DOCSLIB.ORG

The A–Z of Experience £14.4Bn Portfolio 120 Landsec at Or 23.2 Million Sq Ft Assets a Glance 638 Employees Founded Welcome to Landsec

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The A–Z of Experience £14.4Bn Portfolio 120 Landsec at Or 23.2 Million Sq Ft Assets a Glance 638 Employees Founded Welcome to Landsec Annual Report 2017 The A–Z of experience £14.4bn portfolio 120 Landsec at or 23.2 million sq ft assets a glance 638 employees Founded Welcome to Landsec. Number of staf 1944 We buy, sell, develop Largest commercial and manage property company commercial property in UK by market in the UK. capitalisation Our aim is to create a great experience London Portfolio for everyone we rely on, from our customers to our communities, partners and employees. We believe that’s the best way to create long-term 6.5 sustainable value for our shareholders million sq ft portfolio and everyone else we afect. With the background of geopolitical and economic uncertainty 3.1 afecting the UK, our markets lost million sq ft momentum during the year. However, development by having a clear strategy and acting programme completed early, we’ve been able to achieve a good relative performance this year. We consider both the short and long-term efects of our actions. £8.3 billion of assets And in this Annual Report, we’ve further integrated important content about our broader social and environmental impacts. Performance measures: Retail Portfolio £112m Proft before tax (2016: £1,336m) 1.4% 16.7 Total business return (2016: 13.4%) million sq ft portfolio 3.7% Total property return (2016: 11.5%) 38.55p 13 Dividend up 10.1% shopping centres 4.3 out of 5 Customer satisfaction, both London and Retail 13 retail parks 18.5% 2 Reduced carbon intensity (kgCO2/m ) by 18.5% compared to 2013/14 baseline 20 962 leisure destinations Employment created for 962 disadvantaged people to date Everything we do starts with Contents Strategic Report understanding the changing needs Strategic Report 16 Chief Executive’s statement and expectations of the people 18 Our market 20 Our strategy who matter most to us – our 24 Key performance indicators 26 Our business model customers, communities, partners 28 Creating sustainable long-term value 30 Financial review and employees. 36 Physical review 38 Social review 42 Managing risk We then draw on our experience 44 Our principal risks and uncertainties 46 London Portfolio review to create the very best experiences 50 Retail Portfolio review 54 Going Concern for them. By getting that right 54 Viability Statement we’re able to create long-term Governance 56 Letter from the Chairman value for our shareholders. 58 Board of Directors 60 Executive Committee 61 Leadership Put simply, for us “Everything 64 Letter from the Chairman of the Nomination Committee is experience”. 66 Efectiveness 68 Letter from the Chairman of the Audit Committee Over the following pages we 70 Accountability 75 Investor relations explore 26 stories that capture 76 Directors’ Remuneration Report – Chairman’s Annual Statement our approach in action, from 78 Remuneration at a glance 80 Annual Report on Remuneration A to Z. And we report on 90 Summary of Directors’ Remuneration Policy what our approach achieved 92 Directors’ Report Financial statements this year – fnancially, socially 96 Statement of Directors’ Responsibilities and physically. 97 Independent Auditor’s Report 103 Income statement 103 Statement of comprehensive income 104 Balance sheets 105 Statement of changes in equity 106 Statement of cash fows 107 Notes to the fnancial statements Additional information 156 Business analysis – Group 160 Business analysis – London 161 Business analysis – Retail 162 Sustainability reporting 168 Combined Portfolio analysis 170 Lease lengths 171 Development pipeline and trading property development schemes 172 Alternative performance measures 172 Five year summary 174 Acquisitions, disposals and capital expenditure 175 Remuneration policy 180 Subsidiaries, joint ventures and associates 183 Shareholder information 186 Key contacts and advisers 187 Glossary Visit our new website www.landsec.com IBC Cautionary statement Landsec Annual Report 2017 1 breath of of breath A air fresh We design our buildings to be healthy, efcient and productive spaces. Which is why our ventilation system at The Zig Zag Building supplies air as fresh as you’d fnd at the coast. At Bluewater, our upgraded system is so efective we’ve turned of the air conditioning. That’s cut costs and energy use, and helps make the place even more inviting for visitors. 2 Landsec Annual Report 2017 Our year Strategic Report This year brought political, social and economic uncertainty. That afected our markets, weakening demand for space. Put simply, our markets don’t know what’s next. In London, the ofce market reached a turning point. Supply-constrained conditions eased and the vacancy rate rose, with the Brexit vote a catalyst for change. In the retail sector, a range of factors impacted retailers’ confdence, from the threat of cost infation to online sales growth. But we also saw opportunities. Successful businesses continued to look for innovative, technically resilient space in London. And in retail, there remained continued demand from dynamic brands for new and repurposed space in the best locations. Landsec Annual Report 2017 3 We also saw the continuation of four long-term trends – each driven by expectation, each creating opportunities for us: Smart ofce occupiers expect their work environment to deliver business benefts. That includes operational efciency, but it’s also about attracting, inspiring and enabling talent. People expect more from their shopping experience. Destination centres must go way beyond convenience and choice and provide a truly memorable day (and night) out. People also expect the best businesses to lead on creating better environmental and social outcomes. That means recognising the deeper, Designed with care long-term efects of decisions We work to create memorable customer experiences while and actions. minimising our impact. For example, at 1 New Street Square smart design choices saved 200 And talented employees expect a tonnes of carbon and reduced material costs by more than great career experience. Which is why £600,000. a compelling employer brand is an increasingly valuable asset. 4 Landsec Annual Report 2017 Strategic Report Employer brand We aim to provide employees with a great career experience, so we’re delighted to be one of Property Week’s ‘Best Places to Work in Property’ list – the only listed REIT included in their list. Community impact We’ve launched the UK’s frst scafolding academy inside a prison, helping ofenders at HMP Brixton get the skills and experience they need to fnd employment outside – reducing the risk of re-ofending. Blend of experience It’s vital our team has the right Film stars blend of experience, skills and Destination centres give people knowledge – including at the top. plenty of reasons to spend time as This year, Nicholas Cadbury joined well as money. Which is why you’ll the Board, further enhancing our now fnd 28 boutique and multiplex fnancial and consumer expertise. cinemas within our Retail Portfolio. Landsec Annual Report 2017 5 Knowing our market From smart technologies embedded in buildings to more fexible leases, we’re using our experience to prepare now for what our customers will need tomorrow. Lighting up London At Piccadilly Lights we’re creating Europe’s most technically advanced digital screen, giving customers extraordinary new ways to interact with two million people each week. Healthy HQ From collaborative working spaces and smart acoustics to a healthy food bar, our new HQ in Victoria has transformed the workplace experience for our employees. 6 Landsec Annual Report 2017 Strategic Report Insights drive relationships By working to understand the business, we’ve helped TripAdvisor grow. Their customer experience has inspired them to triple space with us at Soho Square and commit through to 2023. Multi-channel opportunities Jobs change lives Fashionista Missguided opens at Bluewater this summer, part of the At our Lewisham shopping trend for online retailers to provide centre we’re supporting an a deeper brand experience through innovative approach to work physical stores. experience, helping young people gain skills, develop self-discipline and fnd jobs. Girls Can Do It Too The proportion of female workers in UK construction is just 11%. To give young women an experience of working in construction, our Girls Can Do It Too project invited students at two girls’ schools to plan, design and model a development, pitching their ideas to a panel of ‘dragons’. Landsec Annual Report 2017 7 ova shines ova N bright We’ve created a stunning new destination in the heart of SW1, with landmark ofce space and an array of eateries making this a stylish and delicious place to work, visit and play. 17 new restaurants and three pop-up kiosks are set to open this summer, together with hundreds of alfresco dining seats. Pedestrianisation, public art and striking architecture complete the transformation of this area between Victoria Station and the Royal Parks. 8 Landsec Annual Report 2017 So how did we address our Strategic Report opportunities this year? We drew our speculative London development programme to a close and sharpened our focus on letting space, actively managing assets and patiently tracking potential acquisitions. We worked to improve further our Retail Portfolio, fnding new ways to help retailers and restaurateurs delight customers. We became the frst property company in the world to have its science-based carbon targets formally approved. We also helped take our industry forward on community employment and wellbeing. And we enhanced the career experience we ofer, moving to a new headquarters designed for collaborative working and developing new ways to strengthen our culture. Landsec Annual Report 2017 9 Our resilient results this year are down to the actions we have taken over the past few years to upgrade our assets and strengthen our balance sheet. In March 2010 when we restarted development, our Combined Portfolio Queuing around was valued at £9.5bn and debt was the block Our student lock-ins promise £4.2bn.
Load more

Recommended publications
  • Skills and Services Directory Achieve More from Your Property Property
    Skills and Services Directory Achieve more from your property Property. It’s what we do every day – and we love it. When you experience the difference we can make, we think you’ll really appreciate what we do… So how can we help you exactly? Well, we offer you expert advice and a comprehensive range of services to cover all your property needs. We can help you make the very best property decisions to get the result you’re after. We are ready to help you make sure you achieve more from your property right now. Contact us today on 0333 772 1235 or [email protected] Asset Experience Academic, Health and Land Community Property and Institutional Airfields Public Realm Day care facilities Barns Community centres Doctors’ surgeries Brownfield sites County farm estates Extra care development Common land Leisure centres Primary care centres Contaminated land Libraries and information centres Respite and Residential Country parks, national parks Markets and small business centres care facilities and public open spaces Police, fire and ambulance stations Schools, colleges and Crown land Public access universities Development land Sports centres Student accommodation Entitlement Social housing Supported housing ESAs, AONBs and SSSIs Town halls and administrative Equestrian offices Historical Estates Ancient Monuments Farm and accommodation land Residential Churches Foreshores and rivers Country houses Church houses Glebe land Residential investments Listed buildings Greenfield sites Horticulture Retail Industrial Landfill sites Banks
    [Show full text]
  • March 2010 Annual Report
    TR Property Investment Trust plc –TR Property Investment Trust ReportMarch 2010 & Accounts for the year ended 31 TR Property Investment Trust plc Report & Accounts for the year ended 31 March 2010 TR Property Investment Trust plc is managed by This document is printed on Revive Silk of which 75% of the furnish is made from 100% de-inked post consumer waste. The remaining 25% being mill broke and virgin fibres. This paper is bleached using a combination of Totally Chlorine Free (TCF) and Elemental Chlorine Free (ECF). The manufacturing mill is accredited with the ISO 14001 standard for environmental management. TR Property Investment Trust plc Directors’ Review Accounts 1 Overview 62 Independent Auditors’ Report 2 Statement of Investment Objective and Policy 63 Group Income Statement 4 Financial Highlights and Performance 64 Group and Company Statement of Changes in Equity 5 Historical Performance 65 Group and Company Balance Sheets 6 Chairman’s Statement 66 Group and Company Cash Flow Statements 10 Managers’ Report – Market Background and Outlook 67 Notes to the Financial Statements 15 Ordinary Shares – Financial Highlights and Performance Shareholder Information 16 Ordinary Shares – Manager’s Report 89 Notice of Annual General Meeting 21 Ordinary Shares – Portfolio Details 93 Notice of Separate Class Meeting of Ordinary 27 Ordinary Shares – Income Statement Shareholders 28 Ordinary Shares – Balance Sheet 94 Notice of Separate Class Meeting of Sigma Shareholders 29 Sigma Shares – Financial Highlights and Performance 95 Explanation of
    [Show full text]
  • Taylor Woodrow Plc Report and Accounts 2006 Our Aim Is to Be the Homebuilder of Choice
    Taylor Woodrow plc Report and Accounts 2006 Our aim is to be the homebuilder of choice. Our primary business is the development of sustainable communities of high-quality homes in selected markets in the UK, North America, Spain and Gibraltar. We seek to add shareholder value through the achievement of profitable growth and effective capital management. Contents 01 Group Financial Highlights 54 Consolidated Cash Flow 02 Chairman’s Statement Statement 05 Chief Executive’s Review 55 Notes to the Consolidated 28 Board of Directors Financial Statements 30 Report of the Directors 79 Independent Auditors’ Report 33 Corporate Governance Statement 80 Accounting Policies 37 Directors’ Remuneration Report 81 Company Balance Sheet 46 Directors’ Responsibilities 82 Notes to the Company Financial Statement Statements 47 Independent Auditors’ Report 87 Particulars of Principal Subsidiary 48 Accounting Policies Undertakings 51 Consolidated Income Statement 88 Five Year Review 52 Consolidated Statement of 90 Shareholder Facilities Recognised Income and Expense 92 Principal Taylor Woodrow Offices 53 Consolidated Balance Sheet Group Financial Highlights • Group revenues £3.68bn (2005: £3.56bn) • Housing profit from operations* £469m (2005: £456m) • Profit before tax £406m (2005: £411m) • Basic earnings per share 50.5 pence (2005: 50.6 pence) • Full year dividend 14.75 pence (2005: 13.4 pence) • Net gearing 18.6 per cent (2005: 23.7 per cent) • Equity shareholders’ funds per share 364.7 pence (2005: 338.4 pence) Profit before tax £m 2006 405.6 2005 411.0 2004 403.9 Full year dividend pence (Represents interim dividends declared and paid and final dividend for the year as declared by the Board) 2006 14.75 2005 13.4 2004 11.1 Equity shareholders’ funds per share pence 2006 364.7 2005 338.4 2004 303.8 * Profit from operations is before joint ventures’ interest and tax (see Note 3, page 56).
    [Show full text]
  • Please Download Our Brochure
    “During 2020 the UK market saw £40Bn of commercial property investment transactions. £10.5Bn of this was in Central London and a significant proportion (almost c.30%) was from Asia – based capital.” Allsop LLP & Millennium Group UK property consultants Allsop LLP and Asia-based property advisors Millennium Group formed an alliance to strengthen their services to advise existing and new Asia-based investors looking to deploy capital into UK real estate. The alliance serves to leverage the long-standing relationships and understanding of Asian client needs with the experience, expertise and extensive local market knowledge of the UK markets. This international synergy enables us to create informed, sensible, bespoke strategies through the entire cycle of property investing that is tailored to individual or corporate requirements. Services we offer overseas clients with UK assets and aspirations include: Lease Advisory – Asset & Development Investment Advisory rent reviews & restructures Management Development Valuation Office Leasing Consultancy Residential Development Property Business Rates & Investment Management About About • Established in 1906 • Pride ourselves on our open, • Established in 1998 • Independent property friendly and honest business • Full Asia coverage approach consultancy (LLP) • Numerous long-standing relationships with • Market-leading reputation for high • 19 Equity Partners Asia’s most prominent property investors quality service, market knowledge, • 125 Fee Earners insight and expertise • Property management partnership
    [Show full text]
  • Technology and the Future of Real Estate Investment Management
    Technology and the Future of Real Estate Investment Management PI LABS X OXFORD FUTURE OF REAL ESTATE INITIATIVE: TECHNOLOGY AND THE FUTURE OF REAL ESTATE INVESTMENT MANAGEMENT 2 Contents Foreword 03 Executive summary 04 Introduction: the global property investment universe 07 Issues for the industry 08 The Investment Manager of the future 10 Technology and investment managers 13 Roundtable findings 16 The data standardisation problem 18 Start-up market map 22 Distribution and investor management 23 Capital raising 24 Investor relations and reporting 26 Operations, compliance, finance and fund structuring 27 Performance analysis 29 Manufacturing and the investment process 31 Sourcing 32 Appraisals 34 Negotiation 37 Transactions (acquisitions and disposals) 38 Portfolio management 39 Asset management 40 Conclusions 43 References 45 Figures 46 Tables 47 PI LABS X OXFORD FUTURE OF REAL ESTATE INITIATIVE: TECHNOLOGY AND THE FUTURE OF REAL ESTATE INVESTMENT MANAGEMENT 3 Foreword Against the macro-economic backdrop of climate change, rapid urbanisation and now COVID-19, the industry is facing challenges it has never seen before. Understanding how to negotiate these challenges will require collaboration, new industry standards and the application of technology. Those real estate investment managers best able to weather this storm will be those who are most innovative and best at adopting emerging technologies. While it is clear that the real estate investment management sector is at the beginning of a process of digital transition, there are many barriers inhibiting the widespread application of technology. This is most likely due to the lack of a regulatory framework and industry standards regarding the ownership and sharing of digital data, as well as a lack of knowledge of the available solutions.
    [Show full text]
  • City Investment Watch
    UK Commercial – January 2021 MARKET IN City Investment MINUTES Savills Research Watch December records highest monthly volume of 2020 bringing the annual total to £4.48Bn. December is historically the busiest month of the year as and retail complex totals approximately 192,700 sq. ft. The investors look to close deals prior to year-end. Any concerns total rent passing is approximately £7.3 million per annum the typical flurry of activity would be impacted by the with approximately 40% of the income expiring in 2021. omnipresent political and economic disruption, principally December saw £1.18Bn focused around lengthy Brexit trade negotiations and the No new assets were marketed in December given the transact over 16 deals ever-evolving Covid-19 pandemic, were allayed swiftly. disruption associated with the November Lockdown and the The largest deal of the year exchanged early in the month Christmas / New Year break. Accordingly, with the rise in contributing to a monthly volume of £1.18Bn, a significant investment turnover there has been an expected fall in the increase on November (£404M) and the 2020 monthly average volume of stock under offer, which currently stands at £1.50Bn of £301.60M, but 31% below December 2019 (£1.69Bn). across 14 transactions. A comparatively strong December contributed to a total Q4 Unsurprisingly given the disruption across both investment volume of £2.14Bn, 34% down on Q4 2019 and 39% down on and occupational markets, investors were principally the Q4 10-year average. Total 2020 transactional volume seeking Core (54% of annual transactional volume over reached £4.48Bn, which is approximately 42.5% down on that 13 transactions) and Core Plus (29% over 29 transactions) achieved in 2019 (£8.18Bn) and 53% below the 10-year average.
    [Show full text]
  • Investor Presentation
    Investor Presentation HY 2020 Our Investment Case 1 2 3 4 Our distinctive The scale and A well-positioned Our operational business model & quality of our development expertise & clear strategy portfolio pipeline customer insight Increasing our focus 22.5m sq ft of Development pipeline Expertise in on mixed use places high quality assets aligned to strategy managing and leasing our assets based on our customer insight Growing London Underpinned by our Provides visibility campuses and resilient balance sheet on future earnings Residential and refining and financial strength Drives incremental Retail value for stakeholders 1 British Land at a glance 1FA, Broadgate £15.4bn Assets under management £11.7bn Of which we own £521m Annualised rent 22.5m sq ft Floor space 97% Occupancy Canada Water Plymouth As at September 2019 2 A diverse, high quality portfolio £11.7bn (BL share) Multi-let Retail (26%) London Campuses (45%) 72% London & South East Solus Retail (5%) Standalone offices (10%) Retail – London & SE (10%) Residential & Canada Water (4%) 3 Our unique London campuses £8.6bn Assets under management £6.4bn Of which we own 78% £205m Annualised rent 6.6m sq ft Floor space 97% Occupancy As at September 2019 4 Canada Water 53 acre mixed use opportunity in Central London 5 Why mixed use? Occupiers Employees want space which is… want space which is… Attractive to skilled Flexible Affordable Well connected Located in vibrant Well connected Safe and promotes Sustainable and employees neighbourhoods wellbeing eco friendly Tech Close to Aligned to
    [Show full text]
  • Consultation Statement Submission Version
    Consultation Statement (Submission) November 2019 2 Consultation Statement (Submission) November 2019 Table of contents 1 Introduction ............................................................................................................................... 4 2 Regulation 19 consultation process ........................................................................................... 6 2.1 Notification ................................................................................................................................ 6 Website .................................................................................................................................... 6 Emails ...................................................................................................................................... 6 Social media ............................................................................................................................ 6 Hard copies ............................................................................................................................. 7 2.2 Coverage .................................................................................................................................. 7 Media coverage ....................................................................................................................... 7 Scrutiny Committee ................................................................................................................ 8 Petitions..................................................................................................................................
    [Show full text]
  • Proptech 3.0: the Future of Real Estate
    University of Oxford Research PropTech 3.0: the future of real estate PROPTECH 3.0: THE FUTURE OF REAL ESTATE WWW.SBS.OXFORD.EDU PROPTECH 3.0: THE FUTURE OF REAL ESTATE PropTech 3.0: the future of real estate Right now, thousands of extremely clever people backed by billions of dollars of often expert investment are working very hard to change the way real estate is traded, used and operated. It would be surprising, to say the least, if this burst of activity – let’s call it PropTech 2.0 - does not lead to some significant change. No doubt many PropTech firms will fail and a lot of money will be lost, but there will be some very successful survivors who will in time have a radical impact on what has been a slow-moving, conservative industry. How, and where, will this happen? Underlying this huge capitalist and social endeavour is a clash of generations. Many of the startups are driven by, and aimed at, millennials, but they often look to babyboomers for money - and sometimes for advice. PropTech 2.0 is also engineering a much-needed boost to property market diversity. Unlike many traditional real estate businesses, PropTech is attracting a diversified pool of talent that has a strong female component, representation from different regions of the world and entrepreneurs from a highly diverse career and education background. Given the difference in background between the establishment and the drivers of the PropTech wave, it is not surprising that there is some disagreement about the level of disruption that PropTech 2.0 will create.
    [Show full text]
  • Retail Is Not Dead and Regionally Dominant Shopping Centres Offer an Attractive Value Play
    REAL ASSETS Research & Strategy For professional clients only January 2019 Retail is not dead and regionally dominant shopping centres offer anattractive value play Executive summary: ■ The consumer has taken control of the retail relationship which is putting pressure on retailers’ margins, as they face increased competition and a need to invest in a full reconfiguration of their supply chain to offer an “Omni-channel” distribution model ■ This pressure on retailers’ margins is likely to limit rental value growth Justin Curlow prospects over the short-term, as traditional bricks and mortar retailers’ Global Head of Research & Strategy space consolidations leave more voids than online pure play retailers establishing a physical presence absorb ■ In our view, regionally dominant shopping centres and second-tier tourist- oriented city high streets represent an attractive “value play” for investors, as we feel the entire sector is being tainted by the same doomsday brush despite the fact that the operational performance of these schemes remains strong ■ The sector is not without risks, as highlighted by the continued raft of Vanessa Moleiro retailer failures and bankruptcies which could be exacerbated if an economic Research Analyst downturn materialised over the short term. In addition, for those schemes that remain viable and in demand, the retailer-landlord relationship has to respond to a shorter retail life cycle and increased ambiguity across ultimate sales channels ■ Ultimately, we do not think the developed world will stop consuming
    [Show full text]
  • Annex 1: Parker Review Survey Results As at 2 November 2020
    Annex 1: Parker Review survey results as at 2 November 2020 The data included in this table is a representation of the survey results as at 2 November 2020, which were self-declared by the FTSE 100 companies. As at March 2021, a further seven FTSE 100 companies have appointed directors from a minority ethnic group, effective in the early months of this year. These companies have been identified through an * in the table below. 3 3 4 4 2 2 Company Company 1 1 (source: BoardEx) Met Not Met Did Not Submit Data Respond Not Did Met Not Met Did Not Submit Data Respond Not Did 1 Admiral Group PLC a 27 Hargreaves Lansdown PLC a 2 Anglo American PLC a 28 Hikma Pharmaceuticals PLC a 3 Antofagasta PLC a 29 HSBC Holdings PLC a InterContinental Hotels 30 a 4 AstraZeneca PLC a Group PLC 5 Avast PLC a 31 Intermediate Capital Group PLC a 6 Aveva PLC a 32 Intertek Group PLC a 7 B&M European Value Retail S.A. a 33 J Sainsbury PLC a 8 Barclays PLC a 34 Johnson Matthey PLC a 9 Barratt Developments PLC a 35 Kingfisher PLC a 10 Berkeley Group Holdings PLC a 36 Legal & General Group PLC a 11 BHP Group PLC a 37 Lloyds Banking Group PLC a 12 BP PLC a 38 Melrose Industries PLC a 13 British American Tobacco PLC a 39 Mondi PLC a 14 British Land Company PLC a 40 National Grid PLC a 15 BT Group PLC a 41 NatWest Group PLC a 16 Bunzl PLC a 42 Ocado Group PLC a 17 Burberry Group PLC a 43 Pearson PLC a 18 Coca-Cola HBC AG a 44 Pennon Group PLC a 19 Compass Group PLC a 45 Phoenix Group Holdings PLC a 20 Diageo PLC a 46 Polymetal International PLC a 21 Experian PLC a 47
    [Show full text]
  • Taylor Wimpey Has a Policy of Continuous Improvement and Reserves the Right to Change Specifications, Designs, Floorplans and Siteplans at Any Time
    CITY LIVING AT ITS BEST AT NORWICH RIVERSIDE CONTENTS 04 - City living at its best 06 - Contemporary styling designed to impress 08 - Well-connected 12 - Luxury touches that make a home even more special 13 - Specification 14 - The Sewell – 1 bedroom apartment 16 - The Nelson – 2 bedroom apartment 18 - The Car Club Please note: Information correct at time of going to print, in February 2012. Taylor Wimpey has a policy of continuous improvement and reserves the right to change specifications, designs, floorplans and siteplans at any time. Room dimensions are subject to change and should not be used when ordering floorcoverings or furnishings. Please ask the Sales Executive for up-to-date information when reserving your new home. 03 CITY LIVING AT ITS BEST NR1 is a new collection of stylish one and two bedroom apartments offering a contemporary design complemented by luxury fittings. Located approximately half a mile from Norwich railway station and one mile from the centre of Norwich, the apartments are perfectly situated for modern city living. 05 CONTEMPORARY STYLING DESIGNED TO IMPRESS The ever-growing historic city of Norwich is renowned for being When it comes to sports, health and Norwich is home to the new NR1 diverse and lively, with something country clubs you will be spoilt for development. NR1 is situated in an to suit all tastes. From traditional choice. Whether it is your weekly ideal location close to a wealth of pubs, trendy bars and all night Zumba or aerobics class, you will amenities, including the Riverside clubs, to chic cafés, award-winning not miss out on your exercise fix.
    [Show full text]