Structural Steel Design Awards 2014
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
May CARG 2020.Pdf
ISSUE 30 – MAY 2020 ISSUE 30 – MAY ISSUE 29 – FEBRUARY 2020 Promoting positive mental health in teenagers and those who support them through the provision of mental health education, resilience strategies and early intervention What we offer Calm Harm is an Clear Fear is an app to Head Ed is a library stem4 offers mental stem4’s website is app to help young help children & young of mental health health conferences a comprehensive people manage the people manage the educational videos for students, parents, and clinically urge to self-harm symptoms of anxiety for use in schools education & health informed resource professionals www.stem4.org.uk Registered Charity No 1144506 Any individuals depicted in our images are models and used solely for illustrative purposes. We all know of young people, whether employees, family or friends, who are struggling in some way with mental health issues; at ARL, we are so very pleased to support the vital work of stem4: early intervention really can make a difference to young lives. Please help in any way that you can. ADVISER RANKINGS – CORPORATE ADVISERS RANKINGS GUIDE MAY 2020 | Q2 | ISSUE 30 All rights reserved. No part of this publication may be reproduced or transmitted The Corporate Advisers Rankings Guide is available to UK subscribers at £180 per in any form or by any means (including photocopying or recording) without the annum for four updated editions, including postage and packaging. A PDF version written permission of the copyright holder except in accordance with the provision is also available at £360 + VAT. of copyright Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, Barnard’s Inn, 86 Fetter Lane, London, EC4A To appear in the Rankings Guide or for subscription details, please contact us 1EN. -
RAIL INFRASTRUCTURE and IMPROVED PASSENGER SERVICE COMMITTEE INTERIM REPORT March 2006
RAIL INFRASTRUCTURE AND IMPROVED PASSENGER SERVICE COMMITTEE INTERIM REPORT March 2006 RAIL INFRASTRUCTURE AND IMPROVED PASSENGER SERVICE COMMITTEE INTERIM REPORT March 2006 If you would like further copies of this report or a version in the following formats (large print, Braille, audio cassette or compact disk), please contact: Leanne Hatcher Rail Infrastructure and Improved Passenger Services Committee National Assembly for Wales Cardiff Bay CF99 1NA Tel: 029 2089 8429 E-mail: [email protected] Committee Members John Marek AM (Chair) Wrexham Leighton Andrews AM Rhondda Eleanor Burnham AM North Wales Rosemary Butler AM Newport West Janet Davies AM South Wales West Lisa Francis AM Mid & West Wales Carl Sargeant AM Alyn & Deeside Secretariat Chris Reading Committee Clerk Sarah Bartlett Deputy Clerk Leanne Hatcher Team Support Contents Page Number 1. Introduction 1 2. Roles and Responsibilities 2 3. Strategic Planning 8 4. Key Issues 9 5. What happens next? 14 Annexes 1. Schedule of Committee Papers 2. Verbatim Record of Committee Meetings 3. Consultation Letter 4. Schedule of Organisations Consulted 5. Summary of Consultation Responses 6. Structure of Welsh Rail Passenger Industry 7. Map of Rail Network 1. Introduction Background 1.1 The committee was established, in accordance with Standing Order 8.1, by a motion (NDM2735) that was approved by plenary on 6 December 2005. This motion set parameters for committee membership, terms of reference and various other matters; including the requirement to report to the National Assembly by the end of March and to terminate on 19 May 2006. 1.2 The committee held its inaugural meeting on 1 February 2006 to agree various procedural matters, including the election of the Chair. -
City-REDI Policy Briefing Series
City-REDI Policy Briefing Series March Image Image 2018 Part B Carillion’s Collapse: Consequences Dr Amir Qamar & Professor Simon Collinson Carillion, the second-largest construction firm in the UK, were proud of their commitment to support regional growth and small-scale suppliers. As part of this commitment they directed 60% of project expenditure to local economies. Following the collapse of the firm, this positive multiplier effect became a significant, negative multiplier effect, particularly damaging to small-scale suppliers in the construction industry. The aim of this policy brief is to examine the consequences of Carillion’s demise, many of which are only now surfacing. One of the fundamental lessons that we can learn from Carillion’s collapse is about these ‘contagion’ effects. As we saw in the 2008 financial crisis, the businesses that underpin the economic health of the country are connected and strongly co-dependent. When a large flagship firm falls it brings down others. This does not mean we need more state intervention. But it does mean we need more intelligent state intervention. One of the fundamental lessons that the Government can learn from the Carillion episode is that it has a significant responsibility as a key customer, using public sector funds for public sector projects, to monitor the health of firms and assess the risks prior to issuing PPI and other contracts. 1 Introduction The collapse of Carillion, the second-largest construction firm in the UK, has had a significant, negative knock-on effect, particularly on small-scale suppliers in the industry. In total, Carillion was comprised of 326 subsidiaries, of which 199 were in the UK. -
Route Utilisation Strategy November 2008 Foreword
Wales Route Utilisation Strategy November 2008 2 Foreword I am delighted to present Network Rail’s Route Principally this is in south Wales, where capacity Utilisation Strategy (RUS) for Wales. This use is at its highest. This is a result of a growth covers the entire rail network in Wales, as well in the number of trains serving Cardiff and the as some parts of the network in the English building of a number of new stations. On this border counties. part of the network, in the most populous part of the country, the RUS builds on the successful This network is extensive and diverse. past introduction of more services and the There are main line links from Wales into selective growth of the network. England, a long-distance line along the border connecting north and south Wales, a busy A major programme to renew signalling urban passenger network serving Cardiff, and equipment in the Newport and Cardiff areas branches traversing sparsely populated rural will take place in the next five to seven years, areas. Some parts of the network are subject and much of the work described in this to fluctuating demand according to the time of strategy to enhance the network is planned year, most notably on the Cambrian Coast and in conjunction with this signalling work to in the Conwy Valley. increase cost-effectiveness. The High Level Output Specification (HLOS), published in The context in which this RUS has been July 2007, contained a specific requirement to produced, as has often been the case with increase seating capacity into Cardiff during other RUSs, is one of growing demand for the morning peak. -
Carillion's Collapse
City-REDI Policy Briefing Series March Image Image 2018 Part A Carillion’s Collapse: Cause Dr Amir Qamar & Professor Simon Collinson Racing to secure bids over rival construction companies, Carillion, the second-largest construction firm in the UK, hit a financial tipping point, lost the backing of the banks and collapsed. Its aggressive growth strategy and the diversification of its business portfolio increased the complexity of its internal structure. Coupled with poor oversight of its day-to-day operations, over-runs on flagship projects and an unclear corporate governance structure, the firm acquired debts of £1.5bn. One may argue that the demise of the construction giant was an inevitable outcome. The aim of this policy brief is to provide insights into the cause of Carillion’s financial meltdown and outline lessons for managers, shareholders, stakeholders and government from the closure of this construction giant. 1 Introduction With business roots tracing back to over a century ago, as of 2018, Carillion grew to employ 43,000 employees globally and 19,000 in the UK (about 2,000 in the West Midlands). Carillion was second only to Balfour Beatty in terms of turnover. The firm seemed to be performing, with consistent growth in revenues in recent years. The 2016- 2017 financial year was in fact, exceptional, with Carillion reporting £5.2bn in revenue; 14% higher than the preceding year. The fate of this construction giant, however, took a drastic turn in 2017 which ultimately resulted in the closure of the business in 2018, marking a historical year for the UK construction industry. -
How to Improve Service Delivery and Drive Margin Growth Through Digital Disruption
Microsoft Future Decoded How to improve service delivery and drive margin growth through digital disruption 01/11/2018 1 Digital disruption in FM Some of our clients 2 Digital disruption in FM Facilities Management in numbers The facilities management market was valued at £19.3bn in 2016 and will pass £21bn in 2020. Facilities management is responsible for as much as 8% of the UK’s gross domestic product (GDP). The sector employs up to 10% of the country’s workforce. The UK facilities management market is regarded as the ‘most mature and competitive in Europe’. i-FM Trends and Opportunities Report 2018 BIFM 3 Digital disruption in FM Facilities Management: an industry in flux The industry is facing a wide array of challenges, Market cap for the top 5 UK-based FM players has including: declined dramatically over the last 3 years • Dramatic drop in market cap • Carillion collapse • Capita profit warnings • Interserve financial difficulties • Political sensitivity around public sector outsourcing • Brexit uncertainties Mitie recognised two years ago that to avoid these risks it needed to transform its business, and digital transformation would be a core component. 4 Digital disruption in FM What does digital transformation mean for Mitie? • Creating additional value • Drive growth • Help our people work better and smarter 5 Digital disruption in FM Mitie security: a proof case for tech adoption 6 Digital disruption in FM Digital transformation challenges and solutions 7 Digital disruption in FM How are we approaching our transformation? 8 Digital disruption in FM The impact of IoT on FM Security & Surveillance Forrester reports that with Supply chain mgmt Energy Management – a Inventory & warehouse subset of FM – IoT is set to have a greater impact on FM Order tracking in more industries than any FACILITIES MANAGEMENT other business activity. -
Annual Report 2013 Berkeley Group Annual Report 2012
SPINE BACK COVER 8.5mm FRONT COVER Annual Report 2013 Berkeley Group Berkeley Group Annual Report 2012 Annual Report The Berkeley Group Holdings plc Berkeley House 19 Portsmouth Road Cobham Surrey KT11 1JG UK T +44 (0)1932 868555 F +44 (0)1932 868 667 www.berkeleygroup.co.uk Design by Hunter Design Printed in England by Crystal This report is printed on EBB Chromomat Our vision for the future 9597_001_RA_2013_Cover_AW.indd 1-3 22/07/2013 14:37 SPINE 8.5mm SPINE INSIDE FRONT 8.5mm INSIDE BACK CONTENTS Highlights Financials About this report 1 Who We Are and What We Do 86 Independent Auditors’ report on the Welcome to the Annual Report of The 2 Business Performance consolidated financial statements Berkeley Group Holdings plc (“the Berkeley 3 Chairman’s Statement 87 Consolidated income statement Group” or “Berkeley”), a publicly owned 4 Running a Sustainable Business Consolidated statement of company, listed on the London Stock 5 Managing Director’s Statement comprehensive income Exchange within the FTSE 250. In this 88 Consolidated statement of report, we give an overview of Berkeley’s Building Homes for Everyone financial position performance this year in the Highlights 89 Consolidated statement of changes section followed by a showcase of our 6 Building Homes for Everyone in equity portfolio of developments in London and 90 Consolidated cash flow statement Running a Sustainable Business the South of England in Building Homes for 91 Notes to the consolidated financial Everyone, before explaining how we operate 22 Running a Sustainable Business statements in Running a Sustainable Business and a 110 Independent Auditors’ report on review of the year in our Trading and Financial Trading And Financial Review the Company financial statements Review. -
Report: Extension of the Mitie (Interserve) Facilities Contract , Item
Item No. Classification: Date: Meeting Name: 19. Open 9 March 2021 Cabinet Report title: Extension of the Mitie FM Ltd (Interserve) Facilities Management Contract Ward(s) or groups All affected: Cabinet Member: Councillor Rebecca Lury, Finance, Business and Jobs FOREWORD – COUNCILLOR REBECCA LURY, CABINET MEMBER FOR FINANCE, BUSINESS AND JOBS In light of the decision to re-introduce a gateway 1 report, we are proposing the extension to the existing contract to cover the interim period to ensure that we have suitable facilities management services across our council estate. RECOMMENDATIONS 1. That Cabinet approves the variation to extend the term (and agree associated changes noted in this report) of the consolidated facilities management (FM) contract with Mitie FM Limited (Mitie) (previously known as Interserve (Facilities Management) Limited (Interserve) as outlined in paragraph 8, for a period of up to 18 months, from 01 April 2021 to 30 September 2022, at an estimated total cost of £16m. 2. That Cabinet notes that from the contract start date 1 February 2013 to 30 September 2022 the estimated total contract value would be £79m. 3. That Cabinet notes that a three month break clause will be sought as part of the variation to allow for an earlier end to the contract if required, as further detailed in paragraph 14. BACKGROUND INFORMATION 4. Following a competitive procurement exercise using the Government Procurement Service (GPS) RM798 Framework Agreement, Interserve FM were awarded a contract to provide consolidated facilities management services for the council’s headquarters at 160 Tooley Street and other council properties under the contract. -
Elr Data File - Swm2 South Wales Main Line (Gloucester Yd Jn - Neyland)
ELR DATA FILE - SWM2 SOUTH WALES MAIN LINE (GLOUCESTER YD JN - NEYLAND) www.railwaydata.co.uk M. Ch. Type Name Details ID 113m 11ch Bridge Millstream Subway Underline Bridge | Steel 113 11 113m 13ch Bridge River Twyver - Also Under Chl At 92 78. Over Stream Underline Bridge | Steel 113 13 113m 44ch Bridge Windmill - Eastern Radial Road Over. Glos C.c. Own & Maintain - Agmt.rt510 Overline Bridge | Steel 113 44 114m 04ch Station Gloucester GCR 114m 07ch Bridge Gloucester Stn Fb - Footbridge | Steel 114 07 114m 12ch Bridge Station Subway Underline Bridge | Steel 114 12 114m 22ch Bridge London Road Underbridge Underline Bridge | Steel 114 21.25 114m 32ch Bridge Worcester Street Underbridge - Single Span. A38 Under Underline Bridge | Steel 114 32 114m 35ch Bridge Hare Lane Underbridge - Single Span Underline Bridge | Brick 114 35 114m 36ch Bridge Park Street Underbridge - Single Span Underline Bridge | Brick 114 36 114m 47ch Bridge Deans Walk - Closed To Vehicular Traffic Underline Bridge | Brick (Arch) 114 47 114m 54ch Bridge Over Road On Up Side. (fb Not On Nr Land - No Exams) Side of Line Bridge | Steel 114 54 B/S 114m 54ch Bridge "st.oswalds Road - Headroom 16'0""" Underline Bridge | Steel 114 54 115m 02ch Bridge St Catherines Viaduct 7 Spans Viaduct | Pre-cast Concrete 115 02 115m 07ch Bridge Pump House - River Severn (eastern Arm) Underline Bridge | Pre-tensioned Concrete 115 07 115m 16ch Bridge Ham Viaduct - 12 Spans (pre Cast Segmental Concrete Arches Over Land) Viaduct | Pre-cast Concrete 115 16 115m 31ch Bridge Townham Single Span -
Next Carillion?
BY JOHN KINGHAM dividend hunter Who will be the next Carillion? For many dividend investors, the demise of Carillion was a disaster. Not only did their port- folios lose an important source of income, they also saw a permanent loss of capital. It's easy to see what went wrong with hindsight, and in the August 2017 issue of Master Investor I wrote about some of the key lessons from Carillion's collapse. Hindsight is a wonderful thing, but the problems with Carillion were not exactly hard to spot, even several years be- fore its eventual demise. So rather than do yet another Carillion post-mortem, I thought it would be more useful to apply a little foresight and look for companies with similar "red ľdjv%#zklfk#lqyhvwruv#pljkw#zdqw#wr#dyrlg#ru#jhw#rxw#ri1 There were four key lessons from so the similarities with Carillion are One problem with this business Carillion, so I'll be looking for four clear. The company has also had model is that these contracts are UHGȵDJV /DUJHFRQWUDFWV :HDN its problems, resulting in a recently W\SLFDOO\IRUDȴ[HGSHULRGRIVHYHUDO SURȴWDELOLW\ %LJ DFTXLVLWLRQV suspended dividend and a share years, and when the contract ends, High debts. price which has gone from over the associated revenues and prof- 700p a few years ago to around its disappear as well. This can make Interserve PLC 100p today. large contract-based businesses riskier than other businesses with • Share price: 123p With results like that, many dividend smaller and more frequent sales • Index: FTSE 250 investors will have already sold out. -
Network Rail Strategic Business Plan Control Period 4
Network Rail Strategic Business Plan Control Period 4 October 2007 Contents Contents Executive summary 1 1 The strategic context 20 2 The demand for rail 25 3 The industry strategy 33 4 Network Rail’s policies and strategies 52 5 Efficiency and input prices 84 6 Our plan for CP4 119 7 Expenditure and financing 171 8 Outputs 174 9 Options and sensitivities 194 10 Summary of future developments 201 Appendices 204 Network Rail October 2007 Strategic Business Plan 1 Executive summary summary Executive Executive summary The last review was therefore necessary to place the business on a secure financial footing so that The demand for both passenger and freight rail we could begin to address these problems services has increased dramatically over the last together with our industry partners in Control decade. Last year alone, total passenger Period 3 (CP3). demand increased by more than eight per cent and freight demand has also continued to grow Change is a gradual process not just in the strongly. railway but elsewhere as well. Despite this, we are approaching the 2008 periodic review from a Moreover, there is a clear consensus throughout very different position compared to the last the industry that demand growth from review. We always said that the early years of passengers and freight users will remain strong Network Rail were about stabilising the company for the foreseeable future. Increasing congestion while preparing for the further challenges ahead on roads and increasing environmental sensitivity and we have now largely completed the first two mean that rail should be well placed to continue phases of our three-phase transformation winning market share. -
Mitie Group Plc the UK’S Leading Facilities Management Business
Mitie Group plc The UK’s leading Facilities Management business Analyst Presentation FY 17/18 7 June 2018 The exceptional, every day Mitie Group plc | The exceptional, every day 1 Disclaimer This announcement contains forward-looking statements. Such statements do not relate strictly to historical facts and can be identified by the use of words such as 'anticipate', 'expect', 'intend', 'will', 'project', 'plan', and 'believe' and other words of similar meaning in connection with any discussion of future events. These statements are made by the Directors of Mitie in good faith based on the information available to them as at 7 June 2018 and will not be updated during the year. These statements, by their nature, involve risk and uncertainty because they relate to, and depend upon, events that may or may not occur in the future. Actual events may differ materially from those expressed or implied in this announcement and accordingly all such statements should be treated with caution. Nothing in this announcement should be construed as a profit forecast. Except as required by law, Mitie is under no obligation to update or keep current the forward- looking statements contained in this announcement or to correct any inaccuracies which may become apparent in such forward-looking statements. This announcement contains insider information. Mitie Group plc | The exceptional, every day 2 Agenda FY 17/18 Strategic & Operational Review: Phil Bentley, CEO FY 17/18 Financial Review: Paul Woolf, CFO Outlook: Phil Bentley, CEO Q&A Mitie Group plc | The