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Harworth Group Harworth Group plc Annual Report and Financial Statements 2018 2 Harworth2 Harworth Group Group plc plcAnnual Annual Report Report and and Financial Financial Statements Statements 2018 2018 To create sustainable new communities for people to live, work and play OUR PURPOSE OUR VISION To be the leading land and property regeneration specialist in the North of England and Midlands STRATEGIC1 Harworth REPORT Group plc Annual CORPORATE Report and GOVERNANCEFinancial Statements 2018 FINANCIAL STATEMENTS 1 To create sustainable new communities for people to live, work and play at a glance Harworth is a leading regenerator of land and property for development and investment which owns, develops and manages a portfolio of c.21,500 acres of land on around 120 sites located throughout the North of England and the Midlands. The Group specialises in the regeneration of large, complex sites, in particular former industrial sites, into new residential developments and employment areas. 11,077 10.7m sq. ft 154.2MW consented housing plots of consented land for of low carbon capacity (2017: 10,448 residential plot) commercial space installed on our sites (2017: 12.1m sq. ft commercial space) (2017: 159.7MW of low carbon energy) Our land and property portfolio in the North of England and the Midlands has potential to deliver: Up to £3.6bn in Gross Value Added to UK plc (2017: £2.9bn) alongside a total of To be the leading land and property regeneration specialist in 20,490 21.2m sq. ft 294.5MW the North of England and Midlands potential of commercial to the homes space National Grid (2017: 18,000+ potential homes) (2017: 21.6m sq. ft of commercial space) (2017: 300MW to the National Grid) 2 Harworth Group plc Annual Report and Financial Statements 2018 Contents STRATEGIC REPORT CORPORATE GOVERNANCE Our strategy 04 Board of Directors and Company Secretary 74 How we add value 06 Chairman’s introduction 76 Markets we operate in 08 Statement of Corporate Governance 79 Our year: key 2018 achievements 10 Nomination Committee Report 92 Our track record since 2015 12 Audit Committee Report 94 Chairman’s statement 14 Directors’ Remuneration Report 100 Chief Executive’s statement 16 Directors’ Report 120 How we create new places and generate returns 20 Statement of Directors’ Responsibilities 124 Case study: Logistics North 22 Financial Review 24 Case study: Riverdale Park 32 Managing Risk 34 Business continuity assessments 45 Case study: Acquisitions 46 Corporate, Social and Environmental Responsibility 48 Our People 50 Our Partners 56 Operating Responsibly 64 Social Responsibility 66 Environmental Responsibility 70 Logistics North, Spring 2019 STRATEGIC REPORT CORPORATE GOVERNANCE FINANCIAL STATEMENTS 3 FINANCIAL STATEMENTS COMPANY INFORMATION Independent auditors’ report 126 Company information and investor timetable 176 Consolidated income statement 132 Definitions and abbreviations used 177 Consolidated statement of comprehensive income 133 More information can be found by going to our Balance Sheets 134 website harworthgroup.com Consolidated statement of changes in equity 135 Company statement of changes in equity 136 Statements of cash flows 137 Notes to the financial statements 138 4 Harworth Group plc Annual Report and Financial Statements 2018 OUR STRATEGY Our six strategic priorities to achieve our purpose and deliver our vision STRATEGIC PRIORITY KPIs (SEE PAGES 12 AND 13 FOR PERFORMANCE) WHERE WE ARE WHERE WE WANT TO BE KEY RISKS DEVELOPMENT EPRA NNNAV We continue to aim to achieve total return 12.6% p.a. EPRA NNNAV per share Driving the capital growth of our portfolio through growth and total Value Gains of at least 10% per annum as a consistent growth and total return of 13.3% in 2018 delivery of planning permissions, site remediation and return per share average through the property cycle infrastructure, before crystallising land sales INVESTMENT Our ambition remains to cover the We are covering our overheads and Ensuring sustainable income generation through asset Profit Excluding overheads, interest, tax and dividends Interest cover interest costs and have been increasing management of existing rental sites, direct development Value Gains from ongoing rental and other the resilience of our income streams of new space and recycling of portfolio into higher value operating income adding opportunities SECTORS Our sectoral focus will remain on Consented and Consented and Our current focus is on the “beds and residential and commercial in the Concentrating on those property markets with strong, potential residential potential sheds” sectors which have strong medium-term as these suit our urban through-the-cycle returns (residential, and industrial & plots commercial space fundamentals in the regions we operate in edge-of-settlement and regional locations logistics) REGIONS Our portfolio remains focused on the We want to expand our portfolio to the Number and Number and North of England with an increasing North West and Midlands to have similar Leveraging our strong relationships in our core areas in the geographic spread geographic spread emphasis on the Midlands and the strength to our Yorkshire and Central North of England and Midlands to expand our land and of sites of acres property portfolio North West heartland ACQUISITIONS We invested c.£60m in 2018 (and c. We want to keep replenishing the Investment in Disposals less £140m between 2014 and 2018) to portfolio and delivering EPRA NNNAV Growing our portfolio by utilising and recycling capital to acquisitions and development spend replenish and grow the portfolio in order growth which will require the same, or buy new sites to maintain net asset value growth across JVs in the year to sustain future growth higher, levels of acquisitions the portfolio (including joint ventures) FINANCING Ideal target range gearing remains Maintaining the Group’s low balance sheet gearing to Net loan to value Net debt 2018 year-end gearing of 12.3% 10%-15% net loan to value complement risk-appropriate high operational gearing Turn to page 36 to read about our Key Risks STRATEGIC REPORT CORPORATE GOVERNANCE FINANCIAL STATEMENTS 5 Cadley Park, Swadlincote R-evolution Phase 2, AMP Simpson Park, Harworth STRATEGIC PRIORITY KPIs (SEE PAGES 12 AND 13 FOR PERFORMANCE) WHERE WE ARE WHERE WE WANT TO BE KEY RISKS DEVELOPMENT EPRA NNNAV We continue to aim to achieve total return 12.6% p.a. EPRA NNNAV per share Driving the capital growth of our portfolio through growth and total Value Gains of at least 10% per annum as a consistent growth and total return of 13.3% in 2018 delivery of planning permissions, site remediation and return per share average through the property cycle infrastructure, before crystallising land sales INVESTMENT Our ambition remains to cover the We are covering our overheads and Ensuring sustainable income generation through asset Profit Excluding overheads, interest, tax and dividends Interest cover interest costs and have been increasing management of existing rental sites, direct development Value Gains from ongoing rental and other the resilience of our income streams of new space and recycling of portfolio into higher value operating income adding opportunities SECTORS Our sectoral focus will remain on Consented and Consented and Our current focus is on the “beds and residential and commercial in the Concentrating on those property markets with strong, potential residential potential sheds” sectors which have strong medium-term as these suit our urban through-the-cycle returns (residential, and industrial & plots commercial space fundamentals in the regions we operate in edge-of-settlement and regional locations logistics) REGIONS Our portfolio remains focused on the We want to expand our portfolio to the Number and Number and North of England with an increasing North West and Midlands to have similar Leveraging our strong relationships in our core areas in the geographic spread geographic spread emphasis on the Midlands and the strength to our Yorkshire and Central North of England and Midlands to expand our land and of sites of acres property portfolio North West heartland ACQUISITIONS We invested c.£60m in 2018 (and c. We want to keep replenishing the Investment in Disposals less £140m between 2014 and 2018) to portfolio and delivering EPRA NNNAV Growing our portfolio by utilising and recycling capital to acquisitions and development spend replenish and grow the portfolio in order growth which will require the same, or buy new sites to maintain net asset value growth across JVs in the year to sustain future growth higher, levels of acquisitions the portfolio (including joint ventures) FINANCING Ideal target range gearing remains Maintaining the Group’s low balance sheet gearing to Net loan to value Net debt 2018 year-end gearing of 12.3% 10%-15% net loan to value complement risk-appropriate high operational gearing Risk icon key Communications & Governance & Markets Delivery Politics Finance People Legal & Regulatory stakeholder internal controls management 6 Harworth Group plc Annual Report and Financial Statements 2018 HOW WE ADD VALUE The Harworth effect Competitive advantage comes from our ability to add value through active management rather than reliance on market movement, with 80% of value gains achieved in 2018 attributed to management actions CAPITAL REINVESTMENT RECEIPTS PLANNING APPROVAL We currently have planning consents for over 11,000 residential plots and nearly MASTERPLANNING 11 million sq. ft of commercial space. A large proportion of Our core skill as a business these consents are taken forward is to create a strategic vision as Major Developments – often ACQUISITIONS AND and plan for all our sites which, seen as showcase projects for when brought to market regeneration. LAND ASSEMBLY with planning permission for residential or commercial uses, We have a large landbank of creates value. brownfield and greenfield land across the North of England and the Midlands, owning and managing c.21,500 acres of land on around 120 sites. An important part of our strategy is to replenish our portfolio with acquisitions to ensure the growth of the business.
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