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	(1, 490, 78, '<p>Hello Howard/All,</p>\r\n\r\n<p>With reference to EIS certification I invested in a number of other EIS compliant companies at the same time as the South-West Leisure/The Crown investment and all certificates of my other investments have been produced/received and I am very disappointed at the turn of events regarding this investment and am fully behind the Action Group.</p>', '2020-09-13 14:38:13', NULL),
	(2, 490, 78, '<p>I invested in The Crown via &#39;The Wealth Club&#39; and have received &#39;updates&#39; via them, sporadically. I thought it may be of interest to share the latest (dated&nbsp;August 2020) which relates to the EIS Certificate:</p>\r\n\r\n<p><strong>EIS </strong></p>\r\n\r\n<p>The company has an EIS application ready to be submitted to HMRC. However, the management team is waiting to hear back from HMRC regarding submissions made for other pubco&rsquo;s. The companies tax advisers have informed us that HMRC is challenging many EIS applications at present and so it is prudent to ensure that any response or queries raised by HMRC on other pubco&rsquo;s can be integrated into the SWLL submission. We are aiming to submit the application in September and should hopefully have a positive response by November. As soon as the application has been submitted shareholders will be informed.</p>', '2020-09-13 19:11:43', NULL),
	(3, 467, 78, '<p>Very pleased to hear that EIS approval application is not dead. It&#39;s been a long wait.&nbsp;</p>', '2020-09-30 10:58:37', NULL),
	(4, 467, 78, '<p>Very pleased to hear that EIS approval application is not dead. It&#39;s been a long wait.&nbsp;</p>', '2020-09-30 10:58:38', NULL),
	(5, 467, 78, '<p>Very pleased to hear that EIS approval application is not dead. It&#39;s been a long wait.&nbsp;</p>', '2020-09-30 10:58:39', NULL),
	(6, 538, 78, '<p>Thank you very much to SAG for taking the initiative and giving new impetus to the PUB</p>\r\n\r\n<p>I understand there is a plan to submit the EIS application in September and expecactions is to receive positive response by November</p>\r\n\r\n<p>Could you please confirm if the EIS application has now been submitted?</p>\r\n\r\n<p>Thank you&nbsp;</p>', '2020-10-01 00:46:44', NULL),
	(7, 310, 79, '<p>We will be introducing the proposed operator during a call/meeting on 6th October at 5pm. Please do join, you should have received details - if not, then let me know.</p>', '2020-10-06 10:59:41', NULL),
	(8, 310, 83, '<p>You should have received the details relating to your investment in an email. Please contact us if you have not received this now.</p>', '2020-10-06 11:00:53', NULL),
	(9, 295, 91, '<p>it also concerns me somewhat that the new operator has a vested interest in seeing these pubs trade on otherwise he/they don&#39;t get anything out of it. For shareholders there needs to be a choice on the table - either roll the dice again or cash out and cut one&#39;s losses. The new board have a tough job aligning interests here but further investment (potentially good money after bad) cannot be the only option presented. Plus it may be right for some pubs but not others.</p>', '2020-10-11 09:47:06', NULL),
	(10, 386, 78, '<p>Hi, I&#39;m a shareholder of the KPH (Barts) pub and wanted to know if for this one too the EIS form was expected in November. Thanks a lot</p>', '2020-10-13 22:45:28', NULL);

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	(1, 'Harcourts EGM proposal', '<p>Replace James McColluch and Henry Harris with Quentin Humberstone and Anthony Kenny</p>', '2020-06-27 08:56:01', 0, 7, ''),
	(2, 'Three Cranes EGM proposal', '<p>Replace James McColluch and Henry Harris with Stephen Jefferies &amp; Steven Partridge</p>', '2020-08-15 17:00:09', 0, 8, ''),
	(3, 'Coach EGM proposal', '<p>Replace James McColluch and Henry Harris with Quentin Humberstone and Anthony Kenny</p>', '2020-08-15 17:00:49', 0, 9, ''),
	(4, 'Hero EGM proposal', '<p>Replace James McColluch and Henry Harris with Stephen Nurse and John Soden</p>', '2020-08-15 17:00:59', 0, 10, ''),
	(5, 'Crown EGM proposal', '<p>Replace James McColluch and Henry Harris with Nicholas Curtis and Stephen Nurse</p>', '2020-08-15 17:01:10', 0, 11, ''),
	(8, 'Pre-Emptive rightxx', '<p>Remove pre-emptive rights&nbsp;</p>', '2021-03-13 09:25:43', 1, 7, 'https://www.bbc.co.uk/'),
	(9, 'Pre-Emptive rights', '<p>Remove pre-emptive rights</p>', '2021-03-13 09:37:49', 1, 11, ''),
	(10, 'Pre-Emptive rights', '<p>Remove pre-emptive rights</p>', '2021-03-13 09:37:52', 1, 10, ''),
	(11, 'Pre-Emptive rights', '<p>Remove pre-emptive rights</p>', '2021-03-13 09:37:54', 1, 9, ''),
	(12, 'Pre-Emptive rights', '<p>Remove pre-emptive rights</p>', '2021-03-13 09:37:57', 1, 8, '');

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	(210, 428, 4, 'yes', 'This has been emailed to James per 2.1.2 of the proxy instructions', '2020-09-16 10:16:35', NULL, NULL, 330, 'hero-of-maida-proxy-form-soper-5f61c9e42d5cf.pdf'),
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	(305, 280, 5, 'yes', 'The attached form should show a vote to replace the directors and for Stephen Nurse to be my proxy', '2020-09-27 14:31:59', NULL, NULL, 290, 'crownconnell-5f70863fcf435.pdf'),
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	(333, 490, 5, 'yes', 'I plan on attending. Proxy form has been sent to James', '2020-09-13 14:21:46', NULL, NULL, 330, 'gfothergillcrown-5f5e169981dcd.pdf'),
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	(339, 493, 5, 'yes', NULL, '2020-09-28 00:15:17', NULL, NULL, 290, 'jamessnape1-5f713dc36668a.jpeg'),
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-- Dumping structure for table harcourt.financial
CREATE TABLE IF NOT EXISTS `financial` (
  `id` int(11) NOT NULL AUTO_INCREMENT,
  `pub_id` int(11) NOT NULL,
  `created_at` datetime NOT NULL,
  `year` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `attachment_name` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL,
  `descriptor` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  `commentary` longtext COLLATE utf8mb4_unicode_ci,
  `date_received_at` datetime DEFAULT NULL,
  `comments2` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL,
  PRIMARY KEY (`id`),
  KEY `IDX_6E80AAAC83FDE077` (`pub_id`),
  CONSTRAINT `FK_6E80AAAC83FDE077` FOREIGN KEY (`pub_id`) REFERENCES `pub` (`id`)
) ENGINE=InnoDB AUTO_INCREMENT=102 DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci;

-- Dumping data for table harcourt.financial: ~74 rows (approximately)
INSERT INTO `financial` (`id`, `pub_id`, `created_at`, `year`, `attachment_name`, `descriptor`, `commentary`, `date_received_at`, `comments2`) VALUES
	(4, 9, '2020-06-19 10:40:36', '2017-2019', '2019-accounts-farringdon.pdf', 'Audited Financials', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(5, 9, '2020-06-19 10:40:56', 'April 2019 - June 2020', 'farringdon-pub-ltd-management-accounts-to-jun20.xls', 'Management Accounts', '<p>-145k PnL for the year, including fees</p>\r\n\r\n<p>Excluding fees +165k</p>', '2020-07-05 00:00:00', 'Received from Rachel Rossiter'),
	(7, 7, '2020-06-19 10:42:11', '1 Dec 2017 - 31 Mar 2019', '2019-accounts-harcourt.pdf', 'Audited Financials', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(8, 7, '2020-06-19 10:42:26', 'April 2019-March 2020', 'harcourt-pub-limited-management-accounts-to-jun20.xls', 'Management Accounts', '<p>These were sent to us in June 2020, after a repeated request to Mr. McCulloch.&nbsp; They indicate that the Harcourt is in significant financial distress.&nbsp;</p>\r\n\r\n<p>Regarding failure to control costs we note:</p>\r\n\r\n<ul>\r\n	<li>Payroll was not substantially reduced in April and May, despite assurances that all staff had been furloughed.\r\n	<ul>\r\n		<li>Staff costs continued to accrue (34k) even though revenue was zero</li>\r\n	</ul>\r\n	</li>\r\n	<li>Management charges continue and were doubled in May</li>\r\n</ul>\r\n\r\n<p>Total retained earnings -&pound;1.3m</p>\r\n\r\n<p>&nbsp;</p>', '2020-06-18 09:00:00', 'Evidence of inability to control expenses, management fees during closure and likley insolvency'),
	(9, 10, '2020-06-19 10:42:56', '2019', '2019-accounts-hero.pdf', 'Audited Financials', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(10, 10, '2020-06-19 10:43:14', 'April 2019 - June 2020', 'maida-vale-leisure-ltd-management-accounts-to-jun20.xls', 'Management Accounts', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(11, 12, '2020-06-19 10:43:37', '2017-2019', '2018-accounts-kph.pdf', 'Audited Financials', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(12, 12, '2020-06-19 10:43:51', 'April 2019 - June 2020', '2019-accounts-kph.pdf', 'Management Accounts', NULL, '2020-06-18 09:00:00', 'Provided by Rachel Rossiter'),
	(14, 11, '2020-06-19 10:44:40', '2018', '2018-accounts-southwestleisure.pdf', 'Audited Financials', NULL, '2020-06-18 09:00:00', '2018-2019'),
	(16, 11, '2020-06-19 10:45:23', 'April 2019 - June 2020', 'south-west-leisure-ltd-management-accounts-jun20.xls', 'Management Accounts', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(20, 8, '2020-06-19 10:49:16', '2017-2019', '2019-accounts-threecrance.pdf', 'Audited Financials', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(21, 8, '2020-06-19 10:49:31', 'April 2019 - June 2020', 'three-cranes-pub-ltd-management-accounts-to-jun20.xls', 'Management Accounts', NULL, '2020-06-18 09:00:00', 'Received from Rachel Rossiter'),
	(22, 7, '2020-06-27 09:54:31', 'Financial year 2018-19', 'harcourt-pub-limited-mi-dec18-sent-5-march-2019.xls', 'Investor update', '<p>Sent in March 2019, by James McCulloch, this Investor Update letter purports to summarise the 2018/9 financials for the Harcourt pub.</p>\r\n\r\n<ul>\r\n	<li>It claims &quot;strong sales&quot; and improvements to drive further performance and talks about the appointment of Henry Harris and Steve Ham.</li>\r\n	<li>It references future potential headwinds of Brexit, but cites a projection of &quot;operating profit&quot; of <strong>&pound;250k for the year</strong></li>\r\n	<li>To me, the deception here is that operating profit excludes the largest drivers of costs - mainly the management fee and the investment fee, and to exclude these in the summary of the financial performance for investors woefully misrepresents the effective performance of the company.&nbsp;</li>\r\n	<li>Also there is no mention of loan taken against the assets or any contractual disputes, so this investor summary is materially deceptive and misleading to investors.</li>\r\n	<li>The attached financials that accompanied the letter omitted the largest real PnL drivers, and no balance sheet, - wilful deception of Mr McCulloch.</li>\r\n</ul>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>======================</p>\r\n\r\n<p>Harcourt Pub Limited<br />\r\nDear Shareholder,<br />\r\nPlease find enclosed the part management accounts for the financial year 2018/19.</p>\r\n\r\n<p><br />\r\nThe Harcourt saw strong sales in its events and private dining business but the Harcourt Inns management team has identified a number of improvements to help drive performance in regular dining and drinking. This has included bringing in a new GM with experience of both pubs and restaurants to help driving the vertical drinking crowd and also Henry Harris starting to take control of the kitchen to ensure the pub delivers affordable and quality food. There will be a few minor changes to the layout of the pub to maximise dining and drinking covers when there aren&rsquo;t events or private dining bookings and a small amount of investment in the kitchen / kitchen equipment which needs upgrading.<br />\r\nThe Harcourt Inns team has grown with the addition of Steve Ham as Head of Operations. Steve was previously an operations manager at Soho House and brings a wealth of experience required to drive efficiencies across the group, maintain standards and improve margins through group purchasing.</p>\r\n\r\n<p><br />\r\nThere are a number of headwinds that may have a negative effect on performance including Brexit, which is driving up costs and making it harder to find suitable staff, plus a general decline in consumer confidence. Despite these headwinds and after a strong start to trading we expect this to continue and to deliver an operating profit in the financial year 2019/20 in the region of &pound;250k.<br />\r\nYours sincerely,<br />\r\nJames McCulloch<br />\r\nManaging Director</p>\r\n\r\n<p>&nbsp;</p>', '2019-03-05 00:00:00', 'Wilful deception regarding the PnL. Omission of significant material information'),
	(23, 7, '2020-06-27 10:01:45', 'Financial year 2018-19', 'harcourt-pub-limited-mi-dec18.xls', 'Management Accounts', '<p>Covering April 2018- December 2018, these management accounts sent to investors indicate a profit in the period of &pound;203,572.</p>\r\n\r\n<p>The accounts fail to show:</p>\r\n\r\n<ul>\r\n	<li>Management fees paid to McCulloch</li>\r\n	<li>Investment fees</li>\r\n	<li>Any interest or loan payments</li>\r\n</ul>\r\n\r\n<p>These accounts are partial and as presented are woefully unrepresentative and illustrates Mr McCulloch desire to mislead investors as to the true financial health of their investments.</p>\r\n\r\n<p>&nbsp;</p>', '2019-03-05 00:00:00', 'Wilful misrepresentation of true financial performance through omission of the key financial data (eg fees, loans etc)'),
	(24, 10, '2020-06-28 11:56:13', 'Projection', 'shareholder-harcourt-forecast-2020-21-v2.xlsx', 'CV-19 opening projections', '<p>Commentary:</p>\r\n\r\n<p>- net loss &pound;273k, cash out &pound;514k: why? &nbsp;EBITDA of &pound;9k looks far better than the operating cash outflow when you include VAT and PAYE</p>\r\n\r\n<p>- deferred VAT payment of &pound;72k in July</p>\r\n\r\n<p>- on the cash flow, there looks like a formula error in that the cost of goods sold items have not been totalled in August 20 so the actual position could be &pound;20k worse</p>\r\n\r\n<p>- no reference to depreciation in the P &amp; L</p>\r\n\r\n<p>- where is the balance sheet and a source and application of funds!!</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>============================================================</p>\r\n\r\n<p><strong>Shareholder Update:</strong></p>\r\n\r\n<p>Enclosed is the first draft P&amp;L and cash flow forecasts for Maida Vale Leisure Ltd.</p>\r\n\r\n<p>For the period August &ndash; December 2020 we have assumed a drop in F&amp;B revenue of 50% in line with industry standards. This is driven by Government forced social distancing requirements and a significant drop in customer demand and spend per head. For the period January &ndash; July 2021 the discount to &ldquo;normalised revenue&rdquo; narrows until reaching 85% of normalised revenue in July 2021.</p>\r\n\r\n<p>As more detail is provided by Government on how pubs can operate in a post COVID-19 environment we will be able to develop the forecasts further. There could be an ability to take advantage of weekly trading patterns across the Harcourt Inns estate and move staff accordingly and hence reduce wage costs although this will be subject to a reorganisation of the group.</p>\r\n\r\n<p>Whilst the pub will make a small operating loss in the 12 month period, the exceptionally high non operating cost base will result in a large net loss. Although a proportion of the non operating costs can be accrued to reduce the cash burn, further capital will need to be raised through debt or equity and coupled with any accrued fees &amp; loan interest, shareholder returns will be further diluted.&nbsp; &nbsp;</p>\r\n\r\n<p>Furthermore, the existing debt facilities need to be refinanced in October 2020 and given the current climate this may prove challenging. Having spoken to several banks (Natwest/RBS, Metro, Coutts &amp; Cynergy) regarding CBILS unfortunately repayment terms under CBILS is six years which makes monthly loan repayments unsustainable. We are now in preliminary discussions with asset-based lenders, Cynergy and Coutts to provide loan facilities outside of CBILS and discussions are ongoing.</p>\r\n\r\n<p>The company is applying for a bounce back loan to aid short term cash flow.</p>\r\n\r\n<p>There is now an urgent need to reorganise the structure of MVLL (and the wider portfolio) to clear out non operating costs and streamline operations to enable the long term viability of the pub. Options are being explored, subject to tax advice, that maintain EIS qualifying status as part of any restructuring.</p>\r\n\r\n<p>Harcourt Inns expects to be able to bring on board two highly experienced business operators in the next few weeks to help guide the group through a challenging transition period, the medium-term effects of COVID-19 and hopefully the subsequent long term success of the Hero of Maida and the group as a whole. Although we aren&rsquo;t in a position to mention names at this stage one appointment, as Chairman, is a highly regarded operator and CEO having built and subsequently sold a multi-billion pound operational real estate business and the other appointment, who will become a non executive director, built and sold one of London&rsquo;s most successful pub, dining and hotel groups over the last 15 years. These two new appointments will be subject to any reorganisation of the wider group.</p>\r\n\r\n<p>We intend to provide shareholders with a reorganisation proposal in July 2020 and we also intend to provide shareholders with the latest set of management accounts and a balance sheet this month.</p>', '2020-06-01 09:00:00', 'Admits to exceptionally high non-operating cost base, and need to raise capital'),
	(25, 9, '2020-06-28 12:02:28', 'Projection', 'shareholder-farringdon-forecast-2020-21-v2.xlsx', 'CV-19 opening projections', '<p><strong>Shareholder Update:</strong></p>\r\n\r\n<p>Enclosed is the first draft P&amp;L and cash flow forecasts for Farringdon Pub Ltd. As more detail is provided by Government we will be able to develop the forecasts further but unfortunately the combined impact of enforced social distancing and depressed consumer demand will have a severe affect on trading performance. There could be an ability to take advantage of weekly trading patterns across the Harcourt Inns estate and move staff accordingly and hence reduce wage costs although this will be subject to a reorganisation of the group.</p>\r\n\r\n<p>Whilst we expect the pub to break even over the 12 month period, non operating expenses will result in an overall loss.</p>\r\n\r\n<p>Prior to COVID-19 and lockdown we were close to securing an exit solution to present to shareholders. Unfortunately this is no longer an option and so we have been working on an alternative exit plan to present to shareholders in the coming weeks that will enable the business to reduce costs and to become sustainable in a short to medium term low revenue environment.</p>\r\n\r\n<p>There is now an urgent need to reorganise the structure of the pub and although the detail is being worked on we are looking at options that provide shareholders with a partial exit and equity upside to share in the long term recovery in business performance and values and any future development works.</p>\r\n\r\n<p>Harcourt Inns expects to be able to appoint two highly experienced business operators in the next few weeks to help guide the group through a challenging transition period, the medium-term effects of COVID-19 and hopefully the subsequent long term success of the pubs and the group as a whole. Although we aren&rsquo;t in a position to mention names at this stage one appointment, as Chairman, is a highly regarded operator and CEO having built and subsequently sold a multi-billion pound operational real estate business and the other appointment, who will become a non executive director, built and sold one of London&rsquo;s most successful pub, dining and hotel groups over the last 15 years.</p>\r\n\r\n<p>We intend to provide a shareholder exit proposal in July 2020.</p>', '2020-06-01 00:00:00', 'Expected to be breakeven for next 12months'),
	(26, 11, '2020-06-28 12:04:36', 'Projection', 'shareholder-crown-pl-forecast-2020-21-v2.xlsx', 'CV-19 opening projections', '<p><strong>Shareholder Update: </strong></p>\r\n\r\n<p>Enclosed is the first draft P&amp;L and cash flow forecasts for South West Leisure Ltd.</p>\r\n\r\n<p>For the period August &ndash; December 2020 we have assumed a drop in F&amp;B revenue of 40%. This is driven by Government enforced social distancing requirements and a significant drop in customer demand and spend per head. For the period January &ndash; July 2021 the discount to &ldquo;normalised revenue&rdquo; narrows until reaching 85% of normalised revenue in July 2021. The management team expects the Crown to perform better than the wider portfolio given its large outdoor covered seating area integrated into the dining room and residential location.</p>\r\n\r\n<p>As more detail is provided by Government on how pubs can operate in a post COVID-19 environment we will be able to develop the forecasts further. There could be an ability to take advantage of weekly trading patterns across the Harcourt Inns estate and move staff accordingly and hence reduce wage costs although this will be subject to any reorganisation.</p>\r\n\r\n<p>The company is in discussions with several banks/lenders to refinance the existing loan and all options will be considered including a share issue or a restructuring. The company intends on providing shareholders with a proposal, including financing options, in early July.</p>\r\n\r\n<p>In the short term the company is looking at the bounce back loan scheme to aid cash flow.</p>\r\n\r\n<p>Harcourt Inns is in discussions to bring on board two highly experienced business operators in the next few weeks to help guide the group through a challenging transition period, the medium-term effects of COVID-19 and hopefully the subsequent long term success of the Crown and the group as a whole. Although we aren&rsquo;t in a position to mention names at this stage one appointment, as Chairman, is a highly regarded operator and CEO having built and subsequently sold a multi-billion pound operational real estate business and the other appointment, who will become a non executive director, built and sold one of London&rsquo;s most successful pub, dining and hotel groups over the last 15 years. These two new appointments will be subject to any reorganisation of the wider group. In terms of EIS and on the advice of the company&rsquo;s tax advisers, Philip Hare &amp; Associates, the EIS application was withdrawn. The reason for this was a concern relating to HMRC enquiries into two other EIS pubs schemes managed by Harcourt Inns &amp; Ducalian. Naturally, the EIS submission will be shaped around HMRC&rsquo;s response to these applications and we hope to have a definitive answer in July at which point the SWLL submission can be made. The overall view from PHA is that SWLL should be an EIS-qualifying business but it would be prudent to wait for the conclusion of the latest HMRC enquiries.</p>', '2020-06-09 00:00:00', 'Promises EIS by July and that it "should be EIS qualifying".   Also continues to mention the "pub group", and appointment of a new Chairman.'),
	(28, 12, '2020-07-13 23:17:51', 'July 2020', 'kensington-park-hotel-report-and-appendices.pdf', 'Valuation', '<p>Value = &pound;4.8m</p>\r\n\r\n<p><strong>Contact at Fleurets: &nbsp;</strong> Ed Sandall &lt;<a href="mailto:Ed.Sandall@fleurets.com">Ed.Sandall@fleurets.com</a>&gt;&nbsp; 07786193772</p>', '2020-07-10 00:00:00', 'Fleurets (£4.8m)'),
	(29, 7, '2020-07-13 23:20:07', 'July 2020', 'harcourt-w1h-4hx-report-and-appendices-compressed.pdf', 'Valuation', '<p><a name="_MailOriginal"><strong>From:</strong></a> James McCulloch &lt;james@harcourtinns.co.uk&gt;<br />\r\n<strong>Sent:</strong> 12 August 2020 11:43<br />\r\n<strong>To:</strong> John Soden &lt;soden.j@gmail.com&gt;<br />\r\n<strong>Cc:</strong> Rachel Rossiter &lt;rachel@harcourtinns.co.uk&gt;; Stephen Nurse &lt;nurse_stephen@hotmail.com&gt;<br />\r\n<strong>Subject:</strong> Valuation</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>Dear All,</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>See attached valuation report for the Coach.</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>I&rsquo;m yet to receive the full reports for the Harcourt and Three Cranes but Savills have indicated the following valuations;</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>Harcourt&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;2,440,000</p>\r\n\r\n<p>Three Cranes&nbsp;&nbsp;&nbsp;&nbsp; &pound;1,680,000</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>As soon as I am in receipt I will forward on.</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>Regards,</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>James McCulloch</p>\r\n\r\n<p>Managing Director</p>\r\n\r\n<p>Harcourt Inns</p>\r\n\r\n<p>Tel: 07904910301</p>\r\n\r\n<p><a href="mailto:james@harcourtinns.co.uk">Email: james@harcourtinns.co.uk</a></p>\r\n\r\n<p>Post: 139 Ladbroke Grove, Notting Hill, London W10 6HJ</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p><img src="data:image/png;base64,[encoded data, 108796 characters]" style="height:153px; width:811px" /></p>\r\n\r\n<p>&nbsp;</p>', '2020-08-12 00:00:00', 'Savills (£2.44m)'),
	(32, 7, '2020-07-19 16:54:18', 'Future projections', NULL, 'Investor update', '<p>o Sent by James McCulloch on the 14th May 2020.<br />\r\no No mention of loans, or financial distress of the pubs.</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p><strong>Shareholder Update</strong></p>\r\n\r\n<p>Following the closure of the pubs in late March all employees were enrolled onto the Government Furlough scheme. This has helped provide security for staff during these difficult times.</p>\r\n\r\n<p>We have negotiated short term interest and capital holidays with lenders and a temporary break on financial covenants.</p>\r\n\r\n<p>Unfortunately, the hospitality sector was the first into lockdown and will be the last out of lockdown. Businesses will need to share the cost burden of the furlough scheme from August 2020 and the scheme will end entirely from October 2020. The biggest concern in the hospitality sector is the impact of reopening in a low revenue environment driven by Government forced and demand-led social distancing measures in the pubs and a structural shift from office to working from home with the latter having a particularly significant impact on central London pubs. Combined with low consumer spending and a decline in tourism in the medium term we expect a considerable negative impact on trading performance until 2022-23 and a loss of investor appetite until 2025 in line with the GFC.</p>\r\n\r\n<p>Depending on Government guidance, the management team will take a view as to whether or not certain pubs should reopen in 2020 even after the Government has ended lockdown as social distancing and an unprecedented fall in demand could well make the pubs unsustainable in the next 12-18 months.&nbsp;</p>\r\n\r\n<p>In terms of P&amp;L and cash flow forecasts we are waiting to receive more guidance from the Government as to how pubs and restaurants can operate post lockdown and indeed when lockdown will end. Once we have this guidance we will be in a better position to provide detailed forecasts showing likely cash burn and capital investment requirements. At this point we hope to be able to provide a strategy on how to proceed in this new climate including disposal or restructuring if required. &nbsp;&nbsp;</p>\r\n\r\n<p>I will be in touch as soon as we have more information from Government on when and how lockdown will be eased for the hospitality sector.</p>\r\n\r\n<p>Regards,</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>James McCulloch</p>\r\n\r\n<p>Managing Director</p>\r\n\r\n<p>Harcourt Inns</p>\r\n\r\n<p>Tel: 07904910301</p>\r\n\r\n<p><a href="mailto:james@harcourtinns.co.uk">Email: james@harcourtinns.co.uk</a></p>\r\n\r\n<p>Post: 139 Ladbroke Grove, Notting Hill, London W10 6HJ</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p><img src="data:image/png;base64,[encoded data, 108776 characters]" style="height:153px; width:811px" /></p>', '2020-05-14 00:00:00', 'Impact of CV-19. Advising for need for capital injection'),
	(33, 7, '2020-07-19 17:06:48', 'Buyout of Harcourt Investments', NULL, 'Investor update', '<p>&nbsp;</p>\r\n\r\n<p><strong>From:</strong> James McCulloch &lt;james@harcourtinns.co.uk&gt;<br />\r\n<strong>Sent:</strong> 20 May 2019 15:05<br />\r\n<strong>To:</strong> James McCulloch &lt;james@harcourtinns.co.uk&gt;<br />\r\n<strong>Subject:</strong> Harcourt Pub Limited</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>Dear Shareholder,<br />\r\n<br />\r\nIn April 2019 the management team of Harcourt Inns completed the management buy out of Harcourt Inns and all the management A shares in the pub portfolio.<br />\r\n<br />\r\nThis will now mean that the management team is&nbsp;well positioned to maximise shareholder value as both management and shareholders are fully aligned.&nbsp;<br />\r\n<br />\r\nAs managing director of the group one of my key areas of focus is building the infrastructure to ensure the group as whole and each individual pub maximise value through combining quality, value and operational excellence.<br />\r\n<br />\r\nThe group wide financial year now runs from 1st April to 31st March and so financial reporting will link in with these dates and&nbsp;include bi-annual management information&nbsp;with an&nbsp;accompanying&nbsp;report. All shareholders will be included in our quarterly newsletter.</p>\r\n\r\n<p>Harcourt Pub Ltd is now outside the minimum three year trading period for EIS purposes and so we are in the process of drawing up a scheme to apply for planning permission to develop hotels rooms above the rear garden room and on the second and third floors of the pub itself. We will provide shareholders with an update on this in due course.</p>\r\n\r\n<p>Furthermore and given the success of the &lsquo;Harcourt Inns&rsquo; brand, the management team has decided to bring the pub into the group with Henry Harris overseeing the kitchen and food offer. &nbsp;<br />\r\n<br />\r\nI look forward to your continuing support to help make the business a success.</p>\r\n\r\n<p>Regards,</p>\r\n\r\n<p>James McCulloch</p>\r\n\r\n<p>Managing Director</p>\r\n\r\n<p>Harcourt Inns</p>\r\n\r\n<p>Tel: 07904910301</p>\r\n\r\n<p><a href="mailto:james@harcourtinns.co.uk">Email: james@harcourtinns.co.uk</a></p>\r\n\r\n<p>Post: 32 Harcourt Street, London W1H 4HX</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p><img src="data:image/png;base64,[encoded data, 33032 characters]" style="height:152px; width:566px" /></p>', '2019-05-20 00:00:00', 'Promise for (i) biannual accounts; and (ii) alignment of interests of investors and management.  No summary of current status of the pubs'),
	(35, 7, '2020-07-19 17:59:54', 'Oct 2018 - Oct 2019', 'harcourt-pub-limited-twelve-months-ending-30-09-19-mi-s-sent-15-nov-2019.xls', 'Investor update', '<p><strong>Harcourt Pub Limited &ndash; Shareholder Report</strong><br />\r\nThis report covers the period starting 1 October 2018 and ending 30 September 2019.</p>\r\n\r\n<p>The year saw a fall in EBITDA due to a turbulent 2019 with a big shakeup in the in-house management team and pub offer. The pub was seen largely as a Scandinavian restaurant with events &amp; private dining rooms and so was reliant on demand from destination diners and private functions which are seeing a downturn as a result of political and economic uncertainty. The management team brought the business more in-line with the Harcourt Inns model with a wet-led bar in front of the property and a dining room to the rear as afterwork wet sales are integral to the success of the business as seen in other group pubs.</p>\r\n\r\n<p><br />\r\nFollowing the recruitment of a new marketing coordinator and head of events the business is now well positioned to begin a marketing and business development drive to grow the business. Marketing and business development are key given the secondary location of the property and so an initiative on driving community engagement to generate footfall is fundamental to the success in terms of a food &amp; beverage business.</p>\r\n\r\n<p><br />\r\n<strong>Personnel</strong><br />\r\nThe head office team has made two significant hires in the last six months recruiting Jennifer Booth as Project &amp; Marketing Coordinator and Ellie Laidlaw as Group Events Manager. Having carried out the same role at Coppa Club, Jennifer will work closely with group PR &amp; social media consultants, group brand consultant and website designers to oversee group and site level marketing strategy including digital, PR and website design &amp; SEO. Ellie brings a huge amount of experience in the events management and hospitality space having worked as GM at Sonny&rsquo;s in Barnes (a Phil Howard restaurant) and most recently as a partner in Tempus Catering &ndash; an events and catering business.<br />\r\nThe UK hospitality sector is experiencing a highly challenging recruitment environment as a direct result of Brexit. In order to overcome this challenge, the group is focusing on staff retention and is working closely with group HR consultants to put in place staff training and development programmes.</p>\r\n\r\n<p><br />\r\n<strong>Risks</strong><br />\r\nThere are a number of risks that could affect both trading performance and property values. Brexit combined with political uncertainty and global economic headwinds is a real risk to trading performance and having spoken to a number of leisure operators, agent &amp; valuers trading performance and asset prices are being negatively affected. Sansar (Andrew Endean) through their company, Harcourt Management Services Ltd, still charges operator fees to the company, through an operator agreement, without providing any meaningful value and so the directors are in discussions with Sansar to establish a route to terminate. While their contract exists there will be a drag on cash flow and net profit.</p>\r\n\r\n<p><br />\r\n<strong>Hotel Room Development</strong><br />\r\nThe management team has initiated pre-app discussions with Westminster Council to develop up to nine hotel rooms. Subject to the advice from Westminster a planning application will be submitted with potential consent 3-4 months later.</p>\r\n\r\n<p><strong>Exit</strong><br />\r\nWith the company outside the three-year EIS holding period the directors are now looking at exit options for shareholders. Informal discussions have been initiated with several advisers including Savills and Coffer Corporate Leisure. Exit options will be circulated in Q1 2020.</p>', '2019-11-15 00:00:00', '.'),
	(36, 11, '2020-07-22 13:28:38', 'July 2020', NULL, 'Valuation', '<p><strong>Value</strong>: &pound;.75m</p>\r\n\r\n<p>Contact Mackernan, Daniel</p>\r\n\r\n<p>+44 207299 3050</p>\r\n\r\n<p><a href="mailto:DMackernan@savills.com">DMackernan@savills.com</a></p>', '2020-07-22 00:00:00', 'Savills (£2.75m)'),
	(37, 13, '2020-07-26 00:23:52', '2020', NULL, 'SAG - JM communication', '<p>Harcourt Group shareholder notes<br />\r\nQuestions to James/Request for information:<br />\r\n1. Principal pub management contracts with each pub:<br />\r\na. Management agreements with Ducalian/Ducalian successor;<br />\r\nb. Service agreements e.g. with &ldquo;head office co&rdquo; (see also 4b below);<br />\r\nc. Other key contracts such as director appointment contracts<br />\r\n2. Explanation of how the pub operator contract with each pub was terminated<br />\r\n3. Any legacy arrangements for each pub re: the split of Ducalian (into pubs and storage)/confirmation any buy out of one party by another was not financed by the pubs<br />\r\n4. EIS status update:<br />\r\na. Hero, KPH, and Crown;<br />\r\nb. Status of &ldquo;head office co&rdquo; which we understand caused the prevailing EIS issue (see also point 13c)<br />\r\nc. Initial tax advice regarding the set up of &ldquo;head office co&rdquo;<br />\r\n5. 2019 accounts for each pub and summary of performance for that 2019 period (i.e. prior to COVID-19)<br />\r\n6. All historic filed accounts for each pub<br />\r\n7. Current capital structure of each pub to include all share classes, all debt (short and long term), and all debt like instruments<br />\r\n8. Explanation for level of debt in each pub versus IM base case i.e. what has the debt be used for<br />\r\n9. Up to date management accounts for each pub for current trading period<br />\r\n10. Re-opening strategy for each pub including whether you intend to apply for any government covid-related loans<br />\r\n11. Budget 2020-21 for each pub<br />\r\n12. Status of planning permission for Harcourt<br />\r\n13. Exit strategy for<br />\r\na. Three Cranes, Coach and Harcourt (which are out of EIS holding period);<br />\r\nb. Hero, KPH, and Crown;<br />\r\nc. Any separation issues re: &ldquo;head office co&rdquo;.<br />\r\n14. Governance - have you considered how to address conflicts of interest of the board of each pub as you work through any strategic options?</p>', '2020-05-28 00:00:00', 'Original request for information'),
	(38, 13, '2020-07-26 01:18:28', '20 May 2020', NULL, 'SAG - JM communication', '<p><strong>Ad Hoc Committee of Shareholders of Harcourt Pub Limited (&lsquo;AHC&rsquo;)</strong></p>\r\n\r\n<p>28th May 2020</p>\r\n\r\n<p><strong>To: The Directors of Harcourt Pub Limited</strong></p>\r\n\r\n<p><strong>By email to: &nbsp;James McCulloch, james@harcourtinns.co.uk</strong></p>\r\n\r\n<p>Dear Sirs</p>\r\n\r\n<p><strong>Financial Position of the Harcourt Pub Limited (the &lsquo;Company&rsquo;)</strong></p>\r\n\r\n<p>We write to inform you that a significant group of shareholders of the Company representing over 60% of the members has been formed. We expect this percentage to grow significantly as we reach out to the other shareholders.&nbsp; The AHC has been formed to act as a convenient forum to discuss the position of the Company in the light of the impact of the covid pandemic. For logistical convenience the AHC has a smaller &lsquo;core&rsquo; membership consisting of Nicholas Curtis, Alistair Higgins, Stephen Nurse, Stephen Phillips, John Soden, and Nick Stockdale.</p>\r\n\r\n<p>The AHC recognises that the Company faces an extremely challenging financial position in view of both the lost revenue caused by the on-going lockdown and possible measures likely to be put in place by the government when the lock down finishes.&nbsp; The AHC will form a suitable sounding board for the directors as they review the position of the Company going forward.&nbsp; We hope the directors will find this useful and also recognise that it would be wise to work with the AHC to review strategic decisions affecting the Company.&nbsp;&nbsp; One of the significant near term decisions will be whether &nbsp;to reopen the pub or appoint agents to advise on selling. &nbsp;Shareholders will expect to be kept fully appraised of these decisions.</p>\r\n\r\n<p>You will be aware that even prior to the pandemic many shareholders have expressed concerns direct to James McCullouch on a number of issues including that there was a lack of transparency regarding the financial position and strategic direction of the company.&nbsp; Financial performance seemed anaemic even prior to the lockdown as far as we could discern. The AHC has concerns regarding costs and level of debt generally, including the costs of the management contract, and the funding and timing of the proposed planning permission to add additional rooms.&nbsp; There are numerous small shareholdings and we recognise that informing each individual shareholder on a day to date basis is not realistic.&nbsp; Regardless we believe reporting needs to significantly improve, something which is particularly important given the inherent conflicts of interests of the two main executive directors who also benefit from a management contract with the Company.&nbsp; These conflicts of interest will likely become particularly apparent where decisions are being made regarding the strategic direction of the Company.</p>\r\n\r\n<p>We would propose that a meeting between Stephen Nurse, John Soden and James McCulloch to discuss many of the issues raised above.&nbsp; Stephen and John will report back to the core group following the meeting.&nbsp; Prior to that meeting we attach an information request list which the AHC has put together to help us consider the current position of the Company.&nbsp; We would be grateful if you could pull the information together as soon as possible.</p>\r\n\r\n<p>We look forward to a constructive dialogue in these challenging times.</p>\r\n\r\n<p>Yours Faithfully,</p>\r\n\r\n<p>Ad Hoc Group of Shareholders of the Harcourt Pub Limited</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p><strong>Harcourt Group shareholder notes</strong><br />\r\nQuestions to James/Request for information:<br />\r\n1. Principal pub management contracts with each pub:<br />\r\na. Management agreements with Ducalian/Ducalian successor;<br />\r\nb. Service agreements e.g. with &ldquo;head office co&rdquo; (see also 4b below);<br />\r\nc. Other key contracts such as director appointment contracts<br />\r\n2. Explanation of how the pub operator contract with each pub was terminated<br />\r\n3. Any legacy arrangements for each pub re: the split of Ducalian (into pubs and storage)/confirmation any buy out of one party by another was not financed by the pubs<br />\r\n4. EIS status update:<br />\r\na. Hero, KPH, and Crown;<br />\r\nb. Status of &ldquo;head office co&rdquo; which we understand caused the prevailing EIS issue (see also point 13c)<br />\r\nc. Initial tax advice regarding the set up of &ldquo;head office co&rdquo;<br />\r\n5. 2019 accounts for each pub and summary of performance for that 2019 period (i.e. prior to COVID-19)<br />\r\n6. All historic filed accounts for each pub<br />\r\n7. Current capital structure of each pub to include all share classes, all debt (short and long term), and all debt like instruments<br />\r\n8. Explanation for level of debt in each pub versus IM base case i.e. what has the debt be used for<br />\r\n9. Up to date management accounts for each pub for current trading period<br />\r\n10. Re-opening strategy for each pub including whether you intend to apply for any government covid-related loans<br />\r\n11. Budget 2020-21 for each pub<br />\r\n12. Status of planning permission for Harcourt<br />\r\n13. Exit strategy for<br />\r\na. Three Cranes, Coach and Harcourt (which are out of EIS holding period);<br />\r\nb. Hero, KPH, and Crown;<br />\r\nc. Any separation issues re: &ldquo;head office co&rdquo;.<br />\r\n14. Governance - have you considered how to address conflicts of interest of the board of each pub as you work through any strategic options?</p>\r\n\r\n<p>&nbsp;</p>', '2020-05-20 00:00:00', 'Demand from JM for feedback'),
	(39, 7, '2020-07-26 01:57:12', '2020', NULL, 'Investor update', '<p>This is an email from JM on 1 June 2020.&nbsp; It includes projections for a post CV-19 opening, and is the first admission that Harcourtis in serious financial distress.</p>\r\n\r\n<p>However, the email fails to communicate the exact scale of the losses accrued to date and the fact that the pub is practically out of working capital and has levered all the assets of the investors in loans that have been spent through mismanagement to date</p>\r\n\r\n<p>============================================</p>\r\n\r\n<p><strong>Shareholder Update:</strong></p>\r\n\r\n<p>Enclosed is the first draft P&amp;L and cash flow forecasts for Harcourt Pub Ltd. As more detail is provided by Government we will be able to develop the forecasts further but unfortunately the Harcourt doesn&rsquo;t lend itself well to &ldquo;social distancing&rdquo; given its size and combined with many office workers working from home in the next six months the outlook isn&rsquo;t positive. There could be an ability to take advantage of weekly trading patterns across the Harcourt Inns estate and move staff accordingly and hence reduce wage costs although this will be subject to a reorganisation of the group.</p>\r\n\r\n<p>The operating losses are significant and combined with a high non operating cost base the pub is unsustainable in its current structure. Furthermore, considerable capital investment is required to develop the hotel rooms, subject to planning, and again in the current single pub structure with high non operating expenses, any investment may not yield the required returns and will require a long term view.</p>\r\n\r\n<p>Prior to COVID-19 and lockdown we were close to securing an exit solution to present to shareholders. Unfortunately this is no longer an option and so we have been working on an alternative exit plan to present to shareholders in the coming weeks.</p>\r\n\r\n<p>There is now an urgent need to reorganise the structure of the pub and although the detail is being worked on we are looking at options that provide shareholders with a partial exit, equity upside to share in the future performance of a fully developed and operational pub &amp; hotel and the benefits of a long term recovery in values.</p>\r\n\r\n<p>Harcourt Inns expects to be able to appoint two highly experienced business operators in the next few weeks to help guide the group through a challenging transition period, the medium-term effects of COVID-19 and hopefully the subsequent long term success of the pubs and the group as a whole. Although we aren&rsquo;t in a position to mention names at this stage one appointment, as Chairman, is a highly regarded operator and CEO having built and subsequently sold a multi-billion pound operational real estate business and the other appointment, who will become a non executive director, built and sold one of London&rsquo;s most successful pub, dining and hotel groups over the last 15 years.</p>\r\n\r\n<p>We intend to provide a shareholder exit proposal in July 2020.</p>', '2020-06-01 00:00:00', 'CV-19 update'),
	(40, 12, '2020-07-29 12:30:52', 'Original IM', NULL, 'Information Memorandum', '<p>&nbsp;.</p>', '2020-07-29 00:00:00', 'IM'),
	(41, 11, '2020-07-29 12:30:54', 'Original IM', NULL, 'Information Memorandum', '<p>.</p>', '2020-07-29 00:00:00', 'IM'),
	(42, 10, '2020-07-29 12:30:55', 'Original IM', NULL, 'Information Memorandum', '<p>.</p>', '2020-07-29 00:00:00', 'IM'),
	(43, 9, '2020-07-29 12:30:59', 'Original IM', NULL, 'Information Memorandum', NULL, '2020-07-29 00:00:00', 'IM'),
	(44, 8, '2020-07-29 12:31:02', 'Original IM', NULL, 'Information Memorandum', NULL, '2020-07-29 00:00:00', 'IM'),
	(45, 7, '2020-07-29 12:31:04', 'Original IM', NULL, 'Information Memorandum', '<p><strong>Harcourt IM</strong></p>', '2020-07-29 00:00:00', 'IM'),
	(46, 9, '2020-08-12 12:54:05', 'August 2020', NULL, 'Valuation', '<p><a name="_MailOriginal"><strong>From:</strong></a> James McCulloch &lt;james@harcourtinns.co.uk&gt;<br />\r\n<strong>Sent:</strong> 12 August 2020 11:43<br />\r\n<strong>To:</strong> John Soden &lt;soden.j@gmail.com&gt;<br />\r\n<strong>Cc:</strong> Rachel Rossiter &lt;rachel@harcourtinns.co.uk&gt;; Stephen Nurse &lt;nurse_stephen@hotmail.com&gt;<br />\r\n<strong>Subject:</strong> Valuation</p>\r\n\r\n<p>Dear All,</p>\r\n\r\n<p>See attached valuation report for the Coach.</p>\r\n\r\n<p>I&rsquo;m yet to receive the full reports for the Harcourt and Three Cranes but Savills have indicated the following valuations;</p>\r\n\r\n<p>Harcourt&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &pound;2,440,000</p>\r\n\r\n<p>Three Cranes&nbsp;&nbsp;&nbsp;&nbsp; &pound;1,680,000</p>\r\n\r\n<p>As soon as I am in receipt I will forward on.</p>\r\n\r\n<p>Regards,</p>\r\n\r\n<p>James McCulloch</p>\r\n\r\n<p>Managing Director</p>\r\n\r\n<p>Harcourt Inns</p>\r\n\r\n<p>Tel: 07904910301</p>\r\n\r\n<p><a href="mailto:james@harcourtinns.co.uk">Email: james@harcourtinns.co.uk</a></p>\r\n\r\n<p>Post: 139 Ladbroke Grove, Notting Hill, London W10 6HJ</p>\r\n\r\n<p>&nbsp;</p>\r\n\r\n<p><img src="data:image/png;base64,[encoded data, 108796 characters]" style="height:153px; width:811px" /></p>\r\n\r\n<p>&nbsp;</p>', '2020-08-12 00:00:00', 'Savills (£2.7m)'),
