Telford-Project-Sphere-Web2.Pdf
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WHY TELFORD HOMES? LONDON REPUTATION PARTNERSHIPS PEOPLE London’s local Respected across A business built on Looking after our developer the industry relationships employees PLANNING CONSTRUCTION SAFETY SUSTAINABILITY Knowledge across Vast experience of A first class safety Building a living DEVELOPING THE the boroughs complex sites record legacy QUALITY SERVICE PIPELINE OPPORTUNITY HOMES AND CREATING Focus on what our 100% recommendation 4,000 homes to A shortage of new customers want rate for 2017 underpin growth homes in London THE PLACES THAT LONDON NEEDS 1 2 OUR BUSINESS MODEL AMBITION AND STRATEGY OUR KEY RESOURCES AND RELATIONSHIPS OUR AMBITION There is a chronic shortage of new homes in London. Our goal is to grow Telford Homes over the next few years to help RESOURCES RELATIONSHIPS address this shortage. This will involve significantly increasing our output of homes in one of the world’s greatest cities. Land Our people Land owners Our customers OUR STRATEGY Knowledge Respected brand Local authorities Build to rent investors Construction expertise Strong balance sheet Housing associations Supply chain Increasing our average site Broadening our geographic Focusing on affordable size to achieve economies focus within London to access non-prime locations for open of scale more opportunities market sale homes WHAT WE DO AND HOW WE CREATE VALUE OPERATE EFFICIENTLY ACCESS TO LAND MEETING DEMAND Positioning Telford Homes as Maintaining a strong forward Driving the evolution of our a key build to rent developer LAND sold position to limit risk sustainability strategy PLANNING DESIGN CONSTRUCTION SALES and partner across London ACQUISITION ACCELERATING GROWTH REDUCING RISK OPERATE RESPONSIBLY Buying the right Using our Developments that Controlling the Reducing risk, land in the right knowledge to work fit in with local process with driving capital locations across with partners and communities and in-house expertise returns and London optimise policy meet the needs to deliver a quality delivering compliant schemes of customers product excellent customer on programme service 3 4 EXECUTIVE DIRECTORS JON DI-STEFANO KATIE ROGERS JOHN FITZGERALD DAVID CAMPBELL JEROME GEOGHEGAN CHIEF EXECUTIVE GROUP FINANCIAL DIRECTOR GROUP MANAGING DIRECTOR GROUP SALES & MARKETING DIRECTOR GROUP LAND & PLANNING DIRECTOR Jon Di-Stefano joined Telford Homes as Katie joined Telford Homes in 2007 as John Fitzgerald began his career in 1987 David Campbell joined Telford Homes Jerome Geoghegan joined Telford Homes Financial Director in October 2002. Prior Financial Analyst following four years at with Willmott Dixon Construction followed in November 2011 and was appointed as in January 2018 and was appointed to the to this he had one year with Mothercare PwC. Katie progressed to Group Financial by Willmott Dixon Housing. He has over 25 Group Sales & Marketing Director in April Board in February 2018. Jerome has been following five years with Arthur Andersen. Controller within a year and was appointed years’ experience in the construction and 2012. He is responsible for all residential working in residential development for to the Board as Group Financial Director in housebuilding sector and spent the four and commercial property sales, along over 25 years and for the past 20 years Jon became Chief Executive in July 2011 July 2011. Besides leading and managing years prior to joining Telford Homes with with customer relationships and customer was at the L&Q Group most recently as the and since his appointment he has overseen the finance team for the Group, she is Furlong Homes, where he was responsible service. Executive Director of Development and significant profit growth and increasing responsible for long term profit forecasts for their more prestigious developments. Sales. Prior to that he was at East Thames shareholder value. Supported by the David has over 30 years’ experience, and for maintaining ongoing relationships He joined Telford Homes in February 2003 Housing Group. rest of the Board he is responsible for operating as both a Sales & Marketing with the Group’s banking partners. and was appointed a Board director in the Group’s strategic direction including 2007. Director and Regional Managing Jerome has led on the significant and setting the land buying strategy, its area of In 2017 Katie secured a £210 million five- Director for a number of major residential successful growth of L&Q delivering focus, the approach to risk management year revolving credit facility with a club In his role as Group Managing Director he and mixed use developers, including the substantial volumes of new homes through and all other long term business planning. of banks and in 2016 secured a £110 million is responsible for operations across the Berkeley Group, Barratt Developments regeneration and placemaking. He has also He is also a Non-Executive Director and joint venture facility with LaSalle business including construction, health and Wilson Bowden Plc. He brings a wide led on creating their own construction arm a member of the Audit Committee of Investment Management. Together with and safety and sustainability. appreciation of the development process and acquiring and overseeing a strategic Urban&Civic plc, following his Jon, Katie also develops and maintains and the importance of strategic planning land business. He is responsible for the appointment in September 2017. relationships with institutional investors for long term complex projects. Group’s land buying strategy, land and build to rent investors. She has overall acquisition and maintaining key responsibility for delivering the Group’s partnerships. build to rent strategy. 5 6 FINANCIAL HIGHLIGHTS A BUSINESS BUILT ON PARTNERSHIPS Responsible for the Long term delivery of over relationships based on Formed in 2000 and listed on 12,000 homes Dedicated supply chain ensuring trust and track AIM in 2001 in London to date availability and value record Stock market value of £300 million Multiple long standing affordable housing partners Net assets in excess of £200 million Long term banking relationships with RBS, HSBC, AIB and Santander Strong growth in reported and Successful joint venture developments forecast revenue and profit with diverse partners Over 280 people directly employed Current development People want to work with and for by the Group pipeline valued at Telford Homes A reputation for £1.5 billion doing what we of future revenue say we will do 7 8 BUYING LAND, SECURING PLANNING OPERATIONAL CAPABILITY In-house legal, * Experience of market research, multiple complex Sourcing land via competitive tenders, pre-construction Act as a ‘main contractor’ on all construction sites agency relationships and off-market and design expertise schemes to control quality and value and all aspects of high rise brownfield development Ability to act quickly to secure An excellent safety record over opportunities many years Repeat business with major landowners A focus on quality and customer service Successful track record in public sector land procurement Skill set includes development of commercial and community buildings Industry leading Strong 100% of In-depth planning knowledge relationships customers in maximises potential of each site Ability to accommodate up to 10,000 2017 would across London homes under construction Boroughs and with recommend Telford the GLA Homes to others 9 10 BUILD TO RENT / MULTIFAMILY BUILDING A LIVING LEGACY 1,400 BTR OUR SUSTAINABILITY MISSION Built by passionate people and strong homes in design or relationships, we will use innovative land, Fundamental lack of supply of new design, and development solutions to under construction Healthy Connections Places homes versus need in London create a legacy of high quality sustainable Knitting new homes and places. Designing health y developments into neighbourhood s their physical that suppor t surroundings Fit For resident Amenities The Future wellbeing & Services Continued growth in demand for Making it easy Enabling community private rented homes Creating thriving places that to live sustainably networks and supporting enable people to live sustainable local economic growth lifestyles LIVING LEGACY Natural Designing places Transport Resources for living Supporting sustainable Renting is increasingly a lifestyle Capturing the benefits of the Strengthening communities transport modes and natural resources of the site choice for some generations Making our money work harder logistics solutions and surroundings Encouraging sustainable through efficient use of resources lifestyles across our business Local Relationships Housing Forward funded transactions improve Collaborating with our partners Creating a positive legacy Requirements by enabling community Meeting local demand capital returns and will increase output to identify innovative building networks and creating while promotin g Desire to techniques and deliver the strong stakeholder Streets Heritage aspiration homes of the future relationships & Spaces & Identify significantly Creating Celebrating local welcoming culture and creating Existing partners include M&G Real legible streets a distinct identity increase BTR Investing in people and and spaces Estate, L&Q, Folio and Greystar relationships to ensure we pipeline over the deliver lasting value for all next few years stakeholders 11 12 THE PAVILIONS, N1 CARMEN STREET, E14 THE FORGE, E6 NEW GARDEN QUARTER, E15 New build to rent homes on a compromised site. Swift land acquisition completed within a Unconditional site