DOCSLIB.ORG

G4S 2019 Integrated Report and Accounts

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
G4S 2019 Integrated Report and Accounts G4S plc Integrated Report and Accounts 2019 INTEGRATED REPORT AND ACCOUNTS 2019 Securing your world Our purpose – securing your world Who we are What we do Our Values G4S is the world’s leading global, integrated G4S plays a valuable and important role in security company. We offer a broad range society. As a major global employer we of security services delivered on a single, make a difference by helping people to live multi-service or integrated basis across six and work in safe and secure environments. continents. We have been investing in G4S takes a fully integrated approach to technology, software and systems. The its strategy and Corporate Social Group’s technology-related security Responsibility (CSR). See page 22 for revenues (see page 5) were over £3bn in more information on our CSR 2019 (2018: £2.8bn). approach and impact on society. Our values underpin everything we do and are brought to life by the behaviours and services provided by our 558,000 people each and every day. Highlights On 26 February 2020, G4S announced a significant milestone in the execution of its corporate strategy with an agreement to sell the majority of its conventional cash solutions businesses (the “Transaction”), greatly enhancing our strategic, commercial and operational focus. As at 28 April 2020, around 71% of the Transaction had completed. Statutory results1 Underlying results2 REVENUE OPERATING CASH FLOW REVENUE OPERATING CASH FLOW £7.8bn £504m £7.7bn £633m (2018: £7.5bn) (2018: £585m) (2018: £7.3bn) (2018: £582m) +3.4% -13.8% +4.7% +8.8% ADJUSTED PBITA3 PROFIT BEFORE TAX4 ADJUSTED PBITA3 EARNINGS £501m £27m £501m £263m (2018: £483m) (2018: £142m) (2018: £501m) (2018: £261m) +3.7% -81.0% +0.0% +0.8% Non-financial KPI EPS4 DIVIDEND PER SHARE5 EPS HEALTH AND SAFETY (5.9p) 3.59p 17.0p 67% (2018: 5.2p) (2018: 9.70p) (2018: 16.9p) REDUCTION IN ROAD TRAFFIC FATALITIES SINCE -213.5% +0.6% 2013 1. See page 168 for the basis of preparation of statutory results. The 2018 statutory results have been restated for the adoption of IFRS16 Cover: G4S RISK360™, – Leases, as set out in note 3(u). providing integrated security 2. Underlying results are Alternative Performance Measures (APMs) as defined and described on page 52 and exclude results from solutions through the disposed businesses and onerous contracts, and specific and other separately disclosed items. The 2018 underlying results have been combination of manpower, restated for the adoption of IFRS16 – Leases, as set out in note 3(u). Underlying results are reconciled to statutory results on page 62. security systems and software 3. Adjusted PBITA is an Alternative Performance Measure as described on page 53. and data analytics in South 4. After goodwill impairments of £291m (2018: £nil) and restructuring and separation costs of £57m (2018: £31m), see page 55. Africa and other countries 5. The board concluded the uncertainty relating to Covid-19 and its impact on economic activity in our key markets meant it was in the including the United States best interests of all stakeholders to suspend the final 2019 dividend. (see page 40). Strategic report Governance report Financial report Overview 1FC Chairman’s letter 88 Independent auditors’ report 153 Chairman’s statement 2 Board of directors 90 Consolidated income statement 163 Chief Executive’s review 4 Executive committee 94 Consolidated statement Business overview 8 Corporate governance report 96 of comprehensive income 164 Our market drivers 10 Audit committee report 116 Consolidated statement of changes Focusing on Secure Solutions 12 Remuneration committee report 124 in equity 165 Focused on Cash Technology 16 Directors’ remuneration report 128 Consolidated statement of financial position 166 Strategic priorities 18 Directors’ report 149 Consolidated statement of cash flows 167 Stakeholder engagement 20 Directors’ responsibility statement 152 Notes to the consolidated Managing our material issues 22 financial statements 168 Our strategy 24 Parent company statement of changes Key performance indicators 48 in equity 246 Non-financial information statement 50 Parent company statement Alternative Performance Measures 52 of financial position 247 Chief Financial Officer’s review 54 Notes to the parent company Regional reviews 70 financial statements 248 Risk management Group financial record 255 and our principal risks 78 General information 256 Shareholder information 256 The Sustainable Development Goals (SDGs) call upon businesses to advance sustainable development through the investments they make, the solutions they develop and the practices they adopt. In this report, we have mapped case studies against the SDGs to highlight examples where G4S is helping to advance the Goals through our programmes and operations. For more information about the social and economic areas where G4S supports the realisation of the Goals and makes a positive difference to society and communities around the world, see page 23. Visit g4s.com for more information Integrated Report and Accounts 2019 G4S plc 1 Strategic report CHAIRMAN’S STATEMENT People As the impact of Covid-19 has spread across the globe, a key priority for us has been to ensure the health and safety of the Group’s 558,000 employees, a large number of whom are delivering essential services and supporting critical operations and infrastructure for our customers and communities every day. I wish to thank the employees of G4S for their engagement and dedication in continuing to deliver such key services and supporting our customers in these exceptional circumstances. I am also very proud of the way everyone at G4S is responding. More information on how G4S is addressing challenges posed by Covid-19 can be found on pages 7 and 81. Cash Separation – Strategic Milestone This has been a significant year in G4S’s history and a very busy one for the board. In August 2019, the board completed its separation review and approved the separation of Cash Solutions from the Group in order to create two strong, focused businesses, each with the clear potential to capitalise on market-leading positions and to unlock substantial value for customers, shareholders and employees. Whilst preparing for the demerger of Cash Solutions we also received expressions of interest from third parties to acquire parts or all of the Cash Solutions business. The company conducted a rigourous review to Key evaluate disposal options and the board was able to conclude that a sale of the majority of the Group’s conventional cash businesses Strategic was superior to the demerger option. On 26 February 2020 we executed an agreement with The Brink’s Company to give effect to this Milestone decision. The sale represents a major milestone in the The sale of the majority of the Group’s conventional cash successful execution of the Group’s corporate strategy, enabling G4S to focus on the growth businesses represents a major milestone in the successful of its core integrated security solutions business execution of the Group’s corporate strategy. and to develop further its industry-leading payment and cash technology business. – John Connolly, Chairman When considering the offer, the board assessed carefully the broader implications of the transaction and its impact on the Group’s key stakeholders. The board was confident that the transaction, in enabling the Group to focus on value creation through growing the core integrated security solutions businesses and the retail technology business, represented a positive outcome for G4S’ shareholders, customers and employees as well as UK Pension Scheme members. 2 G4S plc Integrated Report and Accounts 2019 The proceeds from the sale of these In light of the global crisis caused by the conventional cash businesses will help Covid-19 pandemic, executive directors and us reduce financial leverage, and provide senior management have suspended their pay Directors’ duties and the Group with the flexibility to continue increases and participation in the 2020 annual Section 172 to invest. bonus plan until the impact of the pandemic abates. More information can be found in the statement 2019 performance and dividend remuneration report on pages 128 to 148. The directors of G4S plc have a duty In 2019 the Group posted an increase in to promote the success of the Directors underlying revenues of 4.7%. company for the benefit of its The board’s composition and diversity are members as a whole. Board Underlying Adjusted PBITA for the Group reviewed regularly and we continue to processes are designed to support was in line with 2018 at £501m, and overall strengthen and increase the diversity of skills, the directors in discharging their the Group delivered underlying earnings 0.8% knowledge and experience on the board. duty, particularly in relation to the higher than the previous year. A £291m Succession planning remains a key area of board’s decision-making process. charge for goodwill impairment as well as focus for the board, as we move into the Further information on how restructuring and cash separation costs of next phase of our strategy. In 2019, we directors consider matters set out in £57m resulted in a statutory loss of £91m welcomed a new independent non-executive section 172 of the Companies Act (2018: profit of £81m). In August 2019, the director, Clare Chapman who took on the 2006 (‘CA 2006’) and related board declared an interim dividend of 3.59p role of chair of the Remuneration statement can be found on pages 96 (DKK 0.2905) per share which was paid on Committee. The Nomination Committee led and 97. 11 October 2019. the appointment process. Following Paul Spence retiring from the board on 31 March As announced on 23 March 2020, 2020, we initiated a recruitment process and notwithstanding the Group’s strong liquidity more information about the committee’s and robust business continuity plans, the work in this respect can be found on board considers that the uncertainty relating page 107.
Load more

Recommended publications
  • Newsletter 71
    Newsletter N0. 71 ­ February 2009 This newsletter is compiled and produced by volunteers of Wythall Community Association who distribute 4,750 copies free of charge to nearly all of the houses in the Wythall parish. For friends who do not receive a copy at home, they are also made available in various places in Wythall, including the library, and in Wythall Park itself (Park Hall, Wythall House and the Wythall Community Club). It is funded by the Community Association , with help from the Wythall Parish Council who have a dedicated section in the centre pages for their various reports. invite their input in the very near EDITORIAL future. Copy for next issue Congratulations! Trees Will all correspondents and The last e-mail I received in 2008 Further thanks are due to the contributors please supply copy was from an excited committee Wythall Countryside Carers and for the next issue by member with the news that Norman those who sponsored a tree at the Monday 22nd June 2009 Howarth, our Association President Carnival last year. These trees have at the latest and Secretary, had been awarded now been planted and other Please send all copy, preferably the MBE in the New Year Honours remedial work has been carried out. electronically as an e-mail with List. The award has been made for Play Areas photos/logos as attachments or "Voluntary Services to the on disk or CD to the Wythall community in Wythall, The Risky Play Area has now been Community Association at Wythall Worcestershire". By the following been built on the Mound and House.
    [Show full text]
  • HMP Birmingham
    Report on an unannounced inspection of HMP Birmingham by HM Chief Inspector of Prisons 6–17 February 2017 This inspection was carried out with assistance from colleagues at the General Pharmaceutical Council and in partnership with the following bodies: Crown copyright 2017 This publication (excluding logos) is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected]. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. Any enquiries regarding this publication should be sent to us at the address below or: [email protected] This publication is available for download at: http://www.justiceinspectorates.gov.uk/hmiprisons/ Printed and published by: Her Majesty’s Inspectorate of Prisons Victory House 6th floor 30–34 Kingsway London WC2B 6EX England 2 HMP Birmingham Contents Contents Introduction 5 Fact page 7 About this inspection and report 9 Summary 11 Section 1. Safety 19 Section 2. Respect 29 Section 3. Purposeful activity 43 Section 4. Resettlement 51 Section 5. Summary of recommendations and good practice 59 Section 6. Appendices 65 Appendix I: Inspection team 65 Appendix II: Progress on recommendations from the last report 67 Appendix III: Care Quality Commission Requirement Notices
    [Show full text]
  • HMIC Inspection Report
    West Midlands Police – HMIC Inspection Report July 2008 HMIC Inspection Report West Midlands Police Major Crime July 2008 West Midlands Police – HMIC Inspection Report July 2008 ISBN: 978-1-84726-745-0 CROWN COPYRIGHT FIRST PUBLISHED 2008 West Midlands Police – HMIC Inspection Report July 2008 Contents Introduction to HMIC Inspections HMIC Business Plan for 2008/09 Programmed Frameworks Major Crime Future Programmed Inspections The Grading Process Developing Practice Force Overview and Context Findings Major Crime Appendix 1: Glossary of Terms and Abbreviations Appendix 2: Developing practice West Midlands Police – HMIC Inspection Report July 2008 Introduction to HMIC Inspections For a century and a half, Her Majesty’s Inspectorate of Constabulary (HMIC) has been charged with examining and improving the efficiency of the police service in England and Wales, with the first HM Inspectors (HMIs) being appointed under the provisions of the County and Borough Police Act 1856. In 1962, the Royal Commission on the Police formally acknowledged HMIC’s contribution to policing. HMIs are appointed by the Crown on the recommendation of the Home Secretary and report to HM Chief Inspector of Constabulary, who is the Home Secretary’s principal professional policing adviser and is independent of both the Home Office and the police service. HMIC’s principal statutory duties are set out in the Police Act 1996. For more information, please visit HMIC’s website at http://inspectorates.homeoffice.gov.uk/hmic/. In 2006, HMIC conducted a broad assessment of all 43 Home Office police forces in England and Wales, examining 23 areas of activity. This baseline assessment had followed a similar process in 2005, and thus created a rich evidence base of strengths and weaknesses across the country.
    [Show full text]
  • Bam 11-16.Qxp Layout 1
    Winson Green Church is organised by Pastor Wilfred Masih he Winson Green Church story began in 2003 during an evangelistic tent meeting run by the West Midlands churches Tunder the leadership of Pastor D. Masih. These meetings resulted in a number of baptisms, and the team members – Pastors Nicholson, Watson and Haworth and Sister Mardiner – decided to set up a company which worshipped at various locations during the next few years. In 2011, they ended up worshipping in the hall of the Bishop Latimer Memorial Church in Winson Green, Birmingham. Pastor E. Lawrence, who is currently serving as the pastor, asked the Church of England whether they could worship in the sanctuary itself and the request was approved. The sanctuary has a capacity of 1,000-plus, but due to the dwindling congregation the Church of England could no longer maintain the facility. After dialogue with Pastors D. Masih and E. Lawrence an agreement was reached whereby the building was donated to the Seventh-day Adventist Church. The company took on the challenge of maintaining the building, and the refurbishments are ongoing. On 12 March the company was officially recognised as a church and became part of the sisterhood of Seventh-day Adventist churches. The sanctuary was almost full as friends and family members joined to celebrate this special occasion in what is now one of the largest buildings in the British Union Conference. The Winson Green church is almost 70 members strong and continues to grow as a beacon of hope in its wider community. The organising service was conducted by the President and Executive Secretary of the North England Conference, Pastors Johnson and Ferguson respectively.
    [Show full text]
  • Pharmaceutical Needs Assessments (PNA) 2015 BIRMINGHAM
    Pharmaceutical Needs Assessments 2015 Birmingham Health and Wellbeing Board Pharmaceutical Needs Assessments (PNA) 2015 BIRMINGHAM V0.7 Pharmaceutical Needs Assessment 2015 Birmingham Health and Wellbeing Board Authors and main contributors to this report: Fatumo Abdi Public Health Registrar (Chair) Birmingham Public Health Elizabeth Griffiths Health and Wellbeing Programme Birmingham Public Health Manager Arun Ahluwalia Birmingham Public Health Public Health Registrar Hashum Mahmood Birmingham Public Health Evidence Base Manager Nicola Pugh Birmingham Public Health Data Analyst – Customer Insight Natalie Stewart Information Analyst Birmingham Public Health Karl Beese Project Support Officer Birmingham Public Health Shazia Akram Project Support Officer Birmingham Public Health Many thanks to the Steering Group for its discerning comments, notable suggestions and timely assistance in providing data for this document. This document builds on the three former Birmingham PCT’s PNA documents, therefore thanks to Arun Ahluwalia who wrote the original version of this report. Particular thanks to Hashum Mahmood, Nicola Pugh, Natalie Stewart and the Birmingham Public Health Intelligence Team whose support was key in this process We acknowledge the authors of the Birmingham PNAs in helping produce this document. Please note, data regarding pharmacies is accurate to August 2014. Fatumo Abdi February 2015 ii Pharmaceutical Needs Assessment 2015 Birmingham Health and Wellbeing Board CONTENTS List of Tables ...........................................................................................................................
    [Show full text]
  • Parliamentary Debates (Hansard)
    Thursday Volume 536 1 December 2011 No. 234 HOUSE OF COMMONS OFFICIAL REPORT PARLIAMENTARY DEBATES (HANSARD) Thursday 1 December 2011 £5·00 © Parliamentary Copyright House of Commons 2011 This publication may be reproduced under the terms of the Parliamentary Click-Use Licence, available online through The National Archives website at www.nationalarchives.gov.uk/information-management/our-services/parliamentary-licence-information.htm Enquiries to The National Archives, Kew, Richmond, Surrey TW9 4DU; e-mail: [email protected] 1063 1 DECEMBER 2011 1064 Roger Williams (Brecon and Radnorshire) (LD): The House of Commons coalition agreement emphasised anaerobic digestion as a technology to take forward, yet many people who are Thursday 1 December 2011 keen on it find obstacles in their way, including funding. Will the Green investment bank be able to provide funds for those people so that they can take their The House met at half-past Ten o’clock projects forward? Chris Huhne: I thank my hon. Friend for his question. PRAYERS He is right that anaerobic digestion is one of the technologies that we want to encourage. Indeed, it falls broadly within the renewables remit of the Green investment [MR SPEAKER in the Chair] bank, but my understanding of the problems with anaerobic digestion is that they relate principally to planning and objections, rather than funding. Funding Oral Answers to Questions is not the key issue with AD. Caroline Flint (Don Valley) (Lab): As we heard on Tuesday, because of the Government’s cuts, which are going too far and too fast, the economy is flatlining, ENERGY AND CLIMATE CHANGE unemployment is rising and the Government will miss their borrowing targets.
    [Show full text]
  • Dear Minister, on Behalf of the Members of the Independent
    Independent Monitoring Board HM Prison Birmingham Winson Green Road Birmingham B18 4AS Rory Stewart MP Parliamentary Under Secretary of State for Prisons, Probation, Rehabilitation and Sentencing; Ministry of Justice 102 Petty France London SW1H 9AJ 15th May 2018 Dear Minister, On behalf of the members of the Independent Monitoring Board at HMP Birmingham, I am writing to you to express our very serious concerns regarding this establishment, where basic humanity, safety and purposeful activity is simply not being delivered. We fully recognise that there are currently many challenges facing the entire prison estate, but the problems at HMP Birmingham are so serious that we would be failing in our duty if we did not bring our concerns to your attention. You will be aware that HMP Birmingham experienced two significant disturbances in the last eighteen months. The Board is of the opinion that current prisoner behaviour and a lack of staff control on many wings, observed over the past three months, are reminiscent of the scenario we noted prior to both of those disturbances The Board’s view that prisoners, rather than staff, appeared to be controlling many of the wings was supported by the observations of Dame Anne Owers, the IMB National Chair and Neil Richards, HMPPS Controller, on their visits to the prison, and this was reported to the management team. We note that a new Director at Birmingham and his senior team are clearly leading and challenging staff to bring about improvements in the regime. However, put simply, the prison fails to provide a safe and decent environment on an almost daily basis.
    [Show full text]
  • The Journal of Mental Science. (J
    THE COUNCIL AND OFFICERS, 1930-31. Officers. P r e s i d e n t .— T . SAXTY GOOD, O.B.E., M.A., M.R.C.S., L.R.C.P. I F. R. P. TAYLOR, M.D. | E. BARTON WHITE, M.R.C.S., L.R.C.P. V i c e -P r e s i d e n t s .^ J. R. GILMOUR, M.B., F.R.C.P.E. NEIL T. KERR, M.B. I R. R. LEEPER, F.R.C.S.I. P r e s i d e n t -E l e c t .— R. R. LEEPER, F.R.C.S.I. E x -P r e s i d e n t .— NATHAN RAW, C.M.G., M.D., F.R.C.S.E., F.R.S.E. T r e a s u r e r .— JAMES CHAMBERS, M.A., M.D. G e n e r a l S e c r e t a r y .— R. WORTH, O.B.E., M.B. R e g i s t r a r .— DANIEL F. RAMBAUT, M.A., M.D. L i b r a r i a n .— J. R. WHITWELL, M.B. /South-Eastern.— J. NOEL SERGEANT, M.B. n South-Western.— s. E. m a r t i n , m .b . d i v i s i o n a l I Northern and Midtend— J. IVISON RUSSELL, M.B., secretaries Scottish.— W. M. BUCHANAN, M.B. [F.R.F.P.S. U rlsh— ROBERT THOMPSON, M.B.
    [Show full text]
  • Arts Council of England Lottery Distribution Account S 1 April 1995-31 March 199 6
    (+0 l A rT L20972 The Arts Council of England is a successor bode to The Arts Counci l the Arts Council of Great Britain (ACGB) which wa s established in 1940 . On I April 1994, the ACGI3's of England responsibilities and functions Here transferred to three new bodies: The Arts Council of England, The Scottis h 2nd annual report Arts (:ouncil and The Arts Council of WaIcs. (The Arts Council of Northern Ireland was alrcadr established a s and accounts a separate body. ) 1995/96 I1te Arts Council of England operates under a Royal Charter granted in 1994 in which its objective s are stated as : (a ► to develop and improve the knowledge, understandin g and practice of the arts , (b) to increase the accessibility• of the arts to the public , (c) to advise and co-operate with departments o f government, local authorities, the Arts Councils fo r Scotland, Wiles and Northern Ireland and other bodies . The Arts Council of England, as a publicly accountabl e body, publishes an annual report and accounts to provid e Parliament and the general public with an overvie w of the vicar's work. ARTS COUNCIL LIBRARY 14 GREAT PETER STREET LONDON SU'1 P 3NO TEL 0171-973 6517 2 The Arts Council ofF.nglnnd 199.i 96 Contents 5 Chairman's introductio n 6 An abridged version of a speech given in the House of Lord s lit° Lord Gowrie on 12 June 199 6 9 Secretan--General 's report 12 No public subsidx; no West End - essav by Sir Cameron Mackintos h 1 .1 Financial summan; performance indicators , spending by region 21 Deprtronental reports 22 Combined Arts 24 Dancc
    [Show full text]
  • Privatising Public Prisons: Theory, Law and Practice
    Privatising Public Prisons: Penality, Law and Practice Alison Liebling University of Cambridge, United Kingdom Amy Ludlow University of Cambridge, United Kingdom Abstract In October 2011, HM Prison Birmingham was transferred from public to private management, under G4S. This was the first time that an existing operational public prison was privatised in the UK. The move marked the third and most far reaching phase of prison privatisation policy, and was intended both to increase quality of life for prisoners, from a low baseline, and to reduce costs. Prior to 2011, private prisons had all been new-builds. Private contractors had thus far avoided the additional challenges of inheriting a pre-existing workforce and operating in old, often unsuitable, buildings. This article reports on a longitudinal evaluation of the complex process of the transition, and some outcomes for both staff and prisoners. As an experiment in the reorganisation of work and life in a ‘traditional’ public sector prison, the exercise was unprecedented, has set the agenda for future transformations. The example illustrates the intense, distinctive and rapidly changing nature of penality as it makes itself felt in the lived prison experience, and raises important questions about the changing use of State power. KEY WORDS: PRIVATISATION, PRISONS, STATE POWER, MORAL QUALITY, CULTURE, REFORM 1 David Garland suggests that in order to explain penality, scholars should ‘attend more closely to the structure and organisation of the penal state’ (2010, p. 476) and that we should focus more systematically on governmental and legal processes, particularly in explaining penal change. We agree wholeheartedly. Noel Whitty has described prison scholars as ‘law avoidant’ (Murphy & Whitty, 2016).
    [Show full text]
  • Parliamentary Debates (Hansard)
    Monday Volume 537 5 December 2011 No. 235 HOUSE OF COMMONS OFFICIAL REPORT PARLIAMENTARY DEBATES (HANSARD) Monday 5 December 2011 £5·00 © Parliamentary Copyright House of Commons 2011 This publication may be reproduced under the terms of the Parliamentary Click-Use Licence, available online through The National Archives website at www.nationalarchives.gov.uk/information-management/our-services/parliamentary-licence-information.htm Enquiries to The National Archives, Kew, Richmond, Surrey TW9 4DU; e-mail: [email protected] HER MAJESTY’S GOVERNMENT MEMBERS OF THE CABINET (FORMED BY THE RT HON.DAVID CAMERON,MP,MAY 2010) PRIME MINISTER,FIRST LORD OF THE TREASURY AND MINISTER FOR THE CIVIL SERVICE—The Rt Hon. David Cameron, MP DEPUTY PRIME MINISTER AND LORD PRESIDENT OF THE COUNCIL—The Rt Hon. Nick Clegg, MP FIRST SECRETARY OF STATE AND SECRETARY OF STATE FOR FOREIGN AND COMMONWEALTH AFFAIRS—The Rt Hon. William Hague, MP CHANCELLOR OF THE EXCHEQUER—The Rt Hon. George Osborne, MP LORD CHANCELLOR AND SECRETARY OF STATE FOR JUSTICE—The Rt Hon. Kenneth Clarke, QC, MP SECRETARY OF STATE FOR THE HOME DEPARTMENT AND MINISTER FOR WOMEN AND EQUALITIES—The Rt Hon. Theresa May, MP SECRETARY OF STATE FOR DEFENCE—The Rt Hon. Philip Hammond, MP SECRETARY OF STATE FOR BUSINESS,INNOVATION AND SKILLS—The Rt Hon. Vince Cable, MP SECRETARY OF STATE FOR WORK AND PENSIONS—The Rt Hon. Iain Duncan Smith, MP SECRETARY OF STATE FOR ENERGY AND CLIMATE CHANGE—The Rt Hon. Chris Huhne, MP SECRETARY OF STATE FOR HEALTH—The Rt Hon. Andrew Lansley, CBE, MP SECRETARY OF STATE FOR EDUCATION—The Rt Hon.
    [Show full text]
  • Student Guideguide Practice/Clinicalpractice/Clinical Placementsplacements
    Birmingham Community Healthcare NHS Foundation Trust StudentStudent GuideGuide Practice/ClinicalPractice/Clinical PlacementsPlacements Best Care Healthy Communities ContentsContents WelcomeWelcome to ourour team • Chief Executive & Head of Clinical Education We are delighted to welcome you to quality, person and family-centred care across and Practice Development Birmingham Community Healthcare NHS our diverse settings, reflecting our values. Foundation Trust (BCHC). Our 5,000 amazing We are committed to student education and staff work across Birmingham and the West development. You are our future workforce. Midlands in a wide range of community and During your time here, you will gain • Information about Birmingham Community specialist healthcare roles to deliver over 100 knowledge and experience in your chosen Healthcare (BCHC) NHS Foundation Trust clinical services. We provide community- field while contributing to the continuing based care for adults, children, young people success of the Trust. Our core values underpin and families in many different settings everything we do and we hope that this • Our Values including two community hospitals and is reflected in your experiences. We value HM Prison Birmingham. We also provide a your feedback and hope that you feel able range of specialist care and treatment at the to provide this both during and after your • BCHC News internationally recognised West Midlands placement. This handbook contains important Rehabilitation Centre and, in partnership information about our Trust and its role in with the University of Birmingham’s School providing practice/clinical placements as part of Dentistry, one of Europe’s leading dental of your course/programme. Its purpose is to • Policy Information teaching and research institutions at the provide you with essential information that new Birmingham Dental Hospital.
    [Show full text]