11 August 2020 Neighbourhood Planning Officer Horsham District
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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. -
March 2010 Annual Report
TR Property Investment Trust plc –TR Property Investment Trust ReportMarch 2010 & Accounts for the year ended 31 TR Property Investment Trust plc Report & Accounts for the year ended 31 March 2010 TR Property Investment Trust plc is managed by This document is printed on Revive Silk of which 75% of the furnish is made from 100% de-inked post consumer waste. The remaining 25% being mill broke and virgin fibres. This paper is bleached using a combination of Totally Chlorine Free (TCF) and Elemental Chlorine Free (ECF). The manufacturing mill is accredited with the ISO 14001 standard for environmental management. TR Property Investment Trust plc Directors’ Review Accounts 1 Overview 62 Independent Auditors’ Report 2 Statement of Investment Objective and Policy 63 Group Income Statement 4 Financial Highlights and Performance 64 Group and Company Statement of Changes in Equity 5 Historical Performance 65 Group and Company Balance Sheets 6 Chairman’s Statement 66 Group and Company Cash Flow Statements 10 Managers’ Report – Market Background and Outlook 67 Notes to the Financial Statements 15 Ordinary Shares – Financial Highlights and Performance Shareholder Information 16 Ordinary Shares – Manager’s Report 89 Notice of Annual General Meeting 21 Ordinary Shares – Portfolio Details 93 Notice of Separate Class Meeting of Ordinary 27 Ordinary Shares – Income Statement Shareholders 28 Ordinary Shares – Balance Sheet 94 Notice of Separate Class Meeting of Sigma Shareholders 29 Sigma Shares – Financial Highlights and Performance 95 Explanation of -
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. -
Report & Accounts 2018
Report & Accounts 2018 Report & Accounts Derwent London plc Report & Accounts 2018 CONTENTS STRATEGIC REPORT GOVERNANCE 2018 summary ......................................................................................... 04 Introduction from the Chairman ........................................................... 84 Chairman’s statement ............................................................................ 07 Governance at a glance .......................................................................... 86 Chief Executive’s statement .................................................................. 08 Board of Directors ................................................................................... 88 CEO succession ........................................................................................11 Senior management ............................................................................... 90 London: Open for business .....................................................................12 Corporate governance statement ........................................................ 92 Central London office market ................................................................14 Nominations Committee report ......................................................... 100 A well-placed portfolio ............................................................................16 Audit Committee report ....................................................................... 104 Our stakeholders ......................................................................................18 -
2016 Annual Report
bovishomesgroup.co.uk Bovis Homes Group PLC Annual report and accounts Bovis Homes Group PLC, The Manor House, North Ash Road, New Ash Green, Longfield, Kent DA3 8HQ. www.bovishomesgroup.co.uk 2016 Designed and produced by the Bovis Homes Graphic Design Department. Printed by Tewkesbury Printing Company Limited accredited with ISO 14001 Environmental Certification. Printed using bio inks formulated from sustainable raw materials. Printed on Cocoon 50:50 silk a recycled paper containing 50% recycled waste and 50% virgin fibre and manufactured at a mill certified with ISO 14001 environmental management standard. The pulp used in this product is bleached using an Elemental Chlorine Free process (ECF). When you have finished with this pack please recycle it. Annual report and accounts 2016 Bovis Homes Group PLC When you have finished with this pack please recycle it. Annual report and accounts Strategic report Business overview 4 2 2016 highlights Chairman’s statement A review of our business 4 Chairman’s statement model, strategy and Ian Tyler discusses how the 6 What we do summary financial and Group is well placed for 7 Reasons to invest operational performance the future 10 Housing market overview Our business and strategy 12 Interim Chief Executive’s report 18 Our business model 20 Strategic priorities 26 Principal risks and uncertainties 30 Risk management 12 Corporate social responsibility Interim Chief Executive’s report 32 Our CSR priorities Earl Sibley provides an overview of the year and Our financial performance discusses the -
Rathbone Income Fund Update March 2020
Rathbone Income Fund Update March 2020 So we come to the end of an extraordinary quarter. The Rathbone Income Fund fell back 26.2%, outperforming the IA Equity Income Sector, down 28.1%, but in line with the FTSE All-Share benchmark, midday to midday.* Unsurprisingly, the recent swathe of dividend deferrals and cancellations have also weighed on the sector … but more on this later. Our fund has succumbed to losses, which is never a nice experience, but there are three important silver linings: We are outperforming the sector, despite being hurt by our UK domestic exposure, which we had expected to come good after last year’s election; 3 months 6 months 1 year 3 years 5 years 10 years Rathbone -26.21% -23.02% -19.67% -18.45% -3.71% 77.90% Income Fund IA Equity -28.14% -23.00% -20.64% -17.56% -6.23% 54.82% Income Sector FTSE All -25.13%** -22.02% -18.45% -12.19% 2.89% 53.57% Share Index Source: FE Analytics, mid-price to mid-price; **this figure is from close of day to close of day, not midday to midday We are sitting on a decent cash pile (7.6% at period end), a war chest that we wish to put to good use; We have put through a 3% rise in our interim distribution. The biggest drags on our performance were Carnival (which has now been sold), Restaurant Group (which we have reduced), Bellway, Legal & General and Lloyds Banking Group. Carnival became an obvious high-profile casualty of the coronavirus pandemic, so we sold the shares ahead of its call to raise more debt and equity funding. -
Homes Have Never Been So Important
Homes have never been so important ANNUAL REPORT AND ACCOUNTS 2020 STRATEGIC REPORT Our purpose 1 Grainger at a glance 2 Chairman’s statement 4 Chief Executive’s statement 5 Investment case 10 Market drivers 12 Our business model 14 Key performance indicators 16 Financial review 19 Stories 25 People, resources and relationships 34 Section 172 statement 37 Our commitment to sustainability 38 Risk management 44 Principal risks and uncertainties 47 Viability statement 51 GOVERNANCE Chairman’s introduction to governance 52 Leadership and purpose 54 Division of responsibility 64 Composition, succession and evaluation 66 Audit, risk and control 69 Remuneration 74 Directors’ report 93 FINANCIAL STATEMENTS Independent auditor’s report 97 Consolidated income statement 104 Consolidated statement of comprehensive income 105 Consolidated statement of financial position 106 Consolidated statement of changes in equity 107 Consolidated statement of cash flows 108 Notes to the financial statements 109 Parent company statement of financial position 151 Parent company statement of changes in equity 152 Notes to the parent company financial statements 153 EPRA performance measures (unaudited) 160 Five year record 164 OTHER INFORMATION Shareholders’ information 166 Glossary of terms 167 Advisers 168 Our purpose is to provide high-quality rental homes and great REPORT STRATEGIC customer service. This has never been more important than during the unprecedented Covid-19 lockdown. Our homes have never been more fully utilised, and our market leading operating platform has never been more appreciated. It has enabled our residents to focus on the things that really matter during this period. Although doing some things a little differently, our Covid-19 response strategy ensured we focused on three key areas: innovate, communicate and improve. -
Marten & Co / Quoted Data Word Template
Monthly roundup | Real estate October 2019 Winners and losers in September Best performing companies in price terms in Sept Worst performing companies in price terms in Sept (%) (%) Capital & Regional 37.9 Countrywide (11.7) Hammerson 24.9 Town Centre Securities (7.2) NewRiver REIT 19.1 Aseana Properties (5.1) Inland Homes 15.8 Harworth Group (4.3) Capital & Counties Properties 14.8 Ediston Property Investment Company (4.0) British Land 14.7 GRIT Real Estate Income Group (3.7) Workspace Group 13.2 Daejan Holdings (3.5) Countryside Properties 12.3 Primary Health Properties (2.9) Triple Point Social Housing REIT 11.7 Big Yellow Group (2.9) U and I Group 11.1 Conygar Investment Company (2.6) Source: Bloomberg, Marten & Co Source: Bloomberg, Marten & Co Capital & Regional share price YTD The month of Countrywide share price YTD On the flip side, the September was a UK’s biggest estate 40 12 bumper month for agent group, 30 many property 8 Countrywide, which 20 companies’ share also owns a 4 10 price, dominated by commercial real 0 retail focused 0 estate consultancy, Jan FebMar Apr May Jun Jul Aug Sep Jan FebMar Apr May Jun Jul Aug Sep companies, who in was the worst Source: Bloomberg, Marten & Co general have taken a Source: Bloomberg, Marten & Co performing in hammering over the September. It is the past 18 months or so. Top of the list was Capital & Regional. second month in a row that it has been in the bottom 10 and Shares in the shopping centre landlord bounced after it in the year to date it is beaten only by Intu Properties as the announced it was in talks with South African REIT worst performing listed property company, losing 53.5%. -
2021 Half-Year Results 5 August 2021
2021 half-year results 5 August 2021 1 The Oracle, Reading Agenda Overview Financial results Strategy update Q&A 2 Overview Progress against FY20 priorities Balance sheet Strategy Operational Strengthened capital structure Update on portfolio & organisational reviews Rent collection improving(1) £403m of disposals, including French presented today: FY20 now at 90% minority stakes Simplify organisation by more efficient HY 21 at 71% Issue of €700m 1.75% sustainability- structures and platform linked bond Footfall c.80% pre-Covid levels Redeemed €500m 2022 bond & 53% New leadership: of 2023 €500m bond CFO with experience in transformation Leasing volumes improving (+£5.4m on H1 £297m of private placement notes & technology 20, £+1.4m on H1 19)(2) repaid Expertise in repositioning of assets and Right categories and structures £415m RCF maturing 2022 refinanced development to £200m of facilities maturing 2026 Strong pipeline Net debt reduced from £2.2bn to £1.9bn No significant unsecured maturities until 2025 1 Rent collection was FY20 89%, HY 21 68% as at 9 July 2021 3 2 Flagships only Half-year results Westquay, Southampton 2021 half-year financial results H1 headline results 30 June 2021 30 June 2020 Change Income statement Adjusted net rental income (£m)(1) (2) 87.2 94.4 (8%) LFL NRI (£m) 67.70 67.60 0.1% Premium outlets earnings (£m)(3) (2.0) (7.4) 73% Adjusted earnings (£m) 20.1 17.7 14% IFRS loss (£m)(4) (375.5) (1,088.4) 65% 30 June 2021 31 Dec 2020 Change Balance sheet Managed portfolio value (£m)(1) 3,596 4,414 (19%) Value Retail net asset value (£m) 1,130 1,154 (2%) Net debt (£m)(1) (1,879) (2,234) 16% Value Retail value (£m) 1,902 1,924 (1%) Value Retail net debt (£m) (690) (689) 0% EPRA NTAPS (p) 69 82 (16%) 1 Figures on a proportionally consolidated basis excluding Value Retail. -
Savills.Co.Uk/Retail Shaping Retail
Central London Retail savills.co.uk/retail Shaping Retail. Contents The Team 3 The Savills Approach 4 London 6 Crossrail 7 Track Record: Oxford Street 8 Track Record: Bond Street 10 Track Record: Old Spitalfields Market 12 Case Study: Nike Women’s Store 13 Track Record: APM Monaco 14 Case Study: Itsu 15 Bond Street 17 Dover Street and Albemarle Street 19 Mount Street and South Audley Street 21 South Molton Street 23 Conduit Street and Bruton Street 25 Regent Street 27 Oxford Street East 29 Oxford Street West 31 Marylebone High Street 33 Covent Garden: Neal Street 35 Covent Garden: Long Acre 37 Covent Garden: Seven Dials 39 Soho 41 King’s Road 43 Kensington High Street 45 Knightsbridge 47 Sloane Street and Sloane Square 49 South Kensington 51 Westbourne Grove 53 Spitalfields 55 Westfield Stratford 57 Westfield London 59 One Stop Shop 60 The Team Agency Lease Consultancy Anthony Selwyn Laura Salisbury-Jones Alan Spencer [email protected] [email protected] [email protected] +44 (0) 20 7758 3880 +44 (0) 20 7409 8830 +44 (0) 20 7758 3876 Peter Thomas Tiffany Luckett Paul Endicott [email protected] [email protected] [email protected] +44 (0) 20 7734 3443 +44 (0) 20 7758 3878 +44 (0) 20 7758 3879 Sam Foyle Benjamin Ashe Kristian Kendall [email protected] [email protected] [email protected] +44 (0) 20 7409 8171 +44 (0) 20 7758 3889 +44 (0) 20 7758 3881 Sarah Goldman James Fairley Daniel Aboud [email protected] [email protected] [email protected] +44 (0) 20 7758 3875 +44 (0) 20 7758 3877 +44 (0) 20 7758 3895 Oliver Green Claire Lakie [email protected] [email protected] +44 (0) 20 7758 3899 +44 (0) 20 7758 3896 Lance Marton Research [email protected] +44 (0) 20 7758 3884 Marie Hickey [email protected] +44 (0) 20 3320 8288 For general enquiries: [email protected] 3 The Savills Approach Savills Central London Retail team is recognised as a market leader within the sector and we have extensive experience in Central London, leasing and asset management and Landlord & Tenant matters. -
Annual Report and Accounts Savills Plc Savills Plc Report and Accounts 2019
2019 Annual Report and Accounts Savills plc Savills plc Report and Accounts 2019 Our purpose Our purpose is to assist and advise a wide range of clients to realise their diverse property goals. Our vision CONTENTS To be the property partner of choice for private, institutional and corporate clients seeking to Overview acquire, manage, lease, develop or realise the 01 Group highlights value of prime residential and commercial 02 Savills at a glance property in the world’s key locations. Strategic Report Culture and values 04 Chairman’s statement 06 Our business explained Savills has a strong and well embedded culture, 08 Market insights founded on an entrepreneurial approach and 14 Key Performance Indicators underpinned by our values and operational 16 Chief Executive's review standards. We recognise our responsibility as a 22 Chief Financial Officer’s review global corporate citizen and we are committed 24 Material existing and emerging risks and to doing the right thing in the right way. uncertainties facing the business 31 Viability statement Our values 32 Stakeholder engagement with s.172 35 Responsible business Pride in everything we do 47 Non-financial information statement 2019 Take an entrepreneurial approach to business Governance Help our people fulfil their true potential 48 Corporate Governance Statement 48 Chairman’s introduction Always act with integrity 50 Board of Directors 54 Group Executive Board Read more about these on page 35 58 Corporate Governance 68 Audit, Risk and Internal Control 69 Audit Committee report 78 -
CDP Climate Change Report 2015 United Kingdom Edition
CDP Climate Change Report 2015 United Kingdom Edition Written on behalf of 822 investors with US$95 trillion in assets CDP Report | October 2015 1 Contents Foreword 3 Global overview 4 2015 Leadership criteria 8 The Climate A List 2015 10 2015 FTSE 350 Climate Disclosure Leadership Index (CDLI) 12 Investor engagement in the UK 13 Profile: BT Group 14 United Kingdom snapshot 16 Profile: SSE 18 Natural Capital 20 Appendix I 24 Investor signatories and members Appendix II 25 FTSE 350 scores Appendix III 30 Responding FTSE SmallCap climate change companies Please note: The selection of analyzed companies in this report is based on market capitalization of regional stock indices whose constituents change over time. Therefore the analyzed companies are not the same in 2010 and 2015 and any trends shown are indicative of the progress of the largest companies in that region as defined by market capitalization. Large emitters may be present in one year and not the other if they dropped out of or entered a stock index. ‘Like for like’ analysis on emissions for sub-set of companies that reported in both 2010 and 2015 is included for clarity. Some dual listed companies are present in more than one regional stock index. Companies referring to a parent company response, those responding after the deadline and self-selected voluntary responding companies are not included in the analysis. For more information about the companies requested to respond to CDP’s climate change program in 2015 please visit: https://www.cdp.net/Documents/disclosure/2015/Companies-requested-to-respond-CDP-climate-change.pdf Important Notice The contents of this report may be used by anyone providing acknowledgement is given to CDP Worldwide (CDP).