Up 19p and 12.5% on one reported sell of 500 quid.

These were up nicely yesterday aswell.

Anyone know if something is happening in the background????????????.

I own these shares.

cheers GF.

Just found out about this massive contract with marconi, strange as Im sure it wasnt flagged on my sharewatch list yesterday.................

North Midland Construction PLC
02 August 2004


NORTH MIDLAND CONSTRUCTION PLC
2 AUGUST 2004

20M A YEAR FRAMEWORK CONTRACT FOR NMC

The utilities division of Nottinghamshire based civil engineering and building
company North Midland Construction (NMC) has been awarded a major contract in
the telecoms sector.

This is a four year framework contract worth an estimated 20 million a year
with Marconi for BT to handle the civils work on the BT network including
additions, diversions and maintenance work across the East Midlands and also a
sizeable area in the Eastern region covering Huntingdon, Norwich and Ipswich.

The award follows a recent contract win for a two year framework agreement
direct for BT to handle civils work, supporting their networks throughout the
East and West Midlands, Eastern Counties, Yorkshire and the Humber, and builds
on the well established working relationship with BT and Marconi.

'We are delighted to have been awarded this major contract with Marconi for BT,'
said Ken Elder, general and business development manager of the utilities
division of NMC. 'It significantly contributes to the company's growth strategy
for this division and represents a further strengthening of our relationship
with both companies.'

Ends
For further information contact:

Ken Elder, NMC, tel: 01623 515008

Dianne Allen, Gemini PR & Marketing, tel: 0115 852 3850



This information is provided by RNS
The company

cheers GF.

I too hold shares in NMD. A good little company. Well worth tucking a few away in anyone's pep or isa in my view. The share price climbed a more than respectable 59% in 2003 and is up 34% already this year. This 80million 4-year contract marks a really solid advance for them. And from what I know of them they will handle it well. But there is only one marketmaker in the shares, and quite often the trades don't get reported (I'm not just talking of oversized trades that one would expect to be delayed - sometimes no trades show all week, even when there are indications elsewhere that trades have occurred. Maybe someone else here can explain this? It isn't an occasional occurence, it's a frequent one).



- Click HERE for company website.

Hi Juzz, but who cares when this one is doing so well.

Superb growth prospect.

Cheers GF.

Rather a volatile one, this mind it will be with just one MM.

cheers Gf.

Up 7p nice.

cheers Gf.

Superb results, yet again. this is the first wrung of the ladder get aboard...........

North Midland Construction PLC
16 September 2004

NORTH MIDLAND CONSTRUCTION PLC

2004 INTERIM RESULTS


North Midland Construction PLC ('the Company') the UK provider of civil
engineering, building, mechanical and electrical services to public and private
organisations, announces interim results for the six months ended 30 June 2004.



Highlights from the results and the Chairman's Statement:-




Six Months Ended Six Months Ended
30 June 2004 30 June 2003
'000 '000

Turnover 46,942 39,857

Profit before Tax 1,528 1,258

Net Profit after Tax 1,069 881

Earnings per Share 10.17p 8.17p

Dividends 2.0p 1.5p



Record half year in terms of Turnover and Profitability.

All aspects of the Group trading profitably.

Significant Term Contracts secured with ntl, Kingston
Communications and Marconi.

Secured workload at record levels.

Interim dividend of 2.0p (2003 : 1.5p).









For further information:-


Robert Moyle, Chairman - 01623 518812
North Midland Construction PLC

Mike Garratt, Finance Director - 01623 518816
North Midland Construction PLC





16 September 2004
01623 518812





INTERIM REPORT for the half year to 30 June 2004



CHAIRMAN'S STATEMENT



The first half year has continued to illustrate the growth of the Company and
shows a further progression over the comparable period last year, with turnover
up by 17.7% and, more importantly, profit before taxation up by 21.5%.



All the constituent divisions of the Group are trading profitably. North
Midland Building results are slightly in advance of the comparable period for
2003, whilst those of Nomenca are slightly behind. However, with Group secured
orders in hand of 70m and the recent award of several significant contracts,
this will ensure that the forecasts for the year will be achieved.



In view of the improved results, your Board is recommending an increased interim
dividend of 2.00p (2003 - 1.50p) per share, which will be paid on 8 October 2004
to the Shareholders on the register at 24 September 2004.







R Moyle
Chairman
North Midland Construction PLC

cheers GF.

Excelent results from this one and an increased divi.

cheers GF.

Up 2p on a bad day all round, lets hope the Yanks come to the rescue.

cheers GF

Finally...

I have a stack of these and holding.

£4m underlying profit does not equal a market cap of £14m.

One legacy contract to sort which is provided for (but who knows at what value). No pension issues.

Cash in bank of £6m too although I suspect their cash if far tighter than headline figures and directors wish to improve balance sheet before dividends

Moving up strongly against the trend in the sector. 150ish might appear as resistance but I think we are through that now

Appears to be consistent buying. I'm not sure why. Their twitter feeds suggests they have lots of vacancies.

About an hour after my post yesterday we got an RNS which declares the buyer.
Shareholding is as follows.

Moyle family has first rights to buy shares from William Morris Settlement (not that this will happen as they haven't been sold for at least a decade - maybe multiple decades)
Recent purchases are by Charlton who has bought an additional 200k over the last 6 months or so. He used to be MD of Merrill Lynch a decade ago.

Moyle Family 4,866,961 48.0%
William Morris Settlement 857,574 8.4%
Other Directors 261,768 2.6%
Charlton 510,000 5.0%
Capital IRG 530,125 5.2%
7,026,428 69.2%
Total 10,150,000

Slowly the shares are becoming more and more tightly held and whether that is a good thing or a bad thing I remain open on.

Starting to become interesting now at the 200 psychological barrier.

Volume increasing and it would seem a reasonable ride to 250.

Stuck at 200 with sellers still coming in dribs and drabs at 197.
It's hard to work out exactly but Charlton soaking up all excess sells
As at 24/01/17 he's got 615,000 6.0%

Crazy share price imho. Profit likely to be underlying minimum of £4m this year, with no pension deficit, £3m in the bank, no bank borrowings although £4m of finance lease agreements probably related to plant and equipment.

Market cap. £20m. I see no reason to do anything but hold

Whoosh. MM's aren't getting mine.

A number of buys this morning which look like someone trying to pick up stock fighting against MM's who will only allow trades for small quantities.

Trading statement this week.

Chart in post 11. Price continuing to consolidate here as I suspect Capita are taking a few off the table on the rise. Market happy to absorb them.

I suspect Mr Charlton absorbing them.

FD bought about £80k worth at around 305 after results

Long term chart.

https://www.constructionnews.co.uk/analysis/interviews/hitting-5-margin-how-north-midlands-john-homer-aims-to-do-it/10022178.article?blocktitle=&contentID=

The £250m-turnover firm’s CEO has shaken up a loss-making division since joining the group a year ago. Now he reveals how ambitious five-year targets will be met.

MORE FROM: NORTH MIDLAND CHIEF: WE’LL MAKE 5% MARGIN IN FIVE YEARS
“I was the school times-tables champion,” says John Homer as he takes me through the North Midland Construction’s balance sheet. “I’m a maths nerd.”

And it’s a good job he is. Since joining the group as chief executive in June last year, Mr Homer has been tasked with one particularly challenging number-crunching exercise.

Despite a 15 per cent rise in group turnover alongside overall operating profit of £2.2m in 2016, the firm’s utilities arm haemorrhaged £2.6m last year – having made a £2.1m operating loss the year before.

However, following major upheaval to address the bottom line, Mr Homer is now leading the Nottinghamshire-based group towards achieving its ambitious target of a 5 per cent operating margin within five years.

Sitting down with Construction News over coffee, he explains how investing in technology, innovation and – most importantly – people is central to the group’s plans to accelerate its business.

Utilities turnaround

North Midland Construction is arguably a very different company from those Mr Homer had been used to.

Having previously held positions at Bam Construction, Galliford Try and most recently Morgan Sindall, he has worked for major contractors for more than 30 years. However, in May 2016, he decided to buck this trend and join the much smaller North Midland Construction as chief executive.

One of the first tasks Mr Homer faced was to drag the group’s underperforming utilities division out of the red. This business – a longstanding part of the business that works mainly in the telecommunications sector – made a £4.7m operating loss in 2015 and 2016 combined.

“Turning numbers like that around is not easy. But there is a massive demand for [utilities] because the country is behind the game in terms of internet connectivity”

John Homer, North Midland Construction
According to Mr Homer, the group even considered scrapping the utilities division altogether. “The board was very concerned,” he explains. “They asked, ‘Is this the right thing to be doing? Shall we stop?’”

Mr Homer believed, however, that underlying demand in the sector was strong enough to maintain the utilities business, suggesting its problems were not fundamental – it just needed to a renewed focus. “Turning numbers like that around is not easy. But there is a massive demand for this business because the country is behind the game in terms of internet connectivity.”

The division was put under Mr Homer’s direct leadership and has undergone dramatic changes over the last 12 months. He oversaw an extensive management restructure and set up three units within the division, with each unit run under a leader. According to Mr Homer, this has helped to focus the business.

Beyond the numbers

The division has changed significantly since the shake-up, with around 40 per cent of its current headcount having been hired within the last 12 months. “The group has grown and people have naturally decided to leave through the restructure,” Mr Homer explains. “Some people have retired or decided to leave so we needed to inject new people into the division.”

North Midland Construction Group 3

The firm has seen significant change in personnel over the past 12 months
In his previous role as managing director for the South of England at Morgan Sindall, Mr Homer was part of a 6,000-strong company. North Midland Construction employs just a third as many staff.

Its smaller size, however, was a central reason why he was drawn to the job in the first place. “I enjoyed my time at those companies and my career progressed there. But going to an organisation that is a little bit smaller but has enough substance to be able to make an impact was what attracted me to it.”

“Going to an organisation that is a little bit smaller but has enough substance to be able to make an impact was what attracted me to [North Midland]”


The culture of the business was particularly appealing, he adds. “The people here really attracted me into the business. I spent a lot of time working out what the culture of the group was, what I could add to it and where we as a company were going to go.”

Employing the right people not only for the job but for this culture is critical, he continues, with encouraging diversity one way to achieve this. “We want to be diverse and we want the right people. Diversity is about getting more women, people from ethnic backgrounds, people who are resettling from [other] careers, the armed forces, military and ex-offenders into the industry.”

Aiming for 5 per cent

Despite the difficulties experienced in utilities, the group has set itself an ambitious five-year business plan.

It aims to reach a 3 per cent operating margin across the group by 2019 and a 5 per cent margin by 2021, with the figure having stood at 0.9 per cent in 2016. Mr Homer also expects the group’s turnover to double to £500m within five years, from just over £250m in 2016.

North Midland Construction Group 4

Turning around the utilities division is among the group’s priorities
The margin goals are significant. After all, the industry average for the top 100 contractors has remained stubbornly below 3 per cent for some time. Mr Homer emphasises that innovation will be vital to achieve this. “We’re going to be investing in technology, which will give us massive efficiency. We’re going to look at different methods of working, progressing in BIM, and our offsite manufacturing facilities will yield better margins.”

The group has three factory facilities where it is doing its own offsite manufacturing. Although this requires a capital investment commitment, Mr Homer says pumping money into technology will lead to more efficient delivery. “Contractors run businesses on very narrow margins and managing risk carefully. A contractor’s mentality, therefore, is about margins in the short term rather than investing for the longer term.”

“Without a doubt, the way the industry approaches technology and innovation is sluggish”


Mr Homer believes this industry-wide focus on getting the best out of slim margins means that committing capital to technology can often take a back seat. “Without a doubt, the way the industry approaches technology and innovation is sluggish,” he says.

“Construction companies don’t do anywhere near enough in applying themselves to be more efficient. But we have to think how we help ourselves by thinking differently. We need to be looking at businesses in the long term and making longer-term business plans – and investing in technology, modern methods of working and [our] people.”

The industry needs to take responsibility for its development instead of looking to government to step in to catalyse change, Mr Homer argues, citing the BIM mandate as an example of where construction lags behind other industries. “You’ll never find another industry or modern disruptive company, such as Uber, where they’ll wait for a customer to mandate a different approach. But the construction industry feels it needs a directive from its customer base to [improve].”

Instead, Mr Homer says the mindset should be the opposite: companies should want to use these technologies for more efficient delivery of projects for customers.

While innovation is high on the agenda, his biggest priority is for North Midland Construction to keep doing what it does best. “We want to be renowned for our delivery, customer service, innovation, and for being a great place to work.

“If we achieve that, then we’ll be happy.”

Today's results statement ends with:

... the results for the year to 31 December 2017 are expected to be ahead of management expectations. The Board has the confidence, therefore, to propose a doubling of the interim dividend to 3.0p per share (H1 FY16: 1.5p per share). The dividend will be paid on 15 September 2017 to shareholders on the register at 18 August 2017....