Meeting: Heart of London Business Alliance Board Meeting Venue: The Maria Antoinette Suite, The Ritz London Date: Thursday, 8 th March 2018 Time: 11am – 1pm Item 1 Welcome & Apologies Item 2 Homelessness & Rough Sleeping Strategy – for presentation Lead Commissioner WCC, Robert White Head of Delivery, Robin Hibbert Item 3 Company Matters - for Approval 3.1 Minutes October 2017 Board Meeting* 3.2 Board Membership 3.3 HOLBA Accommodation Update Item 4 Delivery Plan, Q3 Progress Report * 4.1 Q&As Item 5 Finance 2017/18 - for Approval 5.1 Management Accounts & Notes for period ending 31st Jan 2018* Item 6 Finance 2017 – 2022 - for Approval 6.1 Revised 5-year Projected Budget & Notes* Item 7 Committee Meeting Notes - for Information 7.1 Finance & Governance Committee* 7.2 Executive Committee* Date of Next Meeting: 7 th June, 11am at Fortnum & Mason, Piccadilly *Papers
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Meeting: Heart of London Business Alliance Board Meeting
Venue: The Maria Antoinette Suite, The Ritz London
Date: Thursday, 8th March 2018
Time: 11am – 1pm
Item 1 Welcome & Apologies
Item 2 Homelessness & Rough Sleeping Strategy – for presentation
Lead Commissioner WCC, Robert White
Head of Delivery, Robin Hibbert
Item 3 Company Matters - for Approval
3.1 Minutes October 2017 Board Meeting*
3.2 Board Membership
3.3 HOLBA Accommodation Update
Item 4 Delivery Plan, Q3 Progress Report *
4.1 Q&As
Item 5 Finance 2017/18 - for Approval
5.1 Management Accounts & Notes for period ending 31st Jan 2018*
Item 6 Finance 2017 – 2022 - for Approval
6.1 Revised 5-year Projected Budget & Notes*
Item 7 Committee Meeting Notes - for Information
7.1 Finance & Governance Committee*
7.2 Executive Committee*
Date of Next Meeting: 7th June, 11am at Fortnum & Mason, Piccadilly
*Papers
Meeting Minutes : Heart of London Business Alliance Board Meeting
Venue: The Hippodrome Casino, Leicester Square
Date: Thursday 26th October 2017, 11am
Present:
Julian Shaw BAFTA Adam Wiles, Chair
Dave Huckerby Clear Channel
Ray Newton Edwardian Group
Ewan Venters Fortnum & Mason
Simon Thomas Hippodrome Casino
Tessa Street Odeon Leicester Square
Tim Sketchley Old Park Lane Management
Will Dallimore Royal Academy of Arts
David Stewart Standard Life
Anthea Harries The Crown Estate
Ciaran Fahy The Ritz London
Andrew Love The Ritz London
Heart of London Team:
Ros Morgan Heart of London Business Alliance
James Robinson Heart of London Business Alliance
Emily Ferrary Heart of London Business Alliance
Jeremy Brown Heart of London Business Alliance
Debra Karim Heart of London Business Alliance
Observers:
Cllr Louise Hyams Westminster City Council
Apologies:
Claude Abi Gerges Capital Arches Group
Ray Newton Edwardian Group
Delaney Gordon G Casino
Rob Russell Smith Great Portland Estate
Vasiliki Arvaniti Land Securities
Angus Monteith McAleer & Rushe Ltd
John James Soho Estates
Cllr Robert Davis Westminster City Council
Guest Speakers
Chief Superintendent Peter Ayling Metropolitan Police
Sarah Coop Artichoke
Item 1 Welcome & Apologies
AW welcomed Directors and RM read out apologies.
Item 2 Board Governance
2.1 Summary of Nominations Survey 2017
RM thanked Directors for completing the nomination survey.
2.2 Appointment of Chair & Vice Chairs
73% voted in favor of AW to take on the role of Chair and RM asked for a show of hands for formal
approval.
Accepted and approved by Board
EW & RN agreed to take on the role of Vice Chairs and Board approved by a show of hands.
Accepted and approved by Board
RM thanked AH, AW, TS, ST & AL for agreeing to sit on the newly formed Executive Committee.
Action Any Directors who wish to attend let RM know.
AW, CF & RN will continue as Finance & Governance Group Directors. The amended Articles of
Association states a requirement of 5 Directors therefore RM asked if 2 other Directors would
consider sitting on the group.
Action
AW thanked the Board for their vote of confidence and said he was looking forward to his role as
Chair.
Item 3 Metropolitan Police Briefing: Chief Superintendent Peter Ayling
PA thanked the Board for the opportunity to update them on the Metropolitan Police priorities going
forward, outlining the police are facing significant budget & operational challenges:
• £400 million to be cut by 2020
• Officer numbers reduced from 32,000 to 29,000, reduction of 3,000 officers
• Reduction in current policing from 32 boroughs to 12, joining Hammersmith & Fulham,
Kensington & Chelsea & Westminster
• Movement of resources into East London
New approaches needed
• Focusing on the need to make a case for importance of the West End, working in partnership with all partners.
• A digital offering with more access
PA is hosting a meeting 9th November for West End BIDs on The Policing of Westminster and future
partnership opportunities.
Action: Feedback to be given at March Board meeting
CCTV Update
There is now an agreement with WCC for capital grant, and working with MOPAC on permission for
Police to take on the work to install. 11 cameras now on-line with additional cameras to be installed
by early 2018. Discussions will take place with BIDs to reintroduce 24hr monitoring & how to bring in
private networks.
Action: Update at the March 2018 Board meeting.
Item 4 Lumiere London 2018 Presentation: Sarah Coop, Artichoke
Lumiere will return to London 18-21 January 2018 and Heart of London have committed £200.000
It will be Bigger, bolder, brighter for 2018:
4 nights: 17:30 – 22:30 (extra hour each night)
2 million people anticipated across four nights (700,000 additional visits)
Up to 50 installations across central London (additional installations to spread the footprint)
6 outer London boroughs involved in creative / participatory work
£30-35 million anticipated audience spend (extrapolated from 2016 figures)
£9.5 million anticipated economic impact (extrapolated from 2016)
Action: A copy of the presentation is available to Directors on request.
Item 5 Minutes July 2017 Board Meeting
Accepted and approved by Board
Item 6/7 Finance 2016/17 - for Board Approval
6.1 Financial Highlights
6.2 Annual Report & Financial Statement
6.3 Auditors Letter & Feedback
Accepted and approved by Board
Finances 2017/18
7.1 5 Year Financial Projection (updated)
7.2 Management Accounts & Notes
For period ending 30th September 2017
The in-year result for the period ending 30 September 2017 was a surplus of £1,589,264 against a full
year forecast deficit of £572,436 and a budgeted deficit of £558,888.
A total income of £2,865,828 was recognised during the reporting period. This represents 85% of the
full year income target (£3,317,439) of which £2,843,311 reflects BID levy income and £22,394
voluntary contribution.
A total of £1,276,565 was spent on the Company’s delivery between 1 April and 30 September 2017,
as set out in the accompanying management accounts. This represents 33% of the full year
expenditure target (£3,922,583).
Accepted and approved by Board.
Item 8 Company Governance
8.1 Company Financial Policy & Procedures
8.2 Company Operating Procedures 2017
8.3 Board Structure 2017
8.4 Corporate Roles & Responsibilities
AW Thanked the Board and TSK for feeding back comments and asked for a show of hands to
formally accept the documents.
Accepted and approved by Board.
Item 9 Delivery Plan Update Report
The report was put together to summarise in table format key priorities as in the 2017-2022 Business
Plan, then broken down into projects.
RM asked Directors to feedback comments on the visual layout and format and what changes if any
they would like to see on future reports.
Action
ST gave a short update on Pedicabs, with not much achieved since 2016 as Brexit has taken
precedence, and there are no bills or changes in Legislation at present that can be used to progress
changes. RM & ST are meeting with RT Hon John Hayes, Minister of State for Transport on 26th
October to discuss Pedicabs. An update will be given at March Board meeting.
Action
Item 10 AOB
Board Dates 2018
March 8th
June 7th
September 13th
December 6th
Date of Next Meeting: Thursday 8th March 2018 at 11am: The Ritz London
Board Progress Report
PROJECT / SERVICE Delivery as at 28/2/2018 (Q3)
1. Decisive Leadership &
InfluenceGovernment Advocacy
Chinese Visas• Key campaign event agreed for 14 March with Secretary of State for Digital, Culture, Media & Sport, the Rt. Hon Matt
Hancock MP
• Campaign initiative to be announced at the above event to further progress the Alliance's objective of delivering a
step-change in chinese visitor figures
• London Luxury Quarter, By Appointment February press coverage in The Times raises awareness of the economic
importance of increasing chinese visitor numbers
Business Rates• Government is implementing a pilot of a larger roll out across London of business rate retention, the mechanism for
business rate collection is still under review by the Government and we have made representations
Pedicabs• On 23 January, Paul Scully MP secures 'Ten Minute Rule Bill' debate on Pedicabs - the proposed bill gained cross-party
support from London MPs.
• Second reading of the Pedicabs (London) Bill is scheduled for 16 March & the campaign is proactively supporting Mr
Scully.
• February comms to raise awareness with campaign supporters, business members and BID audiences
Street Performing• Progress continues to be made on this issue and Westminster City Council have signalled that there is consensus in
favour of licencing. We are preparing a road map for how to best achieve this desired outcome
Rough Sleeping &
Begging• Heart of London are working with the new rough sleeping taskforce and have outlined a road map for how best to
achieve a reduction in rough sleeping and begging.
See operational detail under Well-Managed Places section below.
London Plan and
Westminster Plan• Consultation is currently ongoing and we have held workshops to discuss the plans with members. Particular interests
are on the Evening & Night Time Economy and the Agent of Change principle
As the Westminster Local Plan is at odds with the London Plan and the Cabinet Member has stood down, the view is
that the revised plan will not come back before the Council until after the elections.
Transport • We continue to work with NWEC and TfL on the Oxford Street transformation project
• We are a lead sponsor of the key Arup Report: Elizabeth Line Readiness to ensure our area is fully considered in the
commercial opportunities the landmark development will bring to the West End
Evening & Night Time
Strategy• As London's most mature night time economy area, with some of the world's most important cultural institutions, this
month we submitted a key response to the Night Time Commission
• As a Night Time Commissioner, Chief Executive, Ros Morgan continues to ensure the voice of our businesses is heard
at the GLA's London Night Time Commission
See operational detail under Well-Managed Places section below.
Post Brexit • Shortages of skilled employees is emerging as an issue in the hospitality and entertainment sectors of our
membership. Work ahead is to define how we will support other industry association leads who are championing the
issue
• A dedicated Business Insights event is scheduled for Q3 2018
Government Relations • Work to deepen relations continues. We have made excellent progress with the Leadership of WCC and are now
looking to target particular Cabinet Members to support the advocacy programme in their particular areas
• Post local election meetings with Ward Councillors / Cabinet Members scheduled in partnership with NWEC
• Forthcoming new hire and internal restructuring will position our business to work closer with key political
stakeholders
BID Areas Retention & Expansion
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Leicester Square &
Piccadilly Circus BID• Introduction of new BID area specific BiMonthly Member Forums to increase engagement with our occupier
businesses on the issues that matter
• Introduction of Quarterly Property Owner Forums to deepen relationships with our Property Owners and position
HOLBA as area thought leader
• Recommendation for a better alignment of current occupier and property BID ballots. Timetable for renewal of
property BIDs in place and project programme being reviewed
• Recommendation for possible expansion of the Leicester Square BID to the east to align with the Capital & Counties
Estate and Northbank BID
Piccadilly & St James's
BID• Introduction of new BID area specific BiMonthly Member Forums (as above)
• Introduction of Quarterly Property Owner Forums (as above)
• Recommendation for a better alignment of current occupier and property BID ballots. Timetable for renewal of
property BIDs in place and project programme being reviewed
• Property BID will require expanding to mirror the footprint of the newly extended Occupier BID (regulatory
requirement)
Berkeley Street area
expansion • Recommendation for exploring a new BID in the South Mayfair / Piccadilly zone to be presented to the Exec Group
and subsequently our Board. Business engagement and business engagement programme the next step in the process
St James's area
expansion• Recommendation for exploring a new BID in the area of St James' to be presented to the Exec Group and
subsequently the Heart of London Board. Business engagement and business engagement programme the next step in
the process
Powerful Partnerships
West End • Joint working, progressing well with NWEC incl. Advocacy, Projects, Insights, Events
• We continue to have a proactive role as member of the West End Security Group, lead coordinator for Griffin & Argus
for the West End & Chairing of Safer West End Steering Group
• Number of shared events now agreed with NWEC - increasing share of voice and reducing cost, collective insights
reports progressing
Westminster• Nos of Westminster BIDs meeting quarterly with WCC, WEP, WPA. Also providing joint reponses on consultations
London
• Members of London First; working in partnership with London Chamber of Commerce and engaging with the GLA, TFL
• We are an active member of London Resilience Business Sector Panel, member of CSSC Consultative Board & member
of the Metropolitan Police Public Order Community Reference Group
National• Partner of Institute of Place Management. Member of The BID Foundation and ATCM
• Rebranding of the WOW card now in initial planning, including a long-term objective to considering app-only
Business Communications and Events
Network of Leaders
• Strategic planning with NWEC being finalised currently on working together to position both BIDs across a number of
workstreams to drive scale and share of voice with our key West End stakeholders
• Scheduling of NWEC Joint Board meeting with WCC in progress for 2018
• Introduction of the Quarterly Property Owner Forum and schedule of other strategy orientated events and briefings
over 2018 will also drive our Leader Agenda
B2B Comms • HoLBA database receiving e-comms, increase of 9% to 1,200 contacts
• Monthly Company newsletter - 'Spotlight' feature introduced, engaging key figures in member businesses. Baseline
metrics: av. 19.1% open rate, 1.7% clickthrough rate. Video & other comms channels under consideration to further
drive member engagement in 2018
• Weekly Ops message - Baseline metrics: av. 19.0% open rate, 2.46% clickthrough rate
Events Schedule • In the reporting period, we owned 6 member events & briefings, engaging 342 business contacts (confirmed RSVPs).
All events, including a scheduled Business Insights session, PA event (engaging the office sector) & Xmas member
celebrations were well attended with supporting comms plans to maximise reach
• Additionally, we actively collaborated with NWEC & other key partners to co-host 4 Operational events & briefings
(Resilience & Security) to engage 373 business contacts
• 2018 Events calendar, inc. the introduction of Bimonthly Member Forums & Quarterly Property Forums to drive
business engagement, now finalised for the year
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5. Resilience &
InfrastructureResilience and Infrastructure
Counter Terrorism
Training and Community
Resilience
• Project Griffin, Project ARGUS and Operation Fairway have been scheduled for the year ahead. We’ve teamed up with
the central Westminster BIDs to share the resource and scheduling
• Community Resilience plan starting in Leicester Square in March 2018 – details below:
1. Send survey to all Leicester Square businesses on 8th March - to send, 2 weeks for responses – 22nd March
2. Michael Wood, our consultant, to Map responses, spreadsheet the responses too, draft recommendations – 4th April
3. Business Continuity Plan workshops will be available to those who require it
4. Send them all a Leicester Square summary
5. A general meeting / networking for the plan for next 6 months - mid May
6. Emergency planning and incident response workshops with police, council and fire brigade - table top for
approximately up to 60 - one from each business in Leicester Square – in June/July
• Mirror the above to the other 4 micro-community areas by end of 2018
• Additionally, working with West End Security Group to launch Project Servator training and collaboration – first
training session in March 2018. Project Servator is based around the tactics that are designed to deny, disrupt and
detect hostile reconnaissance
Communications
Support• A West End wide cohesive critical communications messaging strategy commenced over the Festive session
with both NWEC & HOL sharing communications so that one message went out pertaining to the West end. This same
process was followed with the event Lumiere and have set the best practise standard for future shared critical
communications. We are looking to bring in other neighbouring BID in 2018 (Marble Arch, Baker Street and Northbank)
Approach to CCTV • We now have 2 Police CCTV cameras on patch. Charing Cross Road junction with Irving Street and Haymarket opposite
Charles II Street
• In discussions with Metropolitan Police about having these monitored 24/7 and linked with the radiolink system –
potential funding opportunity with other BID partners?
Radio Link • Working with Safer West End to re-educate members and re-invigorate the radiolink system
• Working with Safer West End and Police to have a more proactive use of the radio by the local police teams, and
especially during incidents and large events
• Looking to upgrade the service from Safer West End to ensure regular liaison with businesses who have a radio to
ensure best practice
6. Governance &
Company ManagementGovernance and Company Management
Voluntary Membership• Currently 5 businesses are filed for Voluntary Membership. Feasibility review of approach to charging for both
businesses below the RV threshold and businesses outside current BID area undertaken.
• Voluntary Membership Draft Agreement and Action Plan from Company Management drawn up and pending sign off
to formalise future work
•External voluntary member businesses part of BID expansion workstream as seen as incubators / promoters of HoLBA
Legal, HR & Finance• New internal systems have been implemented for greater transparency & accountability
AGM, Board & Exec
Groups• New financial policies, an emerging focus on ROI, & reinvigorated Board oversight is underway. A new format for the
AGM to be advanced in 2018
Office Contracts• A reinvigorated approach has been taken in the management of the office & the start of documenting systems
IT• New providers are being considered for Database Management, Broadband, General IT Support
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Item 5 NOTES TO 31 JANUARY 2018 MANAGEMENT ACCOUNTS 1.0 General Overview • The company is in a strong financial position.
1.1 Cash Report • As at the 31 January 2018 the Company’s cash and cash equivalent balance was £2,459,883 (this was
£1,523,019 at 31 March 2017). • This healthy cash position allows the Company to deliver planned projects and initiatives across the term.
1.2 Snapshot of Statement of Financial Position • The table below provides a snapshot of the Company’s financial position at 31 January 2018.
HOLBA Statement of Financial Position - 31 January 2018
Description Reporting
Date
Position at
31 March
2017 Movement During the
Period
£ £ £
Fixed Assets (net book value) 28,481 46,457 (17,976) Decrease
Current Assets 2,976,388 2,082,220 894,168 Increase
Current Liabilities (266,446) (349,799) 83,353 Decrease
Working Capital 2,709,942 1,732,421 977,521 Increase
Provision for Liabilities (25,692) (25,692) 0 No Change
Total Net Assets/Members Fund 2,712,731 1,753,186 959,545 Increase
Cash at Bank and in hand 2,459,883 1,523,019 936,864 Increase
2.0 INCOME • During the reporting period, a total income of £3,549,443 was secured, representing 99% of the full year
forecast (£3,593,961) and a budgeted £3,317,439.
• The £276,522 income variance is due to an (£431,122) increase in Levy Income; less income than planned
from Funding & Contributions (£148,000) and Interest Income (£6,600).
3.0 EXPENDITURE • During the reporting period, a total of £2,752,397 was spent, representing 70% of the full year forecast
(£3,924,520) and a budgeted £3,876,327.
• A detailed report is provided in section 6 below.
4.0 INCOME VS EXPENDITURE • The balance, for the reporting period, was a surplus of £797,045 against a planned deficit of £558,888.
• The forecast deficit for the year has been revised to £330,559.
5.0 PRIOR YEARS’ SURPLUSES • As planned, the £1,753,186 surplus form previous years will balance the deficit and will result in a forecasted
surplus of £1,422,627 being carried forward into future years.
2
6.0 DETAILED EXPENDITURE REPORT 6.1 Decisive Leadership & Influence • A total of £227,034 was spent on projects and initiatives under this area of the Company’s business,
representing 71% of its full year target spend (£320,959).
• The forecast £4,819 overspend was largely due to increased activity in Public Affairs.
• Cost savings and efficiencies were achieved on BID Renewal and Development.
• The West End Partnership and the London First Membership have been fully committed and will be on
budget at the end of the year.
6.2 World Class Destination • A total of £1,020,587 was spent on projects and initiatives in this area of business, representing 81% of
the full year target expenditure (£1,256,215).
• The forecast £140,365 overspend was mainly due to increase in marketing and event initiatives during the
reporting period in order to raise the profile of the BID areas as a World Class Destination.
• Christmas Lights FYFs has been adjusted to include £50k contingency for five-year scheme plus additional
fixtures and fittings and preparatory works. Further work has also commenced to expand the project.
• Increased scope and delivery in PR & Media and Seasonal Campaigns & Marketing – FYFs adjusted to
accommodate London is Open campaign (post Westminster Bridge attack).
6.3 Exceptional Public Spaces • A total of £546,418 was spent on projects and initiatives in this area of business, representing 61% of the
full year target expenditure (£900,687).
• The forecast £132,250 underspend is predominantly due to the WISE partnership with Westminster City
Council having not fully progressed as expected, although some elements have been launched (e.g., social
care element currently being trialled).
• Invoices due for Enforcement & Management (e.g., Spotlight, Outreach) and WEA Team Development
(e.g., first aid training).
• Two training courses due to take place on Conflict Management (before April).
• Bespoke Cleansing programme includes additional BID area streets at no additional cost.
• Some elements of Planting scheme are awaiting WCC approval.
• WEA expenses are for contingency purposes.
• West End Buyers Club includes Delivery & Vehicle Reduction activity, zero tolerance on waste on
streets and prioritising improved air quality (further invoices due).
6.4 Insight & Networks • A total of £282,328 was spent on projects and initiatives in this area of business, representing 51% of the
full year target expenditure (£550,976).
• The forecast £48,832 underspend is due to several factors detailed as follows:
o Scope and delivery within Brand & Identity has been increased
o Arrangement to pay our business members Regent Street Association membership costs has been
discontinued
o Cost savings achieved in Website/Social Media/E-comms
o Scope of Annual Report increased to include video content
o CRM and Database Development will now include redesign of current database structure plus costs
for Database Executive
• Invoices now secured for Recruit London (until March).
• Best Bar None FYF reduced now costs for training have been agreed.
• Purple Flag has been successfully renewed, no further costs due.
• Invoices due from Volterra for BID Area Intelligence.
• Impact on Crossrail Study due to be invoiced.
• Further invoices due for Culture & ENTE and Member Surveying.
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6.5 Resilience & Infrastructure • A total of £124,346 was spent on projects and initiatives in this area of business, representing 55% of the
full year target expenditure (£226,890). The forecast is £226,890 (i.e., no variance).
• Work is now progressing in Counter-Terrorism and Resilience training and events and related networks.
• Partnership with NWEC on Emergency Communications has been delayed due to changes within the
Police. This includes contribution to CCTV admin, and therefore progression of Radio Link and DISC
schemes.
• A programme of activity in Resilience and Infrastructure will deliver Business Community Resilience
Networks, Emergency Comms, approaches to CCTV and a new App for Resilient Communities.
• Work on local utilities, including an infrastructure audit and advocacy for improvements will commence in
Year 2.
6.6 Company Governance • A total of £37,365 was spent on projects and initiatives in this area of business, representing 72% of the
full year target expenditure (£51,630).
• The forecast £7,000 underspend is due to AGM being delivered at no cost this year, plus our Annual
Review Event will now take place in the next financial year.
6.7 Company Management • A total of £137,776 was spent in this area, representing 81% of the full year target expenditure
(£169,514).
• The forecast £17,396 overspend is due to several factors detailed as follows:
o A HR audit has been undertaken, actions will be delivered by end of March
o A full audit of Health & Safety policy, including risk assessments is currently taking place
o Commercial Strategy & Development work brought forward to current financial year (was due to
commence in Year 2 of 5-year term)
• Legal costs are for contingency purposes
• No costs due for Bidding & Grant Application
6.8 Core Costs
• A total of £376,544 was spent in this area, representing 84% of the full year target expenditure
(£447,649).
• The forecast £73,695 overspend is predominantly due to Depreciation now added to management
accounts (not included within budget previously) plus to accommodate additional financial support (not
budgeted for).
• Likewise increase in team members incurred greater costs within mobile phone contract.
• Change in supplier resulted in cost savings for office phone contract.
• Some minor costs incurred for potential office move in 2018-19.
• Our IT infrastructure is currently being fully audited within the team.
Heart of London Business Alliance 31 January 2018 Management Accounts
Combined Total
Budget Area YTD Actual Full Year Forecast Change in Situation Approved Budget Variance (FYFvBudget) % Achieved (YTDAvFYF)
Income
Total Income 3,549,443 3,593,961 276,522 3,317,439 276,522 99%