DOCSLIB.ORG

Prince's Seeing Is Believing Annual Review

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Prince's Seeing Is Believing Annual Review TRANSFORMING BUSINESS TRANSFORMING COMMUNITIES CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 01/41 CONTENT Welcome to The Prince’s Seeing is THE PRINCE’S FOREWORD 03 Believing Annual Review 2010. Please INTRODUCTION 04 navigate through the pages using the THE OPPORTUNITY FOR BUSINESS 05 arrow icons TRANSFORMING BUSINESS >> TRANSFORMING COMMUNITIES 06 NOTE: All titles and company names were correct at the time of the visits. SECTION 1 > SHAPING BUSINESS LEADERSHIP 07 A GROWING NETWORK 08 LEADING CHANGE INTERNALLY 09 DEVELOPING COLLABORATIVE ACTION 10 SECTION 2 > A TARGETED RESPONSE 12 EDUCATION 13 EMPLOYABILITY AND SKILLS 17 ENTERPRISE 26 ENVIRONMENT 29 SECTION 3 > SUPPORTING LONG TERM SOLUTIONS 34 BUSINESS ACTION ON HOMELESSNESS 35 THE PRINCE’S RURAL ACTION PROGRAMME 36 THE PRINCE’S MOSAIC PROGRAMME 37 TAKE ACTION 38 INDEX OF THE PROGRAMMES & PROJECTS VISITED IN 2010 40 CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 02/41 THE PRINCE’S FOREWORD “Time and time again, Business in the Community has proved that these visits can be crucibles for creative, collaborative action. However, even more crucial is that such engagements makes good business sense too.” CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 03/41 INTRODUCTION “As anyone who has been on a In a world where 24-hour media and enterprise and protecting the environment are visit will know, the day itself can incomprehensible amounts of information fly past relevant to all businesses and in many cases are stir up pretty powerful emotions. our eyes all day, the temptation is to think that interlinked. Attending or leading a visit can often The beauty of the programme society’s ills have been thoroughly measured and act as a vital catalyst for businesses to start re- is that, with the support of are being managed by somebody else. The Prince’s examining the impacts of their core practices and Business in the Community, we Seeing is Believing is about closing the gap reconsidering the way they operate. between boardrooms and communities. can help you and your business This year, in response to the Government’s turn your desire to help into Looking back over BITC’s 28 years of experience, Big Society aspiration, we have consulted our long-term change.” we published the “Transforming Business, leadership and learned from them about the Transforming Communities” report in December barriers to further engagement. We are working 2010. This set out the most effective ways with government to remove the barriers but businesses can make, and are making, a real our challenge remains: to engage even more difference to communities. Thanks to the businesses; to increase the amount of excellent leadership of HRH The Prince of Wales, we have work showcased through The Prince’s Seeing is used Seeing is Believing visits for over 20 years as Believing; and to reach more people in Britain’s a tool to demonstrate this best practice and inspire most deprived communities. businesses to act. 77 % of our business leaders agreed that they As anyone who has been on a visit will know, the could do more to scale-up strategic support for day itself can stir up pretty powerful emotions. The communities across their business. A good first beauty of the programme is that, with the support step on this journey would be attending one of our of Business in the Community, we can help you and Seeing is Believing visits to see the most effective your business turn your desire to help into long- innovations out there. Why not join us: you will get term change. the chance to see and understand the needs of our communities and, with the support and brokerage In 2010 our visits saw our business leaders in a provided by Business in the Community, develop wide variety of settings, discussing a broad range an appropriate response to these needs. of topics. The issues raised around finding an appropriately skilled future workforce, getting Stephen Howard Chief Executive, Business in the Community vulnerable individuals into employment, fostering CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 04/41 THE OPPORTUNITY FOR BUSINESS The Prince’s Seeing is Believing is one OUR VISITS ARE DESIGNED TO: Peter Ayliffe, President and Chief Executive, Visa Europe, 2010 Seeing is Believing delegate, said: of Business in the Community’s flagship n Identify the issues most relevant and pressing “The programme is highly effective for the to communities programmes, delivered on behalf of HRH following reasons: n Showcase examples of successful solutions The Prince of Wales since 1990. n Promote change through individual and collaborative n It facilitates direct contact with the people impacted by the actions undertaken by support organisations and business action programmes that companies like Visa can support – this is always the most powerful way of assessing their Through unique visits into the heart WE OFFER BUSINESS LEADERS THE effectiveness; of UK communities, the programme OPPORTUNITY TO: n It enables business leaders to hear directly from the offers a powerful way to challenge n Lead or attend a Seeing is Believing visit people running these support organisations about business leaders’ perceptions on key n Help us grow the network by recommending visits to their challenges and what kind of help they would most other leaders appreciate now and in the future; responsibility issues, across industries, n Use the visit to review the impact of products, n It provides an opportunity for business leaders to within individual businesses and through services and business operations exchange views and experiences amongst themselves supply chains. n Identify and take action on the social issues most and of course to make contacts that may be helpful for relevant to business them in the future; n Use our tailored In-house visits to engage your n It is very well organized and creates the right workforce environment for a very open dialogues.” Learn more about our 2011 programme OUR VISITS ARE DESIGNED TO: n Identify the issues most relevant and pressing CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 05/41 TRANSFORMING BUSINESS TRANSFORMING COMMUNITIES SECTION 1 > SHAPING BUSINESS LEADERSHIP 07 SECTION 2 > A TARGETED RESPONSE 12 SECTION 3 > SUPPORTING LONG TERM SOLUTIONS 34 CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 06/41 SECTION 1 > SHAPING BUSINESS LEADERSHIP A GROWING LEADING CHANGE DEVELOPING NETWORK INTERNALLY COLLABORATIVE ACTION Over the past 21 years, The Prince’s The Prince’s Seeing is Believing offers The Prince’s Seeing is Believing brings Seeing is Believing programme has a powerful way to bridge the gap businesses and communities together, inspired and engaged more than 7,500 between senior management ambitions transcending boundaries to tackle top UK business leaders to take action on and the enthusiasm of their company’s the often complex issues faced by our key social responsibility issues. Our 2010 workforce to impact positively on society, where companies can bring list of visit leaders and delegates gives a society. In-house Seeing is Believing about real change. snapshot of this ever-growing network. visits have been used by businesses to deliver a multiplier effect for their investment in the community. Read more Read the Heineken UK case study Read the case studies CONTENT INDEX THE PRINCE’S SEEING IS BELIEVING ANNUAL REVIEW 2010 07/41 SECTION 1 > SHAPING BUSINESS LEADERSHIP All job titles and company names were correct at the time of visit A growing network Leaders and delegates below participated in the national programme of visits In 2010, over 550 business leaders went on 44 Seeing is Believing visits across the UK, these included: David Adair Diana Breeze Visit Leader Lynne Graham Gail Johnson Gary McDowell Lee Ranson Mei-Li Tan Head of Community Affairs Director HR Central Paul Drechsler HR Director Head of Social Responsiblility Divisional Head of HR Managing Partner Managing Director – Franchise PricewaterhouseCoopers J Sainsbury plc Chairman and Chief Executive BaxterStorey & Charities Findel Education Ltd Eversheds LLP Initiative, Global Transaction Richard Akers Mark Bretton Officer Richard Greenhous Serco group plc Visit Leader Visit Leader Services Managing Director Retail Vice President, Head of Wates Group Ltd Deputy Director Tim Jones Ruby McGregor-Smith Richard Reid Citi Land Securities Group Business Process Outsourcing Eva Eisenschimmel East London Olympic Legacy Partner Chief Executive Officer Senior Partner & London Visit Leader Mark Allen UK & Europe Chief Operating Officer, Department for Communities Freshfields Bruckhaus MITIE Group Chairman Truett Tate Chief Executive Tata Consultancy Services People, Organisation & Brand and Local Government Deringer LLP David Micciche KPMG LLP Group Executive Director, Dairy Crest Group plc Helen Buck Performance James Hallatt Tim Jones Health, Safety, Environment Visit Leader Wholesale Banking EDF Energy Lloyds Banking Group Ian M Anderson Business Unit Director – General Manager Executive Director of Delivery and Sustainability Director Sir Stuart Rose Senior Director, Planning Grocery Visit Leader GlaxoSmithKline Consumer University Hospital Birmingham John Laing plc Executive Chairman Steve Waggott CB Richard Ellis Limited J Sainsbury plc Mark Elborne Healthcare UK NHS Foundation Trust Ray Mills Marks & Spencer plc Chief Executive President and Chief Executive 21st Solutions Limited Jim Arnold David Cheyne Richard Hardie Visit Leader Partner
Load more

Recommended publications
  • 87198 Construction 2025 V2.Indd
    www.bre.co.uk Meeting Construction 2025 Targets The positive impact of BRE Group products and services Construction 2025 is the joint strategy from government and industry for the future of the UK construction industry This document summarises the positive impacts in respect of these targets, Lower costs of a selection of products Industrial Strategy: government and industry in partnership BREEAM CLIP and services developed by the BRE Group. Brief average saved 150 descriptions of the projected companies a total products – BREEAM, savings of of £56 million Construction 2025 CALIBRE, CLIP and 22.56% SMARTWaste – and of BRE are also included. July 2013 Buildings assessed under Since 2003 BRE’s Construction BREEAM 2011 New Lean Improvement Construction enjoy average Programme (CLIP) has projected savings of 22.56% saved 150 companies a on their energy bills.1 total of £56 million. Construction 2025 sets out challenging construction targets for 2025 that include: CALIBRE SMARTWaste improvement in 50% exports 10% cost saving savings could equates to be £1.4 million 33% lower costs £1,144 2 per in 2015 and £1.7 house million in 20166 50% lower emissions A 10% cost saving can be Companies have saved around achieved by using CALIBRE 20% of waste going to landfill to identify non-value added by using SMARTWaste. This faster delivery activities on housing projects. is the equivalent to £1.2 50% 7 This equates to savings million a year. If this level of of around £1,1442 per waste diversion continued, house. Savings for housing then future cost savings projects using CALIBRE in could be £1.4 million in 2015 Improvement in 2013 are estimated to be and £1.7 million in 20166.
    [Show full text]
  • UK Bribery Digest
    UK Bribery Digest Edition 14 September 2020 UK BRIBERY DIGEST | EDITION 14 CONTENTS WELCOME Click to continue 1 | UK Bribery Digest Edition 14 | September 2020 Regulatory and enforcement landscape: Guidance released for an effective compliance programme Over the last 18 months we have seen a significant encourage more effective collaboration between key volume of updated compliance guidance being issued players within an organisation. by regulators and enforcement agencies. Whilst these releases are from regulators and As part of their Operational Handbook, the Serious enforcement agencies in different jurisdictions, Fraud Office (SFO) released the ‘Corporate Co- due to the increasingly global reach of white-collar operation Guidance’ in August 2019, and in crime legislation and the increased cross border January 2020, released an updated chapter on the cooperation between enforcement agencies, ‘Evaluating a Compliance Programme’. a multinational corporation would be naïve to focus on a single framework. Instead, most global With little to no warning, in June 2020 the United businesses set a standard which at least meets States Department of Justice (DoJ) also released • Transparency International — Business principles the requirements of all the leading legislation and updated guidance on the ‘Evaluation of Corporate for countering bribery guidance. By way of example of the increasingly Compliance Programs’. This was followed with an global nature of guidance, the latest FCPA Resource • United Nations Global Compact — The ten updated
    [Show full text]
  • Delivering Sustainable Buildings Savings and Payback
    Delivering sustainable buildings Savings and payback Yetunde Abdul and Richard Quartermaine Delivering sustainable buildings Savings and payback Yetunde Abdul (BRE) Richard Quartermaine (Sweett Group) ii BRE Trust is the largest UK charity dedicated specifically to All URLs accessed July 2014. Any third-party URLs are given research and education in the built environment. BRE Trust for information and reference purposes only and BRE and IHS uses the profits made by its trading companies to fund new do not control or warrant the accuracy, relevance, availability, research and education programmes that advance knowledge, timeliness or completeness of the information contained on innovation and communication for public benefit. any third-party website. Inclusion of any third-party details or website is not intended to reflect their importance, nor is it BRE Trust is a company limited by guarantee, registered in intended to endorse any views expressed, products or services England and Wales (no. 3282856) and registered as a charity in offered, nor the companies or organisations in question. England (no. 1092193) and in Scotland (no. SC039320). Registered office: Bucknalls Lane, Garston, Watford, Herts Any views expressed in this publication are not necessarily WD25 9XX those of BRE or IHS. BRE and IHS have made every effort to Tel: +44 (0) 333 321 8811 ensure that the information and guidance in this publication Email: [email protected] were accurate when published, but can take no responsibility www.bretrust.org.uk for the subsequent use of this information, nor for any errors or omissions it may contain. To the extent permitted by law, IHS (NYSE: IHS) is the leading source of information, insight BRE and IHS shall not be liable for any loss, damage or expense and analytics in critical areas that shape today’s business incurred by reliance on the information or any statement landscape.
    [Show full text]
  • Affordable Housing Viability - Brief Review
    D I S I P Housing & Development Consultants Working for you Harrogate Borough Council -Affordable Housing Viability - Brief Review Ref: DSP 14249 April 2014 Dixon Searle LLP The Old Hayloft 28C Headley Road Grayshott Hindhead GU26 6LD Contents Introduction 2 Property Market Overview 4 Development Costs 18 Sample Appraisals – Results 23 Conclusions 26 i Harrogate BC D|S|P Housing & Development Consultants 1. Introduction 1.1.1 In 2009/2010 Harrogate Borough Council had an Affordable Housing Economic Viability Assessment (AHEVA) carried out to provide part of the evidence base to the Council in developing affordable housing policies for its Sites and Policies Development Plan Document (SAPDPD) – part of the Harrogate District Local Plan. This study used a number of assumptions to test the potential impact of planning policies on development viability at a strategic level including the level of affordable housing (proportion of homes that should be affordable on residential market developments), the point at which it is requested (threshold level) and the tenure. These were correct and reflected practice at the time of undertaking and publishing the study but of course could not have foreseen future changes to a combination of market conditions (values), costs and Government policy. 1.1.2 The research informing the AHEVA (including seeking of soundings from development industry stakeholders) was carried out in the main during September to December 2009, though kept open through to the September 2010 study completion date. 1.1.3 The AHEVA assumptions need to be fixed at a point in time, to allow the appraisal stage to go-ahead.
    [Show full text]
  • 201 ,QWHUQDWLRQDO 9Aluation Handbook ,QGXVWU\ Cost of Capital
    201,QWHUQDWLRQDO9aluation Handbook ,QGXVWU\ Cost of Capital Market Results Through0DUFK 2015 Duff & Phelps &RPSDQ\/LVW 1RWH 7KLV GRFXPHQW SURYLGHV D OLVW RI WKH FRPSDQLHV XVHG WR SHUIRUP WKH DQDO\VHV SXEOLVKHG LQ WKH ,QWHUQDWLRQDO 9DOXDWLRQ +DQGERRN ̰ ,QGXVWU\ &RVW RI &DSLWDO GDWD WKURXJK 0DUFK 7KHLQIRUPDWLRQ KHUHLQ LV VSHFLILF WR WKH KDUGFRYHU ,QWHUQDWLRQDO 9DOXDWLRQ +DQGERRN ̰,QGXVWU\ &RVW RI &DSLWDO GDWD WKURXJK 0DUFK DQG LV QRW DSSOLFDEOH WR DQ\ RWKHU ERRN XSGDWH RU GRFXPHQW Cover image: Duff & Phelps Cover design: Tim Harms Copyright © 2016 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. The foregoing does not preclude End-users from using the 2015 International Valuation Handbook ࣓ Industry Cost of Capital and data published therein in connection with their internal business operations.
    [Show full text]
  • Building Better Healthcare Awards 2015 Past Attendee Profile
    building better healthcare awards 2015 Past attendee profile Job title Company Job title Company Project Director Northumberland, Tyne and Wear NHS Procurement Officer Queen Victoria NHS Hospital Trust Assistant Capital Projects Officer Northumberland, Tyne and Wear NHS Operations Manager Willmott Dixon Construction Project Supervisor Turner and Townsend Construction Manager Willmott Dixon Construction Capital Developments Manager Northumberland, Tyne and Wear NHS Pre-Construction Manager Willmott Dixon Construction Project Artist Artstop Studios Managing Director Willmott Dixon Construction Director Medical Architecture Managing Director Sweets Architect Medical Architecture Regional Director GRAHAM Construction Interior Design Medical Architecture Project Director AECOM Construction Manager Laing O’Rourke Framework and Construction Suppliers Manager University College London Hospital Clinical Nurse Manager (Dementia Services) Northumberland, Tyne and Wear FT Director of Estates University College London Hospital Director of Design Management Skansa Associate Director IBI Group Director of Estates and Construction HCA Director Jane Darbyshire & David Kendall Ltd Project Director Papworth Hospital Director Jane Darbyshire & David Kendall Ltd CEO Papworth Hospital Project Lead St Columba’s Hospice Infrastructure Development Executive VP Skansa Director of Property Sue Ryder Care Regional Leader Healthcare HOK Director Longcross Construction Senior Project Architect HOK Managing Director P+HS Architects Design Principal HOK Marketing Manager
    [Show full text]
  • Glenigan Breakfast Briefing: 20 November 2014 Delegate List
    Glenigan Breakfast Briefing: 20 November 2014 Delegate List First Name Last Name Title Company Nigel Thomas National Specification & Projects Manager ABB Ltd Carl Turbitt HVAC Sales Manager ABB Ltd Steve Bailey Senior CDM Co-ordinator Academy Consulting Solutions James Williams Associate Academy Consulting Solutions Wayne Allison Project Director Aecom Plc Bradley Edwards Sales Engineer Aggreko UK Ltd Michael Treacy CEO AIC Steel (Rowecord Engineering) Margaret O'Donoghue Manager Corporate Business Allied Irish Bank (GB) Annabelle Wilson Marketing Manager Ancon Ltd Holly Gardiner Land Consultant Arun Estate Agencies Ltd Stephen Naish Land Manager Arun Estate Agencies Ltd Robert Turner Regional Land Manager Arun Estate Agencies Ltd Jason Willetts Director Arun Estate Agencies Ltd Jacqueline Lynch Inside Sales Representative Asite Solutions Ltd Dan Tubby Business Development Director ASM Engineering Ltd Laura Clutton Marketing Executive Astins Ltd John Collins Commercial Director B & M McHugh Ltd Michelle Hall-Hussain Insight & Analytics Manager B B C - TV Licensing Bill Merry Business Development Director Balfour Beatty Engineering Services Ltd Phil Aust National Commercial Manager Ballast Phoenix Ltd Martin Blower Managing Director Bauer Technologies Ltd Rob Hales Land Manager Bellway Homes Ltd John Casey Bennett Construction Ltd Neil Callanan Real Estate Reporter Bloomberg Diego Bonamin Managing Director Bonamin Diego Simon Jones Business Development Manager Bourne Construction Engineering Ltd Oliver Harman Bid Coordinator Bouygues (UK)
    [Show full text]
  • Build to Last Annual Report and Accounts 2017 Contents
    Build to Last Annual Report and Accounts 2017 Contents Strategic Report Chairman’s introduction 02 The transformation of Group Chief Executive’s review 04 Group at a glance 06 Balfour Beatty is Market review 08 well underway Business model 10 Our priorities 12 What we have been doing in 2017 16 Group Chief Directors’ valuation of the Executive’s review Investments portfolio 26 p04 Building a sustainable business 29 Measuring our performance 38 Chief Financial Officer’s review 44 Risk management framework 48 Performance review Principal risks 51 by segment Viability statement 57 Governance Chairman’s introduction 58 What we have been Leadership 60 doing in 2017 Effectiveness 63 p16 Accountability 67 Directors’ report – other disclosures 72 Remuneration report 76 Acting responsibly to protect Financial Statements and enhance the Independent auditor’s report 88 Financial statements 94 environment and support Notes to the financial statements 102 local communities Other Information Building a sustainable business Unaudited Group five-year summary 174 p29 Shareholder information 175 Front cover images (clockwise): Dorenell wind farm: this £20 million overhead line will connect a key Scottish wind farm to the national grid. Cooper’s Hill retirement development: this luxury facility includes 78 retirement properties, a health club, swimming pool, restaurant and library. The Dallas Horseshoe: following a distinctive U-shaped path, this design-build project upgraded 73 miles of road and 37 bridges to reduce congestion in Dallas, Texas. Balfour Beatty Annual Report and Accounts 2017 Strategic Report Governance Financial Statements Other Information 01 2017 progress Build to Last Lean Today, Balfour Beatty is well placed to drive £335m 2016: £173m sustainable profitable growth, underpinned Net cash excluding by a strong balance sheet.
    [Show full text]
  • Awarding of Contracts - Period from 11 February to 4 May 2016
    EAST AYRSHIRE COUNCIL GOVERNANCE AND SCRUTINY COMMITTEE - 19 MAY 2016 AWARDING OF CONTRACTS - PERIOD FROM 11 FEBRUARY TO 4 MAY 2016 Report by the Chief Governance Officer PURPOSE OF REPORT 1. The purpose of this report is to provide, for information, details of tenders which have been accepted on behalf of the Council for the period from 11 February to 4 May 2016. The amounts shown are the actual costs of the contracts and are exclusive of professional fees. BACKGROUND 2. The Corporate Governance Committee at its meeting held on 8 June 2006 (Item 7, Page 2273, 03/07) subsequently at the Council meeting on 24 March 2011 (Item 7, page 1584, 2007/2012) and most recently on 25 June 2015 (Item 15, page 1419, 13/17) agreed to approve and adopt the revised Standing Orders relating to Contracts and Tendering, which apply to all contracts for the supply of goods and materials, for the provision of services or for the execution of works. The contracts were awarded in terms of these Standing Orders. CONTRACTS 3. The outcome of the tendering process in respect of each contract is shown at Appendix I together with the anticipated contract duration times, where applicable. FINANCIAL IMPLICATIONS 4. The Client Departments confirmed that the cost of the works could be provided from existing budgets. LEGAL/AUTHORITY IMPLICATIONS 5. The contracts referred to in this report were awarded in terms of Paragraph 9 of the Council's Standing Orders Relating to Contracts, and are reported to Committee having regard to the terms of Paragraph 26(6), in respect of all works contracts and contracts for the supply of goods and materials and the provision of services with a value in excess of £50,000.
    [Show full text]
  • East Northamptonshire Local Plan Viability Assessment
    East Northamptonshire Local Plan Viability Assessment Prepared for East Northamptonshire Council January 2021 Contents 1 Summary 3 2 Introduction 6 3 Methodology and appraisal approach 18 4 Appraisal assumptions 23 5 Appraisal outputs 33 6 Assessment of appraisal results 34 7 Conclusions and recommendations 58 Appendices Appendix 1 - Policy review Appendix 2 - Residential sales values Appendix 3 - BCIS costs Appendix 4 - Sites details Appendix 5 - Appraisal results (present day) Appendix 6 - Appraisal results (with growth) Appendix 7 - Appraisal results (downside sensitivity) Appendix 8 - Sample appraisal Anthony Lee MRTPI MRICS Senior Director – Development Consulting BNP Paribas Real Estate 5 Aldermanbury Square London EC2V 7BP 020 7338 4061 [email protected] realestate.bnpparibas.com 2 1 Summary 1.1 This report tests the ability of developments in the District of East Northamptonshire to accommodate emerging policies in the Draft East Northamptonshire Part 2 Local Plan, alongside policies in the adopted North Northamptonshire Joint Core Strategy (‘JCS’). 1.2 The study takes account of the impact of the Council’s planning requirements, in line with the requirements of the National Planning Policy Framework (‘NPPF’); the National Planning Practice Guidance (‘PPG’) and the Local Housing Delivery Group guidance ‘Viability Testing Local Plans: Advice for planning practitioners’. Methodology 1.3 The study methodology compares the residual land values of a range of development typologies reflecting the types of developments expected to come forward in the District over the life of the new Local Plan. The appraisals compare the residual land values generated by those developments (with varying levels of affordable housing and other emerging policy requirements) to a benchmark land value to reflect the existing value of land prior to redevelopment.
    [Show full text]
  • Sector Review
    SECTOR REVIEW DECEMBER 2014 The Consulting Engineering and Architectural Groups A Swedish and International survey IN CO-OPERATION WITH The Danish Association of The Icelandic Association of Consulting Engineers Consulting Engineers Association of Consulting The Finnish Association of RÅDGIVENDE INGENIØRERS FORENING Engineers, Norway Consulting Firms The Association of Finnish Architects’ Offices Sector Review • The Swedish Federation of Consulting Engineers and Architects • December 2014 1 2 Sector Review • The Swedish Federation of Consulting Engineers and Architects • December 2014 Contents Foreword by the Association’s THE NORDIC MARKET 25 THE INTERNATIONAL chairman 5 MARKET 49 Nordic comparison of key An “infrastructure push” could business ratios 26 International development 50 speed up recovery 6 The 100 largest architectural The world’s 10 largest groups 50 THE SWEDISH MARKET 8 groups in the Nordic area 27 Listed consultancies in the West Sector development 2013 FRI – The Danish market 29 – a comparison 51 and 2014 8 Denmark’s 100 largest groups 32 Europe’s 50 largest Sector development by sectors 9 RIF – The Norwegian market 34 architectural groups 52 Swedish structural deals 13 Norway’s 100 largest groups 38 Europe’s 300 largest groups 53 Key business ratios for the largest FRV – The Icelandic market 40 Swedish consulting firms 14 Iceland’s 15 largest groups 42 The 50 largest architectural groups 16 SKOL – The Finnish market 43 The 50 largest groups in industrial ATL – The Finnish market 45 engineering 17 Finland’s 100 largest groups 47 The 30 largest groups in Sweden 18 Sweden’s 300 largest groups 19 Frankfeldt Grafisk Form AB JNG Ainscough HB, translations The pictures on the cover were provided by Semcon; Ineko Stockholm 2014 semcon.com.
    [Show full text]
  • 1 Mergers, Acquisitions and the Evolution Of
    MERGERS, ACQUISITIONS AND THE EVOLUTION OF CONSTRUCTION PROFESSIONAL SERVICE FIRMS ABSTRACT Whilst mergers and acquisitions are a favoured means of strategic renewal and expansion for firms, scant academic attention has been placed on the growth patterns of construction professional services firms (CPSFs). This paper focuses on the role of mergers and acquisitions in the evolution of CPSFs. The findings are based on an analysis of the growth patterns of the top 25 CPSFs in the United Kingdom between 1988 and 2013. Since the 1990s, the increase in merger and acquisition activity has shaped the size, international presence, and multi- disciplinary reach of the major CPSFs. However, CPSFs differ with respect to the intensity with which mergers and acquisitions are pursued. Whilst large, public limited companies are active acquirers, smaller and/or privately-owned firms succeed in growing with a more selective acquisitive strategy, as they tend to rely more on organic growth. The findings call construction economists to attend to how acquisitions are radically changing the construction landscape and its main players. As the competitive advantage of firms is increasingly human capital-based, the example of the privately-owned CPSFs that rely on organic modes of growth prompts a critical rethink of the role of mergers and acquisitions in firm growth. Key words: merger, acquisition, construction professional services firm, evolution, strategy, growth. 1 INTRODUCTION Mergers and acquisitions (M&As) have become primary vehicles of strategic renewal and expansion, as firms seek worldwide reach and positioning in a competitive global arena (Hitt et al., 2012; Angwin, 2012). In 2013, the global value of M&A transactions reached USD 2.2 trillion (Mergermarket, 2013).
    [Show full text]