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Taking Britain Further Heathrow’S Plan for Connecting the UK to Growth
VOLUME 1 Taking Britain further Heathrow’s plan for connecting the UK to growth #BritainsHeathrow Disclaimer This document has been prepared by Heathrow Airport Limited solely in response to an invitation from the Airports Commission. It should not be used for any other purpose or in any other context and Heathrow Airport Limited accepts no responsibility for its use in that regard Contents Volume 1 - Technical submission Contents ........................................................................................................................ 3 Foreword ....................................................................................................................... 8 Executive Summary ................................................................................................... 11 Connecting for growth ................................................................................................................... 12 Listening to what our stakeholders say ........................................................................................... 18 Our vision for a world-class hub airport ........................................................................................... 20 Connecting all of the UK ................................................................................................................ 24 Building a sustainable Heathrow ..................................................................................................... 29 The deliverable solution ................................................................................................................. -
Heathrow Economics Study Expansion of Heathrow Airport
Heathrow Economics Study Expansion of Heathrow airport GLA September 2006 Heathrow Economics Study Expansion of Heathrow airport Heathrow Economics Study Expansion of Heathrow airport Contents Page FOREWORD I SUMMARY II Background ii Methodology ii Main Findings ii 1. INTRODUCTION 3 1.1 Background 3 1.2 Objective of the study 3 1.3 Methodology 4 1.4 Structure of report 4 2. TRANSPORT COSTS AND BENEFITS 5 2.1 Introduction 5 2.2 General Assumptions 5 2.3 Passenger Demand Forecasts 7 2.4 Capacity Constraint 8 2.5 Benefits 10 2.6 Costs 12 2.7 Government Revenue 12 2.8 Conclusions 13 3. WIDER ECONOMIC BENEFITS 14 3.1 Introduction 14 3.2 Employment and regeneration 14 3.3 Agglomeration (Productivity and Business) 15 3.4 Tourism 15 3.5 Conclusion 15 4. EFFECTS ON THE SCALE OF CAPACITY REQUIRED 17 4.1 Introduction 17 4.2 Transport appraisal 17 4.3 Making more efficient use of existing capacity 17 4.4 Conclusion 20 5. EFFECTS ON THE CHOICE OF LOCATION 21 5.1 Introduction 21 5.2 Transport benefits 21 5.3 Environmental issues 22 5.4 The need for a transport hub 22 5.5 Conclusion 23 6. IMPACT ON THE AVIATION INDUSTRY AND REGIONS 24 6.1 Introduction 24 6.2 The impact of a third runway at Heathrow compared to an additional runway elsewhere in the South East 24 6.3 The impact of providing additional capacity in the South East compared to constrained capacity 24 Heathrow Economics Study Expansion of Heathrow airport 6.4 Conclusion 25 7. -
The Future of BAA
House of Commons Transport Committee The future of BAA Fourth Report of Session 2007–08 Report, together with formal minutes, oral and written evidence Ordered by The House of Commons to be printed 5 March 2008 HC 119 Published on 14 March 2008 by authority of the House of Commons London: The Stationery Office Limited £0.00 The Transport Committee The Transport Committee is appointed by the House of Commons to examine the expenditure, administration and policy of the Department for Transport and its associated public bodies. Current membership Mrs Gwyneth Dunwoody MP (Labour, Crewe and Nantwich) (Chairman) Mr David Clelland MP (Labour, Tyne Bridge) Clive Efford MP (Labour, Eltham) Mrs Louise Ellman MP (Labour/Co-operative, Liverpool Riverside) Mr Philip Hollobone MP (Conservative, Kettering) Mr John Leech MP (Liberal Democrat, Manchester, Withington) Mr Eric Martlew MP (Labour, Carlisle) Mr Lee Scott MP (Conservative, Ilford North) David Simpson MP (Democratic Unionist, Upper Bann) Mr Graham Stringer MP (Labour, Manchester Blackley) Mr David Wilshire MP (Conservative, Spelthorne) Powers The Committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No 152. These are available on the Internet via www.parliament.uk. Publications The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. All publications of the Committee (including press notices) are on the Internet at www.parliament.uk/transcom. Committee staff The current staff of the Committee are Tom Healey (Clerk), Annette Toft (Second Clerk), Richard Ward (Assistant Clerk, Scrutiny Unit), David Davies (Committee Specialist), Tim Steer (Committee Specialist), Alison Mara (Committee Assistant), Ronnie Jefferson (Secretary), Gaby Henderson (Senior Office Clerk) and Laura Kibby (Media Officer). -
The U.A.E. Healthcare Sector an Update: January 2018
The U.A.E. Healthcare Sector An Update: January 2018 The U.S.-U.A.E. Business Council is the premier business organization dedicated to advancing bilateral commercial relations. By leveraging its extensive networks in the U.S. and in the region, the U.S.-U.A.E. Business Council provides unparalleled access to senior decision makers in business and government with the aim of deepening bilateral trade and investment. U.S.-U.A.E. Business Council 505 Ninth Street, NW Suite 6010 Washington D.C. +202.863.7285 [email protected] usuaebusiness.org 1 INTRODUCTION The U.A.E.’s healthcare sector has dramatically expanded over the past four decades. At the time of the U.A.E.’s founding in 1971, the country had just seven hospitals and 12 health centers. As of 2015, according to the latest figures from the U.A.E. statistics authority, the U.A.E. had 126 public and private hospitals with a combined capacity of over 12,000 beds.1 U.S. companies and citizens have played an important role in this growth story, as best symbolized by the Oasis Hospital in Al Ain. In 1960, U.S. missionaries Drs. Pat and Marian Kennedy built this hospital – the U.A.E.’s first – in a mud-block guesthouse donated by the late U.A.E. President Sheikh Zayed bin Sultan Al Nahyan.2 Over the next 50 years, this hospital birthed more than 90,000 babies, including members of Abu Dhabi’s ruling family.3 Moreover, it retained strong connections with that family, which funded the hospital’s expansion earlier this decade.4 As the U.A.E. -
Supplementary Report: Commercial and Financial Analysis of the Iog Option Based on KPMG’S Analysis
Inner Thames Estuary Feasibility Study Response to Airports Commission Call for Evidence The Mayor of London’s Submission: Supporting technical documents 23 May 2014 Title: Supplementary Report: Commercial and Financial Analysis of the IoG option based on KPMG’s analysis Author: Ernst and Young (EY) Purpose of paper: To identify the key assumptions used in the Airports Commission’s / KPMG’s analysis of the commercial viability of an Inner Thames Estuary hub airport, and adjust this analysis in light of market practice and precedents of regulated airports and other utilities. Key message: The threefold increase in landing charges claimed by the Airports Commission is a significant overestimate, and based on flawed financial and commercial assumptions. Isle of Grain Hub Airport Supplementary Report: Commercial and Financial Analysis of the IoG option based on KPMG’s analysis 22 May 2014 Ernst & Young LLP Ernst & Young LLP Tel: + 44 207 951 2000 1 More London Place Fax: + 44 207 951 1345 London ey.com SE1 2AF Tel: 023 8038 2000 Transport for London 22 May 2014 Windsor House 42-50 Victoria Street, London SW1H 0TL Dear Sirs, A new Hub airport – the required increase in aeronautical charges In accordance with our appointment to provide services under the terms and conditions of our Framework Agreement with TfL (reference number TfL 90400), we have prepared this supporting document as per TfL’s instructions to perform a high level financial analysis to identify the key assumptions used in AC/KPMG’s analysis of the commercial viability of the IoG Hub. Then, based on market practice and precedents of regulated airports and other utilities, adjust AC/KPMG’s analysis. -
Integrated Approach
INTEGRATED APPROACH NMC Health plc Annual Report and Accounts 2017 NMC Health plc Annual Report and Accounts 2017 NMC Health is one of the world’s top 10 healthcare operators by market value. A member of the coveted FTSE-100 index, NMC’s geographic reach spans across 13 countries through 129 own or managed facilities. The Group operates two business lines, Healthcare and Product Distribution, which are divided into five business verticals: I-SPECIA MULT LTY M A T E R N N IT O I Y T & U F B I E R R T T S I I L D I T Y O P E E R A R T A IO C N E S M O & H M & AN M A ER GEM -T ENT LONG Read more about our vertically integrated brands p2 I. Overview II. III. IV. V. Company Highlights I. Overview 2 At a Glance 8 Value from Acquisition Strategy NMC focuses on underserved medical services and geographies within the countries it operates in and will continue to utilise organic and inorganic 10 Joint Chairmen’s 2017 Report to Shareholders growth strategies to address these opportunities. II. Strategic Report 14 Chief Executive Officer’s Review $1.6bn 17 Financial Summary and Highlights £7.1bn 18 Business Model 20 Our Strategy FTSE 100 company – 2017 Group revenues (US$) market capitalisation of £ 21 Business Overview £7.1bn at end February 2018 24 Financial Review 26 Management Evolution 28 Risk Management 1,539 $353.4m 32 Corporate Social Responsibility III. Governance Licensed beds 2017 Group EBITDA (US$) 38 Board of Directors 40 Senior Management Team 41 Corporate Governance Report 58 Directors’ Remuneration Report 2017 129 13 78 Directors’ Report IV. -
A New Airport for London
November 2011 A new airport for London Part 2 – The economic benefits of a new hub airport Greater London Authority November 2011 Published by Greater London Authority City Hall The Queen’s Walk More London London SE1 2AA www.london.gov.uk enquiries 020 7983 4100 minicom 020 7983 4458 Cover photograph © BAA Limited Contents 3 Mayor’s foreword 4 Executive summary 6 Introduction 20 1: The London economy 22 2: The benefits of aviation 26 3: The implications for airport capacity requirements 48 4: Requirements of an efficient national hub airport 64 5: The limitations of Heathrow 68 6: Future hub airport demand 78 7: Hub airport benefits 92 8: Meeting the Government’s growth agenda 98 9: Key findings 101 Appendices A: ‘Hubbing’ at Heathrow 105 B: Forecasting methodology 113 C: Other cities’ strategies 115 Footnotes and references 125 4 Mayor’s foreword Next summer, the eyes of the world will be on London as the setting for a contest on an epic scale. In many ways, London is involved in a less well known but nonetheless epic contest of its own – one for connectivity with the rest of the world. We cannot afford to lose. A host of up-and-coming competitors want to beat London at the things we have until now done best. By emulating and then leap-frogging London in terms of its aviation links, they hope to usurp us in terms of all the things aviation has enabled: a dynamic economy, a vibrant, international population and the cornucopia of cultural riches this brings with it, and much more besides. -
UAE Banking Pulse Quarter 2, 2020 Alvarez & Marsal Middle East Limited (A&M) Is Delighted to Publish the Q2’20 Edition of the UAE FOREWORD Banking Pulse (“The Pulse”)
UAE Banking Pulse Quarter 2, 2020 Alvarez & Marsal Middle East Limited (A&M) is delighted to publish the Q2’20 edition of the UAE FOREWORD Banking Pulse (“The Pulse”). In this quarterly series, we share results from our research examining the top ten largest listed UAE banks by assets, and highlight key performance indicators of the sector. The Pulse aims to help banking executives and board members stay current on industry trends. In this edition, we have made a change to our coverage universe by replacing Emirates Islamic Bank (EIB) with National Bank of Fujairah (NBF), as Emirates NBD reports consolidated financials including EIB. Hence, for consistency of comparison, all historical quarters data has been adjusted to include NBF instead of EIB. All the data used in this report has been obtained from publicly available sources and the methodology for the calculations is discussed in the glossary. Calculation of several metrics has been changed from the previous version to accommodate available information. The UAE Central Bank continues with its measures to strengthen the financial system and support the economy impacted by COVID-19. It has unveiled additional measures within the Targeted Economic Support Scheme (TESS) launched initially in March 2020 to further enhance the capacity of the banking sector to support the economy. These measures include relaxation of Net Stable Funding Ratio and the Advances to Stable Resources Ratio by 10% points for domestic banks until 31st December 2021. According to Central Bank’s credit sentiment survey for Q2’20, domestic corporate credit demand is likely to pick up in the coming period, while personal credit is still expected to witness a sluggish trend. -
Britain's Rail Delivery Group, Comprising the Chief Executives of the Rail Owning Groups, Freight Operators and Network Rail T
Written evidence from the Rail Delivery Group (ROR 01) 1. This is the response of the Rail Delivery Group (RDG) to the Transport Select Committee’s call for evidence on the reform of the railways. 2. The RDG welcomes the Government’s support for the RDG contained in the Command Paper ‘Reforming our Railways: Putting the Customer First’, which was published today. The Paper calls on the Rail Delivery Group to provide leadership to the industry and to respond to the Government’s strategic challenges. The Command Paper lays out the Government’s vision for an expanding and efficient railway that meets the needs of passengers, freight users and taxpayers. The Government sees the Rail Delivery Group leading the industry in driving up efficiency and demand for the railway. This is a challenge that the Group accepts. 3. The Command Paper calls on the Rail Delivery Group to lead the rail industry in working together to deliver a more efficient, more affordable railway. The Rail Delivery Group is pleased that the Government has recognised that the Group is taking and shaping the industry’s agenda for a sustained programme of improved management and running of the rail network. 4. The Command Paper lists the six priority areas being addressed by the Group • Asset, programme and supply chain management; • Contractual and regulatory reform; • Technology, innovation and working practices; • Train utilisation; • A whole-system approach; and • Industry planning 5. The Rail Delivery Group was created to unlock efficiencies that will improve Britain’s railways. In its first nine months the Group has identified opportunities for a range of savings, for example in asset management through earlier involvement of the operators in planning work on the network. -
LACC Response to the Charging Framework for the Heathrow Spur
LACC RESPONSE TO ORR CONDOC ON HEATHROW TRACK CHARGES – RAIL Closes 1700 Mar10 To: [email protected] Background The Heathrow Airline Community of 82 airlines, represented by the London (Heathrow) Airline Consultative Committee (LACC) and the Airline Operators Committee (AOC), is grateful for the opportunity to provide our comments on the ORR’s draft response to the Heathrow Network Statement – Rail. The airline community notes the requirement for compliance to The Railways Infrastructure (Access and Management) Regulations 2005. Aviation, and the Heathrow hub in in particular, plays an important role in the UK economy. A recent report by the respected Oxford Economics group has estimated the contribution of the aviation industry to the UK economy at £52bn in terms of overall GDP. It is very much in UK Plc’s interest to ensure that surface access to Heathrow is fast, reliable, resilient and affordable. For the airlines, it is important that the Network Statement is able to support the development of services to all terminals for our 3 main groups of customers: a) Time-sensitive passengers requiring non-stop or limited-stop services to Central London and the planned HS2 interchange at Old Oak Common. b) Price-sensitive passengers requiring stopping services to local and other catchments and interchanges with national rail and other networks. c) Employees requiring stopping services primarily to local areas, including interchanges with bus and other networks. Response to the ORR draft decision In our submission to HAL’s consultation on the Heathrow Network Statement, the LACC supported the principle of cost recovery of both OPEX and long term investment subject to meeting regulatory tests, whilst arguing that a balance needed to be struck to ensure that passengers and staff have effective access to Heathrow Airport via public transport and that the widest range of services are available to them. -
Continuing Our Strategic Growth Journey
NMC Health plc Annual ReportNMC Health 2018 and Accounts Continuing our strategic growth journey NMC Health plc Annual Report and Accounts 2018 WorldReginfo - 8ec90900-1eef-4328-a6bc-197d0a7f1415 NMC Health is the leading private healthcare operator in the GCC with international services across 19 countries. NMC believes in providing healthcare to all segments of society while upholding the highest ethical medical practices. Our patients are assured of receiving the highest standards of quality at affordable prices. Healthcare is not simply about detecting, diagnosing, informing or treating an individual, but it is about helping people to lead a wholesome and healthy life. Read the annual report and much more on our website: www.nmchealth.com WorldReginfo - 8ec90900-1eef-4328-a6bc-197d0a7f1415 At a Glance Our Business NMC has created regional clusters to aid the process of centralisation of key services to benefit from our strong growth over the past few years. We operate two business lines, Healthcare and Product Distribution, which are divided into five business verticals as indicated below: Healthcare Where we operate NMC has created regional clusters to aid the process of centralisation of key services to benefit from our strong growth over the past few years. Multi-specialty Maternity & Fertility Spain USA Long-term & Home Care Colombia Brazil Operations & Management Product Distribution Own and Operation & Management Own Operation & Management Products & Consumables WorldReginfo - 8ec90900-1eef-4328-a6bc-197d0a7f1415 Sweden Denmark UK Latvia Slovakia Italy Jordan Kuwait Egypt United Arab Emirates Saudi Arabia Yemen Oman Kenya Seychelles WorldReginfo - 8ec90900-1eef-4328-a6bc-197d0a7f1415 Group Strategic Financial Other Overview Report Governance Statements Information NMC focuses on underserved medical services and geographies within the countries it operates in and will continue to utilise organic and inorganic growth strategies to address these opportunities. -
Witness Statement of Peter Miller
On behalf of the Defendant Peter Miller First Exhibits DJB 6 August 2012 CO/3477/2012, CO3467/2012, CO/3635/2012, CO/3605/2012, & CO/3732/2012 IN THE HIGH COURT OF JUSTICE QUEEN’S BENCH DIVISION ADMINISTRATIVE COURT IN THE MATTER OF AN APPLICATION TO PERMISSION TO APPLY FOR JUDICIAL REVIEW BETWEEN: The QUEEN (on the application of (1) BUCKINGHAMSHIRE COUNTY COUNCIL and others (2) HS2 ACTION ALLIANCE LIMITED (3) HEATHROW HUB PROPERTY LIMITED and another (4) HS2 ACTION ALLIANCE LIMITED (5) AYLESBURY PARK GOLF CLUB LIMITED and others) Claimants -and- SECRETARY OF STATE FOR TRANSPORT Defendant and HIGH SPEED TWO (HS2) LIMITED Interested Party WITNESS STATEMENT OF PETER MILLER I, PETER MILLER, of High Speed Two (HS2) Ltd, Eland House, Bressenden Place, London, SW1E 5DU will say as follows: 1. I am Head of Environment at High Speed Two (HS2) Ltd (“HS2 Ltd”) and have held that position since September 2010. I take overall responsibility for the 1 management of the sustainability and environmental aspects of HS2 project. I am supported by a small technical team of specialists and that team in turn supports environmental managers devolved across the London to West Midlands and Leeds-Manchester-Heathrow phases of the project. I am also responsible for the specification, procurement and review of the environmental and sustainability work undertaken and ensure that such work is supported appropriately with resources and expertise. In this regard the project is supported by a range of specialist environmental consultants and experts who undertake sustainability appraisals and environmental impacts assessments in accordance with the programme of work being undertaken following the Government’s decisions on high speed rail in January 2012.