High Court Rejects New Look Landlords' CVA Challenge
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New Look Acquisition by Brait SE
New Look Acquisition by Brait SE New Look and Brait SE (“Brait”) announce that an agreement has been reached whereby Brait will acquire a c.90% interest in New Look Retail Group Limited (“New Look” or “the Company”) for c.£780 million, primarily from funds advised by Apax Partners and Permira (“the Acquisition”). The Singh family interests and the current management of the Company will acquire the remaining 10% of the Company. Anders Kristiansen, New Look’s CEO, Mike Iddon (CFO) and Roger Wightman (CCO) will remain with the Company. The transaction places an Enterprise Value on New Look of c.£1.9 billion. Over the past 11 years, under the Apax and Permira Funds’ ownership, New Look has gone through a significant transformation and is now the leading fast fashion retailer in the UK for the under 35s with more than 800 stores worldwide. New Look is attractive to Brait for the following reasons: • Double digit EBITDA growth in recent years; • Solid cash flow generation; • Established UK footprint in the higher growth value segment of the apparel and accessories market; • Leading UK market value share; No. 2 overall womenswear and No. 1 in under-25s womenswear; • Strong growth prospects in France, Germany, Poland and especially China which is a priority market; • Strong brand awareness in particular amongst women in the UK; • Well-developed multi-channel offering via traditional stores and a fast growing e-commerce platform incorporating ‘click and collect’ options; • Well-invested infrastructure and systems including a state-of-the-art distribution centre • The scale and efficiency of New Look’s fast fashion operating model from source to customer (via shop-floor or e-commerce) is difficult to replicate; and • Partnering with an experienced, aligned and proven management team, and with the founder of the business. -
Baku, Azerbaijan a Complex History, a Bright Future in Our Next Issue: En Route to Timbuktu
UNITED STATES DEPARTMENT OF STATE March 2003 StateStateMagazine Baku, Azerbaijan A Complex History, A Bright Future In our next issue: En Route to Timbuktu Women beating rice after harvest on the irrigated perimeter of the Niger River. Photo Trenkle Tim by State Magazine (ISSN 1099–4165) is published monthly, except State bimonthly in July and August, by the U.S. Department of State, Magazine 2201 C St., N.W., Washington, DC. Periodicals postage paid at Carl Goodman Washington, D.C., and at additional mailing locations. POSTMAS- EDITOR-IN-CHIEF TER: Send changes of address to State Magazine, HR/ER/SMG, Dave Krecke SA-1, Room H-236, Washington, DC 20522-0108. State Magazine WRITER/EDITOR is published to facilitate communication between management Paul Koscak and employees at home and abroad and to acquaint employees WRITER/EDITOR with developments that may affect operations or personnel. Deborah Clark The magazine is also available to persons interested in working DESIGNER for the Department of State and to the general public. State Magazine is available by subscription through the ADVISORY BOARD MEMBERS Superintendent of Documents, U.S. Government Printing Office, Florence Fultz Washington, DC 20402 (telephone [202] 512-1800) or on the web at CHAIR http://bookstore.gpo.gov. Jo Ellen Powell For details on submitting articles to State Magazine, request EXECUTIVE SECRETARY our guidelines, “Getting Your Story Told,” by e-mail at Sylvia Bazala [email protected]; download them from our web site Cynthia Bunton at www.state.gov/m/dghr/statemag;or send your request Bill Haugh in writing to State Magazine, HR/ER/SMG, SA-1, Room H-236, Bill Hudson Washington, DC 20522-0108. -
Annual Report and Accounts 2012 Contents
ANNUAL REPORT AND ACCOUNTS 2012 CONTENTS DIRECTORS’ REPORT Our business today 4 Chairman’s statement 8 Year in review 10 Corporate responsibility 16 Risk and uncertainties 20 Financial review 22 Board of Directors 28 Statement of Directors’ responsibilities 30 Other matters 31 FINANCIAL STATEMENTS Independent auditors’ report – Group accounts 34 Consolidated income statement 35 Consolidated statement of comprehensive income 36 Consolidated balance sheet 37 Consolidated statement of changes in equity 39 Consolidated statement of cash flows 40 Notes to the Group financial statements 41 Independent auditors’ report – Company accounts 83 Company balance sheet 84 Notes to the company financial statements 85 Contacts 90 FIND OUT MORE THROUGH OUR ONLINE CHANNELS AT: NEWLOOK.COM DAILY.NEWLOOK.COM M.NEWLOOK.COM FACEBOOK.COM/NEWLOOKFASHION TWITTER.COM/NEWLOOKFASHION YOUTUBE.COM/NEWLOOKTV 2 WWW.NEWLOOK.COM NEW LOOK RETAIL GROUP LIMITED (NEW LOOK) DIRECTORS’ REPORT NEW LOOK ANNUAL REPORT & ACCOUNTS 2012 3 OUR BUSINESS TODAY 4 WWW.NEWLOOK.COM 1.6MILLION MOBILE iAPP FOLLOWERS 200,000 DOWNLOADS TODAY WE HAVE OVER 1,100 STORES ACROSS THE GLOBE WE ARE THE LARGEST UK RETAILER (BY VOLUME) FOR WOMEN’S JEANS* WE ARE THE NO. 2 VALUE RETAILER FOR WOMEN’S CLOTHING & ACCESSORIES MARKET IN THE UK* WE ARE THE NO. 1 VALUE RETAILER FOR THE UNDER 35s WOMEN’S CLOTHING & ACCESSORIES MARKET* WE ARE THE NO. 1 VALUE RETAILER FOR UNDER 35s WOMEN’S FOOTWEAR* WE ARE NO. 1 IN VALUE FOR ACCESSORIES IN THE UNDER 35s MARKET* OUR FRANCHISE BUSINESS NOW OPERATES IN 103 STORES IN -
Brexit: a Unique Irish Opportunity for Cross-Border Restructuring? 14.02.2019
briefing Brexit: a Unique Irish Opportunity for Cross-Border Restructuring? 14.02.2019 Certainty is a key element in any business planning. For corporate restructuring practitioners who are planning or working on cross border transactions, the uncertainty relating to Brexit and the departure of the United Kingdom from the European Union (“EU”) may have long-term significant consequences and a “no-deal” Brexit (without a withdrawal agreement and the certainty of a transition period) will have immediate and significant consequences for any such cross-border transaction. In this context, Irish law and the Irish Courts can provide practical and effective solutions to assist corporates (and their advisors) restructure their business and affairs in a straight-forward and easily understood manner. It is also an opportunity for the Irish legal system to demonstrate its value to international practitioners. This opportunity was also recognised in a recent proposal document to the Irish Government produced by the Law Society of Ireland and the Bar Council of Ireland entitled “Promoting Ireland as a leading centre globally for international legal services” (the “Report”). In the context of the UK’s exit from the EU, the Report states that “we foresee a meaningful role for Irish law in certain areas and industry sectors allied with the provision of a greater range of legal services in Ireland for the benefit of international and Irish business. In a number of sectors, we believe that Ireland as a location and the Irish law and the Irish Courts are and can be advantageous contractual choices for international clients (now or in the future)”. -
Irish Examinership: Post-Eircom a Look at Ireland's Fastest and Largest
A look at Ireland’s fastest and largest restructuring through examinership and the implications for the process Irish examinership: post-eircom A look at Ireland’s fastest and largest restructuring through examinership and the implications for the process* David Baxter Tanya Sheridan A&L Goodbody, Dublin A&L Goodbody [email protected] The Irish telecommunications company eircom recently successfully concluded its restructuring through the Irish examinership process. This examinership is both the largest in terms of the overall quantum of debt that was restructured and also the largest successful restructuring through examinership in Ireland to date. The speed with which the restructuring of this strategically important company was concluded was due in large part to the degree of pre-negotiation between the company and its lenders before the process commenced. The eircom examinership demonstrated the degree to which an element of pre-negotiation can compliment the process. The advantages of the process, having been highlighted through the eircom examinership, might attract distressed companies from other EU jurisdictions to undertake a COMI shift to Ireland in order to avail of this process. he eircom examinership was notable for both the Irish High Court just 54 days after the companies Tsize of this debt restructuring and the speed in entered examinership. which the process was successfully concluded. In all, This restructuring also demonstrates the advantages €1.4bn of a total debt of approximately €4bn was of examinership as a ‘one-stop shop’: a flexible process written off the balance sheets of the eircom operating that allows for both the write-off of debt and the change companies. -
Annual Report
NEW LOOK RETAIL HOLDINGS LIMITED 128640 ANNUAL REPORT 2019/2020 NEW LOOK RETAIL HOLDINGS LIMITED 2 ANNUAL REPORT & ACCOUNTS CONTENTS Group Overview 4 Non-Executive Chairman’s statement 7 Chief Executive Officer’s statement 9 Strategic report 12 Year in review 13 Our business model 14 Our customer strategy 15 Financial review 16 Risks and uncertainties 21 Corporate social responsibility 26 Directors’ report 32 Directors’ report 32 Directors’ responsibilities for the financial statements 37 The Board of Directors 38 Financial statements 40 Independent auditors’ report 42 Financial statements 50 3 NEW LOOK RETAIL HOLDINGS LIMITED GROUP OVERVIEW New Look is a leading value-fashion multichannel retailer in the United Kingdom (“UK”) and the Republic of Ireland (“ROI”) with an online business covering key international markets We are No. 2 for overall Womenswear market share in the 18 to 24 and 18 to 44 age ranges1 At 28 March 2020 we traded from 505 stores in the UK and ROI Our online platform serves customers in 68 countries, with over 200 million visits per year Financial restructuring completed on 3 May 2019, resulting in the acquisition of New Look Limited and its subsidiaries2 and consolidation of trading results from this date 1 Based on Kantar Worldpanel published data 52 weeks ended 3 May 2020 (Womenswear by value) 2 Subsidiaries of New Look Limited include, New Look Retailers Limited, New Look Retailers (Ireland) Limited, New Look Retailers (CI) Limited, New Look Commerce (Shanghai) Co., Ltd, New Look (Singapore) PTE Ltd, New Look Germany GmbH, Geometry Properties Limited, Weymouth Gateway Property Management Limited, (Top Gun Realisations 95 Limited and Top Gun Realisations 96 Limited, both liquidated on 11 August 2020). -
Singapore's New “Supercharged” Scheme of Arrangement
KEY POINTS Feature Singapore’s new regime combines elements of the US Ch 11 process with the traditional creditor scheme of arrangement. Companies may apply for a broad moratorium that can apply to acts outside of Singapore. Moratoriums can also be granted in respect of certain related companies. There is a (cross-class) cram down mechanic in respect of unsecured debt, but its effectiveness in practice is uncertain. The changes include introduction of a “pre-packaged scheme” which bypasses the requirement for scheme meetings, where it can be demonstrated the outcome is a foregone conclusion. It remains to be seen the extent to which foreign courts will recognise and give effect to a Singapore scheme. Authors Paul Apáthy and Emmanuel Chua Singapore’s new “supercharged” scheme of arrangement In this article, the authors consider aspects of Singapore’s new “supercharged” these new provisions are based on concepts scheme of arrangement procedure and its potential use in cross border restructurings. found in Ch 11 of the Bankruptcy Code. By adopting these concepts, Singapore is seeking to create a new regime that incorporates INTRODUCTION Central to the reforms is the the “best of both worlds” of the scheme of SINGAPORE’S NEW“SUPERCHARGED” SCHEME OF ARRANGEMENT Singapore is seeking to become an augmentation of the scheme of arrangement arrangement and Ch 11 procedures. ■international debt restructuring hub, process with a number of new provisions, akin to London or New York. This aspiration some of which were adopted from the United APPLICABILITY OF SINGAPORE is unambiguously conveyed in the title of the States Bankruptcy Code (the Bankruptcy SCHEMES TO FOREIGN COMPANIES ‘Report of the Committee to Strengthen Code). -
The Scheme of Arrangement: a Viable Option for Nigerian Companies In
EMERGING MARKETS RESTRUCTURING JOURNAL ISSUE NO. 1 — SPRING 2016 The Scheme of Arrangement: A Viable Option for Nigerian Companies in a Downturn? By DIPO OKURIBIDO In Nigeria, large corporate bankruptcies are a rarity, and available literature on the subject tends to deal more with theory and provisions of existing law than with actual precedents and examples of lenders seeking liquidation, or to otherwise enforce security. Reasons abound for this situation, but perhaps the most striking of these is the fact that existing corporate insolvency legislation generally focuses on the actual liquidation of the insolvent company, as opposed to establishing buffers or moratoriums to create opportunities for its turnaround or rescue. The result of the limited insolvency regime is that Nigerian law establish a process for a Nigerian company to enter into a companies simply do not surrender to bankruptcy proceedings compromise or arrangement with its creditors or shareholders until there is clearly and absolutely no hope of survival. Up to (or any class of either of them). that point, in the gap between limping and dying, the tool of choice has been the Scheme of Arrangement. Under the rules contained in the Principal Companies Legislation1 (and supplemented in recent iterations of the The Nigerian Scheme of Arrangement Securities and Exchange Commission Rules and Regulations2), a public company would need to file an application for the The Nigerian Scheme of Arrangement is loosely based on the proposed scheme with the Nigerian Securities and Exchange UK Scheme of Arrangement. Similarly with its source material, Commission (“SEC”) and, following the SEC’s approval of the the Scheme of Arrangement provisions under Nigerian scheme, would then need to make an application to the Federal 26 EMERGING MARKETS RESTRUCTURING JOURNAL ISSUE NO. -
Schemes of Arrangement As Restructuring Tools
Schemes of Arrangement as Restructuring Tools Since the start of the current credit crunch there has been a huge increase in the use of schemes as a restructuring tool. In most cases a scheme will be the fall-back strategy for use in cases where consensual changes to creditors’ and/ or shareholders’ rights under finance documents cannot be negotiated. Often the need for a scheme will fall away, but the prospect of a scheme will have helped deliver the consensus. So as well as those schemes that see their way through to implementation, there are many draft schemes in the marketplace. The purpose of this client note is to provide an overview of the use of schemes as a creditor restructuring tool and to highlight some of the key practice points. 1 What is a scheme? constituencies. The dominant driver of the creditor negotiations will usually be the A scheme of arrangement is a very flexible and creditor(s) who hold security and/or enjoy a long-established Companies Act procedure priority in repayment on an enforcement at the which can be used to vary the rights of some or point at which the value of the business breaks all of a company’s creditors and/or shareholders. (known as the fulcrum). That said, the question As long as a scheme receives the support of the of the value of a business will invariably be a statutory majorities of each class of creditor contentious point between the various stake- and/or shareholder whose rights are affected by holders in a restructuring and the value of the it, and the court sanctions it, the scheme will be business is in any event likely to move during binding on all creditors and/or shareholders, the course of restructuring negotiations as the including those within each class voting against business continues its operations. -
India's Heavy Hedge Against China, and Its New Look to the United
29 India’s Heavy Hedge Against China, and its New Look to the United States to Help Daniel Twining 30 | Joint U.S.-Korea Academic Studies China and India together account for one-third of humanity. Both were advanced civilizations when Europe was in the Dark Ages. Until the 19th century, they constituted the world’s largest economies. Today they are, in terms of purchasing power, the world’s largest and third-largest national economies, and the fastest-growing major economies. Were they to form an alliance, they would dominate mainland Eurasia and the sea lanes of the Indian Ocean and Western Pacific that carry a preponderance of the world’s maritime energy trade. Yet these civilization-states seem destined to compete in the 21st century. India is engaged in a heavy hedge against China—although its history of non-alignment, traditional rhetoric of anti-Americanism, the dominance until recently of analysts’ tendency to view India’s security mainly in terms of its subcontinental competition with Pakistan, and the tendency for emerging market analysts to hyphenate India and China as rising economies can obscure this reality. Tactical cooperation in climate change talks and BRICS summits should not confuse us into seeing any kind of emerging India-China alignment in global affairs. Strategic rivalry of a quiet but steady nature characterizes their ties, to the point where it affects their relations with third countries: India’s relations with Russia have cooled substantially since President Putin’s tilt toward Beijing in the wake of Russia’s isolation from the West over Ukraine. -
Schemes of Arrangement
Schemes of arrangement a special supplement to www.runoffbusiness.com PricewaterhouseCoopers PricewaterhouseCoopers (www.pwc.com) is the world’s largest professional services organisation. Drawing on the knowledge and skills of more than 125,000 people in 142 countries, we build relationships by providing services based on quality and integrity. The following areas of the firm have contributed to this supplement: Solutions for Discontinued Actuarial & Insurance Insurance Business Management Solutions PricewaterhouseCoopers’ Solutions for Discontinued PricewaterhouseCoopers’ Actuarial & Insurance Insurance Business team comprises 140 insurance Management Solutions (AIMS) practice is a global experts dedicated to dealing with issues facing practice of more than 450 consultants, providing life and discontinued insurance business. The team has an non-life actuarial and insurance advisory services. With a extensive range of specialists with expertise in proven track record across five continents and practices restructuring. in 14 countries, AIMS offers the global presence, resources and expertise to meet its clients’ most critical They include qualified chartered insurance practitioners, needs. Our actuaries regularly provide advice to both the accountants, restructuring practitioners and specialists insurance industry and broader financial services in risk management, treasury and business providers. management. As part of the world’s largest professional services firm, This team has a broad range of experience, including AIMS can also call on the global expertise of auditors, board level strategic management, claims run-off tax advisers, corporate finance and discontinued management, collections, underwriting, risk insurance business specialists who specialise in the management, investigations and finance. insurance sector. The team can also draw on the strength of offices Our non-life practice is the UK’s largest practice of its around the world including dedicated staff in the US and kind. -
Schemes of Arrangement As Restructuring Tools
Schemes of Arrangement as Restructuring Tools Since the start of the current credit crunch there has been a huge increase in the use of schemes as a restructuring tool. In most cases a scheme will be the fall-back strategy for use in cases where consensual changes to creditors’ and/ or shareholders’ rights under finance documents cannot be negotiated. Often the need for a scheme will fall away, but the prospect of a scheme will have helped deliver the consensus. So as well as those schemes that see their way through to implementation, there are many draft schemes in the marketplace. The purpose of this client note is to provide an overview of the use of schemes as a creditor restructuring tool and to highlight some of the key practice points. Timeline Over time, the English courts have become increasingly willing to accept companies’ innovative arguments regarding the establishment of a “sufficient connection” with England for the purposes of a Scheme. German company English governing English governing English governing Dutch company law and exclusive German governing law and exclusive law and exclusive jurisdiction New York governing law, amended to jurisdiction jurisdiction law and non- English law No UK lenders and Mostly UK lenders Mostly UK lenders exclusive jurisdiction no other connection No COMI shift to the UK establishments Some UK customers with England COMI shift to the UK UK 2010 2011 2012 2013 2014 1 What is a scheme? 2 Who can use a scheme? A scheme of arrangement is a very flexible and Schemes need to be implemented in accordance long-established Companies Act procedure with the Companies Act 2006 and involve two court applications.