Green & Smart Share Price (GSH)

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Share Name Share Symbol Market Type Share ISIN Share Description
Green & Smart Holdings Plc LSE:GSH London Ordinary Share JE00BYTQ7945 ORD NPV
  Price Change % Change Share Price Shares Traded Last Trade
  0.00 0.0% 2.85 0.00 01:00:00
Bid Price Offer Price High Price Low Price Open Price
2.70 3.00
Industry Sector Turnover (m) Profit (m) EPS - Basic PE Ratio Market Cap (m)
Alternative Energy 1.92 -13.65 -0.04 12
Last Trade Time Trade Type Trade Size Trade Price Currency
- O 0 2.85 GBX
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Green & Smart (GSH) Latest News

Green & Smart News

Date Time Source Headline
15/6/202217:48UKREGBion PLC Update on Publication of Accounts and TVR
20/4/202207:30UKREGAIM Restoration - BiON plc
19/4/202215:47UKREGBion PLC Interim Results and Directorate Change
19/4/202215:34UKREGBion PLC Final Results and Publication of Annual Report
19/4/202214:43UKREGBion PLC Result of Meeting and Completion of Disposal
31/3/202207:01UKREGBion PLC Proposed Disposal, Posting of Circular, GM Notice
15/3/202209:09UKREGBion PLC Directorate Change
29/10/202107:00UKREGBion PLC Update on Publication of Accounts
01/10/202107:29UKREGAIM Suspension -- BION Plc
29/9/202111:05UKREGBion PLC Second Price Monitoring Extn
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Green & Smart Investors    Green & Smart Takeover Rumours

Green & Smart (GSH) Discussions and Chat

Green & Smart Forums and Chat

Date Time Title Posts
02/5/201921:27Green & Smart - Renewable Energy from POME9
04/8/200908:28GoSH- This could be a really good one377
05/12/200517:16GSH Grp3

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Green & Smart (GSH) Top Chat Posts

DateSubject
28/6/2022
09:20		Green & Smart Daily Update: Green & Smart Holdings Plc is listed in the Alternative Energy sector of the London Stock Exchange with ticker GSH. The last closing price for Green & Smart was 2.85p.
Green & Smart Holdings Plc has a 4 week average price of 0p and a 12 week average price of 0p.
The 1 year high share price is 0p while the 1 year low share price is currently 0p.
There are currently 431,719,765 shares in issue and the average daily traded volume is 0 shares. The market capitalisation of Green & Smart Holdings Plc is £12,304,013.30.
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12/9/2018
12:44		ntv: moving up now and almost back to pre suspension price
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19/7/2018
07:08		ntv: took a small holding here along while ago and now it has technically raised money above my buy in price shocked it is going to survive considering how the debtors had grown but the business model in principle looked good now time will tell but this is a large injection of cash so there is hope
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08/9/2016
00:02		cyfran101: !YOUTUBEVIDEO:DEDyxw-5z0w: Website: http://www.greenandsmart.net Admission Document: http://217.41.19.60/GreenSmart/CorporateDocuments.asp Media Coverage: http://www.telegraph.co.uk/finance/12104159/Green-and-Smart-announce-plans-to-float-on-AIM.html http://www.proactiveinvestors.co.uk/companies/news/125858/green-smart-rises-to-opening-day-premium-on-aim-125858.html 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.
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05/5/2009
09:33		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.
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17/3/2009
12:31		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.
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06/12/2008
12:11		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.
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18/1/2008
14:56		simon gordon: Are the dynamic duo staying put or are GSH being de-rated in catch up with peers? If rated similar to EAGA the GSH share price would be c.£3.50
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12/4/2007
19:57		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.
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16/2/2007
18:46		hanoversquare: Simon Spice is a perfectly reasonable comparison as you suggest. However, no matter which of the above you compare it to the current GSH share price is fundamentally undervalued. I think there has been an increase in attention recently judging by the increased volume and, of course, the share price waking up too. I would suggest that those who are already in have got in at a very low point. There is much much more to come. I did have a target of 500p near term (ie in the next 3 months) but further research has led me to raise my target to 600p before I will consider any sort of top slicing. I realise that declaring this on a public BB puts me down as a hostage to fortune but anyone who is able to do rudimentary research on a Company should be able to deduce that the shares are currently somewhat of a bargain.
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29/11/2006
13:56		charterhouse3: One day to go before Ian Scarr-Hall retires. Hopefully this will mark the beginning of the pruning of his shareholding and a subsequent rise in the GSH share price !!!!! CH3
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