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COMMUNITY NITY Enhancement C MMUCOMMUNITY NITY Enhancement TRUST HOUSE LTD AND TRUST HOUSE FOUNDATION 2018 C I’M EXTREMELY PROUD OF ALL THE PEOPLE WHO WORK FOR AND WITH US MMU AT TRUST HOUSE AND THE RESULTS THAT WE’VE ACHIEVED IN CREATING, DELIVERING AND ENHANCING THE NITY COMMUNITIES AND BUSINESSES IN THE Enhancement REGIONS IN WHICH WE TRADE. The last few years have delivered some Reinvestment was also a strong focus from our community owned assets. significant change to our business model with throughout the year with over $2m invested I also take this opportunity to thank the Senior a move away from traditional retail segments back into the social housing portfolio, which Team and all the staff at Trust House who do but closer ties to social housing, hospitality and included completion of the Kuripuni Street a great job, be it in hospitality, housing or renewable energy production. regeneration program, and over $750k invested administration. Our renewed success is down to The catalyst for change was directly related to back into Copthorne Resort Solway Park as the skill and commitment that our staff deliver pressure on our traditional market segments, part of the five year asset development plan. each and every day. increased costs of doing business and an Continued investment back into our asset base will increase for the year ahead. I also thank Jock Kershaw, our Chairman, for expensive operating model that required his guidance and to all of the Directors of the significant reengineering. Whilst our results are great, there is still plenty company for the wise counsel that I and the It is therefore very pleasing to note that after of work to do and we have set some lofty Senior Team have received throughout the year. objectives for the year ahead, with paying down the implementation of significant turnaround I also thank our communities for their continued strategies, that we can report to you a very debt and providing better outcomes for our tenants being the key elements of our plan. support to Trust House businesses; the increase encouraging financial performance for the year in support of our businesses and our brand has ending 31st March 2018. Our vision “to make a positive difference to been impressive. our communities” is well embedded into the For the first time in over 10 years the company We at Trust House are looking forward to the will report trading profitability in excess of organisation’s DNA. It is what we strive to achieve and our figures certainly confirm an year ahead and to further enhancing the well- $1m. Total Group net profit pre donations being of the communities in which we trade. and post asset revaluations in excess of $11m increase in the value that we deliver back into the communities in which we trade. It is our reason for being and one that we are and importantly for our communities; grants, determined to achieve. donations and sponsorships in excess of $4.1m. The year ahead will again be a strong one for the Group, we have created strong foundations Thanks for your continued support. to ensure that future generations will benefit Aan Poard CHIEF EXECUTIVE PHOTO : JADE CVETKOV PHOTOGRAPHY DIRECTORS Report JOCK Principal activities Relationship with shareholders KERSHAW Trust House Limited is a community enterprise that owns and operates business There is an agreement with the shareholders that: units in the Wairarapa, Wellington, Kapiti, Tararua and Hawkes Bay regions. Business plans will be presented in March each year for the financial year Management services were provided to Trust House Foundation. beginning 1 April. Trust House’s shareholding comprises: • Reports on key events and trading compared to business plan targets will • Masterton Community Trust 94.26% be presented quarterly. • Flaxmere Licensing Trust 3.97% • Annual accounts will be presented in July. • Flaxmere Licensing (Charitable) Trust 1.77% • Consultation will be undertaken during the annual appointment of Chairman two Directors. The Group owns and operates 10 business units including: • Discussion will occur on all major transactions and, where necessary, Licenced premises – hotels, restaurants, bars, cafes and a bottle store. shareholder approval received. A housing estate with 485 homes to rent. There are strong and close links between the various Trusts and Trust House A hydro-electricity scheme. Limited. Results for the year Auditors Whilst financial improvements were realised throughout the year, trading The Office of the Controller and Auditor-General has appointed Audit New continues to be difficult in traditional market segments. Cash flows (as detailed Zealand to conduct the audit of Trust House Limited and its associated licensing in the following table) were sound and the financial position remains strong. and charitable trusts. Audit fees paid to Audit New Zealand for the year ended 31 March 2018 were $95,845 for Trust House Group. Table 1: Cash Flows Generated Audit and risk Committee YEAR $M The members of the committee are DB Henry (Chairman), L Griffiths, JW Kershaw 2018 6.813 and DJ Baskerville. The Committee met six times during the year. 2017 5.969 2016 5.759 Use of company information 2015 3.482 The Board received no notice during the year from Directors requesting to use Company information received in their capacity as Directors which would not 2014 3.999 have otherwise been available to them. Charitable distribution Share dealing The charitable distribution for the year was $3.8 million and followed the No Director acquired or disposed of any interest in shares in the traditional procedures: local elected representatives call for, or initiate, donations Company during the year. or projects in their areas, and then make the initial decisions on the extent of the grant. These recommendations are then approved, or not, by the Trust House Foundation. All the Regional Net Proceeds Committees have established Interest in transactions Creating priorities for their communities and there is a high degree of openness, No Director is interested in any transaction (as defined by Section 139 of the accountability and consultation. Companies Act 1993) or proposed transaction with the Company. P SITIVE The various reports in this document record the distribution made to each community. COMMUNITIES Directors of the company and Conclusion LTD remuneration Grant and Sponsorship distribution in excess of TRUST HOUSE The Directors, and the remuneration paid to them for the year ended 31 March $4.1 million for the year to 31 March 2018 reinforces 2018 were: the importance of the organisation to our communities. Senior Managers APPOINTED $ The year produced positive trading results and J W Kershaw (Chairman) 2007 49,167 the completion of the organisation’s first housing D B Henry regeneration program. Richard Simmonds Lesley Wright Craig Thomson Allan Pollard Cindra Grant (Chair, Audit 2005 32,500 GENERAL MANAGER, EXECUTIVE ADMINISTRATOR GENERAL MANAGER, HOUSING CHIEF EXECUTIVE GENERAL MANAGER, Committee) Directors are unanimous in their belief that it is CORPORATE SERVICES AND INFRASTRUCTURE OPERATIONS AND COMPLIANCE D J Baskerville 2011 30,519 imperative that the company remains financially strong L M Griffiths 2013 30,333 so that it may offer real and tangible support to the communities in which we trade. M Antonio 2017 23,167 K McAnulty Resigned Sep 2017 13,167 Jock Kershaw TOTAL 178,853 CHAIRMAN - For the Directors of Trust House Limited OPERATIONAL Review There have been many highlights in the last financial year with continued improvements in trading profitability and the completion of the Kuripuni housing Profit and ratios regeneration program, both significant achievements. Table 2 The solid foundation for future growth and sustainable enhancement for the communities in which we trade is fast becoming a reality. This hardly seemed $M 2018 2017 2016 2015 2014 possible five years ago when we had many challenges within our traditional trading markets. *Net profit 11.136 9.540 6.455 4.868 14.309 Community grants The strategic narrowing of our business model has certainly delivered many before benefits to the long-term sustainability of the Group. We also have an asset base donations Major grant recipients from our regions were: delivering many economic benefits back to our communities. This includes, employment opportunities, the use of local goods and service providers and *The major factor for the increased profitability in 2014 was the housing Table 6 many enhanced financial benefits to regional groups, clubs and associations. revaluation in accordance the IFRS 13 accounting standard. We continue to incorporate our strategic framework model in all that we do. RECIPIENT PROJECT AMOUNT Stakeholders have the added advantage of a one page summary which reports on Equity (net worth) $200,000 our five key elements. Table 3 Bring It To Colombo assisting with ground work and site preparation - pre This includes a series of objectives and actions to enhance our five pillars of: Trust resurfacing stage $M • Sustainable profitability YEAR assisting with 2018 NZ Cycle Classic Tour of NZ 16-21 January 2018 in $180,000 • Regulatory Compliance All Kiwi Sports Club Inc the Wairarapa region • Community Wellbeing 2018 67.2 • Brand Equity 2017 59.8 Wings Over Wairarapa assisting with costs of 2019 $80,000 • Systems and processes 2016 53.6 Community Trust air show Together, these pillars assist in the advancement of our core purpose which is to 2015 51.0 enhance the well-being of our communities by distributing profits in support of 2014 50.0 funding
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