Mithril dives into chips again with a $55M infusion to Flex Logix

Danny Crichton
·2 min read

The once untouchable semiconductor sector continues to attract fervent attention from VCs.

The latest news this morning is that Ajay Royan of Mithril Capital has led a $55 million Series D round of financing into Flex Logix, which builds chips designed to bring AI workflows to the compute edge. That follows on earlier rounds in the company totaling $27 million from the likes of Lux, Eclipse Ventures and Tate Family Trust, the investment vehicle of the company’s founder and CEO, Geoff Tate.

This isn’t Mithril’s first foray into the chip investing world. The firm previously backed Nuvia, a promising entrant in the server chip market which was founded by several of the top chip designers of Apple’s A-line of processors. Mithril invested $240 million in Nuvia last September, just a few months before the company flipped over to Qualcomm in a $1.4 billion transaction announced in January.

Back to Flex Logix though: We last covered the company in October, when it announced the availability of its X1 AI chip. As I wrote at the time:

Flex Logix wants to bring AI processing workflows to the compute edge, which means it wants to offer technology that adds artificial intelligence to products like medical imaging equipment and robotics. At the edge, processing power obviously matters, but so does size and price. More efficient chips are easier to include in products, where pricing may put constraints on the cost of individual components.

Mithril in its statement noted the company’s strength in designing a competitive processor which meets tight power and cost requirements in a white-hot segment of semiconductors. It also was excited that Flex Logix has developed a strong well of intellectual property in the eFPGA space, where there has been energetic activity given increasing interest from customers for flexible processors that can adapt to application needs over time.

For more information on Flex Logix and its founding story, read our earlier profile.

Lux-backed Flex Logix announces availability of its fast and cheap X1 AI chip for the edge

Timing and why we’re all VCs

 

Latest Stories

  • Review: New collection of columns by the late Jenny Diski

    Jenny Diski’s is likely to stand the test of time because it offers readers a bracing mix of razor-sharp analysis and wrenchingly honest autobiography. “Why Didn’t you Just Do What You Were Told?” brings together 33 of more than 200 columns she wrote for the London Review of Books over a prolific career that included novels, short stories, memoir and travelogues. Most are book reviews, giving her a springboard for wide-ranging reflections on everyone from Jeffrey Dahmer and Denis Thatcher to Anne Frank, Princess Margaret, Martha Freud (wife of Sigmund), Roald Dahl, and many more.

  • Pete Davidson's Blunt Commentary On Jake Paul's Boxing Match Wins The Night

    The "Saturday Night Live" star took down the YouTube personality with some brutal barbs.

  • It Took Me A Year To Get Over Someone I Never Even Met

    He sent me an Alice in Wonderland GIF on Tinder on 28th February 2020. I remember because it was my last normal weekend before COVID hit South Africa, where I live. I went to a birthday party that night, got outrageously drunk, and replied to his Tinder message the following day. Within five messages, I discovered that I had a lot in common with this Tinder match, who I’ll call Max. We studied at the same university, even completing the same degree (though he finished two years before me). We were both writers, with similar views about the world in general. Not even a week after matching, we were exchanging our writing. Instead of focusing on an upcoming work deadline, I stayed up late reading the first few chapters of his sci-fi novel. Before long, Max and I were sending about 100 texts a day. My screen time showed me that I was spending five hours on WhatsApp alone. If I was last to reply before going to bed, I would wake up to read his response in the middle of the night. Max and I lived an hour apart, but about a week after we matched, my grandparents invited me to spend a weekend with them at a beach flat they were renting, which was near where Max lived. He and I planned to meet up then. A few days beforehand, however, the first COVID case was confirmed in South Africa. And on the day of our date, I woke up with a headache, mild fever, and swollen glands. I had to cancel. Max was understanding and supportive. I spent most of that day sleeping through my fever and whenever I woke up, I had multiple messages from him checking in on me. He suggested that we go on a virtual date, and we arranged to watch Marriage Story “together.” Throughout the movie, we texted about the size of Adam Driver’s nose, the awkward acting, and how absurd it was that Adam Driver’s character’s favorite meal is a salad. (Come on, who doesn’t like carbs?) Soon after our cancelled date, South Africa entered a hard lockdown. No one other than essential workers could leave their homes, except to purchase food. Max and I had no idea when we would meet. We voiced fantasies of quarantining together in the woods or going on dates in Hazmat suits. “As soon as this is done we’re going for drinks and I’m gonna kiss you and hold your hand and we’re gonna be gross and take lots of pictures together, okay?” Max texted me. He and I joked that we had bewitched each other. I couldn’t work out how I could be so invested in someone I never met. I wasn’t new to the Tinder world when I connected with Max, and, typically, I’d had more luck dating people I knew in real life. With dating app matches, I tended to get bored of the superficial conversations quickly. I’d forget to respond, and the match would fizzle out before we made it to an in-person date. I likened my strong interest in Max to finally meeting The One. That said, when he started calling me “baby” and “my love,” I knew this was odd since we’d only been talking for a few weeks. But, I was obsessed with him, and clearly, this meant he was obsessed with me too, right? At this point, I viewed the lockdown as little more than a minor setback to my relationship with Max. Instead of feeling anxious or hyper-fixated on the pandemic and its consequences, I fantasised about our future relationship. Despite the onslaught of bad news, my dopamine levels were higher than ever. This changed about a month after Max and I started texting. His messages turned from hot to cold. I assumed that it was just a bad day and that his change of tone was unrelated to me — his “baby,” his “love.” But soon enough, he texted, “I’m sorry if I’ve been off-ish lately. I really enjoy talking to you and I care about you a lot, I just don’t know if we got a bit ahead of ourselves here.” I was floored. Max had initiated everything, so up until he sent these messages, I was 100% certain that everything I felt, he was feeling too. I told him this and questioned what his doubts meant for us. “I’m second-guessing everything. Maybe it’s best we take a break,” he texted back. I felt numb and betrayed. How could Max change his mind about me so quickly? I also felt like I was losing my own mind. I had let myself believe that we had something special. Had I made up the whole thing in my head? For days after Max ended things, I couldn’t eat or sleep. I was working at a fraction of my normal pace and I had to ask my clients to push back deadlines. I stalked his Twitter account, looking for a reason for his sudden change of heart. Why didn’t he want to talk to me anymore? Was he still in love with his ex? Was I just an experiment? Or worse, a game? I didn’t have an answer from him, and I couldn’t stop myself from searching for one in his cryptic tweets. What I deduced from his tweets was that Max was still hurting from a recent heartbreak. What we “had” was probably his attempt to project a relationship onto me. When that didn’t work, he decided to end things. But this understanding of what had happened didn’t make it any easier to move on. In the week that followed Max’s break-up text, I relied on (virtual) support from friends, who never questioned the sincerity of my heartbreak over someone I had never really met. They validated my feelings and told me that my response was normal and that things would get easier. After a week or so, though, my friends stopped asking the post-split, “How are you coping?” questions. I understood why. I assumed they were having the same thoughts I was: that I had never even met the dude. That we’d only been talking for a month. That if I hadn’t already forgotten about him, I would soon. People were going through real breakups, I told myself. And whatever Max and I had, it hadn’t been real. How could it have been, if we’d only communicated via text? Around then, I started dating again. I went on Zoom dates and, when the COVID-19 case numbers dropped in South Africa, real dates. For the first time in my life, I was dating intentionally. I felt a newfound confidence. My dating life was fun. But even though the people I met were intelligent, interesting, and charming, none of them went past the third date, when it became clear to them, or me, or both of us that I had no feelings. In all honesty, I wasn’t over Max. Months down the line, whenever I was in his city, I’d find myself secretly hoping that we would bump into each other. If I could just see him, then maybe I could get some kind of closure. Or maybe there would be a spark. All I knew is that I needed something. And after a while, this need began to baffle me. Previous heartbreaks from people I dated in “real -life” didn’t last this long. Why did I find it so hard to move on from Max? Over the past year, I’ve had lots of little moments of clarity that helped me answer that question. One is recognising that Max love-bombed me. He led me to believe that I was the most beautiful and intelligent person he had ever met. The level of affirmation and attention he gave me in such a small space of time created a dopamine high that I struggled to forget. Max fed into every rom-com fantasy I thought I’d outgrown. He affirmed me, complimented me, and paid close attention to everything I said. He was able to talk candidly about mental health, therapy, and personal issues. He was the perfect man. But — and this was my second moment of clarity — I only ever saw part of him. In early relationships, we often project fantasies onto our partners. Usually, along the way, we realize that they are flawed and complex individuals. I never got the chance to learn about Max’s flaws or what I might have perceived as negative qualities. Instead, he became a representation of an intense fantasy of mine. Of course it’s harder to let go of someone who seemed so perfect. But I was trying to get over someone who never really existed — and understanding that helped me move on. It’s been almost a year since I last had contact with Max. Thankfully, I no longer crave the closure or contact that I thought I needed for so many months. I’ve also learned to stop judging myself for taking so long to move on from someone I never met. I feel confident that I will meet someone that makes me feel the way Max made me feel. But it will be better — because they will be real. DashDividers_1_500x100 Welcome to The Single Files. Each installment of Refinery29’s bi-monthly column will feature a personal essay that explores the unique joys and challenges of being single right now. Have your own idea you’d like to submit? Email single.files@vice.com. Like what you see? How about some more R29 goodness, right here?My Chronic Illness Can Make Singledom Feel ScaryHow COVID-19 Changed My Definition Of "The One"I'm Single & That Doesn't Mean I'm 'Too Picky'

  • Global Vegan Cosmetics Market to Reach $21.4 Billion by 2027

    Abstract: - Global Vegan Cosmetics Market to Reach $21. 4 Billion by 2027. - Amid the COVID-19 crisis, the global market for Vegan Cosmetics estimated at US$15. 1 Billion in the year 2020, is projected to reach a revised size of US$21.New York, April 19, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Vegan Cosmetics Industry" - https://www.reportlinker.com/p06033218/?utm_source=GNW 4 Billion by 2027, growing at a CAGR of 5.1% over the analysis period 2020-2027. Skin Care, one of the segments analyzed in the report, is projected to record a 5.6% CAGR and reach US$7.8 Billion by the end of the analysis period. After an early analysis of the business implications of the pandemic and its induced economic crisis, growth in the Hair Care segment is readjusted to a revised 5.1% CAGR for the next 7-year period. - The U.S. Market is Estimated at $4.1 Billion, While China is Forecast to Grow at 7.9% CAGR - The Vegan Cosmetics market in the U.S. is estimated at US$4.1 Billion in the year 2020. China, the world`s second largest economy, is forecast to reach a projected market size of US$4.4 Billion by the year 2027 trailing a CAGR of 7.9% over the analysis period 2020 to 2027. Among the other noteworthy geographic markets are Japan and Canada, each forecast to grow at 2.8% and 4.6% respectively over the 2020-2027 period. Within Europe, Germany is forecast to grow at approximately 3.2% CAGR. - Makeup Segment to Record 4.6% CAGR - In the global Makeup segment, USA, Canada, Japan, China and Europe will drive the 4.2% CAGR estimated for this segment. These regional markets accounting for a combined market size of US$2.2 Billion in the year 2020 will reach a projected size of US$3 Billion by the close of the analysis period. China will remain among the fastest growing in this cluster of regional markets. Led by countries such as Australia, India, and South Korea, the market in Asia-Pacific is forecast to reach US$2.9 Billion by the year 2027, while Latin America will expand at a 5.6% CAGR through the analysis period. - Select Competitors (Total 42 Featured) - ArbonneBare BlossomBeauty Without Cruelty (BWC)Billy JealousyEcco BellaEmma Jean CosmeticsModern Minerals MakeupMuLondon OrganicNature’s GatePacifica Read the full report: https://www.reportlinker.com/p06033218/?utm_source=GNW I. METHODOLOGY II. EXECUTIVE SUMMARY 1. MARKET OVERVIEW Influencer Market Insights World Market Trajectories Impact of Covid-19 and a Looming Global Recession 2. FOCUS ON SELECT PLAYERS 3. MARKET TRENDS & DRIVERS 4. GLOBAL MARKET PERSPECTIVE Table 1: World Current & Future Analysis for Vegan Cosmetics by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 2: World Historic Review for Vegan Cosmetics by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 3: World 15-Year Perspective for Vegan Cosmetics by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets for Years 2012, 2020 & 2027 Table 4: World Current & Future Analysis for Skin Care by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 5: World Historic Review for Skin Care by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 6: World 15-Year Perspective for Skin Care by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 7: World Current & Future Analysis for Hair Care by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 8: World Historic Review for Hair Care by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 9: World 15-Year Perspective for Hair Care by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 10: World Current & Future Analysis for Makeup by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 11: World Historic Review for Makeup by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 12: World 15-Year Perspective for Makeup by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 13: World Current & Future Analysis for Other Products by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 14: World Historic Review for Other Products by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 15: World 15-Year Perspective for Other Products by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 16: World Current & Future Analysis for Hypermarkets / Supermarkets by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 17: World Historic Review for Hypermarkets / Supermarkets by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 18: World 15-Year Perspective for Hypermarkets / Supermarkets by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 19: World Current & Future Analysis for eCommerce by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 20: World Historic Review for eCommerce by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 21: World 15-Year Perspective for eCommerce by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 22: World Current & Future Analysis for Specialty Stores by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 23: World Historic Review for Specialty Stores by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 24: World 15-Year Perspective for Specialty Stores by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 25: World Current & Future Analysis for Departmental Stores by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 26: World Historic Review for Departmental Stores by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 27: World 15-Year Perspective for Departmental Stores by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 28: World Current & Future Analysis for Other Distribution Channels by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 29: World Historic Review for Other Distribution Channels by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 30: World 15-Year Perspective for Other Distribution Channels by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 III. MARKET ANALYSIS UNITED STATES Table 31: USA Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 32: USA Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 33: USA 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 34: USA Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 35: USA Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 36: USA 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 CANADA Table 37: Canada Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 38: Canada Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 39: Canada 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 40: Canada Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 41: Canada Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 42: Canada 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 JAPAN Table 43: Japan Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 44: Japan Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 45: Japan 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 46: Japan Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 47: Japan Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 48: Japan 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 CHINA Table 49: China Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 50: China Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 51: China 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 52: China Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 53: China Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 54: China 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 EUROPE Table 55: Europe Current & Future Analysis for Vegan Cosmetics by Geographic Region - France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 56: Europe Historic Review for Vegan Cosmetics by Geographic Region - France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 57: Europe 15-Year Perspective for Vegan Cosmetics by Geographic Region - Percentage Breakdown of Value Sales for France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets for Years 2012, 2020 & 2027 Table 58: Europe Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 59: Europe Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 60: Europe 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 61: Europe Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 62: Europe Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 63: Europe 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 FRANCE Table 64: France Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 65: France Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 66: France 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 67: France Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 68: France Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 69: France 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 GERMANY Table 70: Germany Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 71: Germany Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 72: Germany 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 73: Germany Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 74: Germany Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 75: Germany 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 ITALY Table 76: Italy Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 77: Italy Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 78: Italy 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 79: Italy Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 80: Italy Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 81: Italy 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 UNITED KINGDOM Table 82: UK Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 83: UK Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 84: UK 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 85: UK Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 86: UK Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 87: UK 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 SPAIN Table 88: Spain Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 89: Spain Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 90: Spain 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 91: Spain Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 92: Spain Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 93: Spain 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 RUSSIA Table 94: Russia Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 95: Russia Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 96: Russia 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 97: Russia Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 98: Russia Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 99: Russia 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 REST OF EUROPE Table 100: Rest of Europe Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 101: Rest of Europe Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 102: Rest of Europe 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 103: Rest of Europe Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 104: Rest of Europe Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 105: Rest of Europe 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 ASIA-PACIFIC Table 106: Asia-Pacific Current & Future Analysis for Vegan Cosmetics by Geographic Region - Australia, India, South Korea and Rest of Asia-Pacific Markets - Independent Analysis of Annual Sales in US$ Million for Years 2020 through 2027 and % CAGR Table 107: Asia-Pacific Historic Review for Vegan Cosmetics by Geographic Region - Australia, India, South Korea and Rest of Asia-Pacific Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 108: Asia-Pacific 15-Year Perspective for Vegan Cosmetics by Geographic Region - Percentage Breakdown of Value Sales for Australia, India, South Korea and Rest of Asia-Pacific Markets for Years 2012, 2020 & 2027 Table 109: Asia-Pacific Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 110: Asia-Pacific Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 111: Asia-Pacific 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 112: Asia-Pacific Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 113: Asia-Pacific Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 114: Asia-Pacific 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 AUSTRALIA Table 115: Australia Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 116: Australia Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 117: Australia 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 118: Australia Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 119: Australia Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 120: Australia 15-Year Perspective for Vegan Cosmetics by Distribution Channel - Percentage Breakdown of Value Sales for Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels for the Years 2012, 2020 & 2027 INDIA Table 121: India Current & Future Analysis for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 122: India Historic Review for Vegan Cosmetics by Product - Skin Care, Hair Care, Makeup and Other Products Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Table 123: India 15-Year Perspective for Vegan Cosmetics by Product - Percentage Breakdown of Value Sales for Skin Care, Hair Care, Makeup and Other Products for the Years 2012, 2020 & 2027 Table 124: India Current & Future Analysis for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels - Independent Analysis of Annual Sales in US$ Million for the Years 2020 through 2027 and % CAGR Table 125: India Historic Review for Vegan Cosmetics by Distribution Channel - Hypermarkets / Supermarkets, eCommerce, Specialty Stores, Departmental Stores and Other Distribution Channels Markets - Independent Analysis of Annual Sales in US$ Million for Years 2012 through 2019 and % CAGR Please contact our Customer Support Center to get the complete Table of ContentsRead the full report: https://www.reportlinker.com/p06033218/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: clare@reportlinker.com US: (339)-368-6001 Intl: +1 339-368-6001

  • Insights on the Periodontal Therapeutics Global Market to 2027 - Featuring 3M, Align Technology and Bausch Health Companies Among Others - ResearchAndMarkets.com

    The "Periodontal Therapeutics - Global Market Trajectory & Analytics" report has been added to ResearchAndMarkets.com's offering.

  • CVS to offer three over-the-counter COVID-19 tests for use at home

    With schools and offices seeking to reopen as the country steps up its COVID-19 vaccination drive, pharmacies are boosting their offering of tests. CVS said it was offering tests from Australian diagnostic test maker Ellume, Abbott Laboratories and LabCorp that do not require a prescription and can be used by individuals with or without symptoms. Abbott's BinaxNOW antigen self-test, which recently received U.S. regulatory nod, and LabCorp's test kits are available online and at some pharmacy stores, CVS said.

  • COVID-19 Vaccine: All above age 18 eligible for inoculation drive from 1 May, announces Centre as coronavirus cases surge

    This comes as India's total tally of COVID-19 cases crossed the 1.50-crore mark on Monday, with around 25 lakh cases being added in just 15 days

  • 3 Top Stocks Under $5 a Share

    Stocks that trade under $5 are generally referred to as penny stocks, and they tend to be riskier and more volatile than higher-priced stocks. Plenty of companies can generate stable growth even as their share prices remain below $5. Among that group of penny stocks, Tuniu (NASDAQ: TOUR), LiveXLive Media (NASDAQ: LIVX), and Waitr (NASDAQ: WTRH) deserve more attention.

  • Notice of AGM

    LEI: 213800ZBKL9BHSL2K459 OSB GROUP PLC(the Company) NOTICE OF ANNUAL GENERAL MEETING The following regulated information, disseminated pursuant to DTR 6.3.5, comprises the Notice of Annual General Meeting (AGM) for 2021 which was sent to shareholders of the Company on 19 April 2021. A copy of the Notice of AGM is available at www.osb.co.uk The AGM will be held at 90 Whitfield Street, Fitzrovia, London W1T 4EZ on Thursday, 27 May 2021 at 11 am. Our preference had been to welcome shareholders in person to the meeting, particularly given the constraints we faced in 2020 due to the COVID-19 pandemic. At present, however, public health guidance and legislation issued by the UK Government in relation to the pandemic mean that there are restrictions on public gatherings and travel. In light of these measures, together with the uncertainty as to any additional and/or alternative measures that may be put in place by the UK Government and, in order to protect the health and safety of the Company’s shareholders and Directors, we are proposing to hold our AGM as a combined physical and electronic meeting. This means that shareholders and other attendees will not currently be permitted to attend the AGM in person, save for such persons nominated by the Chairman of the meeting in order to establish a quorum. Shareholders’ right to attend the AGM will be limited to participation through a video conferencing facility. Shareholders wishing to use the video conferencing facility should contact the Company by sending an e-mail to company.secretariat@osb.co.uk no later than 11 am on Tuesday, 25 May 2021 asking for the relevant details. The Company will continue to monitor public health guidance and legislation issued by the UK Government in relation to the COVID-19 pandemic. However, given the constantly evolving nature of the situation, if it subsequently becomes possible to welcome a number of shareholders to the venue, attendance in person is likely to be restricted in terms of numbers and we would therefore still encourage shareholders not to attend the AGM in person and instead to participate in the meeting electronically via our video conferencing facility. Should it become appropriate to revise the current arrangements for the AGM, any such changes will be notified to shareholders through our website (www.osb.co.uk) and, where appropriate, by announcement made by the Company to a Regulatory Information Service. Enquiries: OSB GROUP PLCNickesha Graham-BurrellGroup Head of Company Secretariat t: 01634 835 796 Investor relationsEmail: osbrelations@osb.co.uk t: 01634 838 973 Brunswick t: 020 7404 5959Robin Wrench / Simone Selzer Notes to Editors About OSB GROUP PLC OSB began trading as a bank on 1 February 2011 and was admitted to the main market of the London Stock Exchange in June 2014 (OSB.L). OSB joined the FTSE 250 index in June 2015. On 4 October 2019, OSB acquired Charter Court Financial Services Group plc (CCFS) and its subsidiary businesses. On 30 November 2020, OSB GROUP PLC became the listed entity and holding company for the OSB Group. The Group provides specialist lending and retail savings and is authorised by the Prudential Regulation Authority, part of the Bank of England, and regulated by the Financial Conduct Authority and Prudential Regulation Authority. The Group reports under two segments, OneSavings Bank and Charter Court Financial Services. OneSavings Bank OSB primarily targets market sub-sectors that offer high growth potential and attractive risk-adjusted returns in which it can take a leading position and where it has established expertise, platforms and capabilities. These include private rented sector Buy-to-Let, commercial and semi-commercial mortgages, residential development finance, bespoke and specialist residential lending, secured funding lines and asset finance. OSB originates mortgages organically via specialist brokers and independent financial advisers through its specialist brands including Kent Reliance for Intermediaries and InterBay Commercial. It is differentiated through its use of highly skilled, bespoke underwriting and efficient operating model. OSB is predominantly funded by retail savings originated through the long-established Kent Reliance name, which includes online and postal channels as well as a network of branches in the South East of England. Diversification of funding is currently provided by securitisation programmes and the Bank of England funding schemes including, the Term Funding Scheme and the Term Funding Scheme for SMEs. Charter Court Financial Services Group CCFS focuses on providing Buy-to-Let and specialist residential mortgages, mortgage servicing, administration and retail savings products. It operates through its brands: Precise Mortgages and Charter Savings Bank. It is differentiated through risk management expertise and best-of-breed automated technology and systems, ensuring efficient processing, strong credit and collateral risk control and speed of product development and innovation. These factors have enabled strong balance sheet growth whilst maintaining high credit quality mortgage assets. CCFS is predominantly funded by retail savings originated through its Charter Savings Bank brand. Diversification of funding is currently provided by securitisation programmes and the Bank of England funding schemes including, the Term Funding Scheme and the Term Funding Scheme for SMEs. OSB GROUP PLC Notice of Annual General Meeting THIS DOCUMENT IS IMPORTANT AND REQUIRES YOUR IMMEDIATE ATTENTION. If you are in any doubt as to what action you should take, you are recommended to seek your own personal financial advice immediately from your stockbroker, bank manager, solicitor, accountant or other independent financial adviser who, if you are taking advice in the United Kingdom, is duly authorised under the Financial Services and Markets Act 2000, or an appropriately authorised independent financial adviser if you are in a territory outside the United Kingdom. If you have sold or transferred all of your ordinary shares in OSB GROUP PLC, please send this document and any other documents that accompany it as soon as possible to the purchaser or transferee or to the stockbroker, bank or other agent through whom the sale or transfer was effected for transmission to the purchaser or transferee. If you have sold or otherwise transferred only part of your holding, you should retain this document and its enclosures. Notice of Annual General Meeting (incorporated and registered in England and Wales under company number 11976839. Registered office: OSB House, Quayside, Chatham Maritime, Chatham, United Kingdom, ME4 4QZ) Notice of Annual General Meeting on Thursday, 27 May 2021 at 11 amat 90 Whitfield Street, Fitzrovia, London W1T 4EZ LETTER FROM THE CHAIRMAN 19 April 2021Dear Shareholder 2020 ANNUAL REPORT AND ACCOUNTS AND 2021 ANNUAL GENERAL MEETINGI am pleased to inform you that the Annual Report and Accounts for the year ended 31 December 2020 and the Notice of the 2021 Annual General Meeting of OSB GROUP PLC (the Company) have now been published. A copy of the 2020 Annual Report and Accounts is enclosed with this document, together with a Form of Proxy to enable you to exercise your voting rights at the 2021 Annual General Meeting (AGM). The AGM will be held at 90 Whitfield Street, Fitzrovia, London W1T 4EZ on Thursday, 27 May 2021 at 11 am. The formal notice of the AGM is set out on pages 3 to 5 of this document and contains the proposed resolutions (the Resolutions). Explanatory notes to the business to be considered are set out from page 6 of this document. DIRECTORS’ REMUNERATIONThe current Directors’ Remuneration Policy (the Remuneration Policy) was approved at the Annual General Meeting of OneSavings Bank plc in May 2020 and we had planned to operate it for the full three years. However, as a result of the establishment of a new holding company for the OSB Group in November 2020, we need to seek shareholder approval for a new Remuneration Policy in line with the more stringent regulatory requirements applicable to Financial Conduct Authority Level 2 firms. Shareholders will be asked to approve three resolutions on Directors’ remuneration at the AGM: the Directors’ Remuneration Report; the Directors’ Remuneration Policy and a cap on variable remuneration for individuals whose remuneration is regulated by the Prudential Regulation Authority’s Remuneration Code. VOTING AT THE AGMI will, once again, be inviting you to vote on all Resolutions at the AGM by way of a poll rather than on a show of hands. Poll voting is in line with practice adopted by many UK public companies and provides a more transparent method of voting. It will result in a more accurate reflection of the views of shareholders by ensuring that every vote is recognised, including the votes of those shareholders who are unable to attend but who have appointed a proxy for the meeting. On a poll, each shareholder has one vote for every share held. I would encourage shareholders to exercise their right to vote, but in light of the COVID-19 pandemic, the Company strongly encourages all shareholders to submit a proxy vote in advance of the AGM, appointing the Chairman of the meeting as their proxy rather than a named person. This will ensure that your vote will be counted. Instructions for completing the Form of Proxy are outlined below. ACTION TO BE TAKENPlease complete and return the enclosed Form of Proxy so that it is received by the Company’s Registrar, Equiniti, by no later than 11 am on Tuesday, 25 May 2021. If you are a member of CREST, you may submit a proxy appointment electronically through the CREST voting service. Further details are set out in the Notes section on pages 10 to 11. The results of voting on the Resolutions will be announced to the London Stock Exchange and posted on the Company’s website following the conclusion of the AGM. RECOMMENDATIONThe Directors recommend shareholders to vote in favour of each of the Resolutions at the AGM. The Board considers that the Resolutions are in the best interests of the Company’s shareholders as a whole and will promote the success of the Company for their benefit. The Directors intend to vote in favour of the Resolutions in respect of their own beneficial shareholdings in the Company (save in respect of those Resolutions in which they are interested). COVID-19Our preference had been to welcome shareholders in person to the meeting, particularly given the constraints we faced in 2020 due to the COVID-19 pandemic. At present, however, public health guidance and legislation issued by the UK Government in relation to the pandemic mean that there are restrictions on public gatherings and travel. In light of these measures, together with the uncertainty as to any additional and/or alternative measures that may be put in place by the UK Government and, in order to protect the health and safety of the Company’s shareholders and Directors, we are proposing to hold our AGM as a combined physical and electronic meeting. This means that shareholders and other attendees will not currently be permitted to attend the AGM in person, save for such persons nominated by the Chairman of the meeting in order to establish a quorum. Shareholders’ right to attend the AGM will be limited to participation through a video conferencing facility. Shareholders wishing to use the video conferencing facility should contact the Company by sending an e-mail to company.secretariat@osb.co.uk no later than 11 am on Tuesday, 25 May 2021 asking for the relevant details. The Company will continue to monitor public health guidance and legislation issued by the UK Government in relation to the COVID-19 pandemic. However, given the constantly evolving nature of the situation, if it subsequently becomes possible to welcome a number of shareholders to the venue, attendance in person is likely to be restricted in terms of numbers and we would therefore still encourage shareholders not to attend the AGM in person and instead to participate in the meeting electronically via our video conferencing facility. Should it become appropriate to revise the current arrangements for the AGM, any such changes will be notified to shareholders through our website (www.osb.co.uk) and, where appropriate, by announcement made by the Company to a Regulatory Information Service. Yours faithfully David WeymouthChairman OSB GROUP PLC. Registered in England and Wales (company number 11976839).Registered office: OSB House, Quayside, Chatham Maritime, Chatham, United Kingdom, ME4 4QZ NOTICE OF ANNUAL GENERAL MEETING Notice is hereby given that the Annual General Meeting of OSB GROUP PLC (the Company) will be held at 90 Whitfield Street, Fitzrovia, London W1T 4EZ on Thursday, 27 May 2021 at 11 am to consider and, if thought fit, pass the following Resolutions. Resolutions 1 to 3 and 5 to 11 will be proposed as ordinary resolutions. Resolutions 12 to 16 will be proposed as special resolutions. Resolution 4 will be proposed as a resolution with the voting thresholds specified in the explanatory notes accompanying this Notice. 1. To receive the audited financial statements and the Auditor’s and Directors’ reports for the year ended 31 December 2020. 2. To approve the Directors’ Remuneration Report (excluding the Directors’ Remuneration Policy) for the year ended 31 December 2020. 3. To approve the Directors’ Remuneration Policy (as set out in the Directors’ Remuneration Report for the year ended 31 December 2020). 4. To authorise the Company and its subsidiaries to apply a ratio in relation to the fixed and variable components of remuneration for individuals whose remuneration is regulated by the Prudential Regulation Authority’s Remuneration Code, such that the variable component of total remuneration for such an individual does not exceed 200 per cent. of the fixed component of the total remuneration for that individual. 5. To declare a final dividend of 14.5 pence per ordinary share in respect of the year ended 31 December 2020. 6. Re-election of Directors.To re-elect by separate resolutions each of the following individuals as a Director of the Company: Independent Non-Executive Directors (a) John Graham Allatt (b) Elizabeth Noël Harwerth (c) Sarah Hedger (d) Rajan Kapoor (e) Mary McNamaraNon-Executive Director (f) David WeymouthExecutive Directors (g) Andrew Golding (h) April Talintyre 7. To re-appoint Deloitte LLP as the Auditor of the Company. 8. To authorise the Group Audit Committee to agree the remuneration of the Auditor. 9. To authorise, in accordance with sections 366 and 367 of the Companies Act 2006 (the ‘Act’), the Company and all companies that are its subsidiaries, at any time up to the close of business on 30 June 2022 or, if earlier, the conclusion of the Annual General Meeting of the Company to be held in 2022, to: make political donations to political parties and/or independent election candidates;make political donations to political organisations other than political parties; andincur political expenditure; up to an aggregate total amount of £50,000, with the amount authorised for each of heads (a) to (c) above being limited to the same total. For the purposes of this authority the terms ‘political donation’, ‘political parties’, ‘independent election candidates’, ‘political organisation’ and ‘political expenditure’ have the meanings given by sections 363 to 365 of the Act as at the date of this notice of meeting. 10. That the Directors are generally and unconditionally authorised pursuant to and in accordance with section 551 of the Companies Act 2006 (the ‘Act’) to exercise all the powers of the Company to allot shares in the Company and to grant rights to subscribe for, or to convert any security into, shares in the Company (‘Rights’): up to a maximum aggregate nominal amount of £1,493,317.65, (representing 149,331,765 ordinary shares); andcomprising equity securities (within the meaning of section 560 of the Act) up to a further maximum aggregate nominal amount of £1,493,317.65 (representing 149,331,765 ordinary shares) in connection with an offer by way of a rights issue: (i) to ordinary shareholders in proportion (as nearly as may be practicable) to their existing holdings; and (ii) to the holders of other equity securities, as required by the rights of those securities or as the Directors otherwise consider necessary and subject to such exclusions or other arrangements as the Directors may deem necessary or expedient to deal with treasury shares, fractional entitlements, record dates or legal, regulatory or practical problems arising under the laws or the requirements of any regulatory body or stock exchange in any territory or by virtue of shares being represented by depositary receipts or any other matter. This authority shall expire at the close of business on 30 June 2022 or, if earlier, at the conclusion of the Annual General Meeting of the Company to be held in 2022, save that the Company shall be entitled to make offers or agreements before the expiry of such authority which would or might require shares to be allotted or Rights to be granted after such expiry and the Directors shall be entitled to allot shares and grant Rights pursuant to any such offer or agreement as if this authority had not expired; and all authorities vested in the Directors on the date of the notice of this meeting to allot shares and grant Rights that remain unexercised at the commencement of this meeting are hereby revoked. 11. That, in addition to the authority contained in Resolution 10 in the notice of this meeting, the Directors are generally and unconditionally authorised pursuant to and in accordance with section 551 of the Companies Act 2006 (the ‘Act’) to exercise all the powers of the Company to allot shares in the Company and to grant rights to subscribe for, or to convert any security into, shares in the Company: up to a maximum aggregate nominal amount of £537,594.06 (representing 53,759,406 ordinary shares) in relation to the issue of Regulatory Capital Convertible Instruments; andsubject to applicable law and regulation, at such conversion prices (or such maximum or minimum conversion prices or conversion price methodologies) as may be determined by the Directors of the Company from time to time. This authority shall expire at the close of business on 30 June 2022 or, if earlier, at the conclusion of the Annual General Meeting of the Company to be held in 2022, save that the Company shall be entitled to make offers or agreements before the expiry of such authority which would or might require shares to be allotted or rights to be granted after such expiry and the Directors may allot shares and grant rights to subscribe for or to convert any security into shares, in pursuance of any such offer or agreement as if the authority had not expired. 12. That, subject to the passing of Resolution 10 in the notice of this meeting, the Directors are empowered pursuant to sections 570 and 573 of the Companies Act 2006 (the ‘Act’) to allot equity securities (within the meaning of section 560 of the Act) for cash either pursuant to the authority conferred by Resolution 10 in the notice of this meeting and/or by way of a sale of treasury shares as if section 561(1) of the Act did not apply to any such allotment or sale provided that this power shall be limited to: a. the allotment of equity securities and/or the sale of treasury shares in connection with an offer of or invitation to acquire equity securities (but in the case of the authority granted under sub-paragraph (b) of Resolution 10 in the notice of this meeting by way of a rights issue only): (i) to the holders of ordinary shares in proportion (as nearly as may be practicable) to their existing holdings; and (ii) to the holders of other equity securities, as required by the rights of those securities or as the Directors otherwise consider necessary, and subject to such exclusions or other arrangements as the Directors may deem necessary or expedient to deal with treasury shares, fractional entitlements, record dates or legal, regulatory or practical problems arising under the laws of or the requirements of any regulatory body or stock exchange in any territory or by virtue of shares being represented by depositary receipts or any other matter; and b. the allotment of equity securities and/or sale of treasury shares (otherwise than pursuant to sub-paragraph (a) of this Resolution 12) to any person or persons up to a maximum aggregate nominal amount of £223,997.52.Such power shall expire on the revocation or expiry (unless renewed) of the general authority conferred on the Directors by Resolution 10 in the notice of this meeting, save that the Company shall be entitled to make offers or agreements before the expiry of such power which would or might require equity securities to be allotted after such expiry and the Directors shall be entitled to allot equity securities pursuant to any such offer or agreement as if the power conferred hereby had not expired. 13. That, subject to the passing of Resolution 10 in the notice of this meeting and in addition to the power contained in Resolution 12 in the notice of this meeting, the Directors are empowered pursuant to sections 570 and 573 of the Companies Act 2006 (the ‘Act’) to allot equity securities (within the meaning of section 560 of the Act) for cash pursuant to the authority conferred by Resolution 10 in the notice of this meeting and/or by way of a sale of treasury shares as if section 561(1) of the Act did not apply, provided that this power is: limited to the allotment of equity securities and/or sale of treasury shares up to an aggregate nominal value of £223,997.52; andused only for the purposes of financing (or refinancing, if the power is to be exercised within six months after the date of the original transaction) a transaction which the Directors determine to be an acquisition or other capital investment of a kind contemplated by the Statement of Principles on Disapplying Pre-Emption Rights most recently published by the Pre-Emption Group prior to the date of the notice of this meeting. Such power shall expire on the revocation or expiry (unless renewed) of the authority conferred on the Directors by Resolution 10 in the notice of this meeting, save that the Company shall be entitled to make offers or agreements before the expiry of such power which would or might require equity securities to be allotted after such expiry and the Directors shall be entitled to allot equity securities pursuant to any such offer or agreement as if the power conferred hereby had not expired. 14. That, subject to the passing of Resolution 11 in the notice of this meeting and in addition to the powers contained in Resolutions 12 and 13 in the notice of this meeting, the Directors are empowered pursuant to sections 570 and 573 of the Companies Act 2006 (the ‘Act’) to allot equity securities (within the meaning of section 560 of the Act) for cash either pursuant to the authority conferred by Resolution 11 in the notice of this meeting and/or by way of a sale of treasury shares as if section 561 of the Act did not apply to any such allotment or sale.Such power shall expire on the revocation or expiry (unless renewed) of the authority conferred on the Directors by Resolution 11 in the notice of this meeting, save that the Company shall be entitled to make offers or agreements before the expiry of such power which would or might require equity securities to be allotted after such expiry and the Directors shall be entitled to allot equity securities pursuant to any such offer or agreement as if the power conferred hereby had not expired. 15. That the Company is generally and unconditionally authorised for the purpose of section 701 of the Companies Act 2006 (the Act) to make market purchases (within the meaning of section 693(4) of the Act) of ordinary shares in the capital of the Company on such terms and in such manner as the Directors may from time to time determine, provided that: the maximum aggregate number of ordinary shares hereby authorised to be acquired is 44,799,505;the minimum price (excluding expenses) which may be paid for any such share is its nominal value;the maximum price (excluding expenses) which may be paid for any such share is the higher of (i) an amount equal to 5 per cent. above the average of the middle market quotations for an ordinary share in the Company as derived from The London Stock Exchange Daily Official List for the 5 business days immediately preceding the day on which such share is contracted to be purchased; and (ii) the higher of the price of the last independent trade of an ordinary share and the highest current independent bid for an ordinary share in the Company on the trading venues where the market purchases by the Company is carried out;the authority hereby conferred shall expire at the close of business on 30 June 2022 or, if earlier, at the conclusion of the Annual General Meeting of the Company to be held in 2022 unless previously renewed, varied or revoked by the Company in general meeting; andthe Company may, before this authority expires, make a contract to purchase its ordinary shares which would or might be executed wholly or partly after the expiry of this authority, and may purchase its ordinary shares pursuant to it as if this authority had not expired. 16. That a general meeting of the Company, other than an Annual General Meeting, may be called on not less than 14 clear days’ notice.By Order of the Board Jason ElphickGroup General Counsel and Company Secretary 19 April 2021 Registered Office: OSB House Quayside Chatham Maritime ChathamUnited Kingdom ME4 4QZ EXPLANATORY NOTES Information about the business to be considered at the AGM is set out below. These explanatory notes should be read in conjunction with the 2020 Annual Report and Accounts. This Notice of AGM and the 2020 Annual Report and Accounts are available at www.osb.co.uk. For the purpose of this Notice, the issued share capital of the Company with voting rights on 16 April 2021, being the latest practicable date prior to the printing of this document, was 447,995,046 ordinary shares of £0.01 each. RESOLUTION 1: 2020 Annual Report and Accounts (ordinary resolution)The Directors of the Company present the Directors’ reports, the Auditor’s report and the audited financial statements of the Company for the financial year ended 31 December 2020 (the 2020 Annual Report and Accounts) to the AGM as required by the Companies Act 2006. The Company proposes an ordinary resolution to receive the 2020 Annual Report and Accounts and, accordingly, shareholders have the opportunity to raise any questions on those documents under this Resolution. RESOLUTION 2: Directors’ Remuneration Report (excluding the Remuneration Policy) for the year ended 31 December 2020 (ordinary resolution)In accordance with the Companies Act 2006, shareholders are invited to approve the Directors’ Remuneration Report for the year ended 31 December 2020. This consists of the Annual Statement from the Chair of the Group Remuneration Committee and the Annual Report on Remuneration, which may be found on pages 146 to 148 and 156 to 167 of the 2020 Annual Report and Accounts. It details the Directors’ remuneration for the year ended 31 December 2020 and sets out the way in which the Company intends to implement the proposed new Directors’ Remuneration Policy in 2021. The Auditor has audited those parts of the Directors’ Remuneration Report required to be audited and its report can be found on pages 174 to 187 of the 2020 Annual Report and Accounts. For the purposes of this Resolution, the Directors’ Remuneration Report does not include the Directors’ Remuneration Policy which is the subject of a separate vote at Resolution 3. The vote on Resolution 2 is advisory only and the Directors’ entitlement to remuneration is not conditional on it being passed. RESOLUTION 3: Directors’ Remuneration Policy (ordinary resolution)In accordance with the Companies Act 2006, the Directors’ Remuneration Policy (the Remuneration Policy) is required to be put to shareholders for approval annually unless the approved Remuneration Policy remains unchanged, in which case it need only be put to shareholders for approval at least every three years. The Remuneration Policy was last approved by shareholders at the AGM of OneSavings Bank plc held in 2020. As the Company was established as the holding company of the OSB Group in November 2020, the Remuneration Policy is again subject to approval by shareholders at the 2021 AGM. The vote on the new Remuneration Policy is by way of ordinary resolution. It is a binding vote, meaning that payments to Directors may only be made if they are within the boundaries of the approved Remuneration Policy. The new Remuneration Policy sets out how the Company proposes to pay the Directors, including every element of remuneration to which a Director may be entitled, as well as how the Remuneration Policy supports the Company’s long-term strategy and performance. It also includes details of the Company’s approach to recruitment and payment for loss of office. Once approved, the Company will only be able to make remuneration payments to current and prospective Directors and payments for loss of office to current or past Directors within the boundaries of the new Remuneration Policy, unless an amendment to the Remuneration Policy authorising the Company to make such payments has been approved by a separate shareholder resolution. If approved by shareholders, the new Remuneration Policy will apply from the conclusion of the AGM, and it is currently intended that it will apply for three years until the AGM in 2024 when further shareholder approval will be sought. RESOLUTION 4: Variable component of remuneration for Code Staff (please refer to the explanatory notes accompanying this Notice for the voting thresholds) The EU Capital Requirements Directive IV, together with rules made by the Prudential Regulation Authority (PRA) that implement the Directive in the UK, place a limit on the ratio of the fixed to variable components of total remuneration for Remuneration Code Staff (being those individuals who have a material impact on the Group’s risk profile). Under the PRA Remuneration Code, the variable element of remuneration for such individuals is capped at 100 per cent. of fixed remuneration. That cap may, however, be increased to no more than 200 per cent.Shareholder approval is required to do this. At the AGM, the Company is seeking shareholder approval to increase the limit to permit it to award variable remuneration of up to a maximum of 200 per cent. of fixed remuneration for Remuneration Code Staff. The Group Remuneration Committee strongly believes in pay for performance, in providing a competitive package that allows the Company to attract and retain the key talent necessary to deliver the strategy set by the Board, and in ensuring that fixed costs are appropriately managed whilst ensuring that variable pay does not incentivise inappropriate risk taking. The approval sought by this Resolution will enable the Company to do this. It will also enable the Company to defer a larger quantum of variable pay that could be subject to performance adjustment (i.e. a reduction or cancellation of unvested awards,if appropriate) than would be the case if the variable component of remuneration was restricted to up to 100 per cent. of the fixed component of remuneration. The cap is relevant only to the Group’s Remuneration Code Staff. The Group’s Remuneration Code Staff represents only a small percentage (less than 3 per cent.) of the Group’s employees. It is not anticipated that the passing of this Resolution will have any impact on the Group’s ability to maintain a sound capital base. The PRA Remuneration Code requires that in order for the cap on variable remuneration to be increased, it must be approved by a majority of at least 66 per cent. of the shares represented (in person or by proxy) at the AGM, provided that at least 50 per cent. of the total shares in the Company are represented at the meeting. Where less than 50 per cent. of the total shares in the Company are represented at the meeting, the increase must be approved by a majority of at least 75 per cent. of the shares represented (in person or by proxy) at the meeting. Employees who have an interest in the increased limit in respect of variable remuneration are not allowed to, and will be instructed not to, exercise, directly or indirectly, any voting rights they may hold as shareholders in respect of this Resolution 4. RESOLUTION 5: Final dividend (ordinary resolution)A final dividend of 14.5 pence per ordinary share has been recommended by the Board for the year ended 31 December 2020 and, if approved by shareholders, will be paid on 2 June 2021 to all shareholders on the register at the close of business on 16 April 2021. RESOLUTIONS 6 (a) to (h): Re-election of Directors (ordinary resolutions)Resolutions 6 (a) to (h) relate to the retirement and re-election of the Company’s Directors. The Company’s articles of associationrequire each Director to retire at the AGM. This is in line with best practice recommendations of the Financial Reporting Council’s UK Corporate Governance Code. The Board has confirmed, following a performance review, that each of the Directors standing for re-election continues to be an effective member of the Board, to make a positive contribution and to demonstrate commitment to his or her role. The Board believes that the considerable and wide-ranging experience of the Directors will continue to be invaluable to the Company. The biographies of Directors can be found in the Appendix to this document and also on the Company’s website www.osb.co.uk. RESOLUTIONS 7 AND 8: Re-appointment and remuneration of the Auditor (ordinary resolutions)The Company is required to appoint an auditor at each general meeting at which accounts are laid before the Company, to hold office until the conclusion of the next such meeting. The Group Audit Committee has recommended to the Board the re-appointment of Deloitte LLP as Auditor of the Company and has confirmed to the Board that its recommendation is free from third party influence and that no restrictive contractual provisions have been imposed on the Company limiting the choice of auditor. Resolution 7 proposes the re-appointment of Deloitte LLP as the Auditor of the Company and Resolution 8 authorises the Group Audit Committee to agree the Auditor’s remuneration. RESOLUTION 9: Authority to make political donations (ordinary resolution)In line with the Group’s policy, neither the Company nor any of its subsidiaries made any political donations nor incurred any political expenditure during 2020. It is not proposed or intended to alter this policy. However, some of the Group’s activities may potentially fall within the wide definitions of ‘political donation’ or ‘political expenditure’ in the Companies Act 2006 and, without the necessary statutory authorisation, the Group’s ability to communicate its views effectively to political audiences and to relevant interest groups could be inhibited. Such activities may include briefings at receptions or conferences – when the Group seeks to communicate its views on issues vital to its business interests – including, for example, conferences of a party political nature or of special interest groups in specific areas. Accordingly, the Company believes that the authority contained in this Resolution is necessary to allow it and its subsidiaries to fund activities which it is in the interests of shareholders that the Company should support. Such authority will enable the Company and its subsidiaries to be sure that they do not, because of any uncertainty as to the bodies or the activities covered by the Companies Act 2006, unintentionally commit a technical breach of the statutes. Any political donation made or expenditure incurred under authority of this Resolution will be disclosed in next year’s Annual Report and Accounts. RESOLUTION 10: Directors’ authority to allot shares (ordinary resolution)The Directors currently have a general authority to allot new ordinary shares in the capital of the Company and to grant rights to subscribe for, or convert any securities into, shares. This authority is, however, due to expire at the AGM and the Board would like to renew it to provide the Directors with flexibility to allot new shares and grant rights up until the Company’s next AGM within the limits prescribed by The Investment Association. The Investment Association’s guidelines on Directors’ authority to allot shares state that the Association’s members will regard as routine any proposal at a general meeting to seek a general authority to allot an amount up to two-thirds of the existing share capital, provided that any amount in excess of one-third of the existing share capital is applied to fully pre-emptive rights issues only. Accordingly, if passed, this resolution will authorise the Directors to allot (or grant rights over) new shares in the Company: (i) under an open offer or in other situations (including a rights issue) up to an aggregate nominal amount of £1,493,317.65 (representing approximately 33 per cent. of the Company’s issued ordinary share capital); and (ii) under a rights issue only, up to a further aggregate nominal amount of £1,493,317.65 (representing approximately 33 per cent. of the Company’s issued ordinary share capital). In each case, the reference to the Company’s issued ordinary share capital is to the issued ordinary share capital as at 16 April 2021 (being the latest practicable date prior to publication of this document). If passed, this authority will expire at the close of business on 30 June 2022 or, if earlier, at the conclusion of the AGM to be held in 2022. The Directors have no present intention of exercising this authority, however, the Board considers it prudent to maintain the flexibility that it provides to enable the Directors to respond to any appropriate opportunities that may arise. The Company did not hold any shares in treasury as at 16 April 2021. RESOLUTION 11: Directors’ authority to allot shares in relation to the issue of Regulatory Capital Convertible Instruments (ordinary resolution)This Resolution renews the Directors’ authority to allot shares or grant rights to subscribe for or convert any security into ordinary shares up to an aggregate nominal amount of £537,594.06, in connection with the issue of ‘Regulatory Capital Convertible Instruments’. Regulatory Capital Convertible Instruments are any securities to be issued by the Company or any member of the Group, or by a Company outside of the Group with the consent of the Company or a member of the Group and which are intended on issue to form all or part of a type or class of securities, the terms of which are eligible to meet any Regulatory Capital Requirements and which are: convertible into or exchangeable for ordinary shares of the Company; orissued together with share warrants relating to ordinary shares of the Company; and in each case, which grant to, or require, the holder of such security and/or its nominee a right or obligation (as applicable) to subscribe for such ordinary shares following a specified event relating to an actual or prospective adverse change in the capital position or viability of the Company, any member of the Group or the Group as a whole or any other event specified in the Regulatory Capital Requirements and otherwise on such terms as may be determined by the Directors of the Company or a Committee thereof upon issue. The Board believes it is in the best interests of the Company to have the flexibility to issue Regulatory Capital Convertible Instruments at any time and from time to time. The authority sought in this Resolution will be used as considered desirable to comply with or maintain compliance with such Regulatory Capital Requirements or targets applicable to the Company. Regulatory Capital Requirements are specified by the Prudential Regulation Authority or such other authority having primary supervisory authority with respect to the Company from time to time in relation to the margin of solvency, capital resources, capital, contingent capital or buffer capital of the Company, a member of the Group or the Group taken as a whole. The Company intends to seek to renew authority for the issuance of such Regulatory Capital Convertible Instruments on an annual basis. The amount of this authority is, in aggregate, equivalent to approximately 12 per cent of the issued ordinary share capital of the Company as at 16 April 2021 (being the latest practicable date before the publication of this document). No ordinary shares were held in treasury as at that date. Resolutions 11 and 14 are intended to provide the Directors with the flexibility to authorise the issue of Regulatory Capital Convertible Instruments which contain contractual debt to equity conversion features. The Resolutions are not intended to provide authority for any future UK statutory conversion requirements as may become part of UK national law in the future, for which such authority would not be required. The authority sought in Resolution 11 is separate and distinct from the authority sought in Resolution 10 which is the usual authority sought on an annual basis in line with guidance issued by The Investment Association. The authority sought in Resolution 11 will expire at the close of business on 30 June 2022 or, if earlier, at the conclusion of the AGM to be held in 2022. RESOLUTIONS 12 and 13: Disapplication of statutory pre-emption rights (special resolutions)Resolutions 12 and 13 are special resolutions which, if passed by shareholders, will enable the Directors to allot ordinary shares in the Company, and/or to sell any shares out of treasury, for cash, without first offering those shares to existing shareholders in proportion to their existing holdings. The proposed resolutions essentially replicate the powers which were granted at last year’s AGM (and which will expire at the AGM). Such powers reflect the Statement of Principles published by The Pre-Emption Group in March 2015, which provides that a company may seek power to issue, on a non-pre-emptive basis for cash, shares in any one year representing: (i) no more than five per cent of the company’s issued ordinary share capital; and (ii) no more than an additional five per cent of the Company’s issued ordinary share capital provided that such additional power is only used in connection with an acquisition or specified capital investment.The 2015 Statement of Principles defines a ‘specified capital investment’ as ‘one or more specific capital investment related uses for the proceeds of an issuance of equity securities, in respect of which sufficient information regarding the effect of the transaction on the listed company, the assets, the subject of the transaction and (where appropriate) the profits attributable to them is made available to shareholders to enable them to reach an assessment of the potential return’. Items that are regarded as operating expenditure rather than capital expenditure will not typically be regarded as falling within the term ‘specified capital investment’. In line with best practice, the Company has structured its pre-emption disapplication request as two separate resolutions. Resolution 12 is proposed as a special resolution. If this resolution is passed by shareholders, it will permit the Directors to allot ordinary shares for cash on a non pre-emptive basis both in connection with a rights issue or similar pre-emptive offer and, otherwise than in connection with any such issue, up to a maximum nominal amount of £223,997.52. This amount represents approximately five per cent of the Company’s issued ordinary share capital as at 16 April 2021 (being the latest practicable date prior to publication of this document). This resolution will permit the Directors to allot any such shares for cash in any circumstances (whether or not in connection with an acquisition or specified capital investment). Resolution 13 is also proposed as a special resolution. If this resolution is passed by shareholders, it will afford the Directors an additional power to allot ordinary shares for cash on a non pre-emptive basis up to a further maximum nominal amount of £223,997.52. This amount also represents approximately five per cent of the Company’s issued ordinary share capital as at 16 April 2021. The Directors shall use any power conferred by Resolution 13 only in connection with an acquisition or a specified capital investment which is announced contemporaneously with the issue, or which has taken place in the preceding six month period and is disclosed in the announcement of the issue. The Directors confirm their intention to follow the provisions of the 2015 Statement of Principles regarding cumulative usage of authorities within a rolling three year period. Those provisions state that a company should not issue shares for cash representing more than 7.5 per cent of the company’s issued share capital in any rolling three year period, other than to existing shareholders, without prior consultation with shareholders. This limit excludes any ordinary shares issued pursuant to a general disapplication of pre-emption rights in connection with an acquisition or specified capital investment. RESOLUTION 14: Disapplication of statutory pre-emption rights in relation to the issue of Regulatory Capital Convertible Instruments (special resolution)Resolution 11 renews the Directors’ authority to allot shares or grant rights to subscribe for or convert any security into ordinary shares up to an aggregate nominal amount of £537,594.06 specifically in connection with the issue of Regulatory Capital Convertible Instruments. Resolution 14 proposes that the Directors be empowered to allot equity securities pursuant to that authority for cash, without first offering those equity securities to existing shareholders in proportion to their existing holdings. £537,594.06 is equivalent to approximately 12 per cent of the issued ordinary share capital of the Company as at 16 April 2021 (being the latest practicable date before the publication of this document). Renewing this Resolution will permit the Company the flexibility necessary to allot equity securities pursuant to any proposal to issue Regulatory Capital Convertible Instruments and, by virtue of such disapplication, without the need to comply with the pre-emption requirements of the UK statutory regime. Together with Resolution 11, Resolution 14 is intended to provide the Directors with the flexibility to issue Regulatory Capital Convertible Instruments which may convert into ordinary shares. Conditional upon the passing of Resolutions 11 and 14, the Directors would not expect to make use of Resolutions 10 and 12 to issue Regulatory Capital Convertible Instruments, however they may do so, to the extent permissible, if deemed appropriate in light of capital requirements, market conditions and/or high demand. Any exercise of the authorities in Resolutions 10 and 12 (if passed) would be separate from, and in addition to, the exercise of powers under Resolutions 11 and 14 and would have the effect of diluting the interests of ordinary shareholders. RESOLUTION 15: Authority to purchase own shares (special resolution)Resolution 15 gives the Company authority to buy back its own ordinary shares in the market as permitted by the Companies Act 2006. The authority limits the maximum number of shares that could be purchased to 44,799,505 (representing approximately 10 per cent of the Company’s issued ordinary share capital as at 16 April 2021) and sets minimum and maximum prices at which shares may be purchased. This authority will expire at the close of business on 30 June 2022 or, if earlier, at the conclusion of the AGM to be held in 2022. A listed company purchasing its own shares may hold those shares in treasury and make them available for re-sale as an alternative to cancelling them. Accordingly, if this Resolution is passed, the Company will have the option of holding, as treasury shares, any of its own shares that it purchases pursuant to the authority conferred. This would give the Company the ability to sell treasury shares quickly and cost-effectively and provide the Company with additional flexibility in the management of its capital base. No dividends are paid and no voting rights are attached to shares held in treasury. The Company did not hold any shares in treasury as at 16 April 2021 (being the latest practicable date before the publication of this document). As at that date, there were 2,682,968 options to subscribe for ordinary shares in the capital of the Company, representing 0.60 per cent. of the Company’s issued ordinary share capital. If the full authority conferred by this Resolution were to be exercised in full, these options would represent 0.67 per cent. of the issued ordinary share capital of the Company. The Directors have no present intention of exercising this authority, but wish to have the flexibility to do so in the future. Shares would only be purchased if the Directors believed that to do so would result in an improvement in earnings per share and would be in the interests of shareholders generally. Any purchases of ordinary shares would be by means of market purchases on a recognised investment exchange and purchased shares would be cancelled (in which case the number of shares in issue would thereby be reduced) or, alternatively, held in treasury, depending on which course of action is considered by the Directors to be in the best interests of the shareholders at that time. RESOLUTION 16: Notice of general meetings (special resolution)The statutory notice period required for general meetings of the Company is at least 21 clear days unless shareholders approve a shorter notice period, which cannot, however, be less than 14 clear days (AGMs will continue to be held on at least 21 clear days’ notice). At last year’s AGM, shareholders passed a resolution enabling the Company to call general meetings, other than an AGM, on at least 14 clear days’ notice. This approval must be renewed at each AGM, so, in order to preserve this ability, Resolution 16 seeks such approval. It is intended that the shorter notice period would not be used as a matter of routine for such meetings but only where the flexibility is merited by the business of the meeting and is thought to be in the interests of shareholders as a whole. If given, the approval will be effective until the Company’s next AGM, when it is intended that a similar resolution will be proposed. NOTES 1. In light of the public health guidance and legislation issued by the UK Government in relation to the COVID-19 pandemic which imposes restrictions on gatherings and travel, and in order to protect the health and safety of the Company’s shareholders and directors, the AGM will be held as a combined physical and electronic meeting. This means that shareholders and other attendees will not currently be permitted to attend the AGM in person, save for such persons nominated by the Chairman of the meeting in order to establish a quorum. Shareholders’ right to attend the meeting shall be limited to participation through a video conferencing facility. Shareholders wishing to use the video conferencing facility should contact the Company by sending an e-mail to company.secretariat@osb.co.uk no later than 11 am on Tuesday, 25 May 2021 asking for the relevant details. The Company strongly encourages all shareholders to submit a proxy vote in advance of the AGM, appointing the Chairman of the meeting as their proxy rather than a named person. These notes to the Notice should be read in this context. 2. Only persons entered on the Register of Members of the Company at 6.30 pm on Tuesday, 25 May 2021 (or, if the AGM is adjourned, at6.30 pm on the date which is two business days prior to the adjourned meeting) shall be entitled to attend and vote at the AGM or adjourned meeting. Changes to entries on the Register of Members after this time shall be disregarded in determining the rights of persons to attend or vote (and the number of votes they may cast) at the AGM or adjourned meeting. Employee shareholders whose remuneration is regulated by the Prudential Regulation Authority’s Remuneration Code have an interest in Resolution 4 and should not exercise, directly or indirectly, any voting rights they may have in respect of the approval sought under Resolution 4. Where possible, any votes cast by them in relation to Resolution 4 will be disregarded. 3. A shareholder entitled to attend and vote at the AGM may appoint another person as her/his proxy to exercise all or any of her/his rights to attend, speak and vote at the AGM. A shareholder can appoint more than one proxy in relation to the AGM, provided that each proxy is appointed to exercise the rights attached to a different share or shares held by that shareholder. 4. A proxy does not need to be a shareholder of the Company but must attend the AGM to represent you. Your proxy could be the Chairman or another person who has agreed to attend to represent you. If you wish for a proxy to make any comments on your behalf at the AGM, you will need to appoint someone other than the Chairman of the meeting and give them the relevant instructions directly. As explained in paragraph 1 above, shareholders will not currently be permitted to attend the AGM in person. Accordingly, those submitting a Form of Proxy are strongly encouraged to appoint the Chairman of the meeting rather than a named person as their proxy. This will ensure that your vote will be counted. The valid appointment of a proxy does not prevent you from attending the AGM and voting in person. 5. A shareholder who wishes to appoint a proxy should complete the Form of Proxy which accompanies this notice and includes full details of how to appoint a proxy. If you do not have a Form of Proxy and believe that you should have one, or if you require additional Forms of Proxy, please contact Equiniti’s helpline on 0371 384 2701 (+44 121 415 7047 if calling from overseas). Lines are open between 8.30 am and5.30 pm Monday to Friday (excluding public holidays in England and Wales). Shareholders who hold their shares in uncertificated form may use ‘the CREST voting service’ to appoint a proxy electronically, as explained below. 6. In order to be valid, a proxy appointment must be returned (together with any power of attorney or other authority under which it is executed or a copy of the authority certified in ink by a bank, a stockbroker or a solicitor) by one of the following methods:in hard copy form by post, by courier or by hand to the Company’s registrar at the address shown on the Form of Proxy; orin the case of CREST members, by utilising the CREST voting service in accordance with the procedures set out in note 9 below. The appointment of a proxy in each case must formally be received by the Company’s registrar no later than 11 am on Tuesday, 25 May 2021. You may also appoint your proxy electronically online at www.sharevote.co.uk where full instructions on the procedure are given. The Voting ID, Task ID and Shareholder Reference Number printed on the Form of Proxy will be required to use this electronic proxy appointment system. Alternatively, shareholders who have already registered with Equiniti Registrars’ online portfolio service, Shareview, can appoint their proxy electronically by logging on to their portfolio at www.shareview.co.uk using their user ID and password. Once logged in, click ‘view’ on the ‘My Investments’ page. Click on the link to vote and follow the on screen instructions. 7. To change your proxy instructions you may return a new proxy appointment using the methods set out above. Where you have appointed a proxy using the hard copy Form of Proxy and would like to change the instructions using another hard copy Form of Proxy, please contact Equiniti at Aspect House, Spencer Road, Lancing, West Sussex BN99 6DA. The deadline for receipt of proxy appointments (see above) also applies in relation to amended instructions. Any attempt to terminate or amend a proxy appointment received after the relevant deadline will be disregarded. Where two or more valid but differing appointments of proxy are delivered or (in the case of appointments in electronic form) received in respect of the same share for use at the same meeting, the one which is last delivered or, as the case may be, received as aforesaid (regardless of its date, its date of sending or the date of its execution) shall be treated as replacing and revoking the other or others as regards that share. If the Company is unable to determine either which is last sent or which is last delivered or received, none of them shall be treated as valid in respect of the relevant share(s).In the case of joint holders, where more than one of the joint holders purports to appoint a proxy, only the appointment submitted by the most senior holder will be accepted. Seniority is determined by the order in which the names of the joint holders appear in the Company’s register of members in respect of the joint holding (the first-named being the most senior). 8. A copy of this notice has been sent for information only, to Nominated Persons (that is, a person who has been nominated by a shareholder to enjoy information rights under section 146 of the Companies Act 2006). The rights to appoint a proxy cannot be exercised by a Nominated Person; they can only be exercised by a shareholder. However, a Nominated Person may have a right under an agreement with the shareholder by whom she or he was nominated to be appointed as a proxy for the AGM or to have someone else so appointed. If a Nominated Person does not have such a right or does not wish to exercise it, she or he may have a right under such an agreement to give instructions to the shareholder as to the exercise of voting rights. 9. CREST members who wish to appoint a proxy or proxies by utilising the CREST electronic proxy appointment service may do so by utilising the procedures described in the CREST Manual, which can be viewed at www.euroclear.com. CREST personal members or other CREST sponsored members, and those CREST members who have appointed a voting service provider(s), should refer to their CREST sponsor or voting service provider(s), who will be able to take the appropriate action on their behalf. In order for a proxy appointment made by means of CREST to be valid, the appropriate CREST message (a ‘CREST Proxy Instruction’) must be properly authenticated in accordance with Euroclear’s specifications and must contain the information required for such instructions, as described in the CREST Manual. The message, regardless of whether it constitutes the appointment of a proxy or an amendment to the instruction given to a previously appointed proxy must, in order to be valid, be transmitted so as to be received by the issuer’s agent (ID number RA19) by 11 am on Tuesday, 25 May 2021 (the latest time(s) for receipt of proxy appointments specified in this notice). For this purpose, the time of receipt will be taken to be the time (as determined by the timestamp applied to the message by the CREST Applications Host) from which the issuer’s agent is able to retrieve the message by enquiry to CREST in the manner prescribed by CREST. The Company may treat as invalid a CREST Proxy Instruction in the circumstances set out in the Uncertificated Securities Regulations 2001. 10. CREST members and, where applicable, their CREST sponsors or voting service providers should note that Euroclear does not make available special procedures in CREST for any particular messages. Normal system timings and limitations will therefore apply in relation to the input of CREST Proxy Instructions. It is the responsibility of the CREST member concerned to take (or, if the CREST member is a CREST personal member or sponsored member or has appointed a voting service provider(s), to procure that his CREST sponsor or voting service provider(s) take(s)) such action as shall be necessary to ensure that a message is transmitted by means of the CREST system by any particular time. In this connection, CREST members and, where applicable, their CREST sponsors or voting service providers are referred, in particular, to those sections of the CREST Manual concerning practical limitations of the CREST system and timings. 11. Voting on all Resolutions will be conducted by way of a poll rather than a show of hands. This is a more transparent method of voting as shareholders’ votes are to be counted according to the number of shares held. As soon as practicable following the AGM, the results of the voting will be announced via a Regulatory Information Service and also placed on the Company’s website: osb.co.uk/investors/shareholder-services/. 12. Please note that the Company takes all reasonable precautions to ensure that no viruses are present in any electronic communication it sends out but the Company cannot accept responsibility for loss or damage arising from the opening or use of any email or attachments from the Company and recommends that shareholders subject all messages to virus checking procedures prior to use. Any electronic communication received by the Company, including the lodgment of an electronic proxy form, that is found to contain any virus will not be accepted. 13. A shareholder of the Company, that is a corporation, may authorise a person or persons to act as its representative(s) at the AGM. In accordance with the provisions of the Companies Act 2006, each such representative may exercise (on behalf of the corporation) the same powers as the corporation could exercise if it were an individual shareholder of the Company, provided that they do not do so in relation to the same shares. 14. Shareholders satisfying the thresholds in section 527 of the Companies Act 2006 can require the Company to publish a statement on its website setting out any matter relating to the audit of the Company’s accounts (including the Auditor’s report and the conduct of the audit) that are to be laid before the AGM and that the shareholders propose to raise at the AGM. The Company may not require the shareholders requesting the publication to pay its expenses. Any statement placed on the website must also be sent to the Company’s Auditor no later than the time it makes its statement available on the website. The business which may be dealt with at the AGM includes any statement that the Company has been required to publish on its website. 15. Under section 319A of the Companies Act 2006, the Company must, subject to limited exceptions, answer any question relating to the business being dealt with at the AGM which is put by a shareholder attending the AGM. Information relating to the AGM which the Company is required by the Companies Act 2006 to publish on a website in advance of the meeting may be viewed at osb.co.uk/investors/shareholder-services/. You may not use any electronic address provided in this notice to communicate with the Company for any purposes other than those expressly stated. 16. Shareholders have the right to ask questions in relation to the business of the AGM but no answer need be given if (a) to do so would interfere unduly with the preparation for the AGM or involve the disclosure of confidential information, (b) the answer has already been given on a website in the form of an answer to a question, or (c) it is undesirable in the interests of the Company or the good order of the AGM that the question be answered. Shareholders wishing to raise any questions relating to the business of the AGM may do so by submitting them to the Company Secretary ahead of the AGM at company.secretariat@osb.co.uk. You may submit questions until 11 am on 25 May 2021 and the Company will endeavour to publish and maintain an appropriate summary of responses on the ‘AGM Information’ page of its website in advance of the AGM. Shareholders may not submit questions via the video conferencing facility during the AGM. 17. As at 16 April 2021 (being the latest practicable date before the publication of this document), the Company’s issued share capital consisted of 447,995,046 ordinary shares, carrying one vote each. The Company did not hold any shares in treasury at that date. Therefore, as at16 April 2021 the total voting rights in the Company were 447,995,046. 18. Copies of: this Notice;the Form of Proxy;the letters of appointment, service agreements; andthe annual report and accounts for the year ended 31 December 2020; are available for inspection at the Company’s registered office during normal business hours from the date of this Notice until the date of the AGM (excluding Saturdays, Sundays and public holidays) and will be available for inspection at the place of the AGM for at least 15 minutes prior to and after the AGM. 19. The Company may process personal data of attendees at the AGM. This may include webcasts, photos, recording audio and video links, as well as other forms of personal data. The Company shall process such personal data in accordance with its privacy policy, which can be found at osb.co.uk/privacy-policy/ APPENDIXDirector Biographies Name and appointmentCommittee membershipKey skillsExperience & qualificationsJohn Graham Allatt*Chair of the GroupGraham hasA Fellow of the Institute of Chartered Accountants; GrahamNon-Executive DirectorGraham was appointed toRisk and Group Models and RatingsCommittees; asignificant banking,credit risk and financial serviceswas involved with housing associations for nearly 30 yearsas Treasurer and Board member in the North of England and in London.the OSB Board in May 2014.member of theGroup Auditexperience. Grahamwas previously ActingAs Chair of the Group Risk Committee, Graham uses his vast Committee.Group Credit Director at Lloyds TSB and Chief Credit Officer at Abbey National. Prior to this, he spent 18 years in the NatWest Group culminating in the role of Managing Director, Credit Riskat NatWest Markets.experience and knowledge to challenge areas of risk. He participates regularly during discussions as a member of the Group Audit Committee and main Board.Elizabeth Noël Harwerth*Member of theNoël has extensiveNoël was appointed to the Board of CCFS in June 2017 andSenior Independent DirectorNoël was appointed to theGroup Audit, Group Nomination andGovernance, Groupexperience in both the public sector withgovernment bodieswas its Senior Independent Director from August 2017. Noël is a Non-Executive Director of Scotiabank Europe plc. She isalso a member of the UK Export Finance Board. She is aOSB Board and the positionRemuneration andand the private sectorformer Non-Executive Director of Sirius Minerals plc, Standardof Senior IndependentGroup Riskwith global bankingLife Aberdeen plc and RSA Insurance Group plc, prior toDirector in October 2019.Committees.companies, which brings valuable insight to Boardroom debate.which she held a variety of senior roles with Citicorp for 15 years, latterly serving as the Chief Operating Officer of Citibank International plc. Noël’s prior non-executive roles include GE Capital Bank Limited, Sumitomo Mitsui Banking Corporation Europe, Avocet Mining, Alent plc, Corus Group, Logica, The London Metal Exchange and Standard Life Assurance Limited.Sarah Hedger*Member of GroupSince joining theSarah has significant capital management and mergersNon-Executive DirectorSarah was appointedAudit, BoardIntegration and Group RemunerationBoard, Sarah has provided goodchallenge at Boardand acquisitions experience in financial services. She is a qualified chartered accountant. Sarah previously heldleadership positions at General Electric for twelve yearsto the OSB Board on 1 February 2019.Committees.and Committee meetings.in its Corporate, Aviation and Capital business development teams, leaving General Electric as Leader of Business Development and M&A for its global GE Capital division.Before General Electric, she worked at Lazard & Co. Limited for 11 years, leaving as Director, Corporate Finance, and also spent five years as an auditor at PwC. Sarah is an independent Non-Executive Director of Balta Group NV,a Belgian company listed on Euronext.Rajan Kapoor*Chair of the GroupRajan has wide-Rajan was appointed to the Board of CCFS in SeptemberNon-Executive DirectorRajan was appointed to theAudit Committee and member of theBoard Integration,ranging experience of all aspects of bankingincluding external2016. He was Financial Controller of the Royal Bank of Scotland (RBS) Group and held a number of senior financepositions during a 28-year career with RBS. Rajan is a FellowOSB Board and the positionGroupreporting, financialof the Institute of Chartered Accountants and of theof Chair of the Group Audit Committee in October 2019.Remuneration, Group Risk and Group Models and Ratings Committees.planning and analysis, asset and liability management, taxation and stress testing. He also has extensive experience of financial and regulatory reporting in the UK and US with a strong background in internal financial controls, governance and compliance.Chartered Institute of Bankers in Scotland. Name and appointmentCommittee membershipKey skillsExperience & qualificationsMary McNamara*Chair of GroupMary has broadMary is a Non-Executive Director of Motorpoint plc. SheNon-Executive DirectorMary was appointed to theRemunerationCommittee and member of Groupsenior management experience inthe banking andserved as a Non-Executive Director of Dignity plc and Chairof its Remuneration Committee. She was the CEO of the Commercial Division and Board Director of the BankingOSB Board in May 2014.Nomination and Governance Committee.finance sectors.Division at Close Brothers Group plc. Prior to that, Mary was Chief Operating Officer of Skandia, the European arm of Old Mutual Group. Mary spent 17 years at GE Capital, running a number of businesses including GE Fleet Services Europe and GE Equipment Finance. Mary uses her broad experience as a member of a number of Committees. She chairs the Group Remuneration Committee and is an active participant in all meetings, ensuring that all points are considered.David WeymouthChair of the BoardDavid uses hisDavid has over 40 years’ experience in the financial servicesChairmanDavid was appointed toIntegration andGroup Nomination and Governanceintricate knowledge of the financialservices industry toindustry and has an MBA from the University of Exeter. David was previously Chief Information Officer at Barclays Bankplc and Chief Risk Officer at RSA Insurance Group plc. He satthe OSB Board in SeptemberCommittees; aguide and chair theon the Executive Committee of both companies. He served as2017 and held the position of Chairman until October 2019. He was re-appointed as Chairman on 4 February 2020.member of the Group Remuneration Committee.Board effectively.a Non-Executive Director of Bank of Ireland (UK) plc. His experience as an executive includes a wide range of senior roles in operations, technology, risk and leadership. David is also Chairman of Mizuho International Plc and his other current non-executive directorships include Fidelity International Holdings (UK) Limited and The Royal London Mutual Insurance Society.Andrew GoldingMember of the BoardAndy has overAndy is a Director of the Building Societies Trust. Andy wasChief Executive OfficerAndy was appointed toIntegration Committee.30 years’ experience in financial services.previously CEO of Saffron Building Society and, prior to that he held senior positions at NatWest, John Charcol andBradford & Bingley. Andy currently holds a number of poststhe OSB Board in December 2011. with industry institutions including membership of the UK Finance Executive Committee. He has served as a Non- Executive Director for Northamptonshire NHS and of Kreditech. Andy served as a member of the Building Societies Association’s Council and the Financial Conduct Authority’s Small Business Practitioner Panel. Andy has an in-depth knowledge of the business and provides strong leadership and direction.April TalintyreMember of theApril has broadApril was previously an Executive Director in the RothesayChief Financial OfficerApril joined OSB in MayGroup Models and Ratings Committee.financial services experience. She hasbeen a member of thefinancial services life pensions insurance business of Goldman Sachs and worked for Goldman SachsInternational for over 16 years, including as an Executive2012 and was appointed to its Board in June 2012. Institute of Chartered Accountants in England and Wales since 1992.Director in the Controllers Division in London andNew York. April began her career at KPMG in a general audit department.April has a thorough knowledge of the business, particularly, of finance and risk areas.* Independent Non-Executive Director OSB GROUP PLCOSB House Quayside Chatham Maritime ChathamUnited Kingdom ME4 4QZ+44 (0)1634 835796 www.osb.co.uk

  • DJ Khaled Says He Has 'Grown' and 'Intelligent' Conversations with His 4-Year-Old Son Asahd

    "It is so beautiful when you can teach a kid to be great because they're born great," DJ Khaled tells PEOPLE

  • Crossword roundup: ‘fuchsia’ vs ‘fuschia’

    Crossword roundup: ‘fuchsia’ vs ‘fuschia’. We consider the loveliest shade in our collection of the best of the broadsheets’ cryptic clues

  • Fantasy Baseball Weekend Wrap: Marcus Stroman shines

    Marcus Stroman deals, Stephen Strasburg goes down and other fantasy observations from the weekend.

  • MemorialCare & Physical Rehabilitation Network Announce New Physical Therapy Clinic in Fountain Valley

    Orange/Los Angeles Counties, Calif., April 19, 2021 (GLOBE NEWSWIRE) -- MemorialCare, a prominent nonprofit Southern California integrated health system, and Physical Rehabilitation Network (PRN), a leading physical therapy provider and practice management organization, today announced the grand opening of its physical therapy clinic in Fountain Valley, California, operating under the California Rehabilitation and Sports Therapy (Cal Rehab) brand. With opening of the Fountain Valley - Warner clinic, located at 11420 Warner Ave, Suite B, the MemorialCare and PRN joint venture partnership offers the region’s most expansive network of physical therapy facilities with 22 clinics throughout Orange, Los Angeles and Riverside counties, and plans to open additional locations this year. “This partnership continues to expand our commitment to easily accessible, high quality care at a lower cost for individuals and families, health plans, employers and their employees—all benefiting from access to a large, full-service network that provides important continuity of care and a better patient experience,” says Mark Schafer, M.D., CEO of MemorialCare Medical Foundation which includes MemorialCare Medical Group and Greater Newport Physicians. “MemorialCare is pleased to partner with PRN to offer the region’s largest and fastest growing network of comprehensive physical therapy centers with locations in Orange, Los Angeles and Riverside counties.” “At PRN, we seek to provide the highest quality of physical therapy care and exemplary customer service to each and every local community we serve. Our joint venture partnership with MemorialCare allows us to further this endeavor as we now have two options for physical therapy care in the Fountain Valley area,” said Ajay Gupta, CEO, PRN. “As we begin to see more individuals become vaccinated and return to their daily, pre-pandemic routines, the need for PT care is increasing. Partnering with MemorialCare allows us to share our resources with more individuals in need of care throughout the state of California.” Leading the day-to-day operations of the Fountain Valley – Warner clinic as clinic director is Trisha Thoms, PT, DPT, ATC. Thoms received her undergraduate degree from Concordia University – Irvine, where she played softball, and her Doctor of Physical Therapy (DPT) degree from Chapman University. She is passionate about rehabbing high level athletes and helping them get back out on the field so they can do what they love. Thoms strives to ensure all patients can return to the activities they love, pain-free. She is excited to display her commitment to quality physical therapy as clinic director while serving the Fountain Valley community. The Fountain Valley - Warner Cal Rehab physical therapy clinic is welcoming patients of all ages and is privileged to provide the community with a full range of pain management and injury prevention services, including physical therapy, manual therapy, spine injury rehab, sports performance enhancement training and post-operative rehabilitative care. The partnership’s network includes Orange County centers in Newport Beach, Irvine, Huntington Beach, Anaheim, Anaheim Hills, Mission Viejo, San Clemente, San Juan Capistrano, Yorba Linda, Fountain Valley, Costa Mesa, Brea and Santa Ana/Tustin; Los Angeles County centers in Los Angeles/Beverly Hills, Torrance, Downey, Long Beach/Lakewood, Long Beach and Baldwin Park/West Covina; and Riverside County center in Corona. To learn more about the physical therapy clinics, visit calrehab.com or memorialcare.org/physicaltherapy. Call (657) 246-3442 for an appointment. MemorialCare has 200+ care locations including leading hospitals—Saddleback Medical Center in Laguna Hills, Orange Coast Medical Center in Fountain Valley, Long Beach Medical Center and Miller Children's & Women's Hospital Long Beach; MemorialCare Medical Group and Greater Newport Physicians; MemorialCare Research Program; MemorialCare Select Health Plan and numerous outpatient health, imaging, surgery, urgent care, physical therapy, breast health and dialysis centers throughout Orange and Los Angeles counties. Accolades include Nation’s Best Health Systems and Workplaces, Top 50 U.S. Hospitals and Cardiovascular Hospitals, 10 Largest Children’s Hospitals, 100 Best Hospitals - Spine and Prostate Surgeries, Best of Orange County and Long Beach Hospitals and Medical Groups, U.S. News & World Report Best Hospitals and "high performing" in 31 clinical categories, Newsweek Top 100 Hospitals and more. Visit memorialcare.org. Physical Rehabilitation Network, LLC., (PRN), founded in 1991, is a privately held physical therapy care provider and comprehensive practice management organization providing non-clinical, administrative support services to physical therapists across 14 states in the western and central portions of the U.S. Headquartered in Carlsbad, Calif., PRN is known for its leading, value-driven practice management services and innovative, outcomes-driven physical therapy care model. CONTACT: Brian Rog Physical Rehabilitation Network media@prnpt.com

  • United Kingdom Wooden Furniture Markets, 2015-2019 & 2020-2024 - ResearchAndMarkets.com

    The "United Kingdom: Wooden Furniture Except Bedrooms, Living Rooms or Living Rooms and Offices 2014-2024" report has been added to ResearchAndMarkets.com's offering.

  • MERGE Names Nick Jones as Chief Client Officer

    MERGE Names Nick Jones as Chief Client Officer

  • Panel of potential jurors selected for Hillsborough trial

    Two retired police officers and a former solicitor appeared at the Nightingale court sitting at the Lowry Theatre in Salford.

  • Synthesis Technology Hires Industry Veteran as Chief Revenue Officer

    CHICAGO, April 19, 2021 (GLOBE NEWSWIRE) -- Synthesis Technology recently announced that Russell Daws has joined the executive team as the Chief Revenue Officer. With the addition of this key leadership role, Synthesis is poised to increase revenue and expand into new markets. The Chicago-based software company was acquired by Blue Horizon Software Holdings last year and continues to make investments in growth and innovation. “We are very excited to have a leader of Russell’s caliber joining Synthesis to take business development to the next level. As Synthesis continues to increase the reach and scope of our market and solutions, Russell and his team will be instrumental to our success,” said John Toepfer, CEO at Synthesis Technology. Russell has been in the financial technology industry for over 20 years, and brings a bevy of experience in sales, marketing, and client success. His recent stops include a position as the Head of Global Sales at the Backstop Solutions Group and a 6-year tenure as the Head of Sales and Client Success for the Americas at the institutional intelligence company Evestment – a Nasdaq company. “The most appealing thing to me was the tenure of Synthesis’ clients and employees. It was immediately clear to me that I’d be jumping on board with a great team of people who commit to client success. It's a huge deal with Synthesis — they don’t just say it, they live it,” said Russell. With his expertise running sales and client success teams, Russell intends to add immediate value for the company and its customers by streamlining revenue operations and enhancing the client experience. In his role as the Chief Revenue Officer, Russell aims to expand existing relationships with clients and build out a first-class client success team, while also adding new business through client-centric marketing and sales efforts. He is confident the firm will achieve growth and success by hiring top talent and leading with authenticity. “My leadership style is to be an extension of myself,” he added. “I'm the same guy in my den as I am in front of clients. I try to keep it pretty simple: Let’s be smart, do right by our customers, work hard, and have some fun.” About Synthesis TechnologySynthesis helps investment management companies automate for growth. Asset and wealth managers, TAMPS, and private banks use Synthesis' automation platform to quickly produce data-heavy marketing content such as fact sheets, commentaries, pitchbooks, and websites. By streamlining the data and content distribution process, investment firms free-up their sales and marketing teams to be more efficient, strategic, and customer-centric. The result is less time spent on manual tasks and more time focusing on growth. Synthesis was acquired by Blue Horizon Software Holdings in 2020. For more information, visit www.synthesistechnology.com. Media Contact: Emilie Totten, Synthesis Technologyetotten@snth.com

  • Global Vegan Sauces, Dressings and Spreads Market to Reach $327 Million by 2027

    Abstract: - Global Vegan Sauces, Dressings and Spreads Market to Reach $327 Million by 2027. - Amid the COVID-19 crisis, the global market for Vegan Sauces, Dressings and Spreads estimated at US$204.New York, April 19, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Vegan Sauces, Dressings and Spreads Industry" - https://www.reportlinker.com/p06033219/?utm_source=GNW 3 Million in the year 2020, is projected to reach a revised size of US$327 Million by 2027, growing at a CAGR of 7% over the analysis period 2020-2027. Sauces, one of the segments analyzed in the report, is projected to record a 6.8% CAGR and reach US$146.8 Million by the end of the analysis period. After an early analysis of the business implications of the pandemic and its induced economic crisis, growth in the Spreads segment is readjusted to a revised 6.8% CAGR for the next 7-year period. - The U.S. Market is Estimated at $55.3 Million, While China is Forecast to Grow at 10.5% CAGR - The Vegan Sauces, Dressings and Spreads market in the U.S. is estimated at US$55.3 Million in the year 2020. China, the world`s second largest economy, is forecast to reach a projected market size of US$71.4 Million by the year 2027 trailing a CAGR of 10.5% over the analysis period 2020 to 2027. Among the other noteworthy geographic markets are Japan and Canada, each forecast to grow at 3.8% and 6.2% respectively over the 2020-2027 period. Within Europe, Germany is forecast to grow at approximately 4.5% CAGR. - Dressings Segment to Record 7.5% CAGR - In the global Dressings segment, USA, Canada, Japan, China and Europe will drive the 6.9% CAGR estimated for this segment. These regional markets accounting for a combined market size of US$30.8 Million in the year 2020 will reach a projected size of US$49.1 Million by the close of the analysis period. China will remain among the fastest growing in this cluster of regional markets. Led by countries such as Australia, India, and South Korea, the market in Asia-Pacific is forecast to reach US$44.7 Million by the year 2027, while Latin America will expand at a 8.9% CAGR through the analysis period. - Select Competitors (Total 48 Featured) - Amy’s Kitchen, Inc.B&G Foods, Inc.Bear Pond FarmDaiya Foods IncFollow Your HeartKensington & SonsLitehouse, Inc.Majestic GarlicMeridian Foods LimitedRed Duck Foods, Inc. Read the full report: https://www.reportlinker.com/p06033219/?utm_source=GNW I. METHODOLOGY II. EXECUTIVE SUMMARY 1. MARKET OVERVIEW Influencer Market Insights World Market Trajectories Impact of Covid-19 and a Looming Global Recession 2. FOCUS ON SELECT PLAYERS 3. MARKET TRENDS & DRIVERS 4. GLOBAL MARKET PERSPECTIVE Table 1: World Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 2: World Historic Review for Vegan Sauces, Dressings and Spreads by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 3: World 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets for Years 2012, 2020 & 2027 Table 4: World Current & Future Analysis for Sauces by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 5: World Historic Review for Sauces by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 6: World 15-Year Perspective for Sauces by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 7: World Current & Future Analysis for Spreads by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 8: World Historic Review for Spreads by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 9: World 15-Year Perspective for Spreads by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 10: World Current & Future Analysis for Dressings by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 11: World Historic Review for Dressings by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 12: World 15-Year Perspective for Dressings by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 13: World Current & Future Analysis for Offline by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 14: World Historic Review for Offline by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 15: World 15-Year Perspective for Offline by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 Table 16: World Current & Future Analysis for Online by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 17: World Historic Review for Online by Geographic Region - USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 18: World 15-Year Perspective for Online by Geographic Region - Percentage Breakdown of Value Sales for USA, Canada, Japan, China, Europe, Asia-Pacific, Latin America, Middle East and Africa for Years 2012, 2020 & 2027 III. MARKET ANALYSIS UNITED STATES Table 19: USA Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 20: USA Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 21: USA 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 22: USA Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 23: USA Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 24: USA 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 CANADA Table 25: Canada Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 26: Canada Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 27: Canada 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 28: Canada Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 29: Canada Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 30: Canada 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 JAPAN Table 31: Japan Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 32: Japan Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 33: Japan 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 34: Japan Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 35: Japan Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 36: Japan 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 CHINA Table 37: China Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 38: China Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 39: China 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 40: China Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 41: China Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 42: China 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 EUROPE Table 43: Europe Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Geographic Region - France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 44: Europe Historic Review for Vegan Sauces, Dressings and Spreads by Geographic Region - France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 45: Europe 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Geographic Region - Percentage Breakdown of Value Sales for France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets for Years 2012, 2020 & 2027 Table 46: Europe Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 47: Europe Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 48: Europe 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 49: Europe Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 50: Europe Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 51: Europe 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 FRANCE Table 52: France Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 53: France Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 54: France 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 55: France Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 56: France Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 57: France 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 GERMANY Table 58: Germany Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 59: Germany Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 60: Germany 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 61: Germany Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 62: Germany Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 63: Germany 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 ITALY Table 64: Italy Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 65: Italy Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 66: Italy 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 67: Italy Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 68: Italy Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 69: Italy 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 UNITED KINGDOM Table 70: UK Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 71: UK Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 72: UK 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 73: UK Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 74: UK Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 75: UK 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 SPAIN Table 76: Spain Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 77: Spain Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 78: Spain 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 79: Spain Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 80: Spain Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 81: Spain 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 RUSSIA Table 82: Russia Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 83: Russia Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 84: Russia 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 85: Russia Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 86: Russia Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 87: Russia 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 REST OF EUROPE Table 88: Rest of Europe Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 89: Rest of Europe Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 90: Rest of Europe 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 91: Rest of Europe Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 92: Rest of Europe Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 93: Rest of Europe 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 ASIA-PACIFIC Table 94: Asia-Pacific Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Geographic Region - Australia, India, South Korea and Rest of Asia-Pacific Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 95: Asia-Pacific Historic Review for Vegan Sauces, Dressings and Spreads by Geographic Region - Australia, India, South Korea and Rest of Asia-Pacific Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 96: Asia-Pacific 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Geographic Region - Percentage Breakdown of Value Sales for Australia, India, South Korea and Rest of Asia-Pacific Markets for Years 2012, 2020 & 2027 Table 97: Asia-Pacific Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 98: Asia-Pacific Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 99: Asia-Pacific 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 100: Asia-Pacific Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 101: Asia-Pacific Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 102: Asia-Pacific 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 AUSTRALIA Table 103: Australia Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 104: Australia Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 105: Australia 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 106: Australia Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 107: Australia Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 108: Australia 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 INDIA Table 109: India Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 110: India Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 111: India 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 112: India Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 113: India Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 114: India 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 SOUTH KOREA Table 115: South Korea Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 116: South Korea Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 117: South Korea 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 118: South Korea Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 119: South Korea Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 120: South Korea 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 REST OF ASIA-PACIFIC Table 121: Rest of Asia-Pacific Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 122: Rest of Asia-Pacific Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 123: Rest of Asia-Pacific 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 124: Rest of Asia-Pacific Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 125: Rest of Asia-Pacific Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 126: Rest of Asia-Pacific 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 LATIN AMERICA Table 127: Latin America Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Geographic Region - Argentina, Brazil, Mexico and Rest of Latin America Markets - Independent Analysis of Annual Sales in US$ for Years 2020 through 2027 and % CAGR Table 128: Latin America Historic Review for Vegan Sauces, Dressings and Spreads by Geographic Region - Argentina, Brazil, Mexico and Rest of Latin America Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 129: Latin America 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Geographic Region - Percentage Breakdown of Value Sales for Argentina, Brazil, Mexico and Rest of Latin America Markets for Years 2012, 2020 & 2027 Table 130: Latin America Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 131: Latin America Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 132: Latin America 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 133: Latin America Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 134: Latin America Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 135: Latin America 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 ARGENTINA Table 136: Argentina Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 137: Argentina Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 138: Argentina 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Product - Percentage Breakdown of Value Sales for Sauces, Spreads and Dressings for the Years 2012, 2020 & 2027 Table 139: Argentina Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 140: Argentina Historic Review for Vegan Sauces, Dressings and Spreads by Distribution Channel - Offline and Online Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 141: Argentina 15-Year Perspective for Vegan Sauces, Dressings and Spreads by Distribution Channel - Percentage Breakdown of Value Sales for Offline and Online for the Years 2012, 2020 & 2027 BRAZIL Table 142: Brazil Current & Future Analysis for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings - Independent Analysis of Annual Sales in US$ for the Years 2020 through 2027 and % CAGR Table 143: Brazil Historic Review for Vegan Sauces, Dressings and Spreads by Product - Sauces, Spreads and Dressings Markets - Independent Analysis of Annual Sales in US$ for Years 2012 through 2019 and % CAGR Table 144: Brazil 15-Year Perspective for Vegan Sauces, Please contact our Customer Support Center to get the complete Table of ContentsRead the full report: https://www.reportlinker.com/p06033219/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: clare@reportlinker.com US: (339)-368-6001 Intl: +1 339-368-6001

  • Chief Information Officer to Join Executive Leadership Team

    Brown-Forman (NYSE:BFA) (NYSE:BFB) today announces the elevation of its information technology (IT) and advanced analytics senior leadership role to the executive leadership team. Effective July 2, Tim Nall, senior vice president, chief information and advanced analytics officer, will report directly to President and Chief Executive Officer, Lawson Whiting.

  • Documents available at the UKLA

    LEI: 213800ZBKL9BHSL2K459 OSB GROUP PLC(the Company) 2020 Annual Report and Accounts and 2021 Notice of Annual General Meeting The Annual Report and Accounts for the year ended 31 December 2020 and the 2021 Notice of Annual General Meeting (AGM) of the Company and Form of Proxy have today been submitted for inspection at the UKLA’s document viewing facility via the National Storage Mechanism at: https://data.fca.org.uk/#/nsm/nationalstoragemechanism Hard copies of these documents have been mailed to shareholders. The AGM will be held at 90 Whitfield Street, Fitzrovia, London W1T 4EZ on Thursday, 27 May 2021 at 11 am. Our preference had been to welcome shareholders in person to the meeting, particularly given the constraints we faced in 2020 due to the COVID-19 pandemic. At present, however, public health guidance and legislation issued by the UK Government in relation to the pandemic mean that there are restrictions on public gatherings and travel. In light of these measures, together with the uncertainty as to any additional and/or alternative measures that may be put in place by the UK Government and, in order to protect the health and safety of the Company’s shareholders and Directors, we are proposing to hold our AGM as a combined physical and electronic meeting. This means that shareholders and other attendees will not currently be permitted to attend the AGM in person, save for such persons nominated by the Chairman of the meeting in order to establish a quorum. Shareholders’ right to attend the AGM will be limited to participation through a video conferencing facility. Shareholders wishing to use the video conferencing facility should contact the Company by sending an e-mail to company.secretariat@osb.co.uk no later than 11 am on Tuesday, 25 May 2021 asking for the relevant details. The Company will continue to monitor public health guidance and legislation issued by the UK Government in relation to the COVID-19 pandemic. However, given the constantly evolving nature of the situation, if it subsequently becomes possible to welcome a number of shareholders to the venue, attendance in person is likely to be restricted in terms of numbers and we would therefore still encourage shareholders not to attend the AGM in person and instead to participate in the meeting electronically via our video conferencing facility. Should it become appropriate to revise the current arrangements for the AGM, any such changes will be notified to shareholders through our website (www.osb.co.uk) and, where appropriate, by announcement made by the Company to a Regulatory Information Service. Enquiries: OSB GROUP PLCNickesha Graham-BurrellGroup Head of Company Secretariatt: 01634 835 796 Investor relations Email: osbrelations@osb.co.uk t: 01634 838 973 Brunswick t: 020 7404 5959Robin Wrench / Simone Selzer Notes to Editors About OSB GROUP PLC OSB began trading as a bank on 1 February 2011 and was admitted to the main market of the London Stock Exchange in June 2014 (OSB.L). OSB joined the FTSE 250 index in June 2015. On 4 October 2019, OSB acquired Charter Court Financial Services Group plc (CCFS) and its subsidiary businesses. On 30 November 2020, OSB GROUP PLC became the listed entity and holding company for the OSB Group. The Group provides specialist lending and retail savings and is authorised by the Prudential Regulation Authority, part of the Bank of England, and regulated by the Financial Conduct Authority and Prudential Regulation Authority. The Group reports under two segments, OneSavings Bank and Charter Court Financial Services. OneSavings Bank OSB primarily targets market sub-sectors that offer high growth potential and attractive risk-adjusted returns in which it can take a leading position and where it has established expertise, platforms and capabilities. These include private rented sector Buy-to-Let, commercial and semi-commercial mortgages, residential development finance, bespoke and specialist residential lending, secured funding lines and asset finance. OSB originates mortgages organically via specialist brokers and independent financial advisers through its specialist brands including Kent Reliance for Intermediaries and InterBay Commercial. It is differentiated through its use of highly skilled, bespoke underwriting and efficient operating model. OSB is predominantly funded by retail savings originated through the long-established Kent Reliance name, which includes online and postal channels as well as a network of branches in the South East of England. Diversification of funding is currently provided by securitisation programmes and the Bank of England funding schemes including, the Term Funding Scheme and the Term Funding Scheme for SMEs. Charter Court Financial Services Group CCFS focuses on providing Buy-to-Let and specialist residential mortgages, mortgage servicing, administration and retail savings products. It operates through its brands: Precise Mortgages and Charter Savings Bank. It is differentiated through risk management expertise and best-of-breed automated technology and systems, ensuring efficient processing, strong credit and collateral risk control and speed of product development and innovation. These factors have enabled strong balance sheet growth whilst maintaining high credit quality mortgage assets. CCFS is predominantly funded by retail savings originated through its Charter Savings Bank brand. Diversification of funding is currently provided by securitisation programmes and the Bank of England funding schemes including, the Term Funding Scheme and the Term Funding Scheme for SMEs.