Producing BT to appear enthusiastic about the task has been quite difficult over the years. A sort of regulatory peace only emerged when Managing Director Philip Jansen increased his target of deploying premises from 15 to 20 meters by the “mid to late 2020s”.
Something had to give to fund this £ 12bn pledge, especially considering the Covid drag plus a pension fund with a deficit of almost £ 10bn. It was the dividend. It was reduced to zero in March for 18 months and will only return to half of the old rate. Cue the share price down from then from 160p to as low as 100p.
A private equity bidder might offer a quick fix for investors, but surely wouldn’t offer much to clients or the country. Besides the pension deficit, BT already has £ 11.5 billion in debt. Adding an extra layer of buyout bonds would make the investment commitment extremely fragile. We’d be back in the acrimonious argy-bargy world with regulator Ofcom and Westminster in no time.
Ministers should certainly be alarmed by reports that Macquarie, the Australian investment house, is looking into Openreach, the broadband affiliate. Macquarie’s last big kick to UK infrastructure was Thames Water and can only be called success from the perspective of financial engineers. A decade of underinvestment and excessive dividend distribution has helped create a crisis of public confidence in the entire regulated water sector.
It is assumed that the rapid deployment of fast fiber is still one of the government’s “leveling” priorities. If so, “BT hands free” would be a useful message to send.
Pearson pays dearly for Disney character
You can’t recruit a former Walt Disney top flight unless you give them a Mickey Mouse package. That was the gist of Pearson’s explanation for why Andy Bird needs a “co-investment opportunity” to become CEO of the Educational Publisher.
Disney’s head of international operations until 2018 will buy Pearson shares worth $ 3.75 million (£ 2.9 million), but the company will then give him shares worth $ 9. , $ 4 million over three years provided a few mundane performance conditions are met.
This, note, is in addition to a regular pay that is a few notches above that of its predecessor John Fallon. Bird will receive a salary of $ 1.25 million plus a potential $ 6.25 million in bonuses (a maximum annual bonus of 200% of salary plus a long-term annual bonus of 300%). These numbers are significant for a company with reduced Pearson status – in terms of market capitalization, it currently ranks 92nd on the FTSE 100 index.
After seven profit warnings in seven years under Fallon, shareholders are probably desperate enough to try the “superstar CEO” approach. Bird is British but has made a name for himself at Disney and is considered a genius in the digital transition, the quality Pearson always seeks.
Still, the soft ‘co-investment’ packages, designed to bridge the gap with mega-dollar conference room arrangements in the US, sound like an inflationary turn for the worse for the UK. Bird may have made over $ 10 million a year during his days at Disney, but he’s not working there now.
Light rap for Rio Tinto’s outrage
“As general manager, Jean-Sébastien Jacques is ultimately responsible for the management of the cultural heritage of the group”, declared Monday the internal report of the miner Rio Tinto on the “systemic failures” which led the company to make jump two aboriginal rock shelters 46,000 years old. in the Pilbara region of Western Australia.
So he resigned? Of course not. Jacques received £ 2.7million in bonuses, which sounds like a lot but needs context. He earned £ 17million in his four years at the helm of Rio Tinto, including £ 5.8million last year.
Even worker deaths rarely force resignations at large mining companies, so perhaps we shouldn’t be surprised at the lack of resignations. But if Rio meant what he says “ultimately responsible,” Jacques would go.