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Annual Report 2017 Number of Apartments 18,058 ANNUAL REPORT 2017 NUMBER OF APARTMENTS 18,058 MARKET VALUE, PROPERTIES SEK 21,456 m RENTAL INCOME, YEARLY SEK 1,576 m NET OPERATING INCOME, YEARLY SEK 862 m PROFIT BEFORE TAX SEK 2,014 m EARNINGS PER SHARE SEK 20.34 CONTENTS D. Carnegie & Co in short The year in brief Statement from the CEO 2 Goals and strategy 4 Market 8 Tenants, co-workers and management 12 Refurbishment and social enagement 20 Development 30 Property portfolio 32 Financing 36 Earning capacity 40 Share and shareholders 42 Risks and risk identification 46 Sustainability report 50 Corporate governance 60 Board, management and auditors 68 FINANCIAL STATEMENTS Director’s report 72 Consolidated income statement 80 Consolidated statement of 80 comprehensive income Consolidated balance sheet 81 Consolidated statement of changes 82 in equity Consolidated cash flow statement 83 Parent company income statement 84 Parent company statement of 84 comprehensive income Parent company balance sheet 85 Parent company statement of changes 86 in equity Parent company cash flow statement 87 Notes 88 Audit report 113 List of properties 116 Definitions 159 Calendar 160 D. CARNEGIE & CO IN SHORT D. Carnegie & Co owns and manages residential properties with a long-term perspective focusing on Stockholm and other growth areas. The properties are managed with the highest possible level of service and cooperation with the surrounding community in order to create high-quality residential housing long-term. D. CARNEGIE & CO AIMS TO: Refurbish the portfolio and create increased cash flow and value growth through D. Carnegie & Co’s well-proven refurbishment process Manage and develop its own properties Develop building rights within the existing portfolio Create high client satisfaction among the company’s tenants Capitalize on growth opportunities, including through acquisitions THE COMPANY’S DEVELOPMENT 2014 2015 2016 2017 MARKET VALUE, PROPERTIES SEK 11,521 m SEK 13,826 m SEK 16,998 m SEK 21,456 m NOI SEK 258 m SEK 554 m SEK 631 m SEK 774 m EARNINGS PER SHARE SEK 4.80 SEK 16.10 SEK 22.20 SEK 20.34 ADJUSTED EQUITY SEK 51.99 SEK 73.50 SEK 101.96 m SEK 127.90 m (EPRA NAV) PER SHARE THE YEAR IN BRIEF Q1 Q3 Signs agreement to acquire properties in Arboga, Svein Erik Lilleland is appointed interim CEO after Köping and Tranås. Ulf Nilsson’s decision to step down as CEO. Decides to prepare the procurement of the Participates in the start up of the BID-project company’s first new construction of a residential (Business Improvement Districts) in Märsta. property in Upplands-Bro municipality. Q4 Q2 Completes refinancing of SEK 3,255 million. Enters into an agreement to acquire 1,420 Divestment of a site-leasehold with a grocery apartments in the Stockholm region. store in Akalla at a property value 95 % above book value. Enters into an agreement to acquire 749 apartments in Västerås. Enters into an agreement with the city of Stock- holm regarding the start of a detailed planning pro- cess for almost 30,000 residential sq m in Husby. Opens the Ester Foundation-program of education for immigrant women in entrepre- neurship. SEK 11,521 m SEK 13,826 m SEK 16,998 m SEK 21,456 m SEK 258 m SEK 554 m SEK 631 m SEK 774 m SEK 4.80 SEK 16.10 SEK 22.20 SEK 20.34 SEK 51.99 SEK 73.50 SEK 101.96 m SEK 127.90 m ANNUAL REPORT 2017 D. Carnegie & Co AB (publ) 1 STATEMENT FROM THE CEO CONTINUED HIGH INVESTMENT PACE The year 2017 was another successful year for D. Carnegie & Co. It was characterized by new long- term investments, a further enhanced focus on the well-being of our tenants and strong value growth in the property portfolio. Overall, this has contributed to entering 2018 as a stronger company well equipped to continue to acquire, develop and manage rental properties. I am convinced that companies with long-term ambitions regions and areas with strong growth prospects. The 749 must put their customers first in order to be successful. apartments that we signed an ageement to acquire from Satisfied customers are loyal and the company’s best ambas- the municipal housing company Mimer in Västerås are sadors. For us, a residential real estate company, the tenants particularly worth mentioning in this context. It is a great are our first priority. Further steps towards better housing honor to have the opportunity to take over the manage- and a more pleasant environment has therefore continued ment of apartments from the public sector. That confidence to be our focus in 2017. is something that we are going to manage well and we are We know that service and safety are highly valued looking forward to making more similar acquisitions in by our tenants. Therefore we have, among other things, other municipalities over the coming years. strengthened our service organisation with a tenant mediator whose responsibility is to support the individual Good cooperation with municipalities and other tenant in particular complex issues regarding service and community stakeholders maintenance. In this way, we increase the well-being of During the year we have taken several initiatives to coope- our tenants. I am also certain of that this contributes to rate with other community stakeholders around the general explaining that we have almost no vacant apartments and development in the areas in which we have properties. In that we during 2017 had over 25,000 apartment applicants. many of these areas there is a substantial need for efforts This is evidence to us that it is attractive to live in our newly that are difficult to execute by ourselves. A collective refurbished apartments. This is pleasing. approach from both property owners and municipali- Continued large investments ties is often the most effective way to lift entire areas or city districts. We have therefore for example initiated a During 2017 we invested large amounts in the develop- formation of a property association in Gottsunda/Valsätra ment of our properties and their surrounding areas. This is in Uppsala during 2017 where the municipality and other possible thanks to our business model that creates value and property owners in the area are represented. The property therefore generates capital which we reinvest. association shall work to develop the area in a positive It is great to see and to be able to show others the direction as a whole with increased safety and improved changes that we have been able to achieve in the areas in conditions for trade and communications. which we operate. It creates confidence in what we do. The We have also participated in the startup of what’s called enduring values that we contribute proves that we are long- a BID-project (Business Improvement Districts) in the area term owners and property managers. Valsta in Märsta. The project is a cooperation between a number of local stakeholders with the purpose of increasing A considerably expanded property portfolio safety and the attractiveness of the area. This has been very On the acquisition front, the aim this year has been to successful and we are planning to implement BID in other expand the property portfolio with good properties in parts of our portfolio in the future. 2 D. Carnegie & Co AB (publ) ANNUAL REPORT 2017 STATEMENT FROM THE CEO These are some examples of cooperation and efforts that increases the value of our properties. These partnerships with municipalities and others have become an increasingly important and an even more integrated part of our business model. The rental apartment is strong in a turbulent market During the fourth quarter the for-sale housing market has faced certain challenges, including in our metropolitan areas. These are related to value expectations and a degree of supply in some segments. At the same time, we see that the demand for rental apartments has been strong during the year and appears to become even stronger in coming years. The creation of more rental apartments is also a focus area for several municipalities. As a long-term residential housing owner we have therefore every reason to expect a bright future for our operations. After a successful 2017 we have a very good platform which is sustainable for continuing development. We are entering 2018 with the ambition to make more long-term acquisitions and further improve the well-being of our tenants. Stockholm, April 2018 Svein Erik Lilleland CEO, D. Carnegie & Co ANNUAL REPORT 2017 D. Carnegie & Co AB (publ) 3 GOALS AND STRATEGY GOALS AND STRATEGY 4 D. Carnegie & Co AB (publ) ANNUAL REPORT 2017 GOALS AND STRATEGY VISION To develop and improve the company’s property portfolio into attractive modern housing units through good property management and thorough renovation. MISSION D. Carnegie & Co acquires, owns and manages properties to provide better housing for everyone. OUR STORY Economic growth and high demand for apartments in growth regions make invest- ments in older residential apartments profitable. Through extensive investments, D. Carnegie & Co creates significant value in these areas. Value that the society can take part in and that contributes to renewal and development. We act in a long-term manner. Modernization and upgrading of individual apart- ments is solely carried out on a voluntary basis. Our engagement also includes deve- loping the areas and we invest in the outdoor environment, common areas and new construction. Through presence and dedication we create an environment that gives pride and well-being to the residents, a positive force for the surrounding community. FINANCIAL TARGETS D. Carnegie & Co has the following financial targets: • Annual growth in value of 10 percent in the existing portfolio • Maximum 65 percent loan-to-value ratio • Equity ratio of at least 30 percent OUTCOME Growth in value: 9 percent Loan-to-value ratio: 54 percent Equity ratio: 34 percent ANNUAL REPORT 2017 D.
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