DOCSLIB.ORG

1026 Leics Promo Report & Accounts

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
1026 Leics Promo Report & Accounts Annual Report 2007/08 We are on our way to achieving our mission of being recognised as a leading-edge destination management partnership. Corporate Vision 1. and Mission Statement As the official Destination Management Organisation for Leicester and Leicestershire, Leicester Shire Promotions is committed to promoting the destination to visitors and investors. Corporate Vision The company aspires to be recognised as a leading Destination Management Organisation delivering innovation, creativity and results that are seen by its peers to be leading edge. The company is geared towards the achievement of this by focusing on three areas: • To improve the ‘drawing power’ of Leicester and Leicestershire • To actively work with emda and regional partners to improve the economic performance of the region • To be financially stable and viable Mission Statement Leicester Shire Promotions will help to shape and facilitate a strong and successful destination renowned for its progressive, well-rounded approach and its unique blend of world-class attributes. We will establish and develop a profile of Leicester and Leicestershire as destinations of choice within England and the most distinctive within the East Midlands. We will strive to deliver one cohesive destination, which seamlessly embraces the diversity of facets. 2 Leicester Shire Promotions Annual Report 2007/08 Contents 1. Corporate Vision and Mission Statement 2 2.Chair and Chief Executive’s Reports 4-5 3-4 3. Operating Summary 6-17 Key Achievements & Performance against KPIs 6-7 Tourism 8-9 District Partnerships 10-11 Investment 12-13 Marketing 14-15 PR and Communications 16-17 4. Case Studies 18-25 Tourism - Taxi Project 18-19 Investment - ATX Software 20-21 Marketing - Stay Play Explore 22-23 Image - One Leicester 24-25 5. Financial Statements 26 6. Corporate Governance 27 7. Organisational Structure 28 8. Who’s Who at Leicester Shire Promotions 29 9. Overview of Corporate Plan for 2007/8 30-31 Leicester Shire Promotions Annual Report 2007/08 3 Chairman and 2. Chief Executive’s Report In the last year, Leicester Shire Promotions has continued to make significant gains and has built up a strong financial and operational platform. A number of these key achievements and success stories are highlighted later in this report. This platform will become invaluable as we seize several key challenges and opportunities in the year ahead, ranging from securing additional funding to the introduction of a new economic development company for the destination. Our year-end results, reporting back on the targets and key performance indicators set at the beginning of the year, have shown a positive shift in terms of a significantly raised profile for the destination, increased overnight stays and visits, and jobs created and safeguarded. The indicative STEAM figures elsewhere in this report show that this activity has made a significant impact on the local economy. The last year has seen much excitement at the impending completion of major regeneration projects, particularly in the city with the new Highcross Leicester and Curve theatre developments. In terms of the business offer, the regeneration work, largely focused on the Leicester Regeneration Company’s Masterplan, has already begun to create new opportunities for investors and companies. From a personal viewpoint and further to my announcement last year, I will be retiring from my role as Chairman of Leicester Shire Promotions following the completion of my tenure. I look back over my time at Leicester Shire Promotions with enormous satisfaction and pride. I am confident that following the many achievements over which I have presided, we have left the company in a position of great strength. I would also like to take this opportunity to wish my fellow directors and the Chief Executive every success for the future. The developments above, along with many others, will continue to strengthen the offering of the city and county for visitors and investors. With such a transformation in the destination ‘product’ over the coming months, I am confident that the team at Leicester Shire Promotions will take advantage of this unique opportunity to successfully promote Leicester and Leicestershire to a worldwide audience. Angela Lennox, Chairman 4 Leicester Shire Promotions Annual Report 2007/08 The results listed in this Annual Report provide us with further evidence that we are on our way to achieving our mission of being recognised as a leading-edge destination management partnership. This clear focus and proven ability to deliver leaves us well positioned to become a new and essential delivery vehicle as part of a new approach to delivering economic development across the whole county. We welcome the clearer strategic direction this will provide and look forward to continuing to play a vital role in the economic success of Leicester and Leicestershire. We also take great pride that when we hand the delivery of investment services over to the new agency, it will be operating at the peak of its performance to date, a fact demonstrated by the recent endorsement of our work from an independent review by DTZ. This Annual Report is testament to the clear focus and direction of the company. We have a powerful foundation on which to develop and evolve our activity. We will continue to maximise the value of our investment and the impact that results. Martin Peters, Chief Executive Leicester Shire Promotions Annual Report 2007/08 5 3. Operating Summary Key Achievements Key Performance Indicator Percentage achieved Evidence significant influence over 500 new bed nights attached to conference events 443% Increase unique visitors to the conference website from 500 to 750 per month average 154% Secure financial support from private sector partners of £25,000 for joint initiatives 208% for the serviced accommodation sector, including SFR Increase unique visitors to the leisure website from 1,500 to 2,000 per month average 272% Increase active records on leisure tourism database from 1,000 to 15,000 171% Create and safeguard 1,200 jobs, of which 1,000 would be core outputs as defined by emda 110% Secure financial leverage from 5 commercial partners with service level agreements 160% Secure 10 positive national features on Leicestershire, including at least 1 TV slot of a minimum 90 seconds 430% People assisted in their skills development (Leicestershire) 292% KPIs Summary 2007/08 2007-08 2007-08 OBJECTIVE KPI Description / TARGET target actual Objective 1: Business Tourism: To create and Evidence significant influence over 500 new bed nights attached to 500 2,217 implement a focused, conference events proactive event bidding unit to support the wider strategic objectives for Increase unique visitors to the conference website from 500 to 750 9,000 13,882 the destination per month average To create a prioritised target list of 50 events 50 50 Increase active records on business tourism database to 2,000 2,000 1.010 Objective 2: Leisure Evidence a minimum of 3,650 bed nights significantly influenced by Tourism: To promote 3,650 2,336 Leicester, Leicestershire LPL activity (includes 150 direct bookings) and Rutland as a destination of choice for leisure tourism Secure financial support from private sector partners of £25,000 for joint initiatives for the serviced accommodation sector, 25,000 51,875 including SFR Increase unique visitors to the leisure website from 1,500 to 2,000 24,000 65,182 per mth average Increase active records on leisure tourism database from 1,000 to 15,000 25,640 15,000 6 Leicester Shire Promotions Annual Report 2007/08 2007-08 2007-08 OBJECTIVE KPI Description / TARGET target actual Objective 3: For Invest Create and safeguard 1,200 jobs, of which 1,000 would be core outputs as defined Leicestershire to make an ever 1,200 1,322 by emda growing contribution to Leicester and Leicestershire's Secure financial leverage from 5 commercial partners with service level wealth creation through job 5 8 agreements creation and safeguarding Increase unique visitors to the Invest Leicestershire website from 3,000 to 3,500 39,208 33,145 per month average Increase the number of active investment records from 1,700 to 2,000. 2,000 1,809 Objective 4: To develop a wide awareness of, and create Secure financial leverage of £25,000 from partners to support joint initiatives 25,000 45,000 positive associations with, the Leicestershire and Rutland Secure 10 positive national features on Leicestershire, including at least 1 TV slot of brands 10 43 a minimum 90 seconds Develop an active database of 1,000 records of influencers and stakeholders locally 1,000 1,000 and nationally Objective 5: To drive up the Increase the provision of quality assured facilities by 60 of all accommodation quality of the visitor experience 60 45 stock. (Leicestershire) in Leicester, Leicestershire and Rutland Increase the provision of quality assured facilities by 10 of all accommodation 10 6 stock. (Rutland) Accommodation images uploaded onto Englandnet (Leicestershire) 126 138 Accommodation images uploaded onto Englandnet (Rutland) 40 42 People assisted in their skills development (T6) (Leicestershire) 25 73 People assisted in their skills development (T6) (Rutland) 5 4 Objective 6: To deliver improved intelligence on the Hold six-monthly briefings to inform partners of trends and forecasts 2 2 tourism industry to all stakeholders Number of hotels participating in LJ forecaster (Leicester) 9 3 Participation in Steam of 80% of local authorities 8 6 Leicester Shire Promotions Annual
Load more

Recommended publications
  • 2004 R-R Global Hotel Directory
    Confidential Rolls-Royce 2004 Global Hotel Programme BTI Consulting UK Ireland COUNTRY Tax & Breakfast General Hotel Date range $/£ Location Info info Information single double CITY double Upgrade Standard Standard Upgrade single Bedford Moat House Tax incl: Yes LRA: Yes Onsite parking: Yes St. Mary's Street Svc incl: No Cxl pol: 2pm Airport: LTN UK - England Bedford B/fast incl: Yes ID: n/a Distance to apt: 20 United Kingdom 1 Jan - 31 Dec GBP 75 95 75 95 B/fast type: Full Diamond: N/A MI Bedford Tel: 44 1234 799988 B/fast cost: GBP Star: N/A Comp apt transfer: Fax: 44 1234 799902 11.5 Type: Full service No www.moathousehotels.com Jurys Inn Birmingham LRA: Yes Onsite parking: Yes 245 Broad Street Tax incl: Yes Cxl pol: 4pm Airport: BHX UK - England Birmingham Svc incl: Yes ID: Rolls-Royce Distance to apt: 12 United Kingdom 1 Jan - 31 Dec GBP 71 71 B/fast incl: Yes Diamond: MI Birmingham Tel: 44 121 606 9000 B/fast type: Full Star: Comp apt transfer: Fax: 44 121 606 9001 B/fast cost: GBP 8 Type: Limited No www.jurysdoyle.com service Hilton Bristol Woodlands Lane Tax incl: Yes LRA: Yes Onsite parking: Yes Bradley Stoke Svc incl: No Cxl pol: 4pm Airport: BRS UK - England Bristol B/fast incl: No ID: Rolls-Royce Distance to apt: 18 1 Jan - 31 Dec GBP 95 130 95 140 United Kingdom B/fast type: Buffet Diamond: MI Bristol - Filton Tel: 44 1454 201144 B/fast cost: GBP Star: Comp apt transfer: Fax: 44 1454 612022 13.5 Type: Full service No http://www.hilton.com Express By Holiday Inn Bristol North LRA: Yes Great Stoke Wy Tax incl: Yes Cxl pol: 4pm
    [Show full text]
  • Art & Design 2011
    SHOWART & DESIGN 2011 10 - 18 JUNE I 2011 SHOW 2011 I FOREWORD FOREWORD I am delighted to introduce You are entering a world in encountered, the responses you to our world of Arts, Media which staff and students work they made and the positive and Design with its talented closely together in order to energy that was set free during students who are inspired, respond to the challenging this creative process. This body with staff who are inspirational, demands of our courses, and of work has not been created with its colourful spaces in the expectations of an industry in a vacuum, but within the which messy workshops and whose importance continually standards and expectations studios are transformed into evolves and grows, as long as industry is setting and this is the cool and serene galleries. there are people out there who seed for future opportunities desire all that is beautiful and within the creative industries, appreciate good design. the guarantor for successful graduate employment. I am The journey our Art, Media confident that our graduates and Design students undertake will make it out there. They is an exciting one. From their leave us not only armed with an first day with us here they enormous amount of knowledge are exposed to challenges and skills but with a burning which question everything desire and curiosity to learn they know about themselves and experience more about the and the world, which force subject they love. them to position themselves as individuals, as students, as I am proud to lead a Faculty artists and designers.
    [Show full text]
  • Business Travel, Hotels, and Environmental Sustainability
    BUSINESS TRAVEL, HOTELS, AND ENVIRONMENTAL SUSTAINABILITY An exploration of business travellers’ environment-related practices at the travel destination Wouter Geerts Thesis submitted in accordance with the requirements for the degree of Doctor of Philosophy, University of London 2014 Department of Geography Royal Holloway, University of London DECLARATION OF AUTHORSHIP I, Wouter Geerts, hereby declare that this thesis and the empirical work presented in it is entirely my own. Where I have consulted the work of others, this is always clearly stated. Signed: Date: -2- ABSTRACT This thesis explores what evidence there is that business travellers engage in environment- related practices (ERP) when they are at their travel destination, and evaluates what scope there is to expand the uptake of pro-environmental practices. Research at the intersection between environmental behaviour and flying has been undertaken before, but to my knowledge no published research has covered the practices of business travellers at the destination (in situ practices). The opportunities for business travellers to make pro- environmental choices, but also the influence of corporate and hotel structures on these choices, deserves further investigation. To better understand business travellers’ in situ practices, empirical research was undertaken in London, UK, with three groups of stakeholders that are involved in business travel, namely hotel managers, individual business travellers, and to a lesser extent their employers. This source triangulation allowed for an understanding of in situ practices from the perspective of different integral actors, and enhanced the research’s reliability and rigour. Interviews were carried out with 34 business travellers, 22 London hotel managers and 4 company representatives, and business travellers were observed in hotel settings.
    [Show full text]
  • Recommended Accommodation/Hotels, B&B Et
    ICOMOS Advisory Committee/Comité Consultatif de l’ICOMOS Edinburgh, UK, September/Septembre 2006 Recommended Accommodation/Hotels, B&B et auberges recommandées Name Type Rating * Price Range Tel/Fax No. Web Address Email per person per night The Balmoral Hotel Five star £178.50 - T. +44 (0) 870 4607040 www.thebalmoralhotel.com [email protected] £768.50 F. +44 (0) 131 5578740 The Scotsman Hotel Five star £80.00 - T. +44 (0) 131 5565565 www.thescotsmanhotel.co.uk [email protected] £350.00 F. +44 (0) 131 6523652 The Carlton Hotel Four star £70.00 - T. +44 (0) 131 4723000 www.paramount-hotels.co.uk/carlton [email protected] £225.00 F. +44 (0) 131 5562691 Radisson Hotel Four star £45.00 - T. +44 (0) 131 5579797 www.radissonsas.com [email protected] £160.00 F. +44 (0) 131 5579789 MacDonald Hotel Four star £45.00 - T. +44 (0) 131 5504500 www.macdonaldhotels.co.uk [email protected] Holyrood £135.00 F. +44 (0) 131 5288088 Apex City Hotel Four star £50.00 - T. +44 (0) 845 6083456 www.apexhotels.co.uk [email protected] £180.00 F. +44 (0) 131 6665128 Apex Hotel Four star £35.00 - T. +44 (0) 845 6083456 www.apexhotels.co.uk [email protected] International £120.00 F. +44 (0) 131 6665128 Mount Royal Hotel Three £75.00 - T. +44 (0) 131 2257161 www.ramadajarvis.co.uk [email protected] Ramada Jarvis star £175.00 F. +44 (0) 131 2204671 Old Waverley Hotel Three £45.00 – T.
    [Show full text]
  • Ramada International and Jarvis Hotels Sign Major Franchise Agreement; Ramada International Returns to Great Britain
    Ramada International and Jarvis Hotels Sign Major Franchise Agreement; Ramada International Returns to Great Britain LONDON, June 12 -- Ramada International Hotels & Resorts, a division of Marriott International, Inc. (NYSE: MAR), announced today that it has reached an agreement with Jarvis Hotels PLC that will result in a franchise agreement encompassing approximately 55 hotels and 6,100 rooms. The agreement marks the return of the Ramada International brand to Great Britain after a two-year absence. The conversion of Jarvis' hotels is expected to be completed by September 2001. All properties will be operated by Jarvis Hotels and will carry one of the following brand names: ● Ramada Plaza Hotel ● Ramada-Jarvis Hotel ● Ramada Resorts "We are delighted to bring Ramada's unique brand of hospitality back to Great Britain. We believe Jarvis hotels fit perfectly with Ramada's brand standards and culture. Both of our companies share a passion for providing quality and service to our guests at affordable prices," said Reas Kondraschow, senior vice president and managing director for Ramada International Hotels & Resorts. "The partnership between Jarvis Hotels PLC and Ramada International Hotels & Resorts marks an important new milestone in our history. It allows us to fly an international flag and provides a major platform for us to leverage our undoubted management and marketing skills in the fast changing hotels' marketplace. It will also allow us to obtain all the advantages of a link with a strongly branded global marketing system as well as bringing important synergies and cost savings across the business. We look forward to the future with confidence," said John Jarvis, Chairman Jarvis Hotels PLC.
    [Show full text]
  • Brochure Inside Pages 14/9/05 14:19 Page 1
    Travel Awards Cover 14/9/05 14:09 Page 1 brochure inside pages 14/9/05 14:19 Page 1 Introduction Welcome to the 19th annual Guardian, Observer and For those whose livelihoods depend on tourism, Guardian Unlimited Travel Awards. As the longest- 2004 ended on a terrible note. The devastating running independent survey of its kind, we believe tsunami which swept through the Indian Ocean was the results published in this brochure offer a unique proof of just how fragile this industry can be. But it and fascinating insight into the tastes and also served to illustrate the regenerative power of preferences of discerning travellers today. tourism. Predictions at the time that hotels would be up and running within weeks seemed impossibly Size isn’t everything, or so they say. And once again optimistic but the cynics were proved wrong, as the results of our survey prove that, when it comes destinations like Thailand, the Maldives and Sri to choosing a holiday, our readers tend to favour the Lanka hurried to rebuild their battered infrastructure. smaller, specialist companies over the big mass market operators. The same principle applies to their The fortunes of the travel industry have always preferred destinations. If these awards were judged been particularly vulnerable to events such as purely on the number of entries, then you might natural disasters or terrorism, but the huge response expect favourites such as France and Spain to win to these awards shows that our appetite for travel is every year. Our unique scoring system ensures that as strong as ever.
    [Show full text]
  • European Hotel Transactions 2004
    European Hotel Transactions 2004 This issue has been published by the London Office of HVS International 2005 Edition Philippa Bock and Bernard Forster good covenants, together with the availability of a buyer and the offer Introduction exceptional level of private equity and matching the vendor’s expectations. institutional capital becoming available. During 2004, HVS recorded a total of he European hotel industry staged 137 single asset hotel transactions of a good recovery in 2004, having more than €7.5 million, the minimum experienced significant instability T amount set for a transaction to qualify in recent times as a result of numerous European Single for inclusion in our survey. The total unprecedented events worldwide. The volume of single asset transactions was resilience of the hotel market, as proven Asset Transaction particularly impressive, resulting in a over the last three years, has resulted in Activity record level of investment; this hotel real estate now being considered a investment, at approximately €4 billion, mainstream asset class. Moreover, the ith no unprecedented events was 21% higher than it was the previous upside of hotels in a recovering market occurring in Europe during year. Single asset transactions accounted is very appealing, with the positive 2004 to send the industry into W for approximately 45% of the total leverage resulting from improved turmoil, the signs in late 2003 that many investment activity, less than the profitability creating a very attractive European markets were at the bottom of previous year; however, this was environment for investors. their cycles proved correct, with a understandable considering the strong In 2004, the European hotel number of European markets enjoying increase in portfolio activity following investment market shifted into top gear RevPAR growth in 2004.
    [Show full text]
  • Marriott, Express and Thistle Hotels, Inverness
    Marriott, Express and Thistle Hotels, Inverness Background Inverness Hotels Association (IHA) is a group of 21 of the main hotels in Inverness including hotels from the world’s leading hotel groups – the Marriott, Thistle, Ramada Jarvis, Best Western and Express by Holiday Inn. As a group the IHA works together to enhance the hospitality and tourism industry in Inverness, both in terms of the guest experience and also on behalf of hotel employees. Why the need for work-based ESOL classes? Since 2005 the number of migrant worker employees from Eastern Europe has increased rapidly and, in the IHA's experience, the English language competence of more recent migrant worker recruits has dropped from the standard of earlier arrivals. According to the IHA migrant workers in hotels are typically employed in Housekeeping, Portering, Restaurants, Bars and Kitchens, and occasionally in Reception. Employees lacked confidence in interacting with guests, especially in the dining rooms. Managers and supervisors found that employees were not following instructions because they did not understand them. Stephen Gow, General Manager of the Thistle Hotel, Inverness and IHA Chairperson states, “If employees were to interact effectively with colleagues and guests it became clear that we would need to offer work-based English classes to improve migrant worker employees’ communication skills in the field of hospitality.” How did the Inverness hotels get started with work-based ESOL classes? The IHA approached a training consultant who put them in touch with the Workers’ Educational Association (WEA), Highland. The WEA runs a very successful English At Work Programme in Inverness where they can offer ESOL classes tailored to suit the needs of employers.
    [Show full text]
  • European Hotel Transactions 2002
    HVS INTERNATIONAL EUROPEAN HOTEL TRANSACTIONS 2002 This edition has been published by the London Office of HVS International 2002 Edition Philippa Bock and Bernard Forster 76% respectively, with approximately Over the past three years liquidity Introduction €1.1 billion of single asset sales within the European hotel market has uropean hotel investment activity transactions recorded and €2.1 billion improved, with the total value of came to a near standstill in the of portfolio transactions. single asset hotel transactions rising months immediately following phenomenally; in 2001 there was a E € the sudden and unprecedented terrorist record high of over 3.2 billion. This atrocities in the USA. Nevertheless, European Single represented a 44% increase upon the the strength of the European hotel total value of transactions in 2000 and investment market in 2001 prior to Asset Transaction an astounding 108% increase since 1998. these events was phenomenal, resulting It is also interesting to note that, in in record levels of investment activity Activity addition to the increased volume of in both single asset and portfolio uring 2001 we recorded a total of transactions, the average price sales transactions. In 2001 the total 80 single asset hotel transactions achieved per room increased by 35% investment volume of single asset Dwhich met the criteria for between 1999 and 2001. This trend has transactions over €7.5 million achieved inclusion within our survey. These not yet been repeated in 2002; however, a new all-time record of over represented an 11% increase compared several quality single assets are €3.2 billion, an increase of over 44% with the previous year’s 72 qualifying currently being marketed (or are on the previous year.
    [Show full text]
  • UK Hotels: Slowdown Not Meltdown
    Hospitality and Leisure Hospitality Directions Europe UK hotels: slowdown not meltdown PricewaterhouseCoopers’ latest forecast for the UK hotel sector for 2008 to 2009 calls for a slowdown in demand and decelerating room rate growth but concludes that there is still plenty to play for on the UK hotel scene February 2008 Issue 17 UK hotels: slowdown not meltdown Key findings Change is coming Likely fallout for the hotel sector UK economic growth in 2008 looks increasingly • Main scenario uncertain and some sort of a slowdown now appears inevitable. Commenting on the global financial crisis, UK revenue per available room (RevPAR) has seen George Soros has said that now we are at least dealing growth each year since 2002. Our latest forecast for the with known unknowns, but warns that after the financial UK is for continued RevPAR growth of 4.1 per cent this crisis is resolved the fallout will take time to impact the year and 3.6 per cent in 2009. For London, the power ‘real’ economy.1 house driving UK growth, we expect an end to double digit RevPAR growth; although we could still see 6.0 What will be the scale of the fallout for the hotel sector? per cent RevPAR growth this year and a further 4.4 per Clearly an economic slowdown will translate into cent gain in 2009, this will be a sharp fall compared to weaker demand growth in the second half of 2008. the growth realised in 2007. If this forecast is achieved, The fallout, including a lack of confidence, will impact RevPAR could pass £100 for the first time in the capital corporate travel budgets and overstretched consumers and top £50 in the Provinces in 2008.
    [Show full text]
  • 10694183.Pdf
    UK hotel industry brand equity : Its meaning and uses for brand management. BAILEY, Rob. Available from the Sheffield Hallam University Research Archive (SHURA) at: http://shura.shu.ac.uk/19302/ A Sheffield Hallam University thesis This thesis is protected by copyright which belongs to the author. The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the author. When referring to this work, full bibliographic details including the author, title, awarding institution and date of the thesis must be given. Please visit http://shura.shu.ac.uk/19302/ and http://shura.shu.ac.uk/information.html for further details about copyright and re-use permissions. Sheffield S iY w b " 101 853 261 7 Sheffield Hallam University Learning and IT Services Adsetts Centre City Campus Sheffield S1 1WB l Fines are charged at 50p per hour 2 3 JUL 2008 3 » JUL 2008 ^ j L M- 0 % ^ Oo~\ f ' v1 2 5 JUL, 20D8 ^ Ue/tT'Loaff (Jen 2 8 JUL 2008 29 JUL 2008 ^ r 3 0JUL 2008 St 0\<" I (WV REFERENCE ProQuest Number: 10694183 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a com plete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. uest ProQuest 10694183 Published by ProQuest LLC(2017). Copyright of the Dissertation is held by the Author.
    [Show full text]
  • Barclays Bank/ Kew Green Hotels Regulation (Ec)
    EN Case No COMP/M.6058 - BANK OF SCOTLAND/ BARCLAYS BANK/ KEW GREEN HOTELS Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 02/02/2011 In electronic form on the EUR-Lex website under document number 32011M6058 Office for Publications of the European Union L-2985 Luxembourg EUROPEAN COMMISSION Brussels, 28.2.2011 C(2011)1379 final In the published version of this decision, some MERGER PROCEDURE - PHASE I information has been omitted pursuant to Article ARTICLE 6(1)(B) DECISION 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and other confidential information. The omissions are PUBLIC VERSION shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. To the notifying parties: Dear Sir/Madam, Subject: Case No COMP/M.6058 – BANK OF SCOTLAND/ BARCLAYS BANK/ KEW GREEN HOTELS Notification of 24 January 2011 pursuant to Article 4 of Council Regulation N° 139/20041. 1. On 24 January 2011, the European Commission received a notification of a proposed concentration pursuant to Article 4 of the Regulation N° 139/2004 by which the Bank of Scotland plc, whose ultimate parent is Lloyds Banking Group plc (together "LBG") and Barclays Bank plc ("Barclays") (together the "notifying parties") acquire joint control over Kew Green Hotels Limited ("Kew Green"), by way of purchase of shares and contract. 1 OJ L 24, 29.1.2004, p. 1 ("the Merger Regulation"). With effect from 1 December 2009, the Treaty on the Functioning of the European Union ("TFEU") has introduced certain changes, such as the replacement of "Community" by "Union" and "common market" by "internal market".
    [Show full text]