Share Name Share Symbol Market Type Share ISIN Share Description
Havelock Europa LSE:HVE London Ordinary Share GB0004149356 ORD 10P
  Price Change % Change Share Price Bid Price Offer Price High Price Low Price Open Price Shares Traded Last Trade
  +0.00p +0.00% 9.00p 8.75p 9.25p 9.00p 9.00p 9.00p 0.00 08:00:00
Industry Sector Turnover (m) Profit (m) EPS - Basic PE Ratio Market Cap (m)
Household Goods & Home Construction 73.1 -0.8 -3.0 - 3.44

Havelock Europa Share Discussion Threads

Showing 5626 to 5648 of 5650 messages
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DateSubjectAuthorDiscuss
17/1/2017
11:42
because Havelock crashed and burned at the tender stage. too many conditions. same with nationwide. couldn't agree to them because they new better. same old same old. looking at the pennies and missing the pound coins. destroyed relationships with contractors need rebuilding and estimating needs to be fixed. hows our erp system. rotflmao.
neverforget
17/1/2017
09:23
Im sure Manchester is a lot closer the Co-op announced a big refit programme at the start of year. I get the point spreading your wings, but should the focus not be with customers closer to home. Good luck. Ill be back Hilton.
truthful tommy2
16/1/2017
20:23
DF is oz for big customer meeting. hows ramsey?
neverforget
16/1/2017
06:59
Darknight your comments have not appeared on the main page of the blog. The change of positions from retail purchasing to estimating and then has to create a new position shows the stupidity of Ritchie. If Robert Wallace is incapable of running Retail Purchasing or Estimating he should be fired not paid off. Ritchie is unable to resolve the issue of these over paid departmental directors. For me its because hes not really the CEO but the Main Manager not the Managing Director. CEO in title only. Hopefully the new Chairman will resolve these issues that have plighted Havelock for the last few years.
truthful tommy2
14/1/2017
08:31
Farooqui being removed should be the start of the clear out. You can bring in clients buy the hundreds, but if you can not deliver or demonstrate delivery on time and with in budget and safely. Clients will not take you on. While you continue to pay £255 a day for PMs to sit at home, and £1,275 for an average 5 shifts for site managers who work less than 3 days your not going to meet budgets. Gillian Jenkins has repeatedly lost clients failed to understand whats happening at the sharp end of delivery. Shoulders no responsibility and failed miserably in getting the best out of projects. Why she remains employed has to be questioned.
truthful tommy2
13/1/2017
15:24
It looks like some of the changes to the management structure are happening as I see David Farooqui has been kicked out of his office at Kirkcaldy. He is going off to Australia on business so we might stand a better chance of picking up some retail work while he is out of the country.
savvysurveyor
12/1/2017
21:13
Neverforget, your long post of 10th January whilst informative was yesterday's news. However, I understand the point you were making. Would it not have been a bit easier however to say that in your opinion, the current leadership are uniquely unqualified to do their jobs.....that would avoid arguments with other people on the forum and you might instead get some agreements from others. There is no doubt that change is required in Havelock from top to bottom if we are to get some value back on the share price and I hope the new Chairman will make that happen.
cannyman1
12/1/2017
15:08
goodolddays - Maybe you should read back over the thread, you might be able answer those points! :)
jbarker5555
12/1/2017
10:54
Never forget. I take it from your poor grammar and low IQ you are a current employee of Havelock!!! I just wonder what share holding you have if any!!!
goodoldays
12/1/2017
08:24
you asked a stupid question you got the appropriate response.
neverforget
11/1/2017
14:32
Thank you for your polite intelligent response!!! If you cannot show respect, to other users views and comments then perhaps you should find a forum more at your level!!
goodoldays
11/1/2017
14:18
coz it shows it isn't the market you numpty. we have had declining revenues from Havelock and all its previous bitter ex employees who visit here including that numpty ep. it shows peer group is going okay which ties into s&w statements. that's why. shows what a focused strategy can deliver compared to a company which doesn't have a strategy or worse doesn't even know what it is anymore.
neverforget
11/1/2017
14:14
Why regurgitate a competitors statement that is over seven months old???
goodoldays
10/1/2017
09:13
have some of that pls
neverforget
10/1/2017
09:13
Interview: Styles & Wood CEO on restructuring, retail & the future of fit-out 5 SEPTEMBER, 2016BY CHARLIE SCHOUTEN COMMENT Full screenTony Lenehan CEO Styles and Wood Refocus from retail New sectors, new opportunities Differentiating through data Brexit vote prompts new focus Back in growth mode Having seen turnover fall from more than £250m to below £100m in the depths of the recession, how did Tony Lenehan turn around fit-out firm Styles & Wood – and what are its prospects for the future? “It certainly doesn’t feel like five years – more like five minutes,” says Tony Lenehan, reflecting on his first half-decade at the helm of Styles & Wood. Meeting the fit-out firm’s CEO at the group’s head office in Sale, Manchester, Construction News finds him in a positive mood – despite the prevailing sense of uncertainty since the EU referendum result. And looking back over the five-year journey to get to this point, it’s understandable why his spirits are generally high. The company posted a £2.2m loss in its 2009 accounts as the recession deepened, followed by a further loss of £1.1m in 2010 – the year before Mr Lenehan took over from former CEO Ivan McKeever. Mr Lenehan speaks proudly of the way the business has turned around since the recession and the strong position it now finds itself in. Yet there remains a warning in his tone, stressing that the business cannot now rest on its laurels. Turning around any struggling business can represent a mammoth task – so how did Styles & Wood tackle the challenge during some of the construction industry’s most difficult times? Refocus from retail An engineer by trade, Tony Lenehan joined Styles & Wood in January 2011, having previously run Carillion’s integrated property services business and held an executive role with Bovis Lendlease covering the North and its property services in the defence sector. Looking back to the time of his appointment, Mr Lenehan reflects on the sorry state the firm was in. “This business was suffering,” he says. “Revenues had slumped to sub-£100m and there were lots of question marks around profitability.”; “When I first came to the business, the real conundrum was that Styles & Wood historically had probably played the lead in the retail world” That is put into perspective by looking back to before the recession: in 2006, the firm was turning over an impressive £268.6m; by 2013, this had fallen to £93.9m. Today, its most recent results show revenue of £114.9m for the year to 31 December 2015. The main reason for the decline, Mr Lenehan says, was the firm’s close historical ties with the retail sector. As he speaks, it becomes easier to see how he tackled the business’s problems methodically and thoroughly, addressing each individual issue head-on. “When I first came to the business, the real conundrum was that Styles & Wood historically had probably played the lead in the retail world. But in a recessionary environment, being very heavily geared to one sector – and one that equally is subject to wild fluctuations in a macro-economic sense – isn’t good.” He explains that “something like 90 per cent” of the business was geared towards retail before the recession, while five years ago it was still “probably 70 or 80 per cent”, which he describes as an “imbalanceR21;. But he adds that, despite the close ties to a floundering retail market, the fundamentals of a strong business were there – its focus was simply in the wrong place. “At the heart of the business, there were two or three hundred people who were very good at what they did,” he says, and that concentrating efforts on the retail market made little sense. “Pointing them at retail when there was no retail work simply wasn’t sustainable.” New sectors, new opportunities Accordingly, shifting towards different sectors outside its traditional core represented the biggest challenge for the business, becoming its focus in the first years of Mr Lenehan’s tenure. “We needed an ability to differentiate our offer, to create more of a solution rather than, ‘Yeah, we can do a contract for you’ – we can actually do a bit more” Now, around 15-20 per cent of the business is focused on the sector, with more and more work coming from different areas: banking and finance; commercial; health; and higher education. “My first task was to get a much better handle on the skills and capabilities and how to leverage that in different spaces, with an eye on perhaps four or five strategic sectors,” he says. “[We needed] an ability to differentiate our offer, to create more of a solution rather than, ‘Yeah, we can do a contract for you’ – we can actually do a bit more.” He is also keen to emphasise that the turnaround of the business has been multi-faceted. It’s not simply been a case of targeting new sectors, but “thinking differently” about how work gets done and the solutions the company can offer. As he describes the schemes that have used this approach, it’s clear he is passionate about delivering projects that are both innovative and efficient. This has involved adding to the firm’s skills base, particularly regarding big data, analytics and data management. “We have run a comprehensive ATM upgrade and switch-out programme for a bank,” Mr Lenehan says. “It’s actually several thousand project interventions that need the co-ordination from a major manufacturer to get the kit ready, and all the upgrades and training associated with that needs to be managed.” “Our view is that most people will be pulled into [using more technology], but at the minute, it’s a clear differentiator for our customers that we’re investing in” Because of the way the group uses technology and big data, he says, it is easier to manage jobs and frameworks that might be made up of thousands of individual projects at any one time. “Historically, the bank was running at a rate of about 20 projects a month, which was a lot for them to handle – we’re doing that in a weekend.” He adds that it was “a hard sell” to get the investment in place, particularly when the business was in recovery mode, but he argued at the time that the rationale behind it was “blindingly simple”. “We can either get drawn into a play for commoditised work, or we genuinely show some added value.” Differentiating through data Now the business’s offering is much more diverse – and he adds that, by investing in “a different way of working”, he believes the firm has stolen a march on its competition. “Our view is that most people will be pulled into [using more technology], but at the minute, it’s a clear differentiator for our customers that we’re investing in.” Using that technology – and taking a value-added approach to contracts – has allowed the company to win more work, with a particular focus on frameworks. These have helped overcome a lack of certainty around workloads, which was down to the firm’s legacy in retail and its struggles in the recession. “[Five years ago], most everything was tendered, and the framework relationships – insofar as they existed – were all subject to a yearly renewal,” he explains. “It was very hard to predict what was coming next, and very hard to plan and resource for that. As well as looking at different sectors to focus on, there was a key issue around having a better line of sight of opportunity.” “People will refurb and refit driven by lease events but also by the need for building efficiency. Whether IT or energy-based, doing nothing doesn’t appear to be an option anymore” The focus on frameworks has now fed through to the firm’s business model across the sectors, and Styles & Wood’s retail work – previously its bread and butter – is now largely focused on frameworks. Mr Lenehan says part of the company’s new approach is about “homing in” on grocery retail, where clients with fast-moving change programmes across hundreds of stores need a company with a specific skillset to get the work done quickly and efficiently. Brexit vote prompts new focus Another market the company has targeted since Mr Lenehan’s appointment is the commercial sector, which now makes up 30 per cent of group sales. The company “did its homework” on the market before deciding to bid for contracts, he says, which has led to 70 per cent of its work in the sector being repeat business from clients such as Aviva. “It’s around making better use of space, or offering a more lifecycle-type product in terms of both fit-out and refurb – that fits really well for us,” he says. And it’s here that, perhaps unexpectedly, the firm sees an opportunity in the property industry’s post-referendum environment. With a number of clients and developers looking at pausing speculative and new-build schemes amid Brexit uncertainty, Mr Lenehan points out that the likelihood of growth in refurbishment and refitting is “absolutely on the money”. “The last five years doesn’t automatically translate into a mad dash for growth. It’s about picking off the right opportunities for the right reasons” “When you introduce a pause in speculative development, you don’t then turn it back on again a week later. It will come back, but it might be in a year, or longer. While that happens, people will refurb and refit, driven by lease events, but also driven by the need for building efficiency. Whether that’s IT-based or whether it’s energy-based, doing nothing doesn’t appear to be an option anymore.” Other sectors Styles & Wood sees at hotspots for growth include private healthcare and higher education. The firm has completed a library refurbishment for Lancaster University, which Mr Lenehan describes as “highly complex by anyone’s standards”. “In this day and age, the library is still the hub of the academic campus, and our view is there are still several hundred of these to come over the next 10-15 years, so having a reference point puts us in a great place for more,” he adds. Back in growth mode Despite the firm’s recovery over the past five years, Mr Lenehan stresses that the hard work isn’t over yet. While turnover is back above the £100m mark and pre-tax profit is at its highest level for years, he says the firm will not rest on its laurels. “[The last five years] doesn’t automatically translate into a mad dash for growth in terms of revenue,” he warns. “It’s about picking off the right opportunities for the right reasons.” Drilling that philosophy into the business from the top down has been Mr Lenehan’s challenge since taking over five years ago – and maintaining that for the next five will be just as challenging. But with safeguards in place and a diverse portfolio, alongside a strong skills base and steady income streams, Mr Lenehan is confident that Styles & Wood is moving from recovery to growth mode once more.
neverforget
09/1/2017
21:24
Not sure why but we actually seemed to have had market in the shares today - most refreshing! Hopefully, in the absence of any Andrew Burgess selling and given the volume, a seller may be clearing or has cleared. ..or maybe I ask for too much :)
gleach23
09/1/2017
20:51
Perhaps because Styles and Wood announced an acquisition today? However, S&W's target is a Mechanical and Electrical service provider, not another furniture fitter. So, it's diversification, rather than bulking up the core. I may be proved wrong, of course, but I couldn't see anyone buying Havelock Europa. The combination of small size and alleged cultural problems would make it more trouble than it was worth, imo.
ed 123
09/1/2017
19:53
Good volume today - anybody know why ?
mesquida
09/1/2017
10:37
Picked up some more today - online demand (for shares) has picked up for the first time in months.
gleach23
05/1/2017
13:28
They were!
savvysurveyor
05/1/2017
13:21
Savvysurveyor, a very interesting article indeed on British Thornton. Digging deeper, these expansion plans are being funded presumably on the back of large Scottish Education projects wins.....I thought Havelock were dominant in this sector?
cannyman1
03/1/2017
20:56
Now what was that Monty Python song when they were all nailed to crosses ? Oh yes it was "always look ......."
mikepompeyfan
03/1/2017
20:06
Or sell the company for 15p if no lock in period or performance related...50% return on his money...
diku
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P:42 V: D:20170117 21:16:41