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| Share Name | Share Symbol | Market | Stock Type |
|---|---|---|---|
| Green & Smart Holdings Plc | GSH | London | Ordinary Share |
| Price Change | Price Change % | Share Price | Last Trade
|
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|---|---|---|---|---|
| 0.00 | 0.00% | 2.85 | 01:00:00 |
| Open Price | Low Price | High Price | Close Price | Previous Close |
|---|---|---|---|---|
| 2.85 | 2.85 |
| Top Posts |
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Posted at 08/9/2016 00:02 by cyfran101 !YOUTUBEVIDEO:DEDyxwWebsite: Admission Document: Media Coverage: Business Structure (Admission Document 3.2): Green & Smart Holdings plc (Jersey) Green & Smart Ventures Sdn Bhd Malaysia 100% Green & Smart Sdn Bhd Malaysia 100% Concord Green Energy Sdn Bhd Malaysia 25% Megagreen Energy Sdn Bhd Malaysia 15% Our Energy Group (M) Sdn Bhd Malaysia 51% Correct forum for Green & Smart (GSH) discussion. |
Posted at 05/5/2009 09:33 by alter ego Sorry David, I got slightly muddled up about the relationship. It was his son who became a NED -see post 255. I probably subconciously remembered it as his nephew because of post 283 where Simon gordon said his nephew's money was invested in GSH. Post 294 nicely summed up the offputting factors that persuaded me to sell up. Apologies for misleading you. |
Posted at 01/5/2009 01:06 by davidosh The interims were out today..Highlights Turnover increased to £123.3 million (2008: £88.3 million) Underlying profit of £4.0 million (£4.6 million before change of accounting policy)* (2008: £4.0 million) Basic adjusted earnings per share were 13.0 pence (17.1 pence before change of accounting policy)* (2008:12.9 pence) Cash reserves at the end of the period of £15.2 million (2008: £8.8 million) Order book at period end of £714 million (2008: £609 million) The board does not recommend the payment of an interim dividend (2008: 2.9 pence) Can anyone come up with a good reason for NOT paying a dividend to current shareholders considering that the company is doing so well and has doubled its cash reserves ? They are a reward for investment last year and should be distributed as they have in all previous years. |
Posted at 17/3/2009 12:31 by masurenguy Fortunately not a shareholder here - just a watchlist company. "Mr Scarr-Hall has also notified the Company of his intention to vote against any resolution proposed by the Directors of GSH for the purposes of the Company tendering to buy GSH shares from other shareholders prior to the cancellation becoming effective." That is scandalous and there should be some change in the AIM listing rules to prohibit any shareholder maintaining more than a 50% stake in any listed company without being compelled to make an offer for the whole business. |
Posted at 06/12/2008 12:11 by simon gordon It is a dog's dinner. I once thought GSH to be a stable, quality company, that idea got quickly trashed by ISH and his stewardship of GSH as a plc. It is sad to see another UK company be so badly managed. In the depression we shall see so many Small Caps. implode due to pathetic management. Styles & Wood was a good example of a company living in la la land. I can see GSH under two quid as the economic collapse intensifies. How far do you guys reckon GDP could fall for UK plc in 2009? Consensus is 1% to 2%. What if it is 4%+. I think we are heading into a depression and GSH will come under intense margin pressure. It is going to be brutal, only the warriors will survive unscathed. GSH with all its mad changes is going to find it very hard. It floated at £1.50. |
Posted at 23/10/2008 07:16 by theophilus PRELIMINARY RESULTS 2008INTRODUCTION GSH Group plc ('the Group' or 'GSH') the international provider of bespoke facilities management and energy management solutions, announces preliminary results for the year ended 31 July 2008. FINANCIAL HIGHLIGHTS: Underlying profit* before tax rose by 37% to £11.1 million Revenue increased to £200.4 million, up by 27% Year end cash reserves stood at £15.0 million Operating margin increased to 5.6% (2007: 5.2%) Basic adjusted earnings per share of 36.6 pence, up by 19% Proposed final dividend of 7.6 pence Total dividend of 10.5 pence, up by 19% * Underlying profit is defined as profit before adjustments in respect of non-trading items. OPERATIONAL HIGHLIGHTS: Healthy growth across all operating divisions Order book at £757 million, up £148 million (2007: £609 million) Acquisition of Utilitec BV in July 2008 New contracts with General Motors, Corus, Archon, Advance Realty Group and The Royal College of Surgeons Extensions to contracts with HBoS, Thomas Cook, Pfizer and KPN Further investment in people and products Rob Painting, interim Non-Executive Chairman of GSH said: 'Once again we have demonstrated that the Group is in good shape with a solid set of results based predominantly on profitable organic growth in the period. Our overseas growth in particular is an exciting aspect and the Board believes that we are well positioned to capitalise on this and other new geographic markets.' An encouraging set of results especially considering the state of the economy. Cheers Th. |
Posted at 09/9/2008 19:18 by simon gordon I wonder if an emotional block (family history in company) is hindering ISH from making astute business decisons such as increasing liquidity and managing the Board of Directors. The absurd board appointments have shown his hand and he ain't a quality player. CT was the dude who made GSH into a quality PLC and to lose him is an awful move.How will GSH attract a first rate CEO when the controlling shareholder is holding the PLC back? If CT has been poached it will be interesting to see how many of his team will defect with him - the heart could be ripped out of the company. I think it is like Big Sam leaving Bolton Wanderers. This is a disaster for GSH - they'll probably hire someone like Sammy Lee. |
Posted at 29/4/2007 10:58 by simon gordon Background data on how GSH operates:C0MMUNICATION IS KEY TO PEOPLE DEVELOPMENT - 30.03.06 It goes without saying that a company is only as good as its people. Nowhere is this truer than the FM sector, where day-to-day operational performance is judged against measurable Service Level Agreements (SLAs) and stringent evaluation is the norm. As the sector becomes increasingly service-led, the ability to attract and retain good quality, motivated staff from a relatively limited pool is a critical form of competitive differentiation. So if skills shortages and staff retention are now two of the biggest issues facing the sector, how do you make the most of what you have got? Mark Longley, HR Director of expanding FM provider, GSH was the recent recipient of a BIFM Award for introducing an innovative communications strategy alongside its 'Excellence Through People' (ETP) Programme. In this article he explains how the strategy was put into practice and what the benefits have been. ASPIRATIONAL THINKING The objective behind GSH's internal communications strategy is to create a positive HR culture 24/7, based on encouragement, opportunity and a belief that 'if you're good enough, you're old enough! A package of inter-active employee communication initiatives designed to fill in the gaps between three month appraisals or individual training courses is designed to ensure staff stay involved and aim high. The process starts during induction. First impressions are vital and the objective is to welcome people into the company on an individual basis and explain what is expected of them. 'Buddy schemes' are implemented as appropriate. However the process of learning is not all one way. At the end of every induction week, new staff are invited to suggest where GSH may be able to learn lessons from their former company. PROJECT TALKBACK This element of 360 degree channel of communication with all employees continues via a series of monthly team meetings designed to keep staff up to date. Project Talkback enables employees to hear the 'Team Brief' first-hand from key managers and then put forward ideas or questions, giving them the opportunity to contribute to the development of the business. Meetings are based on a set format allowing information to be passed up and down. It is an approach that has been particularly welcomed by engineers working on customer sites that do not necessarily visit a GSH office. The personal aspect is essential and means staff can receive immediate answers to their questions. CONTINUOUS DEVELOPMENT The principle of continuous individual development is integral to GSH's Excellence Through People programme. It is based on four key Investors in People principles namely: commitment, planning, action and evaluation. All staff join the existing structured development programme and receive job specific training. The goal is to create a comprehensive approach to employee development at all levels in order to actively encourage internal promotion and career progression. Every year an employee profile is completed by the direct line manager. This enables individuals to be assessed on their potential and what support they need. Individual performance development plans are structured around quarterly appraisals. The emphasis is on the importance of recognition and valuing employees on a formal basis. Performance is reviewed and targets set for the next quarter, whilst also facilitating succession planning. TAILORMADE TRAINING A wide range of employee development programmes are available reflecting that an average of 15% of the previous year's profit is invested in a dedicated training fund. Apprentices are recruited annually by GSH and all 40 of the current program have joined a BEST (Building Engineering Services Training) programme consisting of a four year modern apprenticeship. As well as enjoying the same statutory and pension benefits as other full-time employees, apprentices have their driving lessons and first test sponsored in full. Funds are provided to help them buy 'the tools of the trade'. On completing their apprenticeship, staff become fully qualified service engineers with a trade and invariably join the company. External recognition is evident from GSH apprentices winning their H & V News Awards category for two consecutive years. Management recruits automatically join the six-month GSH Management School, successful completion of which means graduation and full management responsibility. Success is measured through assessment on a proficiency system based on an 'Evaluation Matrix' covering six modules. Critically, the scheme does not represent an exclusive club. All existing non-management employees are also invited to apply to join and gain additional skills in people and financial management etc. In order to keep staff up to date with issues across the Business, GSH has produced a new version of the 12 page staff magazine "Aspire". The biggest difference is not size, but editorial tone, with the new version clearly written by and for employees as opposed to having a 'house style and content' imposed from top level management. Furthermore, GSH has recently completed a Staff DVD which involved the participation of some 200 employees throughout the country, from Glasgow to London and Cardiff to Halifax. It has proved a huge success in bringing GSH people together and encouraging greater communication at all levels. RESULTS Communication is central to an FM staff development strategy. If from the outset people are made aware that the company's culture is that they should aspire to do the best job they can, then that is a good start. But even more importantly, this message must be communicated regularly to staff throughout their career through appraisals, training and even in their own staff magazine. Get that right and deliver on your development promises and there will be an immediate return in terms of a pro-active ethos typified by higher service levels, exceptional client and staff retention and below industry average absenteeism and sickness. Get that wrong and the results really don't bear thinking about. |
Posted at 12/4/2007 19:57 by simon gordon An analysis of GSH with Jack Welch:1. Lead Managers muddle - leaders inspire. Leaders are people who inspire with clear vision of how things can be done better. "What we are looking for are leaders at every level who can energize, excite and inspire rather than enervate, depress, and control." *Colin Tennent has a stable of thrusting managers, he is focused on Quality and Self-Improvement, and leading an organisation that has a crystal-clear vision of its future. Jamie Reynolds has just given the top speech at the BIFM conference. Colin Tennent thinks very highly of Neil Murray. 2. Manage Less "We are constantly amazed by how much people will do when they are not told what to do by management." In the new knowledge-driven economy, people should make their own decision. Managing less is managing better. Close supervision, control and bureaucracy kill the competitive spirit of the company. "Weak managers are the killers of business; they are the job killers. You can't manage self-confidence into people." *GSH has a flat management structure allowing people to be. 3. Articulate Your Vision "Leaders inspire people with clear visions of how things can be done better." The best leader do not provide a step-by-step instruction manual for workers. The best leaders are those who come up with new idea, and articulate a vision that inspires others to act. *I think the GSH vision is excellent: greensolutions is an example. 4. Simplify Keeping things simple is one of the keys to business. "Simple messages travel faster, simpler designs reach the market faster and the elimination of clutter allows faster decision making." *The company literature I have seen so far is to the point. 5. Get Less Formal "You must realize now how important it is to maintain the kind of corporate informality that encourages a training class to comfortably challenge the boss's pet ideas." *Project Talkback - monthly talkback sessions with all employess. 6. Energize Others Genuine leadership comes from the quality of your vision and your ability to spark others to extraordinary performance. Getting employees excited about their work is the key to being a great business leader. "We now know where productivity - real and limitless productivity - comes from. It comes from challenged, empowered, excited, rewarded teams of people." *This is definitely happening at GSH. 7 Face Reality Face reality, then act decisively. Most mistakes that leaders make arise from not being willing to face reality and then acting on it. Facing reality often means saying and doing things that are not popular, but only by coming to grips with reality would things get better. *Can't answer that one. 8. See Change as an Opportunity Change is a big part of the reality in business. "Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while... Keeping an eye out for change is both exhilarating and fun." *Smartbox, energyplus, greensolutions. 9. Get Good Ideas from Everywhere New ideas are the lifeblood of business. "The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action - fast." *Maxwell Segal and his associate are the GSH think-tank and ideas cross fertilise between departments. Project Talkback. 10. Follow up Follow up on everything. Follow-up is one key measure of success for a business. Your follow-up business strategy will pave the way for your success. *Seems pretty basic. 11. Get Rid of Bureaucracy The way to harness the power of your people is "to turn them loose, and get the management layers off their backs, the bureaucratic shackles off their feet and the functional barriers out of their way." *This is happening in GSH, right from the top. 12. Eliminate Boundaries In order to make sure that people are free to reach for the impossible, you must remove anything that gets in their way. "Boundarylessness" describes an open organization free of bureaucracy and anything else that prevents the free flow of ideas, people, decisions, etc. Informality, fun and speed are the qualities found in a boundaryless organization. *When I conversed with Maxwell Segal this was an aspect that excited him about working with GSH. 13. Put Values First Don't focus too much on the numbers. "Numbers aren't the vision; numbers are the products." Focus more on the softer values of building a team, sharing ideas, exciting others. *GSH are very keen on training and the corporate slogan for this is PRIDE. 14. Cultivate Leaders Cultivate leaders who have the four E's of leadership: Energy, Energize, Edge, and Execution; leader who share values of your company and deliver on commitments. *Pages 32&33 of the annual report highlight that this is taken seriously. 15. Create a Learning Culture Turn your company into a learning organization to spark free flow of communication and exchange of ideas. "The desire, and the ability, of an organization to continuously learn from any source, anywhere - and to rapidly convert this learning into action - is its ultimate competitive advantage." *In the HQ a special room is in operation for learning. All the AF Worx and Delta workers have/will pass through that room to be inducted. 16. Involve Everyone Business is all about capturing intellect from every person. The way to engender enthusiasm it to allow employees far more freedom and far more responsibility. *I can see management are empowered so I presume it flows down the chain. Project Talkback. 17. Make Everybody a Team Player Managers should learn to become team players. Middle managers have to be team members and coaches. Take steps against those managers who wouldn't learn to become team players. *Mentoring was mentioned as being very important during my meeting with Colin Tennent and David Simons. 18. Stretch Stretch targets energize. "We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don't quite make it, we inevitably wind up doing much better than we would have done." *GSH revel in stretch targets. 19. Instill Confidence Create a truly confident workforce. Confidence is a vital ingredient of any learning organization. The prescription for winning is speed, simplicity, and self-confidence. Self-confident people are open to good ideas regardless of their source and are willing to share them. "Just as surely as speed flows from simplicity, simplicity is grounded in self-confidence." *GSH are winning Blue Chip clients and spreading around the Globe. After Robbie they are putting Stoke on the map. 20. Have Fun Fun must be a big element in your business strategy. No one should have a job they don't enjoy. If you don't wake up energized and excited about tackling a new set of challenges, then you might be in the wrong job. *GSH fund social activities and encourage family inclusion. 21. Be Number 1 or Number 2 "When you're number four or five in a market, when number one sneezes, you get pneumonia. When you're number one, you control your destiny. The number fours keep merging; they have difficult times. That's not the same if you're number four, and that's your only businesses. Then you have to find strategic ways to get stronger. But GE had a lot of number ones." *GSH are the number one 'pure play' in Hard FM. 22. Live Quality "We want to change the competitive landscape by being not just better than our competitors, but by taking quality to a whole new level. We want to make our quality so special, so valuable to our customers, so important to their success that our products become the only real value choice." *If you look at the awards GSH have won or been nominated for and the respect they are accorded in the FM media, it is because Quality is all at GSH. 23. Constantly Focus on Innovation "You have just got to constantly focus on innovation. And more competitors. You've got to constantly produce more for less through intellectual capital. Shun the incremental, and look for the quantum leap." Now the fundamentals have got to be more education. More information knowledge, faster speeds, more technology across the board. *Greensolutions is the most recent example. 24. Live Speed "Speed is everything. It is the indispensable ingredient of competitiveness." Speed, simplicity and self-confidence are closely intertwined. By simplifying the organization and instilling confidence, you create the foundation for an organization that incorporates speed into the fabric of the company. *GSH are constantly improving infrastructural efficiences. 25. Behave Like a Small Company Small companies have huge competitive advantages. They "are uncluttered, simple, informal. They thrive on passion and ridicule bureaucracy. Small companies grow on good ideas - regardless of their source. They need everyone, involve everyone, and reward or remove people based on their contribution to winning. Small companies dream big dreams and set the bar high - increments and fractions don't interest them." *Passion is certainly alive and kicking at GSH. |
Posted at 10/4/2007 10:06 by charterhouse3 A new joint venture just announced:GSH Group plc Joint venture with Perpetual Energy GSH Group plc (AIM: GSH) ('GSH' or 'the Group'), the international provider of bespoke facilities management and energy management solutions, today announces that it has entered into a joint venture with Perpetual Energy Ltd ('Perpetual'). GSH and Perpetual have formed a joint venture company called GSH Perpetual Energy Ltd ('GSHPE') whose mission is to lead the business world into a new era of responsible energy use. GSH Perpetual Energy has been established to meet the growing market demand for cost-efficient, environmentally friendly energy consumption. GSHPE will operate as a separate legal entity. GSHPE's board of directors will initially comprise of Neil Murray, Managing Director GSH UK, Dominic Chivers, Finance Director GSH UK, David Tatton, Director Perpetual Energy and David Coyne, Director Perpetual Energy. Recognised as a market-leader in the application of technology to effectively manage energy use for clients, GSH is ideally positioned to combine its expertise with the self-generating energy solutions offered by Perpetual to advise customers on how to use energy, which types of renewable energy sources are most suitable for their needs and which can be channelled from a renewable source. GSHPE will work with clients to determine ways to reduce energy consumption and replace conventional energy sources with alternatives such as combined heat and power, photovoltaic (eg solar panels), wind turbine and biomass. David Tatton, Director of Perpetual Energy Ltd, said: 'This is a highly innovative move by both of our companies. There is a clear demand for dynamic and realistic renewable energy sources and implementation solutions for businesses. We are delighted to be teaming up with GSH Group.' Neil Murray, Managing Director of GSH UK, commented: 'We are extremely excited about this new venture. Together we have the expertise to deliver a total energy management solution that is unrivalled in the marketplace. For a number of years now, we have been able to help our clients reduce their energy consumption with our energyplus product which provides savings in energy use rather than just negotiating on tariff, but energy reduction is just the tip of the iceberg and corporates are now seriously considering alternatives to gas and electricity. This is a tremendous opportunity for our existing and new clients to really make a difference to climate change.' |
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