital transformation challenges and solutions 7 Digital disruption in FM How are we approaching our transformation? 8 Digital disruption in FM The impact of IoT on FM Security & Surveillance Forrester reports that with Supply chain mgmt Energy Management – a Inventory & warehouse subset of FM – IoT is set to have a greater impact on FM Order tracking in more industries than any FACILITIES MANAGEMENT other business activity. -
Annual Report 2013 Berkeley Group Annual Report 2012
SPINE BACK COVER 8.5mm FRONT COVER Annual Report 2013 Berkeley Group Berkeley Group Annual Report 2012 Annual Report The Berkeley Group Holdings plc Berkeley House 19 Portsmouth Road Cobham Surrey KT11 1JG UK T +44 (0)1932 868555 F +44 (0)1932 868 667 www.berkeleygroup.co.uk Design by Hunter Design Printed in England by Crystal This report is printed on EBB Chromomat Our vision for the future 9597_001_RA_2013_Cover_AW.indd 1-3 22/07/2013 14:37 SPINE 8.5mm SPINE INSIDE FRONT 8.5mm INSIDE BACK CONTENTS Highlights Financials About this report 1 Who We Are and What We Do 86 Independent Auditors’ report on the Welcome to the Annual Report of The 2 Business Performance consolidated financial statements Berkeley Group Holdings plc (“the Berkeley 3 Chairman’s Statement 87 Consolidated income statement Group” or “Berkeley”), a publicly owned 4 Running a Sustainable Business Consolidated statement of company, listed on the London Stock 5 Managing Director’s Statement comprehensive income Exchange within the FTSE 250. In this 88 Consolidated statement of report, we give an overview of Berkeley’s Building Homes for Everyone financial position performance this year in the Highlights 89 Consolidated statement of changes section followed by a showcase of our 6 Building Homes for Everyone in equity portfolio of developments in London and 90 Consolidated cash flow statement Running a Sustainable Business the South of England in Building Homes for 91 Notes to the consolidated financial Everyone, before explaining how we operate 22 Running a Sustainable Business statements in Running a Sustainable Business and a 110 Independent Auditors’ report on review of the year in our Trading and Financial Trading And Financial Review the Company financial statements Review. -
Joint Performance Improvement Update
Joint Performance Improvement Update Issued 28 February 2018 This report gives progress on the joint improvement plan for Govia Thameslink Railway (GTR) and Network Rail with punctuality data by route, as well as the main operational issues in the period (there are 13, 4-week reporting periods per year), and planned customer improvements. PPM* statistics and delay responsibility by route – Period 11 (to 3 February 2018) Gatwick Express Great Northern Southern Thameslink *The public performance measure (PPM) data above shows the percentage of trains which arrive at their terminating station within five minutes of the planned arrival time. It combines figures for punctuality and reliability into a single performance measure. A summary of key issues affecting performance in this period GTR’s PPM in Period 11 was 82.9 per cent, a rise of six percentage points from Period 10. This lifted the Moving Annual Average (MMA) to 81.3 per cent, maintaining the steady improvement achieved through 2017. Within the GTR total, Southern’s PPM increased by almost seven percentage points to 80.9 per cent, edging its MMA up to 79.7 per cent. On Southern, the period’s most disruptive incidents were a points failure near London Victoria (1,700 delay minutes and 32 cancellations), an incident at Durrington-on-Sea (1,066 delay minutes and 44 cancellations), and a track fault near Portsmouth (558 delay minutes and 39 cancellations). Thameslink’s PPM of 89.0 per cent was also an improvement over the previous period’s 85.4 per cent. A loss of power to the track at City Thameslink station caused 1,250 delay minutes and 153 cancellations. -
Report: Extension of the Mitie (Interserve) Facilities Contract , Item
Item No. Classification: Date: Meeting Name: 19. Open 9 March 2021 Cabinet Report title: Extension of the Mitie FM Ltd (Interserve) Facilities Management Contract Ward(s) or groups All affected: Cabinet Member: Councillor Rebecca Lury, Finance, Business and Jobs FOREWORD – COUNCILLOR REBECCA LURY, CABINET MEMBER FOR FINANCE, BUSINESS AND JOBS In light of the decision to re-introduce a gateway 1 report, we are proposing the extension to the existing contract to cover the interim period to ensure that we have suitable facilities management services across our council estate. RECOMMENDATIONS 1. That Cabinet approves the variation to extend the term (and agree associated changes noted in this report) of the consolidated facilities management (FM) contract with Mitie FM Limited (Mitie) (previously known as Interserve (Facilities Management) Limited (Interserve) as outlined in paragraph 8, for a period of up to 18 months, from 01 April 2021 to 30 September 2022, at an estimated total cost of £16m. 2. That Cabinet notes that from the contract start date 1 February 2013 to 30 September 2022 the estimated total contract value would be £79m. 3. That Cabinet notes that a three month break clause will be sought as part of the variation to allow for an earlier end to the contract if required, as further detailed in paragraph 14. BACKGROUND INFORMATION 4. Following a competitive procurement exercise using the Government Procurement Service (GPS) RM798 Framework Agreement, Interserve FM were awarded a contract to provide consolidated facilities management services for the council’s headquarters at 160 Tooley Street and other council properties under the contract. -
Next Carillion?
BY JOHN KINGHAM dividend hunter Who will be the next Carillion? For many dividend investors, the demise of Carillion was a disaster. Not only did their port- folios lose an important source of income, they also saw a permanent loss of capital. It's easy to see what went wrong with hindsight, and in the August 2017 issue of Master Investor I wrote about some of the key lessons from Carillion's collapse. Hindsight is a wonderful thing, but the problems with Carillion were not exactly hard to spot, even several years be- fore its eventual demise. So rather than do yet another Carillion post-mortem, I thought it would be more useful to apply a little foresight and look for companies with similar "red ľdjv%#zklfk#lqyhvwruv#pljkw#zdqw#wr#dyrlg#ru#jhw#rxw#ri1 There were four key lessons from so the similarities with Carillion are One problem with this business Carillion, so I'll be looking for four clear. The company has also had model is that these contracts are UHGȵDJV /DUJHFRQWUDFWV :HDN its problems, resulting in a recently W\SLFDOO\IRUDȴ[HGSHULRGRIVHYHUDO SURȴWDELOLW\ %LJ DFTXLVLWLRQV suspended dividend and a share years, and when the contract ends, High debts. price which has gone from over the associated revenues and prof- 700p a few years ago to around its disappear as well. This can make Interserve PLC 100p today. large contract-based businesses riskier than other businesses with • Share price: 123p With results like that, many dividend smaller and more frequent sales • Index: FTSE 250 investors will have already sold out. -
Mitie Group Plc the UK’S Leading Facilities Management Business
Mitie Group plc The UK’s leading Facilities Management business Analyst Presentation FY 17/18 7 June 2018 The exceptional, every day Mitie Group plc | The exceptional, every day 1 Disclaimer This announcement contains forward-looking statements. Such statements do not relate strictly to historical facts and can be identified by the use of words such as 'anticipate', 'expect', 'intend', 'will', 'project', 'plan', and 'believe' and other words of similar meaning in connection with any discussion of future events. These statements are made by the Directors of Mitie in good faith based on the information available to them as at 7 June 2018 and will not be updated during the year. These statements, by their nature, involve risk and uncertainty because they relate to, and depend upon, events that may or may not occur in the future. Actual events may differ materially from those expressed or implied in this announcement and accordingly all such statements should be treated with caution. Nothing in this announcement should be construed as a profit forecast. Except as required by law, Mitie is under no obligation to update or keep current the forward- looking statements contained in this announcement or to correct any inaccuracies which may become apparent in such forward-looking statements. This announcement contains insider information. Mitie Group plc | The exceptional, every day 2 Agenda FY 17/18 Strategic & Operational Review: Phil Bentley, CEO FY 17/18 Financial Review: Paul Woolf, CFO Outlook: Phil Bentley, CEO Q&A Mitie Group plc | The -
GTR 18Th SA Decision Letter
OFFICE OF RAIL AND ROAD Jonathan Rodgers Senior Executive, Access and Licensing Telephone: 0207 282 3775 E-mail: jonathan. [email protected]. uk 22 February 2018 Andriana Shiakallis Tom Causebrook Customer Manager Access Contract Manager Network Rail Infrastructure Limited Govia Thameslink Railway Limited Cotton Centre 1st and 2nd Floor Monument Place Tooley Street 24 Monument Place London Bridge London SE12QG EC3R 8AJ Dear Andriana and Tom Eighteenth supplemental agreement to the track access contract between Network Rail Infrastructure Limited and Govia Thameslink Railway Limited (GTR) 1. We have today approved the above supplemental agreement submitted to us formally on 22 February 2018. 2. The purpose of this agreement is to obtain contingent access rights allowing GTR to operate weekday preview passenger train services ahead of the May Timetable change. The services will use the new Canal Tunnel infrastructure between St Pancras and London Bridge. Two services a day will run from Cambridge to Brighton and back and two services a day will run from Peterborough to Horsham and back. Both services will be weekdays only. 3. As no other operator will be using the Canal Tunnels and the full May 2018 access rights application (which will include firm rights for these services) is currently in consultation, we advised the parties that a consultation was not necessary for this application. Head Office: One Kemble Street, London WC2B 4AN T: 020 7282 2000 www.orr.gov.uk 4. Our own review did not identify any issues and we are satisfied that approval is in accordance with our statutory duties under section 4 of the Railways Act 1993.