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BUSINESS PROPOSAL 2027–2030 Leicester Square & Piccadilly Circus Occupier BID Piccadilly & Jermyn Street Occupier BID

PROTECTING THE PLACE YOUR BUSINESS DEPENDS ON

CONTENTS Message from the Chair and Chief Executive

Your vote at a glance

The Heart of London area

Why businesses invest together

About Heart of London Business Alliance

The people your business depends on

How different businesses benefit

What you told us

E C N O E T A D P U D EE N D Three strategic priorities forI2027 toE2030 M R F N O C S E G A P commitments for 2027 to 2030 Five How HOLBA manages the BIDs, how the levy works and how to vote Schedule 1: Leicester Square & Piccadilly Circus Occupier BID

HEART OF LONDON BUSINESS ALLIANCE BUSINESS PROPOSAL 2027 TO 2030 Proposed term: 1 April 2027 to 31 March 2030

Schedule 2:

15 18 30 33

Piccadilly & Jermyn Street Occupier BID

The choice is yours

Vote YES by: 4 March 2027 2

MESSAGE FROM THE CHAIR AND CHIEF EXECUTIVE The Heart of London is one of the world's great business districts. Every day, people come here to work, meet clients, shop, stay, eat, and enjoy world-class culture. What happens outside your front door affects sales, staffing, and investment. The Heart of London may be known around the world, but its success is maintained street by street, problem by problem, every day. That is easy to overlook when an area is working well. Before Heart of London Business Alliance (HOLBA), streets were dirtier, the area often felt less safe and there was no dedicated business-led team working on behalf of businesses. Those who have arrived more recently may find that hard to imagine. That is a sign of how far we have come, but it is also why we must not take today’s standards for granted. For more than twenty years, businesses have invested together through HOLBA to change the area for the better. The principle was simple then and remains true now: businesses achieve more by working together. We are proud of what that partnership has achieved. We are also clear-eyed about the challenges ahead. Businesses have been clear about what needs to happen next. Crime and antisocial behaviour are hurting businesses. Costs remain high. Competition for customers, workers and investment is growing. Major decisions about the future of the West End are being made now. This proposal responds directly to those concerns. It protects the practical services businesses rely on while setting three clear priorities for the next term: tackling crime, reducing the cost of doing business and unlocking investment and growth.

If both Occupier BIDs are renewed, around £10 million from occupier businesses will be matched by around £10 million from property owners, securing around £20 million of planned investment across the two areas over three years. If the Occupier BID in either area is not renewed, the Property Owner BID in the same area would also have to end. The additional HOLBA services and investment funded through both BIDs would stop and not be replaced. Business confidence in HOLBA is strong: 77% rated our work as good or excellent, while 74% described HOLBA as essential to the area’s future. That gives us a strong foundation for the next three years, but continued support has to be earned through what we deliver. We know you will examine this proposal carefully. You should. It is your money and your area. Our responsibility is to listen, spend it wisely and deliver results. This ballot is not simply about continuing HOLBA. It is about protecting what businesses have built together and choosing what happens next. There is much to gain from renewal and much to lose without it. We ask you to vote YES. Let us protect what works, build on it and keep the Heart of London moving forward.

Adam Wiles

Ros Morgan

Adam Wiles Chair, Heart of London Business Alliance

Ros Morgan Chief Executive, Heart of London Business Alliance 5

YOUR VOTE AT A GLANCE If you read only one page, read this one. A YES vote will secure around £20 million of planned investment across the two areas over the next three years. Around £10 million will come from occupier businesses and around £10 million from property owners, before grants, sponsorship and other funding are added.

WHAT BUSINESSES WILL CONTINUE TO RECEIVE

WHAT DOES A YES VOTE MEAN? A YES vote renews that Occupier BID for three years, from 1 April 2027 to 31 March 2030, and allows the corresponding Property Owner BID to continue alongside it.

That investment will protect the services businesses rely on every day and give HOLBA the mandate to tackle the bigger issues businesses have told us matter most.

• 24/7 My Local Bobby security • Street Managers across both BID areas • additional street cleaning seven days a week • business radios, ALERT and crime intelligence • a Dedicated Account Manager and practical business support • collective purchasing and cost-saving services • local footfall, visitor, property and economic data • Heart of London Club offers and employee benefits • campaigns, events and cultural programmes that bring people into the area • a stronger collective voice on crime, business rates, planning, licensing, transport and investment • continued work to secure investment in streets and public spaces

THREE PRIORITIES FOR 2027 TO 2030

WHAT ARE YOU VOTING ON?

Tackling crime and making the West End safer Strengthen the services HOLBA provides directly and press the police, transport, enforcement and other public bodies for a response that reflects the scale and importance of the West End.

There are two separate ballots. The Leicester Square & Piccadilly Circus ballot is a renewal ballot. The Piccadilly & Jermyn Street ballot is a renewal and alteration ballot, reflecting the proposed extension of the existing BID boundary.

Reducing the cost of doing business Lead the national campaign for business rates reform and help businesses save time and money through collective purchasing, shared services and practical support.

• Leicester Square & Piccadilly Circus Occupier BID: to renew the existing BID for a further three years. • Piccadilly & Jermyn Street Occupier BID: to renew the BID for a further three years and extend its boundary to include Berkeley Street, Stratton Street, Lansdowne Row and Mayfair Place.

Unlocking investment and growth Turn the West End's International Centre recognition into practical action on planning, transport, licensing, infrastructure and investment. 6

WHAT DOES A NO VOTE MEAN? If an Occupier BID is not renewed, it will end on 31 March 2027 and the corresponding Property Owner BID will also have to end. The additional services, projects and investment funded through both BIDs would stop.

WHAT WILL IT COST? The levy will continue to be calculated using the property's 2023 rateable value, with an annual cap of £50,000. The rates, thresholds, worked examples and full levy rules are set out later in this proposal.

KEY DATES BALLOT PAPERS ISSUED

VOTE BY

RESULT ANNOUNCED

4 February 2027

4 March 2027

5 March 2027

NEW TERM BEGINS FOLLOWING A SUCCESSFUL BALLOT 1 April 2027

Eligible businesses vote only in the ballot for the area in which their property is located. 7

THE TWO BIDS COVERED BY THIS PROPOSAL Businesses are being asked to renew both Occupier BIDs for a further three years. LEICESTER SQUARE & PICCADILLY CIRCUS The entertainment heart of the West End, bringing together internationally recognised theatres, cinemas, restaurants, hotels, attractions, flagship shops, and a significant office economy. It is one of London's busiest day and evening destinations, attracting millions of visitors each year and supporting a thriving business community.

11% LEISURE

2% OTHER

18% RETAIL

38% HOSPITALITY

31% OFFICES

PICCADILLY & JERMYN STREET A prestigious commercial district combining international headquarters, professional services, luxury retail, heritage businesses, galleries, hotels, restaurants, and cultural institutions. More than half of businesses are office-based, making it one of central London's most significant employment locations while remaining an internationally recognised visitor destination.

29% RETAIL

15% HOSPITALITY

4% OTHER

EXTENDING THE PICCADILLY & JERMYN STREET BID

These streets are part of the same business area around Green Park, Piccadilly, Mayfair and St James's. Extending the BID will also benefit the wider Piccadilly area. Managing adjoining streets as one connected area will strengthen security, street management, cleaning, and the response to problems that do not stop at the BID boundary. It will also give businesses more influence over projects such as Green Park Gateway.

COMME RCIAL

This proposal also seeks to extend the Piccadilly & Jermyn Street Occupier BID to include Berkeley Street, Stratton Street, Lansdowne Row and Mayfair Place.

52% OFFICES

“ Extending the Piccadilly & Jermyn Street BID would give businesses in this part of Mayfair a stronger collective voice. It would also create more opportunities to promote the area, improve the visitor experience and work together on the issues that matter to hotels, including security, cleanliness and the quality of the streets and public spaces around Green Park.” 10

HOTEL

Krishma Singh Dear, Edwardian Hotels London

THE HEART OF LONDON AREA

CULTURE IS PART OF THE ECONOMY HERE The West End theatres, National Gallery, National Portrait Gallery, Royal Academy of Arts, cinemas, galleries, film premieres and entertainment venues bring millions of people into the area and give it a global profile few business districts can match.

A place like no other

The Heart of London brings together Piccadilly Circus, Leicester Square, Jermyn Street and St James's with international offices, flagship retail, hotels, restaurants, theatres, galleries, cinemas and major cultural institutions.

FUTURE SUCCESS REQUIRES COORDINATION Few places combine this scale of business, culture, employment and visitor activity within such a concentrated area.

Together, businesses across the Heart of London generate jobs, spending and investment across the West End, London, and the UK.

Its strength is the way those different economies support one another.

The concentration of businesses, workers, visitors, culture and entertainment here creates opportunities few places can match, but also pressures few places have to manage. Keeping the Heart of London successful requires more than individual businesses investing behind their own front doors. It requires coordinated action across the streets, services and decisions they all depend on.

People rarely come here for just one reason. A client meeting becomes lunch. A day in the office becomes dinner and the theatre. A shopping trip becomes an overnight stay. Businesses benefit because millions of people choose to work, visit, meet, invest, and spend time here every year. 12

Their impact reaches far beyond the cultural sector. Audiences eat in restaurants, stay in hotels, shop, use transport and spend time across the wider area. The concentration of theatres, galleries, cinemas and cultural institutions also strengthens the West End's appeal as a place for businesses to locate and for people to work. That connection between culture and commerce is one of the things that makes the Heart of London different.

OFFICES ARE CENTRAL TO THE WEST END ECONOMY The Heart of London is not only one of the world's leading visitor destinations. It is also one of central London's most important places to work. In Piccadilly & Jermyn Street, more than half of businesses are office-based. International headquarters, professional services and other office occupiers bring thousands of workers and clients into the area every day and support the shops, restaurants, cafes, hotels and cultural venues around them. What happens outside the office matters. Safe journeys, reliable transport, well-managed streets, places to meet and eat, culture and things to do before and after work all influence people's experience of coming to work here. They also affect businesses' ability to attract talent, bring people into the office and welcome clients. HOLBA's work for office businesses therefore extends well beyond street services. It includes security and resilience, employee benefits, transport, business rates, planning, data and insights, public realm and the long-term competitiveness of the West End as a place to locate and invest.

THE HEART OF LONDON AREA MAP DO UR

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Proposed extension area for the Piccadilly & Jermyn Street district from 1 April 2027

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St Martin's district St James's Business Partnership

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Piccadilly Circus & Leicester Square district

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The Heart of London area is a connected commercial district extending from Green Park to Leicester Square and from St James's to Covent Garden.

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Piccadilly & Jermyn Street district

ONE CONNECTED BUSINESS DISTRICT COVENT GARDEN

CHARING CROSS

HOLBA manages six connected BIDs across the Heart of London: three funded by businesses and three funded by property owners, covering St Martin’s, Leicester Square & Piccadilly Circus, and Piccadilly & Jermyn Street. Together, they allow businesses and property owners to invest in the same places and work towards shared priorities.

Many of the issues that affect businesses depend on decisions made by different public bodies. HOLBA works across Westminster City Council, the Metropolitan Police, Transport for London, the Mayor and Government, bringing them together with businesses and property owners where collective action is needed. This gives businesses a stronger voice and helps make sure the needs of the Heart of London are understood when decisions are made about policing, transport, licensing, planning, public space, sustainability and investment.

R EET

Working across a wider area means HOLBA can buy and run services more efficiently, share information, develop major projects, and give businesses a stronger voice. It also gives us the scale to tackle issues that cross individual streets, including crime, licensing, transport, servicing, streets and public spaces, and long-term growth.

The two Occupier BIDs in this proposal are an important part of that wider network.

ST JAMES’S PARK

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ST JAMES’S

THE HEART OF LONDON IN NUMBERS The wider West End generates around £115 billion in economic output each year. It supports around 423,000 jobs, is home to around 44,000 businesses and welcomes around 347 million visits a year. At its centre, the Heart of London helps drive growth, investment, tourism, and London's international reputation.

£14.6BN

117,000+

85M+

£319M

600+

ANNUAL GVA GENERATED BY WEST END BUSINESSES (2024-26 ESTIMATES)

APPROXIMATE ANNUAL BUSINESS RATES

JOBS SUPPORTED

BUSINESSES REPRESENTED

ANNUAL VISITS

BUSINESS IMPROVEMENT DISTRICTS MANAGED BY HOLBA

WHY BUSINESSES INVEST TOGETHER

WHAT NO SINGLE BUSINESS CAN DO

WHAT BUSINESSES CAN DO TOGETHER

Every business invests in its own success. Through HOLBA, businesses also fund the services and improvements that make the area work.

Help reduce crime across both BID areas

Deliver the Heart of London Crime Action Plan through 24/7 security, Street Managers, shared intelligence, and coordinated support across both BID areas.

Some problems cross every front door. Crime, transport, licensing, servicing, dirty streets, and the area's reputation affect everyone. What people experience between businesses can determine whether they visit, spend, return, or invest.

Keep every street clean and welcoming

Fund extra cleaning, Street Managers and rapid responses to problems affecting streets and public spaces.

Change planning, licensing, tax or transport decisions

Make a clear business case to Westminster City Council, the Greater London Authority, Transport for London, the Government and MPs.

Secure major public and private investment

Develop clear, costed projects that attract public and private funding into the area.

Bring more people into the area

Run campaigns and events that give people reasons to visit, spend longer and return.

Build a clear picture of how the area is performing

Safer, better-managed streets help staff and customers feel confident. A strong cultural and visitor offer brings people into the area and gives them reasons to stay. Better transport and public spaces make it easier for employees and clients to get here. A well-managed, successful West End gives businesses and investors confidence to invest.

Publish clear reports on area performance, property and the local economy to help businesses make decisions and make the case for investment.

Influence major decisions affecting the West End

Bring businesses and partners together to influence decisions on growth, business costs and safety through One West End, Real Rates Reform, and the West End Crime Taskforce.

That is why HOLBA's work goes beyond managing streets. It means keeping businesses safer, helping workers and clients get around the area, bringing audiences and visitors into the West End, reducing operating costs and making sure businesses are represented when decisions are made on policing, planning, licensing, transport and investment.

The Heart of London is a complex place. Responsibility for transport, policing, public spaces, licensing, planning and many of the other things that affect businesses is spread across different organisations. No single organisation is responsible for bringing it all together.

The levy protects the services businesses use now and funds the work needed to improve the area for the future. Buying these services separately would cost more, leave gaps between businesses, and carry less influence.

HOLBA is. We bring businesses, Westminster City Council, the police, TfL, the Mayor, property owners and others together around the needs of the Heart of London, making sure business priorities are understood and the right people are working together to get things done.

By investing together, businesses can fund 24/7 security, street management, campaigns and major projects, and make a stronger case to decision-makers. The result is security and street services operating across whole areas, campaigns with greater reach, projects capable of attracting major investment and a business voice with more influence than any single organisation could achieve alone. Businesses depend on people choosing to be here: employees, customers, clients, guests, visitors and investors. What those people experience outside your doorstep matters to your business.

ABOUT HEART OF LONDON BUSINESS ALLIANCE Heart of London Business Alliance (HOLBA) is the not-for-profit organisation through which businesses and property owners invest together in the Heart of London. HOLBA manages six Business Improvement Districts and works with Westminster City Council, the Metropolitan Police, Transport for London, the Mayor of London, Government and other partners on behalf of businesses. That gives businesses one organisation working across the wider Heart of London on issues that do not stop at an individual street or BID boundary. The BIDs do not replace public services. They fund additional services and give businesses a collective way to tackle shared issues and influence decisions affecting the area. HOLBA is overseen by an unpaid Board of business and property-owner representatives. Each BID's income and expenditure is accounted for separately and businesses receive regular reports on delivery and finances.

WHAT YOU TOLD US Businesses told us they are confident about the future of the Heart of London and value the work HOLBA does. They were also clear about where they want us to focus over the next three years. CRIME AND SAFETY Crime, problem behaviour and safety came through as the strongest concerns. Businesses want safer streets and stronger action from the organisations responsible for tackling crime and antisocial behaviour.

THE COST OF DOING BUSINESS NEEDS

Business rates remain a major concern, alongside employment, property and utility costs. Businesses want HOLBA to continue making the case for change where collective action can make a difference.

THREE ISSUES NEED SUSTAINED LEADERSHIP

These findings have shaped our three strategic priorities for 2027 to 2030: 1. Tackling crime and making the West End safer 2. Reducing the cost of doing business 3. Unlocking investment and growth

FIVE THINGS BUSINESSES NEED US TO KEEP DELIVERING Alongside these bigger issues, businesses told us what they need from HOLBA day to day: well-managed streets, practical business support, reasons for people to visit, a strong collective voice and continued improvements to the area. That has shaped our five commitments: 1. Professional street management and dedicated problem solving 2. Practical support that saves your business time and money 3. More reasons to visit, work and spend time here 4. A stronger voice in decisions that affect your business 5. Lasting improvements to streets and public spaces Businesses want HOLBA to build on what works, focus collective effort on the biggest challenges and keep delivering the services and improvements they rely on.

KEEPING THE WEST END SUCCESSFUL

Businesses want the Heart of London to remain one of the best places to visit, work and invest. Attracting visitors and customers, maintaining the quality of the area and creating the conditions for continued investment all matter.

STRATEGIC PRIORITIES FOR 2027 TO 2030

These are the issues where businesses need more than day-to-day services. They require sustained leadership, collective action and influence with government and public bodies.

STRATEGIC PRIORITY 1 TACKLING CRIME AND MAKING THE WEST END SAFER Crime and antisocial behaviour cost businesses time and money. They disrupt trading, affect staff and customers and undermine confidence in the area. The West End combines some of London's busiest visitor streets, late-night trading, theatres, transport hubs, major events and very high daily footfall within a small area. Crime and antisocial behaviour therefore move quickly across business and administrative boundaries, and the response needs to reflect that reality.

WHAT HOLBA WILL DO DIRECTLY Our Heart of London Crime Action Plan 2027 to 2030 will bring together the security, street management, intelligence and business support that HOLBA funds and controls, with a sharper focus on repeat problems, known hotspots and measurable results. Our teams see what is happening on the streets every day. That gives us intelligence individual businesses and public agencies may not see on their own. We use that information to identify patterns, connect incidents and make sure problems are raised with the organisations that have the powers to act.

WHAT WE NEED PUBLIC AUTHORITIES TO DO HOLBA cannot police the West End. The Metropolitan Police, Westminster City Council, Transport for London and other public bodies hold many of the powers businesses depend on. We will use our role on the West End Crime Taskforce, established in summer 2025, to press for and help shape a West End Crime Reduction Plan 2027 to 2030, bringing policing, enforcement, transport and council services behind common priorities for the West End. HOLBA will provide the evidence and business intelligence that helps identify repeat offenders, problem locations and emerging threats, and will continue making the case for policing and enforcement resources that reflect the scale and economic importance of the area. Businesses should not have to work out which organisation owns a problem before they can get help. Where HOLBA can deal with an issue directly, we will. Where another organisation has the powers, we will get it to the right people and keep pressing for a response.

STRATEGIC PRIORITY 2

A FAIRER SYSTEM THAT PROTECTS AND GROWS THE HIGH STREET

REDUCING THE COST OF DOING BUSINESS

HOLBA has developed a practical alternative. The Hybrid Business Rates solution would reduce the tax placed directly on business premises and introduce a small contribution from eligible online sales.

The cost of doing business is one of the biggest pressures facing businesses across the Heart of London. Business rates remain a major part of that burden, alongside employment, property and utility costs. These are pressures individual businesses cannot solve alone, but where a strong collective business voice can help make the case for change. The current system places a disproportionate burden on businesses with physical premises. Shops, restaurants, hotels, theatres and offices pay tax based on the value of the property they occupy, while businesses trading predominantly online contribute far less through business rates. That puts the businesses that invest in places, employ people and bring life to our high streets at a disadvantage. HOLBA wants to change that.

Expert modelling suggests this could reduce the property-based burden by up to 37% while maintaining overall public revenue. HOLBA did not simply call for reform. We developed the Hybrid Business Rates proposal, built the economic model behind it and founded the Real Rates Reform UK Alliance, which we chair and formally launched on 14 July 2026 following two years of research and work with businesses and national organisations. During the next term we will continue taking the case directly to Government and Parliament and press for Hybrid Business Rates to be formally reviewed and tested. Alongside this national campaign, we will continue helping businesses reduce day-to-day operating costs through the practical support set out in Commitment 2.

STRATEGIC PRIORITY 3

SECURE INTERNATIONAL CENTRE STATUS AND MAKE IT COUNT

UNLOCKING INVESTMENT AND GROWTH

The Mayor published the draft London Plan on 16 July 2026. For the first time, it recognises the West End as an International Centre and describes it as “a vibrant international centre for commerce, culture and experience”. HOLBA made the business case for that recognition.

The West End cannot rely on its historic success. Businesses, workers, visitors and investment have choices, and other global cities and commercial districts are competing for them. For businesses, growth means creating the conditions for more customers and clients, successful places to work and trade, and continued confidence to invest. Decisions being made now about planning, transport, licensing, infrastructure and public space will help determine whether the West End can continue to compete.

Our immediate priority is to secure that recognition in its entirety in the final London Plan. International Centre status matters because it gives us a stronger platform to argue for the planning, licensing, transport, infrastructure and public realm decisions the West End needs. We will then work with the Mayor, the relevant public bodies, businesses, property owners and other partners to translate that status into practical policy, infrastructure and investment

HOLBA's role is to make sure businesses shape those decisions and to turn the West End's new International Centre recognition into practical action on planning, licensing, transport, infrastructure, public space and investment.

ONE WEST END Many organisations make decisions about the West End, but businesses experience one West End. Through One West End, HOLBA will bring the Mayor, local authorities, TfL, businesses, property owners and other partners together behind one vision, one plan and one way of working for the West End. The next step is to agree the priorities, develop the West End Growth Plan, identify the projects needed to deliver it and secure the public and private investment to make them happen.

PLANNING AND LICENSING THAT SUPPORT RESPONSIBLE INVESTMENT Businesses need greater certainty when they invest, adapt and grow. HOLBA will champion a West End Licensing Vision that supports responsible growth while protecting safety and amenity. We will argue for clearer, more consistent and evidence-led decisions, better alignment between planning and licensing, earlier discussion between businesses, residents and authorities, and enforcement focused on businesses and locations causing genuine harm.

COMMITMENTS FOR 2027 TO 2030

Alongside the three strategic priorities, businesses need practical services and support that make a visible difference every day. Our five commitments set out what businesses can expect from HOLBA throughout the term.

COMMITMENT 1 PROFESSIONAL STREET MANAGEMENT AND DEDICATED PROBLEM SOLVING Problems outside your front door cost businesses time, money and confidence. Businesses need visible, professional support on the street and a clear route when something goes wrong. Strategic Priority 1 sets out the wider crime work. This commitment focuses on the day-to-day services businesses receive.

WHAT WE'LL DELIVER

PROOF IN PRACTICE: TURNING CRIME DATA INTO ACTION Boots, Leicester Square & Piccadilly Circus BID

24/7 My Local Bobby security, business radios and ALERT, providing visible support, faster incident reporting and rapid communication when problems occur.

THE PROBLEM

Street Managers across both BID areas, spotting problems early, helping businesses and keeping unresolved issues moving with the organisations responsible.

Boots trades late into the evening and is frequently targeted by shoplifting and other challenging incidents. This places additional pressure on store colleagues and management, while creating risks to staff safety, customer experience and stock.

Additional street cleaning seven days a week, including bin washing, spot cleaning, pavement flushing, power washing, chewing gum removal and rapid reporting of graffiti and defects.

WHAT HOLBA DID

Boots uses HOLBA’s Town Centre Radio network to quickly notify HOLBA Security when support is required, while also recording incidents through the ShopSafe Alert system. This combination enables rapid on-site response and helps HOLBA teams identify patterns of behaviour and link offences involving persistent and repeat offenders.

Dedicated problem solving, bringing police, council, transport, enforcement and other organisations together where an issue crosses responsibilities. isruption alerts, emergency planning and practical support, helping businesses prepare for incidents, respond quickly and return to normal more quickly.

Over the past 12 months, HOLBA teams have recovered more than £40,000 worth of stock from shoplifting offenders, demonstrating the practical value of our frontline presence and partnership with local businesses.

Night-time safety initiatives, including Safe Havens, Night Stars, WAVE training and Ask for Angela, helping workers and visitors feel safer after dark. Work with specialist outreach teams to connect vulnerable people with support while pressing agencies to address antisocial behaviour affecting businesses.

Roisin Finnerty, General Manager, Albert’s Schloss, Leicester Square & Piccadilly Circus BID

“ HOLBA gives our businesses a single, trusted network and a clearer picture of what's happening across our area and among Westminster businesses. We also have direct-line security support when it matters most. HOLBA brings businesses together, helps us look out for one another, and gives us practical ways to promote what we do. This support helps us meet our licence objectives, support our staff, and enhance the experience we offer our guests." 35

PROOF IN PRACTICE: PROTECTING THE VISITOR EXPERIENCE 24/7 Radisson Blu, Piccadilly Circus & Leicester Square BID THE PROBLEM Leicester Square is one of London’s busiest night-time destinations, with businesses operating late into the evening and facing a wide range of incidents seven days a week. Hotels such as Radisson Blu, alongside restaurants, retailers and entertainment venues, rely on a safe, welcoming environment for guests, staff and customers. 36

WHAT HOLBA DID HOLBA provides a 24/7 evening and night-time security presence across Leicester Square, supported by a rapid-response call service for member businesses. Through the Town Centre Radio network, businesses can quickly request assistance when an incident occurs, connecting them directly with on-street security teams. Patrol officers provide an additional layer of security and operational resilience, responding to incidents, supporting staff, helping to protect customers and assets, and working closely with the Metropolitan Police and other partners when incidents require escalation. 37

COMMITMENT 2 PRACTICAL SUPPORT THAT SAVES YOUR BUSINESS TIME AND MONEY Running a business in the West End is expensive and complex. Businesses should not have to solve every problem, buy every service or find every piece of information on their own. By bringing businesses together, HOLBA can save businesses time, reduce costs and provide access to support, information and buying power that would be harder or more expensive to secure individually. Where businesses identify a shared need, we will also work with partners to support practical opportunities around recruitment, skills and access to employment.

WHAT WE'LL DELIVER Save time: a Dedicated Account Manager for every business, providing one clear point of contact; regular local updates; practical advice; and help navigating issues and finding the right contacts. Listen and respond: regular opportunities to tell us what is affecting your business, helping shape HOLBA's services and priorities. Save money: collective purchasing and shared services using businesses' combined buying power; shared waste, recycling and servicing schemes; practical sustainability support; and help finding relevant grants and completing applications. Make better decisions and support your people: footfall, visitor spend, audience, property and economic data; Heart of London Club offers and experiences; short briefings, practical training, sector events and business-resilience support.

ANOTHER IMAGE??

PROOF IN PRACTICE: A SHARED WASTE SCHEME FOR PANTON STREET BUSINESSES Old Park Lane Management, Leicester Square & Piccadilly Circus BID THE PROBLEM Separate waste collections were increasing costs, taking up valuable servicing space and creating avoidable vehicle movements during busy trading periods. Low recycling rates also limited the environmental performance of the area’s waste services.

WHAT HOLBA DID HOLBA brought neighbouring operators within Panton Street and suppliers together to develop a coordinated waste collection plan, improving efficiency through shared servicing arrangements. In the first two months of the initiative, the recycling rate increased from 23% to 63%, collection journeys fell by 47%, and an estimated 988 vehicle movements per year were removed.

THE PREFFERED WASTE SUPPLIER SCHEME

PROOF IN PRACTICE: BESPOKE DATA FOR IMPROVED SALES STRATEGIES Fortnum & Mason, Piccadilly & Jermyn Street BID THE PROBLEM

HOLBA’s Preferred Waste Supplier Scheme supports businesses in the Heart of London to reduce waste costs, improve recycling performance and lower carbon emissions through a coordinated commercial waste service.

Fortnum & Mason wanted a clearer understanding of footfall patterns around Piccadilly and the wider West End to inform sales and marketing decisions. A set of regular, independent data would also provide a benchmark to compare its own internal performance data.

From 1 April 2022 to 30 June 2026, the scheme supported around 102 businesses, managed approximately 22,650 tonnes of waste and generated total savings of around £298,610.

WHAT HOLBA DID

The recycling rate increased from 41.4% in July 2023 to 48.5% in July 2026, a 7.1 percentage-point rise over three years, while an estimated 21,190 tonnes of carbon emissions were avoided.

HOLBA provided bespoke reports tracking week-by-week changes and detailed analysis of footfall, visitor behaviour, transport use and other relevant indicators, to help them identify sales and marketing opportunities. This support represents an estimated external value of £15,000 to £20,000 per year for a single location.

The Heart of London Club supports employee engagement through a dedicated West End benefits scheme. The app offers exclusive promotions, experiences and local offers from participating businesses. From 1 April 2022 to 30 June 2026, the Heart of London Club attracted 2,366 registered workers from 145 businesses, provided 238 offers and experiences and generated 20,946 redemptions, with an estimated value of £113,652.

COMMITMENT 3 MORE REASONS TO VISIT, WORK AND SPEND TIME HERE Businesses have more opportunity to succeed when people choose to come here and spend more time in the area. Office workers support cafés, restaurants and shops. Cultural audiences support the evening economy. Business visitors use hotels and hospitality. International visitors support retail, attractions and the wider visitor economy.

Through Art of London, Art After Dark, Discover Leicester Square and campaigns for Piccadilly, Jermyn Street and St James's, HOLBA brings businesses and cultural organisations together to reach audiences at a scale individual businesses could not a chieve alone. Our Cultural Strategy, Evening and Night-Time Economy Strategy and Destination Strategy guide that work. Evening trade is vital to hotels, restaurants, theatres, cinemas and shops, but it brings different safety, licensing, transport and staffing pressures. HOLBA will help attract audiences, give people more reasons to spend time in the area and make the West End safer and easier for businesses to operate after dark.

WHAT WE'LL DELIVER Art of London, Art After Dark and Discover Leicester Square, promoting the area to local, national and international audiences and creating distinctive reasons to visit throughout the year. Campaigns for Piccadilly, Jermyn Street, St James's and the proposed extension streets, promoting their retail, hospitality, gallery, office and heritage offer to relevant audiences.

Scenes in the Square, film premieres and entertainment partnerships in Leicester Square and Piccadilly Circus, maintaining the area's position at the centre of London's film and entertainment offer and creating opportunities for surrounding businesses. Heart of London Club offers and events for workers, encouraging people to spend more time in the area before, during and after work and supporting local spending

Major events and partnership campaigns, giving businesses opportunities to participate in activity with a scale and reach that would be difficult to achieve individually. Free marketing through HOLBA's channels, content and venue directory, helping businesses reach customers and event organisers without additional cost. New campaigns, partnerships and pilots informed by audience evidence and research, responding to changing patterns of work, visits and spending.

PROOF IN PRACTICE: BUILDING MOMENTUM FOR A MAJOR OPENING Jamie’s Italian, Leicester Square and Piccadilly Circus BID THE PROBLEM Opening in a high-profile destination is only the first step. Jamie’s Italian needed to quickly build local awareness, communicate its family-friendly offer and stand out in a busy West End dining market, particularly among consumers who may not have encountered the restaurant through its own channels.

PROOF IN PRACTICE: DRIVING NEW AUDIENCES DURING QUIETER MONTHS The National Gallery, Leicester Square and Piccadilly Circus BID THE PROBLEM Quieter periods can provide an opportunity for cultural institutions, venues and hospitality businesses to reach audiences who may not otherwise visit. However, no single organisation can create the scale, visibility or joinedup programme needed to position the West End as an evening cultural destination.

WHAT HOLBA DID HOLBA supported the opening through its consumer platforms, Discover Leicester Square and Art of London. Activity included launch promotion across social media, seasonal content shoots and promotion of the restaurant’s Kids Eat Free offer. This gave the restaurant access to HOLBA’s established consumer audiences: more than 158,000 social followers, 10.9 million impressions and over 5 million people reached in the past year. To reach families at scale, Jamie’s Italian was also included in a paid Time Out campaign. The activity built early visibility for the opening, highlighted a key family offer and introduced Jamie’s Italian to new West End audiences.

WHAT HOLBA DID HOLBA created and funded Art After Dark: a week-long campaign and events programme that brought together cultural institutions, galleries, hospitality, retail and public spaces through a shared West End platform. The campaign reached an estimated 1.1 billion people, involved 26 partners and contributed to footfall 15% higher than during the equivalent week in 2025. The sold-out Party After Dark held in the National Gallery attracted over 510 guests, with 20% attending the Gallery for the first time. 44

Giuseppe Stefanizzi, General Manager, Jamie’s Italian, Leicester Square and Piccadilly Circus BID

“ As a newly opened restaurant returning to an iconic location in Leicester Square, we wanted to make sure we could hit the ground running. The strong marketing support from HOLBA's Discover LSQ platform, alongside practical support such as cleaning outside the restaurant, and information on street works helped us plan, build awareness, drive footfall, and establish the business from day one" 45

COMMITMENT 4 A STRONGER VOICE IN DECISIONS THAT AFFECT YOUR BUSINESS Decisions made by Government, the Mayor, Westminster City Council, TfL and other public bodies directly affect what it costs to run a business, how businesses can operate and invest, and how the West End develops. Individual businesses cannot be expected to influence every decision alone. HOLBA brings businesses together, builds the evidence and makes the case collectively where it can have greater influence. HOLBA gathers evidence from businesses and takes their case directly to Westminster City Council, TfL, the Mayor, MPs, Government departments and national industry bodies.

WHAT WE'LL DELIVER The cost of doing business: lead the national case for Hybrid Business Rates through the Real Rates Reform UK Alliance and use business evidence to influence other policy affecting costs. How businesses can operate and invest: press for proportionate licensing, better transport, access and servicing, and respond to major consultations before decisions are made. The future of the West End: use Area Performance Reports, Data and Insights, Economic and Real Estate Insights and direct relationships with decision-makers to strengthen the case for growth and investment. Build coalitions around major priorities, including crime reduction, business rates reform and One West End, giving businesses greater influence than they could achieve individually. Provide Future Talks and practical briefings so businesses receive earlier information and access to relevant experts and decision-makers.

PROOF IN PRACTICE: SUPPORTING 24-HOUR TRADING IN THE WEST END Capital Arches Group (CAG) / McDonald’s, Leicester Square & Piccadilly Circus BID THE PROBLEM Capital Arches Group’s (CAG) McDonald’s restaurant faced a 3am closing restriction, despite substantial overnight customer demand. The restriction limited the business’s ability to serve late-night visitors, support its workforce and play a fuller role in the West End’s 24-hour economy.

PROOF IN PRACTICE: REGULATING PEDICABS Society of London Theatre (SOLT), Piccadilly & Jermyn Street BID and Leicester Square & Piccadilly Circus BID THE PROBLEM Unregulated pedicabs created longstanding safety, access and visitorexperience problems around busy streets and theatre areas. Issues included obstructed pavements and venue exits, amplified music disrupting performances, aggressive behaviour, dangerous driving and visitor overcharging.

WHAT HOLBA DID Bev King, CEO and Owner, Z Hotels,Z Hotels, Leicester Square & Piccadilly Circus BID and Piccadilly & Jermyn Street BID

“ HOLBA takes the issues affecting businesses directly to the decision makers who can drive change. Rising business rates aren’t just a London problem – they’re hitting high streets across the UK. A single business can explain its own position, but HOLBA shows the wider impact, backs it with evidence, mobilises industry bodies, and delivers the case straight to those who can act. That gives us a far stronger voice than any one business has alone." 48

WHAT HOLBA DID HOLBA supported CAG’s licence extension application with a letter highlighting the wider benefits of well-managed late-night activity. HOLBA’s existing partnership with CAG, including HOLBA security patrols, helped demonstrate that extended opening could support public safety. CAG successfully secured a 24-hour premises licence in July 2026, despite the site being within Westminster’s Cumulative Impact Zone. The decision recognised the restaurant’s potential to provide an alcohol-free Safe Haven, support late-night security and offer a managed, well-lit environment after other venues had closed.

HOLBA gathered evidence from businesses and worked with SOLT and other partners to build the case for legislation giving TfL powers to regulate pedicabs. The legislation was secured in April 2024, followed by new TfL regulations and a licensing scheme in March 2026. HOLBA worked with TfL to help shape the regulations and continues to advocate for effective enforcement. Together with Westminster’s Public Spaces Protection Order and interim support from HOLBA security, these measures are helping reduce the impact on theatres, businesses and visitors. 49

COMMITMENT 5 LASTING IMPROVEMENTS TO STREETS AND PUBLIC SPACES The quality of the streets and public spaces around a business affects how customers, employees and clients experience the area and influences confidence to invest. Major improvements take time. Before construction can begin, someone has to identify the problem, build the evidence and business case, bring the right organisations together and secure the investment needed to deliver it. HOLBA does that work on behalf of businesses. Our role is to turn business priorities into credible projects, bring together the public bodies, property owners and other partners needed to deliver them, and help secure the investment required. Throughout that process, we make sure business needs around access, servicing, safety and trading are represented.

The Heart of London Placeshaping Strategy identifies 44 potential projects across the area. Independent modelling estimates that delivering the wider strategy could support substantially greater employment and economic growth by 2040 than would otherwise be achieved. Each project remains subject to the necessary consultation, consent, funding and detailed design.

WHAT WE'LL DELIVER Use the Heart of London area Placeshaping Strategy to identify and prioritise opportunities with the greatest potential benefit.

Bring public bodies, landowners and other partners together and secure or influence public and private funding.

Commission evidence, feasibility work, designs and business cases so projects are credible and investment ready.

Maintain continuity from concept through to delivery and develop long-term management plans for important public spaces.

Represent business requirements on access, servicing, safety and trading.

FROM IDEAS TO INVESTMENT SACKVILLE STREET AND VIGO STREET Current position: Confirmed investment; phase one construction complete The scheme runs north from Piccadilly to Vigo Street, connecting and completing the family of East Mayfair improvements on surrounding streets, including the Royal Academy of Arts’ investment in its new north entrance. On completion, businesses will benefit from an improved environment, widened footways, additional seating and greening using high quality materials. The second and final phase of construction is due to commence in autumn 2026, with completion in 2027, subject to final programme, approvals and delivery arrangements.

GREEN PARK GATEWAY Current position: In development.

ARTS QUARTER Current position: In development.

Green Park station is a key arrival point into the Heart of London, welcoming millions of visitors each year into Mayfair and St James’s. HOLBA is working with partners to develop a scheme that will enhance the visitor experience, improve road safety and introduce high quality materials to create an attractive, well functioning gateway. The phase one design for Arlington Street and Bennet Street will soon be finalised before progressing through the necessary approval process with Westminster City Council.

By transforming a network of back of house streets in the heart of the West End, HOLBA is working with partners to develop an exciting new cultural destination, the Arts Quarter. Through coordinated transport and streetscape improvements to support a growing creative industries cluster and unlock investor opportunities, the area could support up to £1 billion of investment, generate £420 million in GVA and increase jobs by 30%, subject to feasibility, funding, consultation and approvals.

ST MARTIN'S LANE Current position: Confirmed investment St Martin’s Lane hosts world class performing arts venues alongside thriving commercial and residential uses. Investment from both the public and private sector will deliver wider footways with space for alfresco dining, new trees and seating, enhancing the environment as an attractive place to visit, work and live. Phase one design is nearing completion, with construction planned for winter 2027/28, subject to final programme, approvals and delivery arrangements. 52

CHARING CROSS ROAD Current position: In development. Charing Cross Road is a major route running through a concentration of specialist and independent bookshops, antiquarian retailers, cafés and art shops, but its high traffic levels contribute to some of central London’s poorest air quality. HOLBA is exploring potential improvements to make it safer, cleaner and more accessible for everyone. This could an increase in GVA of around £140 million. The next stage will define the scheme, business case and proportionate funding. 54

LEICESTER SQUARE MANAGEMENT PLAN Current position: In development. Leicester Square is an internationally recognised destination, home to UK film premieres, iconic buildings, thriving businesses and a historic public square. Westminster City Council has committed to update the Square’s management plan. HOLBA is working alongside the Council to develop and deliver a coordinated approach to operations, events, streetscape, investment and long term stewardship.

PICCADILLY CIRCUS Current position: Future ambition. Regent Street, Piccadilly Circus and Haymarket form part of the heart of London’s West End. They attract millions of visitors each year for shopping, theatres, restaurants, historic buildings and major public events, making them economically and culturally important to London. HOLBA is contributing to the Regent Street, Haymarket and Piccadilly Circus project led by Westminster City Council and The Crown Estate. We aim to maximise the benefits of this scheme for our members and secure a high quality series of streets and spaces.

Andrew Love, Senior Advisor, The Ritz London, Piccadilly & Jermyn Street BID

“ The value is in turning a shared business priority into something funders can back. HOLBA brings the right people together, builds the case and keeps the project moving. That is difficult for one occupier or owner to achieve alone"

PROOF IN PRACTICE: TRANSFORMING A KEY ROUTE BETWEEN MAYFAIR AND PICCADILLY Art Invest Real Estate and Aviva Investors, Piccadilly & Jermyn Street BID THE PROBLEM

WHAT HOLBA DID

The street environment on Sackville Street & Vigo Street and its arrival routes did not reflect the quality of the businesses and destinations they served, weakening first impressions and limiting connections between Mayfair and Piccadilly.

HOLBA worked with occupiers, property owners and Westminster City Council to develop and secure investment for a new public realm scheme. Westminster approved a £1.798 million funding package, comprising £1 million in Westminster capital funding and £798,000 from HOLBA through a Section 278 agreement. The scheme also aligns with the Royal Academy of Arts’ investment in its new north entrance.

PROOF IN PRACTICE: GIVING BUSINESSES A STRONGER VOICE IN LEICESTER SQUARE’S FUTURE The Hippodrome, Leicester Square & Piccadilly Circus BID

THE PROBLEM

WHAT HOLBA DID

Leicester Square hosts around 60 film premieres a year, alongside major events, heavy visitor numbers, daily business operations and continuous public use. Its 2015 Management Plan no longer reflects the square’s scale and complexity. Businesses need a coordinated approach to public space, infrastructure, events, operations and future investment.

HOLBA is working with Westminster City Council as the liaison for local businesses during the update of the Leicester Square Management Plan. HOLBA is providing business evidence and advocating for a plan that balances the needs of commercial operators, visitors, residents and major events. The updated plan will help establish shared priorities, responsibilities and investment, ensuring businesses have a stronger voice and that Leicester Square works effectively as a commercial district, public space and filmpremiere venue. 57

HOW WE WILL REPORT OUR PROGRESS Businesses should be able to see what HOLBA has delivered, what has changed and how their money has been spent. We will report to businesses at least annually on progress against the commitments in this proposal, including: • what we said we would deliver and what we have delivered • the results and impact of our services and projects • progress on the three strategic priorities • major policy, regulatory and investment outcomes • progress and investment secured for public realm projects • how BID income has been spent • additional funding and investment secured alongside the levy Where reliable measures are available, we will publish them. Where outcomes cannot meaningfully be reduced to a number, we will explain what has changed and the difference it has made for businesses.

MAKING YOUR INVESTMENT GO FURTHER The BID levy is the foundation of HOLBA's work, but it is not the limit of the investment we bring into the area. We use that investment to help secure additional funding from property owners, public bodies, grants, sponsorship and other sources. This is particularly important for major projects, where relatively modest early investment can fund the evidence, design and business case needed to unlock much larger sums. Over the course of the forthcoming three-year BID term, across all HOLBA districts, we forecast to secure an additional £X for every £1 of levy fund.

HOW HOLBA MANAGES THE BIDS, HOW THE LEVY WORKS AND HOW TO VOTE The two Occupier BIDs are separate ballots with separate boundaries, budgets, and accounts. The rules in this section apply to both Leicester Square & Piccadilly Circus Occupier BID (Schedule 1) and Piccadilly & Jermyn Street Occupier BID (Schedule 2). LEGAL IDENTITY AND TERM

WHO PAYS THE LEVY AND WHO CAN VOTE

Item BID proposer and delivery body Billing and ballot authority

Following a successful ballot, the BID levy becomes mandatory for every eligible non-domestic ratepayer in that BID.

Proposed term Rateable value basis Annual levy rate Maximum annual charge

Details applying to both ballots Heart of London Business Alliance Westminster City Council 1 April 2027 to 31 March 2030, a three-year term 2023 non-domestic rating list as at 31 March 2026 1.41% in 2027/28, 1.44% in 2028/29 and 1.47% in 2029/30 £50,000 for each eligible hereditament

The three-year term will bring all six HOLBA BIDs onto a common timetable from 2030.

In this proposal, an eligible hereditament means a separately rated business property within the approved boundary that meets the minimum 2023 rateable value in the relevant schedule. The person listed by Westminster City Council as entitled to vote receives one ballot paper for each eligible hereditament and should cast each vote separately. For untenanted hereditaments the levy is charged to the landlord, unless the property is recorded as listed with the Council. For Leicester Square and Piccadilly Circus the membership threshold is £130,000 and for Piccadilly and Jermyn Street the threshold is £225,000. The thresholds differ because the two BID areas have different property and rateable value profiles. Each threshold has been set for its own area to determine which businesses contribute to the BID. Properties below the threshold do not pay the levy and do not have a vote.

HOW HOLBA MANAGES THE BIDS, HOW THE LEVY WORKS AND HOW TO VOTE LEVY RULES These rules should be read with the Local Government Act 2003, the Business Improvement Districts (England) Regulations 2004 and the final Operating Agreement. 1. 2.

The BID term will run from 1 April 2027 to 31 March 2030. The levy applies to each rated property within the approved boundary that meets the minimum 2023 rateable value in the relevant schedule. 3. The levy will be calculated using the 2023 business rating list as at 31 March 2026. 4. The annual levy rate multiplier will be 1.41% in 2027/28, 1.44% in 2028/29 and 1.47% in 2029/30. 5. No business will pay more than £50,000 for any one hereditament in any financial year, from 1 April to 31 March. 6. Where a rateable value change results in a lower levy, the lower charge will apply from the start of the subsequent financial year. No refund will be made for a previous financial year. 7. A charitable organisation receiving mandatory charitable relief from non-domestic rates will receive an 80% reduction in its BID levy. 8. The levy will not increase other than through the three annual rates specified above. 9. The levy must be paid in full within 14 days of receipt of the levy demand. 10. Liability is calculated daily and falls on the eligible ratepayer.

WHAT THE LEVY PAYS FOR AND HOW HOLBA IS HELD ACCOUNTABLE • The BIDs do not replace the council, police, or other public services. • Westminster City Council will enter into a Baseline Agreement for each BID, setting out the council services expected during the term. • The levy will fund services and work over and above those public services. • Heart of London Business Alliance is a not-for-profit company limited by guarantee, registered in England and Wales under company number 04293930. It will deliver both proposals. • An unpaid Board of occupier and property owner representatives from across HOLBA's areas and sectors oversees strategy and finances. • Each BID's income and expenditure will be accounted for separately. Annual accounts will be prepared and filed in accordance with company law. Performance and financial results will be reported to businesses at least annually. • Businesses can help shape how HOLBA delivers the proposal through direct contact, surveys, meetings and sector groups. • Westminster City Council's collection role and HOLBA's use of funds will be governed by a separate Operating Agreement for each BID.

HOW THE BUDGETS WILL BE MANAGED

STAGES

• The forecast budgets are based on eligible properties and their 2023 rateable values and assume a 97% levy collection rate. • BID levy and other income are shown separately using only the three financial years covered by the ballot term. • Core costs cover staff, legal, accountancy and accommodation costs and will be reported separately. • The Board may change how money is split between services and projects in response to business need, provided spending remains within the approved proposal. Any significant change to the allocation of the budget will require Board approval. • Any change that would alter a boundary, increase the levy beyond the approved rates, or make a new class liable would require an alteration ballot.

Notice of ballot

21 January 2027

Ballot papers issued and Ballot opens

4 February 2027

Ballot closes

4 March 2027

Result announced

5 March 2027

New term begins following a successful ballot

1 April 2027

HOW THE BALLOT WORKS AND HOW TO VOTE Both renewal ballots will be administered independently by Westminster City Council in accordance with BID legislation. The Leicester Square & Piccadilly Circus ballot is a renewal ballot. The Piccadilly & Jermyn Street ballot is a renewal and alteration ballot, reflecting the proposed extension of the existing BID boundary.

Complete each ballot paper issued by post and return it in the prepaid envelope so that it is received before the ballot closes. Each proposal must achieve both: • a majority of votes cast in favour by number; and • a majority in favour by the total rateable value of votes cast. If an Occupier BID is not renewed, it will end on 31 March 2027 and the corresponding Property Owner BID will also have to end. The additional services, projects and investment funded through both BIDs would therefore stop.

BOUNDARY AND ELIGIBILITY

STREETS AND PLACES WITHIN THE PROPOSED BID Where a street is marked 'part', the approved map and final hereditament schedule determine the properties included. COVENT GARDEN

Piccadilly Circus & Leicester Square district

AR W DO UR

ST RE ET

CHINATOWN

GREAT NEWPORT S TREET

LITTLE N E

ES TE

NU UR YA VE

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S II

JA ME

RO W NE W DO

S ’S

L PA

SQ RE

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TO RL

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N GA

TO RL RD EN

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R EET

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CHARING CROSS

Street or place Charing Cross Road (part) Coventry Street Cranbourn Street (part) Excel Court Great Windmill Street (part) Huguenot House Irving Street Leicester Court Leicester Square Lisle Street (part) Long's Court Orange Street Pall Mall East (part) Piccadilly (part) Piccadilly Circus Station Rupert Court Shaftesbury Avenue (part) Sherwood Street Suffolk Place Swiss Centre The Trocadero Whitcomb Court

Whitcomb Street

LC OU

S ’S

E TR

E AT W

S ’S

R YA

TRAFALGAR SQUARE

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A LL

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COCKS PUR ST

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B LU

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NATIONAL PORTRAIT GALLERY

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WILLIAM IV STR

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GREEN PARK

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TIN ’ S L ANE ST MA R

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TRE GE S

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ENGLISH NATIONAL OPERA

THE NATIONAL GALLERY

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ST MARTIN’S COURT

A LB

A RC

STR EET

RRI

N EW R

LEICESTER SQUARE

IRVI N G

TR EE

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ST N PA

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EL E AC

STRE E

W LO

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THE RITZ

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LEICESTER SQUARE

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PA NT

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PIC

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ROYAL ACADEMY OF ARTS

PI C

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PICCADILLY CIRCUS

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ANTEROS

ST R E ET

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PICCADILLY LIGHTS

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C H A RING CRO S S ROAD

T EE

LIS

This schedule applies only to the Leicester Square & Piccadilly Circus Occupier BID ballot.

SOHO

GLA SSHOUSE

WPORT STRE

Street or place Bear Street Clareville House COVENT GARDEN Cranbourn Alley Denman Street (part) Glasshouse Street (part) Haymarket (part) Hunt's Court Jermyn Street (part) Leicester Place Leicester Street Little Newport Street (part) New Coventry Street Oxendon Street Panton Street Piccadilly Circus Regent Street (part) Rupert Street (part) Shavers Place St Martin's Street Suffolk Street Swiss Court Wardour Street (part) BE

SCHEDULE 1: LEICESTER SQUARE & PICCADILLY CIRCUS OCCUPIER BID

’S

S’S

GREEN PARK

’S

M ES PL

N TO RL

E LI T

E ST

S ’S

ST JAMES’S PARK

65 E CL

W RO

ST JAMES’S

WHY 2023 RATEABLE VALUES ARE USED

EXPENDITURE BUDGET

The 2026 revaluation increased average rateable values across this BID by approximately 21.7%. Using the 2023 list gives businesses greater cost certainty and avoids applying the levy to the full revaluation increase at the start of the term.

WORKED LEVY EXAMPLES These examples show the levy payable for a full year and assume no charitable relief applies. 2023 rateable value £130,000 £225,000 £500,000 £2,000,000 £5,000,000

2027/28 at 1.41% £1,833 £3,172.50 £7,050 £28,200 £50,000 cap

2028/29 at 1.44% £1,872 £3,240 £7,200 £28,800 £50,000 cap

2029/30 at 1.47% £1,911 £3,307.50 £7,350 £29,400 £50,000 cap

THREE-YEAR BUDGET All income and spending for this BID will be recorded separately and used only for this BID.

Business support Speaking up for businesses Streets and investment projects Campaigns and events Street management, security and cleaning BID renewal Core costs Contingency Total expenditure

2027/28

2028/29

2029/30

Three-year total

£60,346

£62,156

£64,021

£186,523

£82,578

£85,056

£87,607

£255,241

£290,082

£298,785

£307,748

£896,615

£278,436

£286,789

£295,393

£860,618

£347,252

£357,669

£368,399

£1,073,320

£18,768 £324,211 £42,525

£19,331 £333,937 £43,801

£19,911 £343,956 £45,115

£58,010 £1,002,104 £131,441

£1,444,198

£1,487,524

£1,532,150

£4,463,872

Investment through the two BIDs covering this area Leicester Square & Piccadilly Circus Occupier BID Leicester Square & Piccadilly Circus Property Owner BID Total investment through both BIDs covering this area

Three-year value relevant to 2027-2030 Approximately £4.5m Approximately £5.0m Approximately £9.5m

The Occupier BID and the Property Owner BID covering the same area have separate levy rules, budgets and accounts. If the Occupier BID is not renewed, it will end on 31 March 2027. The Property Owner BID covering the same area would also have to end. HOLBA’s additional services in the area would stop and would not be replaced.

Forecast balance over the term: £43,282. Any remaining balance will stay with this BID and be managed through budgets approved by the Board.

FORECAST INCOME Income

2027/28

2028/29

2029/30

Three-year total

BID levy

£1,417,504

£1,460,029

£1,503,830

£4,381,363

Other income

£40,697

£41,918

£43,176

£125,791

Total income

£1,458,201

£1,501,947

£1,547,006

£4,507,154

Expenditure

WHAT A YES OR NO VOTE MEANS

BOUNDARY AND ELIGIBILITY

STREETS AND PLACES WITHIN THE PROPOSED BID

The levy applies to eligible hereditaments within the approved boundary with a 2023 rateable value of £225,000 or more.

SCHEDULE 2: PICCADILLY & JERMYN STREET OCCUPIER BID

Street or place Babmaes Street (part) Burlington Arcade COVENT GARDEN Burlington House Charles II Street (part) Dover Street (part) Eagle House Haymarket (part) Lansdowne Row Norris Street Pall Mall Place Piccadilly Arcade Princes Arcade Regent Street (part) St James’s Market Stratton Street Vine Street

COVENT GARDEN

AR W DO UR ST REE T

CHINATOWN

GREAT NEWPORT S TREET

LITTLE N E

Piccadilly & Jermyn Street district

RR GE

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L PA

RO W NE W DO

S ’S SQ RE

PL E AC

TO RL

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N EN S

L PA

GE L CO

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RD YA

TO RL

KIN

TO RL

WILLIAM IV STREET

U SE

R EET

CHARING CROSS

S PL

Street or place Berkeley Street Burlington Gardens (part) Carlton Street Church Place Duke Street (part) Eagle Place Jermyn Street (part) Mayfair Place Pall Mall (part) Piccadilly (part) Piccadilly Place Princes House Sackville Street St James’s Street (part) Swallow Street (part) Waterloo Place (part)

ET R PA

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S ’S

GREEN PARK

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NATIONAL PORTRAIT GALLERY

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THE NATIONAL GALLERY

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Proposed extension area from 1 April 2027

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ACE

JAM

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GREEN PARK ST

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This schedule applies only to the Piccadilly & Jermyn Street Occupier BID ballot. The boundary includes an expansion into Berkeley Street, Stratton Street, Lansdowne Row and Mayfair Place.

Where a street is marked ‘part’, the approved map and final hereditament schedule determine the properties included.

LITT

S ’S

ST JAMES’S PARK

C LE

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W RO

ST JAMES’S

WHY 2023 RATEABLE VALUES ARE USED The 2026 revaluation increased average rateable values across this BID by approximately 14.7%. Using the 2023 list gives businesses greater cost certainty and avoids applying the levy to the full revaluation increase at the start of the term.

The proposed extension covers Berkeley Street, Stratton Street, Lansdowne Row and Mayfair Place.

WORKED LEVY EXAMPLES

EXPENDITURE BUDGET

These examples show the levy payable for a full year and assume no charitable relief applies.

Expenditure

2023 rateable value £225,000 £500,000 £2,000,000 £5,000,000

2027/28 at 1.41% £3,172.50 £7,050 £28,200 £50,000 cap

2028/29 at 1.44% £3,240 £7,200 £28,800 £50,000 cap

2029/30 at 1.47% £3,307.50 £7,350 £29,400 £50,000 cap

THREE-YEAR BUDGET All income and spending for this BID, including the four streets proposed for inclusion, will be recorded separately and used only for this BID.

FORECAST INCOME Income BID levy Other income Total income

2027/28 £1,904,518

2028/29 £1,961,654

2029/30 £2,020,503

Three-year total £5,886,675

£40,697

£41,918

£43,176

£125,791

£1,945,215

£2,003,572

£2,063,679

£6,012,466

Business support Speaking up for businesses Streets and investment projects Campaigns and events Street management, security and cleaning BID renewal Core costs Contingency Total expenditure

WHAT A YES OR NO VOTE MEANS

2027/28

2028/29

2029/30

Threeyear total

£80,982

£83,411

£85,914

£250,307

£110,817

£114,142

£117,566

£342,525

£389,281

£400,960

£412,988

£1,203,229

£373,653

£384,863

£396,408

£1,154,924

£466,001

£479,981

£494,380

£1,440,362

£25,187 £435,081 £57,136

£25,942 £448,134 £58,850

£26,721 £461,578 £60,615

£77,850 £1,344,793 £176,601

£1,938,138

£1,996,283

£2,056,170

£5,990,591

Investment through the two BIDs covering this area Piccadilly & Jermyn Street Occupier BID Piccadilly & Jermyn Street Property Owner BID Total investment through both BIDs covering this area

Three-year value relevant to 2027-2030 Approximately £6m Approximately £5m Approximately £11m

The Occupier BID and the Property Owner BID covering the same area have separate levy rules, budgets, and accounts. If the Occupier BID is not renewed, it will end on 31 March 2027 and the Property Owner BID covering the same area would also have to end. The additional services, projects and investment funded through both BIDs would therefore stop and would not be replaced.

Forecast balance over the term: £21,875. Any remaining balance will stay with this BID and be managed through budgets approved by the Board.

THE CHOICE IS YOURS A YES vote will protect the services businesses rely on every day and give HOLBA the mandate to tackle the bigger issues businesses have asked us to lead crime, the cost of doing business, and investment and growth.

If both Occupier BIDs are renewed, around £20 million of planned investment will be secured across the two areas over the next three years, before grants, sponsorship and other funding are added. If an Occupier BID is not renewed, it will end on 31 March 2027 and the corresponding Property Owner BID will also have to end. The additional services, projects and investment funded through both BIDs would therefore stop.

Protect the place your business depends on. Vote YES by 4 March 2027.

PROTECTING THE PLACE YOUR BUSINESS DEPENDS ON