FTSE 100 Historic Additions and Deletions
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
Skills and Services Directory Achieve More from Your Property Property
Skills and Services Directory Achieve more from your property Property. It’s what we do every day – and we love it. When you experience the difference we can make, we think you’ll really appreciate what we do… So how can we help you exactly? Well, we offer you expert advice and a comprehensive range of services to cover all your property needs. We can help you make the very best property decisions to get the result you’re after. We are ready to help you make sure you achieve more from your property right now. Contact us today on 0333 772 1235 or [email protected] Asset Experience Academic, Health and Land Community Property and Institutional Airfields Public Realm Day care facilities Barns Community centres Doctors’ surgeries Brownfield sites County farm estates Extra care development Common land Leisure centres Primary care centres Contaminated land Libraries and information centres Respite and Residential Country parks, national parks Markets and small business centres care facilities and public open spaces Police, fire and ambulance stations Schools, colleges and Crown land Public access universities Development land Sports centres Student accommodation Entitlement Social housing Supported housing ESAs, AONBs and SSSIs Town halls and administrative Equestrian offices Historical Estates Ancient Monuments Farm and accommodation land Residential Churches Foreshores and rivers Country houses Church houses Glebe land Residential investments Listed buildings Greenfield sites Horticulture Retail Industrial Landfill sites Banks -
Chief Executive Officer Graham Baker
OVERVIEW OUR BUSINESS OPERATIONAL FINANCIAL RISK GOVERNANCE ACCOUNTS 48 & MARKETPLACE REVIEW REVIEW OUR BOARD OF DIRECTORS ROBERTO QUARTA (67) OLIVIER BOHUON (58) GRAHAM BAKER (48) CHAIRMAN CHIEF EXECUTIVE OFFICER CHIEF FINANCIAL OFFICER Joined the Board in December 2013 and Joined the Board and was appointed Chief -RLQLQJWKH%RDUGDV&KLHI)LQDQFLDO2I²FHULQ appointed Chairman following election by ([HFXWLYH2I²FHULQ$SULO+HUHVLJQHGDV March 2017. shareholders at the April 2014 Annual General a Member of the Nomination & Governance Meeting. He was also appointed Chairman of &RPPLWWHHRQ)HEUXDU\ CAREER AND EXPERIENCE the Nomination & Governance Committee and Graham holds an MA degree in Economics from a Member of the Remuneration Committee on CAREER AND EXPERIENCE Cambridge University and qualified as a Chartered that day. Olivier holds a doctorate in Pharmacy from the Accountant and Chartered Tax Advisor with Arthur University of Paris and an MBA from HEC, Paris. Andersen. In 1995, he joined AstraZeneca PLC where CAREER AND EXPERIENCE He started his career in Morocco with Roussel Uclaf he worked for 20 years, holding multiple senior roles, Roberto is a graduate and a former Trustee of the S.A. and then, with the same company, held a number including Vice President, Finance, International (2013- College of the Holy Cross, Worcester (MA), US. of positions in the Middle East with increasing levels of 2015) with responsibility for all emerging markets, He started his career as a manager trainee at David responsibility. He joined Abbott in Chicago as head of Vice President, Global Financial Services (2011-2013) Gessner Ltd, before moving on to Worcester Controls their anti-infective franchise with Abbott International and Vice President Finance & Chief Financial Officer, Corporation and then BTR plc, where he was a before becoming Pharmaceutical General Manager North America (2008-10). -
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). -
Debenhams: the Rise and Fall of a British Retail Institution Rupert Neate
Debenhams: the rise and fall of a British retail institution Rupert Neate The Gaurdian.com 1 December 2020 Founded in 1778, Debenhams was one of the largest and most historic department store chains in the world. The business was formed by William Clark as a single high end drapers store at 44 Wigmore Street in London’s West End. It rose to become one of the biggest retailers in the UK with, at one point, more than 200 large stores across 18 countries and exclusive partnerships with some of the world’s best-known designers including Jasper Conran and Julien Macdonald. But on Tuesday, the shutters finally came down as administrators announced the chain would be wound down and all of its remaining 124 stores shut, putting potentially all of its 12,000 employees out of work. The demise of Debenhams comes just a day after Sir Philip Green’s Arcadia Group retail empire collapsed into administration, putting a further 13,000 jobs at risk. In the 1980s and 1990s both retailers had been part of the vast Burton Group, founded by Sir Montague Maurice Burton. Clark’s business remained just the single shop on Wigmore Street until 1813 when he teamed up with Suffolk businessman William Debenham, and expanded into two stores on opposite sides of the street. One was known as Debenham & Clark and the other known as Clark & Debenham. The first store outside London – and an exact replica of the original Wigmore Street shop – was opened in Cheltenham in 1818. “In the ensuing years the firm prospered from the Victorian fashion for family mourning by which widows and other female relatives adhered to a strict code of clothing and etiquette,” the company says on its website. -
Corporate Social Responsibility Report 2016 Walgreens Boots Alliance Is the First Global Pharmacy-Led, Health and Wellbeing Enterprise
Corporate Social Responsibility Report 2016 Walgreens Boots Alliance is the first global pharmacy-led, health and wellbeing enterprise. Our purpose is to help people across the world lead healthier and happier lives. Our 2016 Corporate Social Responsibility Report covers the fiscal year that ended 31 August 2016. In this year’s report: Overview Marketplace Introduction ...................................................1 Our CSR goals .............................................2 28 Our vision, purpose and values ................3 Our approach to CSR .................................4 Contributing to the United Nations Sustainable Development Goals .............6 Transparency ........................................... 30 Our impact ...................................................8 Ethical Sourcing ...................................... 30 ........................... About our Company ................................. 10 External Stakeholders 31 Stakeholder engagement ....................... 12 Workplace Community 32 14 Employee Health and Wellbeing ........ 34 Equal Opportunities .............................. 36 Health and Wellbeing ............................. 16 Health and Safety ...................................37 Young People ........................................... 17 ...................................... Cancer Programs .....................................20 About this report 38 Data management process ................ 38 Environment Data ............................................................ 38 Community data -
Enhance Innovation and Agility with Digital Twins Executive Summary
Enhance innovation and agility with Digital Twins Executive Summary There’s no denying we live in uncertain and rapidly changing times and companies are looking for every opportunity to become more agile. Digital twins is a rapidly emerging technology that delivers to this end. Not to be confused as a mere dashboard, a digital twin is a virtual replica of a physical object, machine part, system, process or entire lifecycle. Digital twin technology enables real-time monitoring and control, the ability to learn with AI and ML, to autonomously update, self-heal, and even improve systems and designs over time. This paper seeks to achieve four objectives. First, to help the reader understand Digital twin technology and its potential. Second, to provide a structured way of looking at the various use cases and applications of this technology. Third, to feature Microsoft partners who have differentiated capabilities that bring digital twin visions to life. Fourth, to discuss the Azure Digital Twin platform and other investments from Microsoft in this space. Digital twin technology is commonly applied to manufacturing across key applications that span manufacturing scenarios/use-cases. The priority scenarios, or use cases, as they relate in Manufacturing are 1) Product, 2) Factory, 3) Supply Chain, and 4) Spaces. The top applications include configuration management, asset management, process control, performance management and simulation modeling. Configuration management tracks bills of materials, around assets as designed, manufactured, configured, and maintained. E.g. For complex & expensive assets like aircrafts this information is typically maintained by tail number. Asset management deals with telemetry of an asset itself and gives insight in to how something is working. -
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. -
OSB Participant List by Research Area
OSB Participant List by Research Area Contact Centers (CC) • AARP • Air Products and • American Drug Stores Chemicals • AAA • ABB • American Electric Power • Airbus • Accor • Abbott • American Express • Alcatel Lucent • American Electric Power • Abengoa • American International • Alcoa Group • American International • Abu Dhabi National Group Energy Company • Alcon • American Stores Company • Austin Energy • ACC Limited • Alfa • American Water • Bank of America • Access Insurance Holdings • Algonquin Power & • Amgen Utilities • Blue Cross Blue Shield • Accord Holdings • AMIL • ALH Group • Charles Schwab & • ACE • AmInvestment Bank Company • Alitalia • Acea • AMR • Citigroup • ALK Abello • Acer • Amssi • Citizens Gas • Alkermes • Acxiom • Amtran Logistics • Clarke American • Allergan • Adelaide Clinic Holdings • Andrew Corporation • CPS Energy • Alliance & Leicester • Adidas • Anglian Water Services • Direct Energy • Alliance Boots • Advance Food Company • Anritsu • Federal Reserve Bank of • Alliant Techsystems Minneapolis • Advance Publications • Anschutz • Allianz • John Deere • Advanced Coating • Apache • Allied Irish Banks • Technologies Louisville Water Company • Apex Equity Holdings • Advanced Semiconductor • Allstate Insurance • Manila Electric Company Engineering Company • Apple • • • Mellon Financial Adventist Health System Ally Financial • Arcadia Housing • • • MetLife Aegon Alon USA Energy • Arcos Dorados Holdings • • • Morgan Stanley AEON AlpTransit Gotthard • Ardent Health Services • • • NetBank Aera Energy Alstom • Argos • -
Employment Tribunals at a Final Hearing Reserved
Case number: 2602342/2018 Reserved EMPLOYMENT TRIBUNALS BETWEEN: Claimant Respondent And Mr P Kibble Arcadia Group Limited AT A FINAL HEARING Held at: Nottingham On: 16 & 17 December 2019 and in chambers on 13 January 2020 Before: Employment Judge R Clark REPRESENTATION For the Claimant: Mr B Henry of Counsel For the Respondent: Mr S Wyeth of Counsel RESERVED JUDGMENT The judgment of the tribunal is that: - 1. The claim of breach of contract fails and is dismissed. REASONS 1. Introduction 1.1 This is a claim for damages alleging breach of contract. With effect from 9 June 2018, the claimant’s long period of employment with the respondent came to an end by reason of redundancy. He received the statutory redundancy entitlement and notice to which he was entitled under the Employment Rights Act 1996. 1 Case number: 2602342/2018 Reserved 1.2 The claimant’s claim is that those payments did not reflect the enhanced contractual entitlement he enjoyed as a result of two collective agreements made between his employer and his union, the Union of Shop, Distributive and Allied Workers (“USDAW”). The first agreement dates back to 1976 (“the 1976 agreement”). This was subject to a more recent variation in the second agreement signed off in 1996 (“the 1996 agreement”). 1.3 There is no dispute that those agreements applied to the claimant when his employment commenced in 1981 as they still did when the 1996 agreement was reached. There is no dispute that they provide for enhanced severance terms in case of redundancy and, to that extent, quantum is agreed. -
![Beecham Group PLC and Another V Triomed (Pty) Ltd [2002] 4 All SA 193 (SCA)](https://docslib.b-cdn.net/cover/9907/beecham-group-plc-and-another-v-triomed-pty-ltd-2002-4-all-sa-193-sca-369907.webp)
Beecham Group PLC and Another V Triomed (Pty) Ltd [2002] 4 All SA 193 (SCA)
Beecham Group PLC and another v Triomed (Pty) Ltd [2002] 4 All SA 193 (SCA) Division: Supreme Court of Appeal Date: 19 September 2002 Case No: 100/01 Before: Harms, Scott, Mpati, Conradie JJA and Jones AJA Sourced by: PR Cronje Summarised by: D.Harris Parallel Citation: 2003 (3) SA 639 (SCA) . Editor's Summary . Cases Referred to . Judgment . [1] Intellectual property Trade marks Registration of shape as trade mark Where shape is not intended to be used to distinguish owner's products from those of another, it cannot be regarded as a trade mark Application for expungement from trade marks register therefore allowed. Editor's Summary Both parties involved in the present matter were players in the pharmaceutical industry. The Appellants sought the upholding of a trade mark for the shape of a tablet, and a finding that the Respondent had infringed the trade mark. The Respondent imported a tablet with the same composition and shape as that of the Appellants. In the court a quo, the Respondent applied for the expungement from the trade mark register of the shape trade mark. The Appellants launched a counterapplication for relief for trade mark infringement. The latter application failed while that of the Respondent succeeded. Held Interested parties may apply to court for the removal of an entry wrongly made or remaining on the trade mark register. The first question posed by the Court was whether the Appellants' shape mark constituted a trade mark in terms of section 10(1) of the Trade Marks Act 194 of 1993 ("the Act"). -
Babcock International Group PLC Half Year Results for the Period Ended 30 September 2020
Babcock International Group PLC half year results for the period ended 30 September 2020 25 November 2020 Resilient revenue but operating profit reflects disposals, the impact of civil nuclear insourcing, COVID-19 and weakness in civil aviation Financial results 30 September 30 September 2020 2019 Order book £17.2bn £16.9bn Revenue £2,109.6m £2,194.8m Underlying revenue1 £2,243.7m £2,457.8m Operating profit £76.2m £168.7m Underlying operating profit2 £143.1m £250.6m Basic earnings per share 10.5p 25.6p Underlying basic earnings per share3 15.7p 32.5p Cash generated from operations £149.3m £150.5m Underlying free cash flow (post pension payments)4 £58.4m £6.8m Net debt incl. lease obligations £1,519m £1,754.2m Net debt excl. lease obligations5 £871.3m £1,138.0m Net debt/EBITDA6 2.0x 1.9x See notes on page 2. David Lockwood, Chief Executive Officer, said: “I have been enormously impressed by the way in which our people have adapted to the COVID-19 pandemic and continued to prioritise meeting the needs of our customers. Nevertheless, while demand for our critical services has remained resilient overall, the additional costs incurred and inefficiencies created have impacted our profitability. Our operating profit performance in the first half reflects this COVID-19 impact as well as disposals, the impact of government insourcing of Magnox and Dounreay, and weak trading in civil aviation. “In my first three months at Babcock I have spent time seeing many parts of the business. Our strengths are clear. We have many high-quality businesses, with a deep understanding of our customers, operating in markets where demand for our expertise is strong. -
Aggregates Market Investigation
LAFARGE AGGREGATES LIMITED AND LAFARGE CEMENT UK LIMITED OVERVIEW SUBMISSION IN RESPONSE TO THE COMPETITION COMMISSION’S STATEMENT OF ISSUES NON-CONFIDENTIAL VERSION April, 2012 K&E 91146101.1 OVERVIEW SUBMISSION IN RESPONSE TO THE COMPETITION COMMISSION’S STATEMENT OF ISSUES 1. This Submission is made by Lafarge Aggregates Limited and Lafarge Cement UK Limited (together, “Lafarge”) in response to the Competition Commission’s (“CC”) Statement of Issues dated 8 March 2012. A. Executive Summary 2. The timing of the CC market investigation into the supply or acquisition of aggregates, cement and ready-mix concrete (“RMX”) (the “MIR”) presents a series of challenges for both the CC and market participants, including Lafarge: Market Decline. The MIR takes place against the backdrop of an economic downturn since 2008 which has been longer and more severe than any experienced by the construction materials industry within the last 30 years. The reduction in volumes has accelerated again in 2012 with year-on-year declines for the first quarter in excess of 10 per cent for aggregates and RMX, while GB cement volumes appear likely to decline or to remain flat at best in 2012. Industry forecasts do not predict any change in these trends before at least 2014, at which point demand is expected still to remain below levels seen in 2009. Any potential improvements will develop from a low base, resulting in sustained and significant levels of overcapacity. Combination of Lafarge and Tarmac. Lafarge announced in February 2011 the proposed combination of its UK construction materials business with that of Tarmac Limited (the “Proposed JV”).