Chapter 5: Wellington Street Area
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Charlie Davis Spencer Drury
A better cycle Charlie Davis & Spencer Drury Charlie Davis route through Working hard for Eltham Spencer Drury Eltham Cleaning the Eltham sign Reporting back to Eltham Controversial road changes on In February, Charlie and Spencer asked Well Hall Road installed despite questions about the cleanliness of Eltham alternative proposals High Street. Charlie’s focus on cleaning the marble Eltham sign at the western end of the Keeping Greenwich High Street led to a commitment to clean the whole area properly three times a year. Council focused on Eltham Dear Resident, Parking Zone changes delayed We were grateful for all the help we After a year as your Councillors, we (Charlie and received to get re-elected a year ago. Spencer has kept up the pressure on the Spencer) wanted to report back to you what we had been Council over changing parking zones to reflect doing as your representatives in the Town Hall at residents’ wishes around Strongbow & Eltham Woolwich. Charlie and Spencer on the newly Park Gardens. Despite promising changes installed (&damaged) traffic island. last summer, the Council seems to be It has been a busy year with a new Council Leader who incapable of making the promised alterations. has bought a new style to the role (with more selfies than any other London Leader as one blogger claims). From In September 2018, unanimously agreed that our point of view our first year has bought some success Charlie and Spencer the Council should look at for Eltham: asked for the Council to alternative routes, in review its decision to particular along Glenlea New hotel for Orangery? ■ The return of Town Wardens to our High Street change the road layout at Road as an existing cycle which Eltham’s police suggested would free them up the junction of Well Hall path ran through Eltham In Dec 2018, Charlie pushed for the Council’s to spend more time patrolling residential areas where Road and Dunvegan Station. -
Land at Love Lane, Woolwich
Simon Fowler Avison Young – UK By email only Our Ref: APP/E5330/W/19/3233519 Date: 30 July 2020 Dear Sir CORRECTION NOTICE UNDER SECTION 57 OF THE PLANNING AND COMPULSORY PURCHASE ACT 2004 Land at Love Lane, Grand Depot Road, John Wilson Street, Thomas Street, and Woolwich New Road, Woolwich SE18 6SJ for 1. A request for a correction has been received from Winckworth Sherwood on behalf of the Appellant’s in respect of the Secretary of State’s decision letter on the above case dated 3 June 2020. This request was made before the end of the relevant period for making such corrections under section 56 of the Planning and Compulsory Purchase Act 2004 (the Act), and a decision has been made by the Secretary of State to correct the error. 2. There is a clear typographical error in the IR, specifically at IR12.18 where there is an incorrect reference to Phase 4 when the intention was to refer to Phase 3. The correction relates to this reference only and is reflected in the revised Inspector’s report attached to this letter. 3. Under the provisions of section 58(1) of the Act, the effect of the correction referred to above is that the original decision is taken not to have been made. The decision date for this appeal is the date of this notice, and an application may be made to the High Court within six weeks from the day after the date of this notice for leave to bring a statutory review under section 288 of the Town and Country Planning Act 1990. -
Investor Presentation
Investor Presentation HY 2020 Our Investment Case 1 2 3 4 Our distinctive The scale and A well-positioned Our operational business model & quality of our development expertise & clear strategy portfolio pipeline customer insight Increasing our focus 22.5m sq ft of Development pipeline Expertise in on mixed use places high quality assets aligned to strategy managing and leasing our assets based on our customer insight Growing London Underpinned by our Provides visibility campuses and resilient balance sheet on future earnings Residential and refining and financial strength Drives incremental Retail value for stakeholders 1 British Land at a glance 1FA, Broadgate £15.4bn Assets under management £11.7bn Of which we own £521m Annualised rent 22.5m sq ft Floor space 97% Occupancy Canada Water Plymouth As at September 2019 2 A diverse, high quality portfolio £11.7bn (BL share) Multi-let Retail (26%) London Campuses (45%) 72% London & South East Solus Retail (5%) Standalone offices (10%) Retail – London & SE (10%) Residential & Canada Water (4%) 3 Our unique London campuses £8.6bn Assets under management £6.4bn Of which we own 78% £205m Annualised rent 6.6m sq ft Floor space 97% Occupancy As at September 2019 4 Canada Water 53 acre mixed use opportunity in Central London 5 Why mixed use? Occupiers Employees want space which is… want space which is… Attractive to skilled Flexible Affordable Well connected Located in vibrant Well connected Safe and promotes Sustainable and employees neighbourhoods wellbeing eco friendly Tech Close to Aligned to -
Time to Touch up the CV? Beeb Launches Search for New Director General
BUSINESS WITH PERSONALITY PLOUGHING AHEAD 30 YEARS LATER THE WIMBLEDON LOOK LAND ROVER DISCOVERY TO HEAD BACK TO HITS A LANDMARK P24 MERTON HOME P26 TUESDAY 11 FEBRUARY 2020 ISSUE 3,553 CITYAM.COM FREE HACKED OFF US ramps up China TREASURY TO spat with fresh Equifax charges SET OUT CITY BREXIT PLAN EXCLUSIVE Beyond Brexit, it will also consider “But there will be differences, not CATHERINE NEILAN the industry’s future in relation to least because as a global financial cen- worldwide challenges such as emerg- tre the UK needs to keep pace with @CatNeilan ing technologies and climate change. and drive international standards. THE GOVERNMENT will insist on the Javid sets out the government’s Our starting point will be what’s right right to diverge from EU financial plans to retain regulatory autonomy for the UK.” services regulation as part of a post- while seeking a “reliable equivalence He also re-committed to concluding Brexit trade deal with Brussels. process”, on which a “durable rela- “a full range of equivalence assess- Writing exclusively in City A.M. today, tionship” can be built. ments” by June of this year, in order to chancellor Sajid Javid says the “Of course, each side will only give the system sufficient stability City “will no longer be a rule- grant equivalence if it believes ahead of the end of transition. taker” and reveals that the other’s regulations are One senior industry figure told City ministers are working on compatible,” the chancel- A.M. that while a white paper was EMILY NICOLLE Zhiyong, Wang Qian, Xu Ke and Liu Le, a white paper setting lor writes. -
What's the Best Way to Get in Touch with My Banks?
INVESTIGATION | CONTACTING BANKS What’s the best way to get in touch with my bank? With more than 2,000 branches closing over the past decade, In part, banks and building societies have been cutting costs as a result of the financial has it become harder to access your bank, or do new contact crisis, or prioritising investment in technology methods compensate for the decline in face-to-face service? to get people banking in other ways. To better understand this shift in banking decade ago, if you wanted to pay in a The rapid rate of branch closure is a cause access, we surveyed 14 of the biggest current cheque or withdraw some money, all for concern for 57% of Which? members, account providers to find out how many A it would take was a short walk to your according to our survey of 1,356 people in branches they’d closed or opened between local high street bank branch. But today, the January 2014. However, with 89% of those we 2003 and 2013. We also asked about their same transaction at your nearest branch surveyed having access to online banking and branch network plans for 2014 and beyond. might require a 20-mile drive. 76% using telephone banking, it’s perhaps no HSBC closed the largest percentage – almost Given that the number of bank branches surprise that 42% believe that branch banking 30% were shut between the start of 2003 and on our high streets has almost halved since is becoming obsolete. But do the alternatives the end of 2013 – 458 branches in areas where the late 1980s, that’s hardly surprising. -
Larkin Hy. Sydenham Rd. Sydenhams.E Midmore Benj. Stone St
BEE KENT. 738 BEER RETAILERs-continued. Larkin Hy. Sydenham rd. Sydenhams.e Midmore Benj. Stone st. Cranbrook Inward Geor~e, Milton street, Swans- LarkinR.Haughfield,Hadlow,Tonbridge Miles Hen. Georg-e st. Tunbridge Wells combe, Dartford Laslett George, 13 Beach st. Folkestone Miles Thomas, Seal, ~evenoaks J Ilckson H. 21 Harvey street, Folkestone Latter Alhert, Yalding'. Maidstone MilesW•Rolvenden la.Rolvenden, Ashfrd Jackson Jas. 81 Adding-ton st. Ramsgate Law Wm. Marsh la. East Gre.nwich 8.e Miller CIJas. A. Wilmington, Dartford James Erlward, Chi81ehurst Lawrance A. 28 Green's end, Woolwich Miller J. Calais ct.St.Peter's,Ramsgate James Wm. 150 Milton road, Gravesend Lawrence Thomas, Stanstead,Sevenoaks Miller Mrs. New Romney S.O James W. 57 Peppercroft st. Gravesend Lawrence William, Lydd, Folkestone MiIlett Chas. West Minster, Sheerness Jarrett Edward, LaJfield road, Gilling- Laws Mrs. Ann, CJiffe, Rochester Mills Frederick, Otford, Sevenoaks ham, ChathalU Leach Wm. South Cray, St. Mary Cray Mills Thomas, Pizein well, Watering- Jarrett F. 58 Camrlen rd.Tunbrdg.Wells Lt"e Joseph, High Halstow, Rochester bury, Maidstone Jarrett George Elijah, Lower Upnor, Lefevre T. 15 Crescent rd.TunbridgeWI:l Mills Waiter, Hailing, Rochester Frindsbury, Rocbester Leigh Ml'$. Mary, Ide hill, Sevenoaks Mills William, Snodland, Rochester Jarvis George, 3 Fair row, Cbatllam Leigh Wm.Toys hill,Brasted,Sevenoaks Milium George, Rolvenden, Ashford Jeary E. J. Rope Yard rails, Woolwich Lennox Henry, 47 Old Woolwich road, MiltonJn.Ashfordrd.Tenterden,Ashford J etfreyMrs.Rosa, 102Week st.Maidstone East Greenwich S.B Missou W tn. Sutton Valence,Staplehurst Jell Mrs. Eliza Ann. St.Margaret,Dover Lenton Geo. -
Commercial Directory, 1907. Hin~Hod
497 COMMERCIAL DIRECTORY, 1907. HIN~HOD Hinton Thomas Henry & Co. house furnishers 132, & drapers Hobbs Edward. ilign writer, 5 South grove, Peck ham SE 134 & 136, Upper Clapton road NE . Hobbs Edward John, baker, Well Hall road, Eltham Hinton Anne (Miss), aparta. 24 & llfi Woodland road, Norwood SE Hobbs Eliza (M:r:~.), tailores:~, 10 Cowper road, Stoke Newington N & Hinton Charlotte (Miss)1 ladies' school1 58 Coningham road, Hobbs Emily (}!rs.), !ruitr. grngrcr.30 Whateley ra.E. DulwichSE Shepherd's Bush W Hobbs !<'army (Mrs.), confectiouec, 29 B.11h un hill, Balham SW Hinton James, chimney sweeper, 42 Sussex road, Brixton SW Hobbs George, shopkpr. 18 Wardley st. Garratt la. ·Wandsworth SW Bin ton John Wm. profnBor of music, IH Granville pk. Lewisham SE Hobbs Helen (~Iiss), dress maker, 54 Buchan road, Peckham SE Hinton Sarab {Mr~.). shopkeeper, 4 Lh·tth·~m street. Rtlh'Wl SW Uobbs Henry, buil~ers' ironmonger, 174 & 176 Battersea Park rd SW Hinton Walter, dairyman, 80 Upper 'j ooting road SW; lB, Marina Hobbs Henry, shopkeeper, 43 Monsell road, Finsbury Park N mansions, Marius road; 1 Eswyn terrace, Fra.nciocan road & 51 Hobbs Jemima (Mrs.), wine & spirit dlr. 50 King's rd.Ji'inshury Pk N Fra.ncisca.n road, Upper Tooting SW Hobbs Lily lM·Si), ladies' scho1l, 89 Tdnity rd. Upper Tooting SW Binton Wm. Fredk. sanitary engineer, 92 Geneva road, Brixton SW Hobbs Mary (Mrs.), laundry, 32 The Platt, Putney SW Hinton William T. beer retailer, l .13rarnford rd. Wandsworth SW Hobbs Philip William, laundry, 57 Aspenlea rd. Hammersmith W Hintz Charles Randolph, butcher, 114 Lower Park rd. -
PLACES PEOPLE PREFER Annual Report and Accounts 2020
PLACES PEOPLE PREFER Annual Report and Accounts 2020 British Land plc Annual Report and Accounts 2020 Inside Key figures Strategic Report Underlying EPS IFRS loss after tax At a glance 2 Chairman’s statement 4 32.7p £(1,114)m Our purpose 6 2019: 34.9p 2019: £(320)m Case study: 1 Triton Square 8 Chief Executive’s review 10 Investment case 13 EPRA NAV per share Underlying Profit Business model 14 774p £306m Places 2019: 905p 2019: £340m Our portfolio 16 Strategic focus 22 Total accounting return IFRS net assets Strategic performance and KPIs 24 Development pipeline 26 (11.0)% £7,147m 2019: (3.3)% 2019: £8,689m People Customer and community stories 30 Stakeholder engagement and s172 32 IFRS EPS Dividend per share People and culture 34 (110.0)p 15.97p Employee-led networks 36 Sustainability 38 2019: (30.0)p 2019: 31.00p Task Force on Climate-Related Financial Disclosures (TCFD) 42 Senior unsecured Carbon intensity reduction GHG emissions 46 credit rating versus 2009 Non-financial reporting disclosure 47 A 73% Prefer 2019: A 2019: 64% Market insights 54 Performance review 56 Customer Bright Lights skills and Financial review 68 satisfaction employment programme Financial policies and principles 75 Managing risk 78 8.3 504 Principal risks 82 2019: 8.2/10 people supported with work Viability statement 88 2019: 389 Corporate Governance Report Chairman’s introduction 90 Board of Directors 92 Stakeholder engagement statement 96 Presentation of financial information Corporate Governance Report 98 The Group financial statements are prepared under IFRS where the Report of the Nomination Committee 104 Group’s interests in joint ventures and funds are shown as a single line item on the income statement and balance sheet and all subsidiaries are Report of the Audit Committee 108 consolidated at 100%. -
Nationwide Building Society
PROSPECTUS dated 11 September 2017 THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION. If you are in doubt as to the action you should take in connection with this document or the proposals contained in it, you are recommended to seek your own personal financial advice immediately from your stockbroker, bank manager, solicitor, accountant or other independent financial adviser authorised under the Financial Services and Markets Act 2000, if you are taking advice in the United Kingdom, or from another appropriately authorised independent financial adviser if you are taking advice in a jurisdiction outside the United Kingdom. This document comprises a prospectus (the Prospectus) relating to Nationwide Building Society (the Society) and to the Society and its consolidated subsidiaries (Nationwide or the Group) prepared in accordance with the Prospectus Rules of the Financial Conduct Authority (the FCA) made under section 73A of the Financial Services and Markets Act 2000, as amended (the FSMA). The Prospectus will be made available to the public in accordance with the Prospectus Rules. Capitalised terms used in this Prospectus which are not otherwise defined have the meanings given to them in “Part XXII: Definitions”. NATIONWIDE BUILDING SOCIETY (incorporated in England and Wales under the UK Building Societies Act 1986, as amended, and regulated by the Prudential Regulation Authority and the Financial Conduct Authority with FCA Mutuals Public Register Number 355B) Issue of 5,000,000 Core Capital Deferred Shares of £1 each at an Issue Price of £159.00 per Core Capital Deferred Share (the Further CCDS) and admission of the Further CCDS to the Official List and to trading on the London Stock Exchange such Further CCDS to be consolidated and form a single series immediately upon issue with the 5,500,000 CCDS issued by the Society on 6 December 2013 (the Existing CCDS and, together with the Further CCDS, the CCDS) Joint Bookrunners Barclays BofA Merrill Lynch Citigroup J.P. -
BYY Overview
Best Year Yet closes the Performance Gap The Best Year Yet Program is a year long planning and execution “The pragmatic process that will close the Gap between your strategy and your approach and the performance. discipline that comes with the monthly follow up sessions has really helped my team to achieve the results we needed” Marketing Manager, Unilever “Bottom line results are up 60% over the past two years!” CEO, Unum Limited Dorking “Our team moved from last in the country to first” David McAvoy, Regional Director, NatWest Retail Bank Harvard Business Review , Turning Strategy into Great Performance “Best Year Yet is a focused system The program will facilitate your team in deciding what is important, that changes set objectives that are aligned around top initiatives, hold them behavior, culture accountable, and build in discipline to deliver the results that are and performance time after time” needed to reach higher levels of performance. Lawrence Churchill, Former CEO, Zurich Organisations of all sizes The process is perfect for: Financial Services • Senior leadership teams • Breakthrough sales results References • Project teams • Improving productivity Abbott, Proctor & Gamble, Zurich, • Organisations seeking to • Strategic planning & implementation Microsoft, ING, Swiss cascade accountability • Organisational transformation Life, American Express, • Derailed teams • Employee satisfaction & development HSBC, KPN, Bank of • Non performing teams • Morale, motivation, alignment & focus Ireland, IBM, Heineken, Unilever, Nestle, Coca-Cola, Halifax, Lloyd’s bank www.bestyearyet.com How is Best Year Yet structured? There are three basic components to the BYY program. Best Year Yet for management teams or departments, Best Year Yet for individuals, and the Follow-up Process. -
Thomas Street Masterplan Spd
THOMAS STREET MASTERPLAN SPD Royal Borough of Greenwich March 2016 Allies and Morrison Urban Practitioners Love Lane SPD site area, 1938 CONTENTS 1 INTRODUCTION AND CONTEXT 3 1.1 Introduction 3 1.2 Planning policy context 5 1.3 Property market context 7 2 THE SITE 11 2.1 History and evolution 11 2.2 Recent development history 16 2.3 Built heritage assessment 18 2.4 Urban analysis 24 2.5 Movement and connections 27 3 VISION AND OBJECTIVES 31 3.1 Thomas Street area vision 31 3.2 thomas street area objectives 31 4 FRAMEWORK FOR DEVELOPMENT 33 4.1 Overall masterplan 33 4.2 Public realm 35 4.3 Ground floor land use 37 4.4 Building height 39 4.5 access and movement principles 43 5 KEY SITES 47 5.1 Introduction to key sites 48 5.2 Site parameters 48 5.3 1-5 Thomas Street and Thames House 49 5.4 11-19 Wellington street 51 5.5 Eastern quadrant facing General Gordon Square 53 5.6 Southern quadrant, Grand Depot Road 57 5.7 107-137 Wellington Street 61 5.8 The Ogilby Housing Society Site 63 6 VIABILITY AND DELIVERY 65 Opposite: Woolwich 1938 2 1 INTRODUCTION AND CONTEXT 1.1 INTRODUCTION "Woolwich is a famous historic town and has Within this dynamic context, the Thomas Street tremendous potential to once again become a area of Woolwich, which is bounded by Thomas thriving centre. Woolwich has an exceptional setting Street, Wellington Street, Grand Depot Road and on the Thames with a stunning historic legacy of John Wilson Street, is a particular focus for change. -
Geographies of Corporate Philanthropy: the Northern Rock Foundation
Marshall JN, Dawley S, Pike A, Pollard JS. Geographies of Corporate Philanthropy: The Northern Rock Foundation. Environment and Planning A 2017 Copyright: This is the authors’ accepted manuscript of an article that has been published in its final definitive form by Sage Publications, 2017 DOI link to article: https://doi.org/10.1177/0308518X17746405 Date deposited: 19/12/2017 This work is licensed under a Creative Commons Attribution-NonCommercial 3.0 Unported License Newcastle University ePrints - eprint.ncl.ac.uk Geographies of Corporate Philanthropy: The Northern Rock Foundation by Neill Marshall, Stuart Dawley, Andy Pike, and Jane Pollard [email protected], [email protected], [email protected], [email protected]. Forthcoming in Environment and Planning A http://journals.sagepub.com/home/epn Please note: Changes made as a result of publishing processes such as copy-editing, formatting and page numbers may not be reflected in this version. For the definitive version of this publication, please refer to the published source. You are advised to consult the publisher’s version if you wish to cite this paper. Centre for Urban and Regional Development Studies, 1 Newcastle University, Newcastle upon Tyne, NE1 7RU. Geographies of Corporate Philanthropy: The Northern Rock Foundation Abstract The paper contributes to literature on the geographies of corporate philanthropy through a case study of the origins, growth and decline of the Northern Rock bank’s charitable foundation. Analysis reveals the complex, geographically-embedded nature of philanthropic motivations and impacts. It demonstrates that investment in home and community by philanthropists was part of a regionally- inscribed business-model of excessive risk taking that brought them considerable personal financial rewards.