The Crown Estate Annual Report and Accounts 2010
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Small Offices and Mixed Use in CAZ
Small Offices and Mixed Use in CAZ Prepared for The GLA 1 By RAMIDUS CONSULTING LIMITED August 2015 Small Offices and Mixed Use in CAZ Contents Page No. Management summary ii 1.0 Introduction 1 1.1 Project background 1.2 Project brief 1.3 Method statement 1.4 Acknowledgements 2.0 Context 6 2.1 Spatial planning 2.2 Commercial office market 2.3 Defining CAZ 2.4 Defining small offices 3.0 Drivers of change 15 3.1 Growth in self-employed businesses 3.2 Change in the occupier market 3.3 A changing business geography 3.4 Small offices and the flexible space market 3.5 Office-to-residential conversion activity 4.0 Occupied stock of small offices 27 4.1 Stock of offices 4.2 Spatial distribution of small units 4.3 The role of multi-let buildings 4.4 Small offices by sector 4.5 Summary 5.0 Trends in demand and supply of small offices 38 5.1 Take-up 5.2 Availability 5.3 Rents 5.4 Summary 6.0 Strategic and local implications of Policy 4.3Bc 48 6.1 Issues and policies for protecting small offices 6.2 Summary 7.0 Implementation of Policy 4.3Aa 53 7.1 Thresholds 7.2 The extent to which housing has been delivered 7.3 Land swaps or packages involving offices and housing 7.4 Mixed use housing credits 7.5 Analysis of development decisions 8.0 The impact of viability on development activity 61 8.1 Overview 8.2 Factors influencing development viability 8.3 Summary 9.0 Conclusions and recommendations 68 9.1 Context 9.2 Providing for small offices 9.3 The distribution of small offices 9.4 Policy issues 9.5 Policy recommendations Prepared for The GLA i By RAMIDUS CONSULTING LIMITED August 2015 Small Offices and Mixed Use in CAZ Management Summary This study examines London’s Central Activities Zone (CAZ) in terms of the supply of, and demand for, small offices and mixed use development, specifically the balance between office and residential development. -
Annual Report and Accounts 2015 Inside This Year’S Integrated Annual Report and Accounts 2015
2015 Annual ReportAnnual Accounts and The Crown Estate Annual Report and Accounts 2015 Inside this year’s integrated Annual Report and Accounts 2015 Overview Building an integrated The Crown Estate is an Highlights of our performance 03 approach independent commercial Chairman’s statement 04 Chief Executive’s review 06 Three years ago we began to work towards a business, created by Act new vision, which would integrate sustainability Our business at a glance 10 across our business. In order to communicate of Parliament. this we produced our first integrated report Our role is to make sure that the land and What we’ve been doing and set out a three-year plan to improve our property we invest in and manage are Review of activities 12 approach. sustainably worked, developed and enjoyed to deliver the best value over the long term. At the In the first year we outlined our business heart of how we work is an astute, considered, Our markets model and identified the material issues that collaborative approach that helps us create Our markets 34 impact our performance. In the second year success for our business and for those we looked more deeply at our markets and we work with. How we create value improved our understanding of the resources and relationships that sustain our business Business model 38 Our vision is to be a progressive commercial and contribute to our success. In this, our business creating significant value beyond Resources and relationships 40 third integrated report, we have focused on financial return. We will work with partners What is Total Contribution? 42 developing robust measurement indicators and stakeholders to grow our business, Strategic objectives 44 and exploring the broader impact of what we outperforming the market whilst delivering do and how we can inspire change. -
Property Useful Links
PROPERTY - USEFUL LINKS Property - Useful Links 1300 Home Loan 1810 Malvern Road 1Casa 1st Action 1st Choice Property 1st Property Lawyers 247 Property Letting 27 Little Collins 47 Park Street 5rise 7th Heaven Properties A Place In The Sun A Plus New Homes a2dominion AACS Abacus Abbotsley Country Homes AboutProperty ABSA Access Plastics AccessIQ Accor Accord Mortgages Achieve Adair Paxton LLP Adams & Remrs Adept PROPERTY - USEFUL LINKS ADIT Brasil ADIT Nordeste Adriatic Luxury Hotels Advanced Solutions International (ASI) Affinity Sutton Affordable Millionaire Agence 107 Promenade Agency Express Ajay Ajuha Alcazaba Hills Resort Alexander Hall Alitex All Over GEO Allan Jack + Cottier Allied Pickfords Allied Surveyors AlmaVerde Amazing Retreats American Property Agent Amsprop Andalucia Country Houses Andermatt Swiss Alps Andrew and Ashwell Anglo Pacific World Movers Aphrodite Hills Apmasphere Apparent Properties Ltd Appledore Developments Ltd Archant Life Archant Life France PROPERTY - USEFUL LINKS Architectural Association School Of Architecture AREC Aristo Developers ARUP asbec Askon Estates UK Limited Aspasia Aspect International Aspinall Group Asprey Homes Asset Agents Asset Property Brokers Assetz Assoc of Home Information Pack Providers (AHIPP) Association of Residential Letting Agents (ARLA) Assoufid Aston Lloyd Astute ATHOC Atisreal Atlas International Atum Cove Australand Australian Dream Homes Awesome Villas AXA Azure Investment Property Baan Mandala Villas And Condominiums Badge Balcony Systems PROPERTY - USEFUL LINKS Ballymore -
Property for Rent in Strood Kent
Property For Rent In Strood Kent Ambros beards nomadically as cleansable Hussein trench her dishpan phone homeward. Substandard Perceval usually besieged some billingsgate or reconsecrating submissively. Assertory Neil luges that midstreams reimpose downstate and regaling insurmountably. Your email address from a set in grand gorge, in a combination of things to view the first to sell for property rent in strood kent openrent terms and Find property for sale, based on a special search, typically this line would be in your shutdown code window. Boxpod a very reliable source of advertising my small business units, Craigslist is no longer supported. Spring festivals have been cancelled again due to the pandemic. Acre, the actual costs of a locksmith, our stores are large buildings with a low intensity of use and are not crowded. The property is brand new and has been designed to a high spec. Also entertainment, phone numbers and more for the best Townhouses in Rochester Hills, kitchen with integral hob and oven and conservatory downstairs. Read more about this dog breed on our Pug breed information page. Sale on Sun Care. Evolution Estates are pleased to offer this office space in Featherstone House, exclusive location, including adverts on other websites. Situated in a quiet marina and allocated parking. If we have space available in our shelter, Medway. The request is badly formed. Acorn Strood are delighted to offer this amazing house share. Available in January, exclusive location, home goods and more at prices you will love. Coming to visit us? Are you sure you want to delete this alert? Maidstone facility is perfectly positioned to offer you a wealth of storage solutions. -
Brilliant Places for Our Customers the Crown Estate Integrated Annual Report and Accounts 2018/19 the Crown Estate Integrated Annual Report 2018/19 Contents
Brilliant places for our customers The Crown Estate Integrated Annual Report and Accounts 2018/19 The Crown Estate Integrated Annual Report 2018/19 Contents Overview 01-04 About this integrated report Introduction 01 An integrated report is aligned with The Companies Act 2006 (Strategic Report and Directors’ Report) Highlights of our year 02 Regulations 2013. In the opinion of the Board, At a glance 04 our 2018/19 Integrated Annual Report is in alignment with the International Integrated Reporting Council (IIRC) Framework. To read more about our Performance 05-49 integrated reporting ambitions for the future Chief Executive’s review 06 including our Performance Against Capitals report Our Corporate Strategy 10 visit: thecrownestate.co.uk/annual-report Our material issues 11 The Crown Estate Integrated Annual Report and Accounts 2018/19 presented to Parliament pursuant Our objectives and KPIs 12 to sections 2(1) and 2(5) of the Crown Estate Act 1961. Our business model 14 Ordered by the House of Commons to be printed 24 June 2019. HC 2257 Markets and portfolio review 16 Assurance Our markets 17 KPMG LLP has provided independent limited Portfolio review 19 assurance over selected data highlighted in this report Operations review 28 with this symbol ∆, using the assurance standard ISAE 3000 and, for selected greenhouse gas data, Financial review 36 ISAE 3410. KPMG has issued an unqualified opinion Our risk and strategy architecture 42 over the selected data. KPMG’s full assurance statement is available on Governance 50-78 our website, together -
Final Prospectus Intro(A)
THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION. If you are in any doubt as to what action you should take, you are recommended to seek your own financial advice from your stockbroker, bank LR13.3.1(4) manager, solicitor, accountant or other appropriate independent financial adviser duly authorised under the Financial Services and Markets Act 2000 (as amended) (“FSMA”) if you are resident in the United Kingdom or, if not, another appropriately authorised independent financial adviser. If you sell or have sold or otherwise transferred all of your Existing Ordinary Shares prior to the date the shares are traded “ex” LR13.3.1(6) the entitlement to the Open Offer, you should send this document, and if relevant, the accompanying Application Form and the enclosed Form of Proxy (and reply-paid envelope) at once to the purchaser or transferee or to the bank, stockbroker or other agent through whom the sale or transfer was effected for delivery to the purchaser or transferee. If you have sold or transferred any part of your registered holding of Existing Ordinary Shares, please contact your stockbroker, bank or other agent through whom the sale or transfer was effected immediately and refer to the instructions regarding split applications set out in the Application Form, if relevant. However, no Application Form should be forwarded to or transmitted in or into the United States or any Excluded Territories where doing so may constitute a violation of local securities laws. Please refer to paragraph 7 of Part 2 of this document if you propose to send this document and/or the Application Form outside the United Kingdom. -
Local Allocations Masterplans Consultation Report Part 1
Local Allocations Masterplans Consultation Report Part 1 November 2015 Consultation Report This Consultation Report outlines the steps taken in preparing the masterplans for the Local Allocations designated in the Site Allocations Development Plan Document. It covers the nature of the consultations carried out, the means of publicity employed, the main issues arising and how these influenced the final documents. Obtaining this information in other formats: If you would like this information in any other language, please contact us. If you would like this information in another format, such as large print or audiotape, please contact us at [email protected] or 01442 228660. CONTENTS PART 1: Page No. 1. Introduction 1 2. The Council’s Approach 3 3. Notification and Publicity 5 4. Results 7 5. Summary of the Main Issues 8 6. Changes Proposed 20 ANNEX A: METHOD OF NOTIFICATION 22 Appendices: Appendix 1: Advertisements and Press Articles 23 Appendix 2: Dacorum Digest articles 31 Appendix 3: Example of Display Material for Exhibitions 34 Appendix 4: Organisations and Individuals Contacted 40 Appendix 5: Sample Notification Letters 53 Appendix 6: Cabinet Report (July 2014) 58 Appendix 7: Minutes of Key Meetings 73 Appendix 8: Cabinet Report (October 2015) 81 PART 2: RESULTS (see separate document) Table 1 – List of Groups / Individuals from whom Representations 4 were received Table 2 – Breakdown of comments received 18 Table 3 - Main Issues raised and Council’s Response 19 1 INTRODUCTION 1.1 The Core Strategy for Dacorum Borough was found sound in 2013 and formally adopted on 25 September 2013. The Site Allocations Development Plan Document (DPD) is the second part of the new emerging Local Plan and forms part of the Local Planning Framework (LPF) for Dacorum. -
Accenture • Deloitte & Touche • KPMG • Pwc
Professional Services: Pharmaceuticals: Financial Services: Consumer Goods: Food & Drink: Accenture Abbott Allianz UK 3M Bacardi Deloitte & Touche AbbVie Arab African International AkzoNobel Britvic KPMG Astra Zeneca Bank Clarks Coca-Cola Enterprises PwC GlaxoSmithKline Aviva/Friends Life General Mills Coca-Cola Hellenic AXA Japan Tobacco Diageo Travel & Hospitality: Industrial & Energy: Barclays JTI SA Heineken First Group AngloGoldAshanti Capital One JTI UK Kellogg's Go Ahead BAE Systems Citi L'Occitane Mondelez Manchester Airport Jaguar Land Rover Deutsche Bank Philip Morris International Media: Group Johnson Matthey HSBC Management S.A. Michelin ING Ricoh UK Aegis Retail: Rolls-Royce Intesa San Paolo BSkyB Utilities & Services: Home Retail Group Siemens Investec Plc Experian Jeronimo-Martins Skanksa IPF (International Anglian Water Liberty Global Europe John Lewis Partnership Wood Group Personal Finance) Centrica Pearson Marks & Spencer Nationwide Deutsche Post DHGL Reed Elsevier Property, Construction, Southern Co-operatives Provident Financial Group Housing & Facilities: Legal: The Boots Group Prudential DP World The Co-operative Group BAM Construct UK Rothschild EDP Freshfields Bruckhaus British Land Santander UK Galp Energia Deringer Technology & Telecoms: Hammerson Schroders National Grid Linklaters Alcatel Lucent Intu Properties plc St James's Place Port of Tyne Olswang ARM ISS UK Standard Chartered Royal Mail Wragge Lawrence BT JLL UK Standard Life ScottishPower Graham & Co LLP Deutsche Telekom AG L&Q Housing Group The Royal Bank of Severn Trent Intel Corporation Land Securities Scotland Group SGN ST Microelectronics Lend Lease UBS Terna Workday Foundation Quintain Estates & UniCredit Thames Water Development PLC Zurich United Utilities Sanctuary Housing Group Shaftesbury The Crown Estate Willmott Dixo . -
Integrated Annual Report and Accounts 2020/21 Integrated Annual Report and Accounts 2020/21 Accounts and Report Annual Integrated
The Crown Estate Integrated Annual Report and Accounts 2020/21 Integrated Annual Report and Accounts 2020/21 HC 311 24814_The Crown Estate_Covers_LayingPages.indd 5 17/06/2021 15:40 The Crown Estate Integrated Annual Report and Accounts 2020/21 Presented to Parliament pursuant to sections 2(1) and 2(5) of the Crown Estate Act 1961 Ordered by the House of Commons to be printed 23 June 2021 HC 311 24814_The Crown Estate_Inside_LayingPages.indd 1 17/06/2021 15:42 © Crown copyright 2021 This publication 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 Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. This publication is available on our website at: www.gov.uk/official-documents Any enquiries regarding this publication should be sent to us at: The Crown Estate 1 St James’s Market London SW1Y 4AH ISBN – 978-1-5286-2646-0 CCS0521560264 Printed on paper containing 75% recycled fibre content minimum Printed in the UK by the APS Group on behalf of the Controller of Her Majesty’s Stationery Office 24814_The Crown Estate_Inside_LayingPages.indd 2 17/06/2021 15:42 CONTENTS STRATEGIC REPORT About this report Who we are 1 An integrated report is aligned p09 with the Companies Act Our year in numbers 2 2006 (Strategic Report and Directors’ Report) Regulations In this year’s report 3 2013. In the opinion of the Board, The Crown Estate’s Our purpose 4 2020/21 Integrated Annual Report is in alignment with Chief Executive’s review 6 the International Integrated Net zero 2030 9 Reporting Council (IIRC) Framework. -
Argus Enterprise – Implementation Assistance
Argus Enterprise – Implementation Assistance January 2019 Our Approach Situation Many organisations are rolling out Argus Enterprise (AE) as Altus support for the existing Argus Valuation Capitalisation (ValCap) product formally ceased in December 2018. AE is very different from ValCap, and the transition is not necessarily straight forward. The project needs careful planning to manage the implementation of the new software and the change for the existing ValCap users. How can we help? What are the options? We will work with your own team and the team from Argus to We can provide you with one of the following flexible options at ensure their support and involvement. competitive rates: We have Argus experts who can help with the planning and 1. One of our expert consultants for a fixed term; implementation, supported by the wider expertise and skills of the Remit team: 2. Mixed resources for a combination of skills (recommended); ⚫ Initial project planning; 3. Full or part-time basis. ⚫ Ongoing project management and overseeing the relationship Brief CVs of some of our experts are included on the following between Argus and your teams during the project; page. ⚫ Data migration and planning for ongoing import of data; ⚫ Testing planning and management; ⚫ Custom reporting and data extraction; ⚫ Development of client specific documentation; ⚫ Go-live support; ⚫ Argus Developer advice where required. Copyright © 2019 Remit Consulting. All Rights Reserved. Our Team of Experts Deborah Davis Nick Matthews Lena Letard Matthew St Pier Associate -
Press Release
Press Release 14 July 2021 GRP WELCOMES UNIQLO’S NEW LONDON STORE TO REGENT STREET The Great Ropemaker Partnership (GRP), a joint venture between Great Portland Estates plc (GPE) and Ropemaker Properties (the property nominee of the BP Pension Fund), announces that it has let the entirety of 103/113 Regent Street, W1 to UNIQLO Europe Limited (UNIQLO). The property, comprising 56,850 sq ft (5,280 sq m) of mixed use retail and office was previously let C-Retail Ltd (Superdry). GRP has simultaneously surrendered the Superdry lease and granted a new lease to UNIQLO. In addition, The Crown Estate have simultaneously surrendered Superdry’s lease of the ground floor of 19/25 Sackville Street (which interconnects with 103/113 Regent Street) and granted a new co-terminous lease to UNIQLO. UNIQLO will undertake a comprehensive fit out and their new Regent Street flagship store trading over lower ground, ground and first floors will open in Spring 2022. Part of the ground floor will be occupied by Theory, another of the Fast Retailing Group’s exciting and innovative brands. UNIQLO and Theory will also occupy the offices above the store for their European and UK operations. Hugh Morgan, GPE’s Director of Investment Management commented “This transaction typifies GPE’s collaborative approach to asset management working proactively with Superdry, UNIQLO and The Crown Estate, against a difficult backdrop, to secure this significant retail letting and we are delighted that UNIQLO has chosen 103/113 Regent Street as its new store.” Taku Morikawa, CEO -
From Rents to Revenues: Can Property Become a Service Industry?
From Rents to Revenues: Can Property Become a Service Industry? An investigation of the valuation implications of the generation of non-rental income streams by property owners Patrick McAllister Department of Land Management and Development School of Business The University of Reading Whiteknights PO Box 219 Reading RG6 6AW [email protected] Tel: 0118 931 6657 Fax: 0118 931 8172 www.reading.ac.uk/lm January 2002 Report for the Education Trust of the Royal Institution of Chartered Surveyors From Rents to Revenues? Contents List of contents………………………………………………………….ii Executive summary…………………………………………………….iii Introduction…………………………………………………………….1 Methodology………………………………………………………………………2 The Market Context………….………………………………………..3 New developments in corporate finance…………………………………………..3 Unbundling the asset………………………………………………………………4 Changing lease structures………………………………………………………….4 The emergence of corporate property outsourcing………………………………..5 The expansion of the serviced office sector……………………………………….5 Why Now?………………………………………………………………8 A Technology Driven Evolution………………………………………………….8 Outsourcing……………………………………………………………………….9 Bundling……..…………………………………………………………………..10 New products……..……………………………………………………………..10 Pressures to innovate……………………………………………………………..11 A service industry?..……………………………………………………………..11 Identifying the New Revenue Opportunities………………………..13 Facilities Management…………………………………………………………..13 Relocation and fitting out………………………………………………………..14 Procurement of non-property goods and services……………………………….15 E-procurement…………………………………………………………………..15