Enough is enough

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Ernest Yer club’s deid mate – beat it. …

Comment on Enough is enough by sannoffymesssoitizz.

Ernest

Yer club’s deid mate – beat it.

sannoffymesssoitizz Also Commented

Enough is enough
New Direction for Old Newspapers?

The two Glasgow titles have been struggling to retain both readership and credibility of late, and it may be that the owners, Newsquest Scotland, have decided to take the papers in a new direction.

In February, the BBC reported that..

The Herald fell by 10% to 28,900 average daily sales in the Audit Bureau of Circulation (ABC) figures. 

The Evening Times, targeting Glasgow and the west of Scotland manages to shift 23,696 copies a day on average. Which is an embarrassingly low percentage of its potential reach of around one million people.

So, clearly something had to be done, and a change at the top under these circumstances usually means a change in policy.

Will they pick the right people for the job, or will they draw their appointees from among the peepil?

There are several candidates within the mainstream Scottish media for the posts, but none of them are particularly radical enough to halt the decline and turn it around.

An editor is like a circus ringmaster, he books the acts, but should let them get on with the show, and with the right amount of trust and freedom, that show becomes one worth paying for.

At the moment, only a fool would deny there is a conservative agenda throughout the country. The way things were is the way they must be and the way they must be in the future.

We only have to look at the demise of the Murray group and its subsequent return to see that certain figures in society are untouchable.
Somehow, the idea that things must never change has become the mainstay of all newspapers, not only in business, but in politics, sport and everyday life.

Things are bad right now, but if we tighten our belts, they’ll get better ..

People don’t buy papers any more because they don’t want to read them any more.

Its actually that simple.

As a result, to survive, the papers must take on more advertising, either straightforward or subliminal, as with the advertising features that pass as news these days.

And if a company advertise with that paper, it holds a disproportionate influence on the editor, who cannot risk losing that account.

Before, a company would place an account with a paper that sold well, and paid whatever the going rate was.

Now, as papers lose credibility and sales, and as other outlets for advertising become available, the advertising revenue is dropping, and its scaring the life out of the printed news industry.
It would take a brave editor in this climate to call in his staff and tell then to publish and be damned.

It would take a brave editor to send his hacks to uncover what went on at Murray Group, for instance, or at Rangers.

But at the Herald Group that opportunity is there…

Cast you mind back to the independence referendum, and the London based papers and the BBC…

That 45% of Scots managed to withstand the combined onslaught of the mass media is remarkable and praiseworthy.

The London owned titles lied, pure and simple, in the same way that they lied about Brexit and the EU.

And most people fell for it.

They still believe what they see on television, they still believe what they read in the papers, though really its just the old maxim of repeating something over and over until the lie becomes a truth.
 

With new editors on the way at two Scottish papers there is an opportunity to open the windows and let in a bit of fresh air.

New media has plenty of promising and brave people who have chosen a different career path, and its only a perceived lack of credibility that is preventing a mass takeover of the old news establishment.

A change in direction by the two Glasgow titles, a willingness to report the facts, whoever they may upset, would see sales increase, it would see advertisers demand a place on their pages, and above all, it would spark a change in the fourth estate, at least in Scotland, that would make in society who hold a position of responsibility accountable for their actions.

That’s why we have newspapers.

That’s why its time for change, and a new direction.

Digital media is all well and good, but whilst the papers may see increased “clicks 2 on their articles, its only articles, and not the full newspaper, which should be produced as a whole, and not a collection of parts.

It’s what editors do, they put a narrative and a theme throughout each issue every day, and the reader can them see a bigger picture than he can by dabbling in just the stories that interest him.

One of the reasons politicians, for instance are getting away with so much these days is that few people “click ” on those stories, and, of course, not enough are buying the papers or responding to editorial comment to make the issue worth pursuing.

That needs to change.

The Herald Group has that chance.

Don’t blow it.

This time there will be no way back.

http://etims.net/?p=12173


Enough is enough
upthehoops November 12, 2017 at 13:26

Here’s a link to the HMRC guidance on the taxation of dividendshttps://www.gov.uk/tax-on-dividends

I’m delighted you brought up this subject.

When I worked as an Tax Investigator in HMRC I came across directors who voted themselves dividends of £40,000(+). They then drew these down from their Directors’ Loan Account on a monthly basis over the following accounting period.

I tried to challenge these withdrawals on the basis that the company should treat the monthly sums as earnings that should be subject to income tax, employee and employer NIC but I could not get any of my superiors to agree to my challenge.

I was disgusted at the lack of support.

No wonder I later had a breakdown and had to fight for ill health retirement.


Enough is enough
Of course HMRC also gave employers an early indication of their approach to the taxation of EBTs and a Settlement Opportunity Scheme to those who wished to avoid litigation from 2012 onwards.

https://www.gov.uk/government/publications/employee-benefit-trusts-settlement-opportunity/employee-benefit-trust-settlement-opportunity-guidance-august-2012

Some Peepul just can’t take good advice when it’s offered to them, eh!


Recent Comments by sannoffymesssoitizz

The Stella Dallas of Europe
https://find-and-update.company-information.service.gov.uk/company/SC004276


The Stella Dallas of Europe
Lest we forget!

https://www.gov.uk/guidance/disguised-remuneration-a-supreme-court-decision-spotlight-41


Moving On Time?
Brexit: New entry criteria agreed for EU players coming to England

All overseas players joining English clubs must qualify for entry through a points-based system when the Brexit transition period ends on 31 December.

Points will be awarded for senior and youth international appearances, club appearances and the pedigree of the selling club.

The Football Association, the Premier League and the English Football League have come together to agree the plan.

Clubs will also not be able to sign overseas players until they are 18.

Signings of overseas players aged under 21 will be limited to three in the January transfer window and six per season after that.

Post-Brexit, English clubs will not be able to sign players freely from the European Union, and the new system sets out the rules for transfers once the transition period ends.

  • What effect could Brexit have on football transfers?
  • What happens next with Brexit as 31 December approaches?

The proposal from the FA, Premier League and EFL – which will see players given a governing body endorsement (GBE) – was submitted to the UK government in November and has now been approved by the Home Office.

In the women's game, the entry requirements will not take youth international appearances, nor the selling club's progression in European competitions, into account.

All transfers of male and female players will be sanctioned using a points-based system, which is already in place for non-EU players without the right to work in the UK.

Players who accrue the required amount of points will earn a GBE automatically, while players just outside the requirements may be considered for a GBE by an exceptions panel.

The system means Brexit should not "damage the success" of the Premier League or the "prospects of the England teams", according to Premier League chief executive Richard Masters.

"Continuing to be able to recruit the best players will see the Premier League remain competitive and compelling," he said.

"The solution will complement our player development philosophy of the best foreign talent alongside the best homegrown players."

Analysis

Dan Roan, BBC sports editor

This has been seen in some quarters as a victory for the FA, which always saw the restrictions that Brexit would impose on clubs making signings from the EU as an opportunity to boost the selection chances of homegrown talent – and therefore help future England teams.

Why? Well under the new entry rules, European players will have to acquire 15 points to gain a 'GBE' and be allowed to sign for a top-flight club. Originally the Premier League had wanted this threshold to be just nine points – meaning it would be easier clubs to sign promising young players. The FA, meanwhile, had pushed for it to be 18 points, making it harder, and therefore preventing the market being flooded with overseas talent at the expense of English players.

It appears that with 15 points being settled on, the Premier League has had to compromise more than the FA. Certainly the ban on the signing of under-18s and restrictions on under-21 transfers will have a major impact on some clubs. There will be concerns that this could weaken the quality of the league, and drive up prices for English players, putting more of an emphasis on academy recruitment.

But the Premier League believes that the criteria for gaining points have been sufficiently softened, a decent compromise has been reached, and that its clubs will largely be able to sign the talent they want to.

https://www.bbc.co.uk/sport/football/55152637

 


Moving On Time?
The Big Lie …continued…

Annual Report 2020

Strategic Report

About Rangers International Football Club plc (the “Company”, “RIFC”, “RIFC plc” and including its Subsidiaries, the “Group”), and Rangers Football Club (the “Club”)

Rangers Football Club, formed in Scotland in 1872, is one of the world’s most successful clubs, having won 54 League titles, 33 Scottish Cups, 27 League Cups and the European Cup Winners’ Cup in 1972. The Club’s loyal and sizeable supporter base, both in Scotland and around the world, enables the Club to boast one of the highest percentages of season ticket holders in the UK. Playing at the 50,817 seater Ibrox Stadium and benefitting from the world class 37 acre Rangers Training Centre, Rangers have been a leading force in Scottish football for decades. This world class stadium, training infrastructure and a loyal and passionate global fanbase provide an excellent foundation for the Company.

The Club finished second in the SPFL (Scottish Professional Football League) Premiership in season 2019/20. The history, facilities and ambition of the Club are such that the Club remains a desirable destination for foreign and domestic players alike. The first team squad is managed by Steven Gerrard.

The Directors, in preparing this Strategic Report, have complied with s414A to E of the Companies Act 2006.

This Strategic Report has been prepared for Rangers International Football Club plc and its subsidiary undertakings (the Group) as a whole and therefore gives greater emphasis to those matters which are significant to the Group when viewed as a whole.


Moving On Time?
Finance Report

The year in review was affected by the curtailment of the 2019/20 season, which meant that from March to June there was no football, or corresponding matchday revenue. As well as that lost revenue from the last five home league games, and three months of non-matchday income from the Stadium, the Club also committed to giving refunds to season ticket holders and hospitality clients. Some of those understandably opted to take a refund, while most left their money within the Club, which we are very grateful for. We are extremely grateful also to all the Club Partners who continued to support the Club throughout the remainder of the season.

The Group has submitted a claim on its Business Interruption insurance for losses caused by COVID-19, the curtailment of the 2019/20 season and the ongoing pandemic, which continues to impact a number of revenue streams and the use of the Stadium. The scale and timing of any claim is uncertain, however we have recognised amounts received from our insurers against our claim to date. The Board continues to work towards getting fans back in the Stadium and will work with the government and football authorities to push for that to happen as restrictions allow. Having fans at football games is at the heart of what we do and is vital to the future finances of the business.

During the lockdown, starting in March, the Club and particularly the football department continued to operate as best it could so that when football re-started, the team was in the best position to hit the ground running. This set of accounts shows a further £11m invested in the first team squad, as well as further spending since the year end of 30 June. This investment is supported by the continued backing of the Board and its investors, as well as the fantastic support of the fans.

Revenue for the year was £59.0m, a 11% increase on the previous year, in spite of the impact of COVID-19.

The men’s first team’s run to the Round of 16 of the UEFA Europa League was responsible for £20.7m of that turnover, again showing that European progression, with its prize monies, broadcasting rights and matchday revenues, are vital to the current development of the team. Alongside that, the fans support was again superb, with season tickets selling out at 45,664, meaning season ticket income rose by £1.2m and hospitality revenues by £0.7m.

This support also then gives the Club the opportunity to capitalise on its commercial partnerships. Sponsorship revenues increased by 13% from the previous year as we added a host of new Club Partners.

Operating expenses excluding amortisation of players’ registrations increased by £10.3m, from £58.2m to £68.5m. That increase is driven mostly by a £6.7m increase in player payroll costs, as the Board continues to invest in the team as we strive for success on the pitch. There was also around £0.5m of additional costs relating to the Womens football department, after the Club committed to going professional for the coming SWFL season.

The operating loss for the year increased from £11.6m to £15.9m.

The gain from player sales was £0.7m in the year, compared to £3.1m in the previous year.

The Club carried out a further share issue during the year, converting £17.7m of shareholder loans to equity and further strengthening the Balance Sheet.

Douglas Park, Chairman
17 November 2020


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