Ropemaker Place has been awarded a ‘Building Research Establishment Environmental Assessment Method’ (BREEAM) rating of Excellent, placing it in the top 10% of buildings. It gained this rating by focusing on minimising construction waste, reducing CO2 emissions and improving the environment for wildlife around the building. 60% of its roof space is planted and terraced, helping to increase biodiversity with trees on the terraces providing nesting sites to encourage wildlife.
The shaped design of the building’s facade minimises heating, assists cooling (by 27% compared to a flat facade) and reduces electrical usage. These measures alone exceed building regulations by 10%.
Renewable energy sources such as solar water heating, photovoltaic cells (light to electricity converters) and biofuel boilers help to reduce carbon emissions up to 10% and provide 20% energy demand reductions.
The 800 sq. ft. of photovoltaic roof panels generate 12,000 kWh of clean power each year, enough to run 14,000 washing machine cycles.
The building has a rainwater harvesting system and waste water recovery system which provides water for irrigation to the terraces and flushes the restrooms on the lower floors. The cisterns are set at 4 and a half litres per flush, saving 5.4 million litres of potable water each year. Sinks within the building have infra-red sensors minimising water wastage
All of the above have helped the building to achieve a LEED (Leadership in Energy and Environmental Design) platinum certification, the highest award for Green building programs.
Raymond James UK operates with no under desk waste bins, and associates are expected to separate waste into Mixed Recycling, Food Waste, General Waste, Coffee Cups and Used Batteries.
Waste is audited on a daily basis and monitored to ensure tenants are adhering to building waste guidelines.
Raymond James UK has provided all staff with reusable cold and hot drink containers, to reduce the use of paper cups.
Black MondayOn 19 October 1987, the stock markets experienced a dramatic plunge that prompted many firms to shut down their trading desks and turn off their phones to minimize internal losses. Raymond James refused to do the same. Our desks stayed open to help meet clients’ needs, resulting in our first and only unprofitable quarter since the firm went public in 1983. |
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Who was Raymond James?The Raymond in our name is actually from Edward Raymond, owner of a 15-employee mutual fund sales group, Raymond and Associates, along Florida’s west coast. He sold his company to Bob James on 15 July 1964, on condition that the surviving firm be called Raymond, James & Associates. Three days after the sale, Ed Raymond was involved in a near-fatal automobile accident and never joined the firm. Nonetheless, even after Raymond had passed away, Bob James insisted that his name remain on the door – ahead of James’ own. That was a promise he made to Ed Raymond three days before the accident, and Bob James was a man who kept his promises. |
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Bear Market of 1974The severe bear market of 1974 threatened the existence of Raymond James, which was bleeding capital by the day. Tom James, his father and other leaders took extreme measures to keep the firm afloat, slashing costs, foregoing paychecks and even attempting to sell the firm for just enough capital to protect client assets and retain as many associates as possible. The story could have ended very differently if not for a sharp upturn and continued rebound in the stock markets late in the year. |
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Taking Raymond James PublicWhen consideration was being given to taking Raymond James public, Tom James penned a letter to shareholders (largely employees at the time). ” … the public offering should be considered as a statement of our independence. While this is a psychological rather than an economic rationale, it is nonetheless very important. We have asserted for some time that we are not interested in becoming a small part of a very large corporation. That assertion results mainly from the inclinations of management rather than the economic benefits associated with either alternative. The public stock offering affords us the opportunity to enjoy a little bit of the best of both worlds. While shareholders will be given liquidity at fair market value, we will still have the ability to control our own destiny.” After 40+ years of Tom’s leadership, upon becoming CEO, Paul Reilly was often questioned about whether the company might ultimately surrender its cherished independence and be acquired by some larger entity. His response: “Not while I’m around.” It’s a theme that continues today. |
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