DOCSLIB.ORG

2004 Results Pr…Entation V5

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2004 Results Pr…Entation V5 Results Presentation 10 August 2004 1 Agenda Highlights 2004 Financial Year Results Divisional Performance – Shopping Centres – Commercial & Industrial – Development Division – Saville Hotel Group Finance and Capital Management 2 Future Direction & Strategy Highlights 22nd year of increased profits Strong growth in shareholder returns Resulting from clear and consistent strategies: – Diverse high quality asset base – Active management and value add through acquisition, property management/leasing, development and disposal – Focused capital management – Rigorous risk management 3 Highlights Outstanding EPS and DPS growth – EPS up 12.8% yoy and DPS up 15.3% yoy Strong compound 3 year growth – EPS up 9.0% pa and DPS up 9.4% pa Net profit increased by 60% to $456 million Total assets increased by 21% to $7.2 billion Strong balance sheet – gearing 21.8% (net of cash) 4 2004 FINANCIAL YEAR RESULTS 30 June 2004 Revenue and Profit Growth REVENUE NET PROFIT AFTER TAX $M $M 1,600 500 1,371 456* 1,400 1,200 400 1,000 837 867 284* 300 250 800 631 198 600 200 115 400 344 100 200 0 0 FY00 FY01 FY02 FY03 FY04 FY00 FY01 FY02 FY03 FY04 * Excluding ADP goodwill and unrealised interest rate hedging gains 6 Shareholder Returns EPS DPS ¢ ¢ * 40 37.8 40 37.0 33.5* 35 35 32.1 30.8 29.2 29.7 30 30 28.3 26.9 26.2 25 25 12.8% 15.3% 8.8% 20 5.5% 20 8.1% 4.9% 8.6% 8.0% 15 15 10 10 FY00 FY01 FY02 FY03 FY04 FY00 FY01 FY02 FY03 FY04 * Excluding ADP goodwill and unrealised interest rate hedging gains 7 Summary of FY04 Results Cents per $m Security Operating profit 455.5 37.8¢ Capital profits 0.5 Unrealised gain on “mark to market” of interest rate hedges 5.2 Goodwill on acquisition of ADP written back 220.4 Amortisation of goodwill on acquisition of ADP (106.9) Reported statutory net profit 574.7 Net transfers to Reserves (119.2) Amount available for distribution 455.5 Distribution/ Dividend - Trust Distribution (100% payout) 355.6 29.5¢ - Corporation Dividend (90% payout) 90.7 7.5¢ Total Distribution/ Dividend 446.3 37.0¢ 8 Net increase in corporation retained profits 9.2 EBIT Diversification 30 Jun 04 30 Jun 03 <1% <1% 12% 10% 28% 28% 27% 29% 34% 30% Property Development Shopping Centres Commercial Industrial /Office Parks Hotel Mgmt 9 Property Asset Diversification 30 Jun 04 – $6.4bn 30 Jun 03 - $5.5bn <1% <1% 14% 17% 12% 12% 41% 30% 42% 33% Property Development Shopping Centres Commercial Industrial /Office Parks Hotel Mgmt 10 Property Asset Position Shopping Commercial & Development Total Group Centres Industrial Division 1 July 2003 $2,281m $2,514m $753m $5,548m Capex/Development 79 81 350 510 Acquisitions 174 196 363 733 Sales (38) (121) (370) (529) Revaluation 167 11 - 178 30 June 2004 $2,663m $2,681m $1,096m $6,440m 11 SHOPPING CENTRES Shopping Centres STOCKLAND HIGHLIGHTS Divisional operating profit $199 million, up 98% Comparable net income growth 4.6% High occupancy levels with vacancy rate 0.03% of GLA Arrears 0.10% of annual billings Revaluation increment of $167 million - an increase of 8.5% over last year’s book value 13 Shopping Centres MARKET COMMENTRY Retail environment remains strong - Interest rates relatively stable - Employment outlook positive - Buoyant consumer spending Property yields continue to tighten 14 Shopping Centres ACQUISITIONS & DISPOSALS Acquisitions – Bridge Plaza, Batemans Bay $13m – Burleigh Town Marketplace $78m – Burleigh Central $14m – Benowa Gardens $20m – Forster $48m (Excluding acquisition costs) Disposals – City Centre Rockhampton $38m 15 Shopping Centres PORTFOLIO OVERVIEW Number of Centres 40 Asset Value $2.7bn NLA 878,216m_ Number of Tenancies 2,740 Turnover $4.2bn Customer Traffic 128.1m 16 Shopping Centres DEVELOPMENT PIPELINE (next 4 to 5 years) PROJECT EST. CAPEX ($m) ANTICIPATED YIELD (%) STATUS Batemans Bay 60 8.4 Construction on program for 24 Aug 2004 opening Bathurst 13 8.0 Construction on program for Nov 2004 completion Botany Town Centre 5 8.0 Construction on program for Dec 2004 completion Burleigh 31 8.0 Construction commenced. Completion late 2005 Bay Village 43 8.5 Construction commenced. Completion late 2005 Balgowlah 87 DA negotiations Baldivis 19 Authority negotiations commenced Baulkham Hills 15 Major tenant negotiations Forster 39 DA preparation commenced Gladstone 35 Major tenant negotiations Glendale 22 DA preparation commenced Green Hills 26 Major tenant negotiations Glenrose 80 Major tenant negotiations Merrylands 80 DA preparation underway Nowra 40 Rezoning received. Authority and major tenant negotiations Rockhampton 42 Major tenant negotiations Vincentia 45 Masterplan lodgement late 2004 17 TOTAL 682 Shopping Centres LEASING AND MANAGEMENT 280 new specialty shop leases 208 renewals, average rental increase 14% Additional $0.9m of annualised unbudgeted income (kiosks, ATMs etc.) 7 shopping centres ranked in Top 10 centres nationally for specialty turnover/ m2 (centres 15,000m2 to 40,000m2) Stockland Centre Rank Bay Village 1 Merrylands 2 Caloundra 4 Shellharbour 5 Nowra 6 Cleveland 8 Green Hills 10 18 Source: Shopping Centre News Shopping Centres MAT GROWTH BY CATEGORY Actual Actual % % Comparable $m Growth Growth Supermarkets 1,445 2.1 1.2 DDS 755 6.0 4.9 Specialties 1,315 11.4 9.8 Mini Majors 236 11.7 2.9 Cinemas/Other 70 24.3 6.9 Total $3,821m 6.9% 4.9% Specialty Sales productivity of $8,500m2 Specialty occupancy cost ratio of 9.8% Includes GST / Excludes N.Z. 19 Shopping Centres LEASE EXPIRY PROFILE Weighted average lease expiry of 7 years Specialty expires in FY05 to FY08 provide opportunities for income growth Specialty NLA Total NLA FY05 FY09+ FY05 12% 21% FY06 24% 8% FY07 8% FY09+ FY06 60% FY08 FY08 18% 12% 16% FY07 20 21% Shopping Centres FUTURE DIRECTION Focus on delivery of development pipeline Capitalise on economies of scale as asset base grows Focus on recruiting, training and retaining the best people 21 COMMERCIAL & INDUSTRIAL Commercial & Industrial HIGHLIGHTS Division operating profit $218.4 million, up 64% Comparable net income growth 2.4% Leased 430,000m_ of commercial and industrial space Tenant retention 92% Net arrears 0.5% of annual billings 23 Commercial MARKET COMMENTARY Market FY04 Net Supply Under % % of SGP Vacancy SGP Absorption Construction Portfolio Vacancy Pre- Jun 04* m2* m2* commitment* Sydney CBD 45% 11.9% 2.9% -69,518 239,771 60% North Sydney 15% 13.4% 2.8% -40,432 4,500 0% Suburban 9% 9.9% 0.3% 8,860 28,574 6% Sydney Melbourne 9% 10.8% 0.0% 23,827 318,604 66% Brisbane 8% 5.8% 1.7% 21,596 93,972 77% Canberra 7% 4.9% 0.0% 39,627 63,014 20% Perth CBD 4% 13.7% 4.5% 22,811 23,459 29% Adelaide CBD 3% 9.6% 0.0% 3,109 30,100 87% 24 * Source: Jones Lang LaSalle Commercial COMMERCIAL HIGHLIGHTS 92,000m2 leased/ renewed Strong tenant retention 92% Jun 2003 Jun 2004 Portfolio Vacancy 3.9% 1.7% ADP Vacancy 4.5% 2.5% FY05 Lease Expiry 20% 10% ADP FY05 Lease Expiry 25% 11% 25 Commercial COMMERCIAL HIGHLIGHTS (con’t) Repositioning the portfolio 70% 63% 59% 60% 50% Preimum/A Grade 40% By Value 31% 30% 28% 20% 10% 0% 0% FY00 FY01 FY02 FY03 FY04 $173 million of new acquisitions including: - Waterfront Place, Brisbane (50%) $145.5 million (excl. acquisition costs) 4 property disposals totaling $139 million* (15% above 30 June 2003 book value) 26 * Includes deferred settlements Commercial ADP CASE STUDY - NORTHPOINT SGP assumed management in Feb 2004 Pro-active tenant relationship management and leasing strategy has achieved 11,400m2 of new leasing in FY04 Feb Jun 2004 2004 Vacancy 3,290m2 530m2 FY05 Lease 9,300m2 6,096m2 Expiry 27 Commercial LEASE EXPIRY PROFILE Vacant Vacancies ‘000m2 2% FY05 10% Underwood Site, Sydney 2.3 FY09 135 King Street, Sydney 0.9* 36% FY06 17% 90 Mount Street, Nth Sydney 0.9 Exchange Plaza, Perth 0.9* 7 Macquarie Place, Sydney 0.8* Others 2.5 Total vacancies 8.3 FY07 FY08 22% 13% Total NLA 490.0 Vacancy rate 1.7% Average lease expiry 3.8 years By NLA as at 30 June 2004 28 * Pro-rata for 50% ownership Industrial & Office Parks MARKET COMMENTARY Gross Supply % of SGP Take-Up SGP Portfolio Vacancy 12 mth to Trend* Mar 04 (m2) * Sydney 51% 1.0% 383,900 Melbourne 10% 3.8% 444,500 Brisbane 7% 0.0% 271,900 Adelaide 6% 0.0% 65,000 North Ryde 26% 8.4% 36,900 (Office Parks) 29 * Source: Jones Lang LaSalle Industrial & Office Parks INDUSTRIAL & OFFICE PARK HIGHLIGHTS 340,000m2 leased/ renewed Strong tenant retention 92% Jun 2003 Jun 2004 Portfolio Vacancy 6.0% 1.7% ADP Vacancy 15.0% 5.4% FY05 Lease Expiry 20% 15% ADP FY05 Lease Expiry 21% 18% 6 year lease renewal with ACI for 103,000m2 at Port Adelaide Yennora 5 year lease to Westgate Logistics 43,000m2 - 12% increase in valuation after development costs 2 acquisitions $23m 30 Industrial & Office Parks ADP CASE STUDY - BROOKLYN SGP assumed management in Feb 2004 Vacancy was 28,500m2 (22%) in June 2003 now 6,450m2 (5%) Leased/renewed 64,000m2 in FY04 Brooklyn now has 3 anchor tenants – TNT = 34,000m2 – HAG = 28,900m2 – K&S = 24,000m2 31 Industrial & Office Parks LEASE EXPIRY PROFILE Vacant Vacancies ‘000m2 2% FY05 15% Brooklyn, VIC 6.5 Century Estate, Alexandria 4.9 FY08+ 38% Centrecourt, Nth Ryde 4.1 FY06 Khartoum, Nth Ryde 1.4 17% Total vacancies 16.9 Total NLA 962.2 Vacancy rate 1.7% FY08 FY07 9% 19% Average lease expiry 4.1 years By NLA as at 30 June 2004 32 Commercial & Industrial C&I FUTURE DIRECTION Focus on tenant retention to maintain high occupancy Leverage Stockland Service Centre capability Upgrade quality of overall portfolio through selected acquisitions and disposals Deliver growth through pre-commitments
Load more

Recommended publications
  • Property Portfolio 30 June 2020 About Stockland We Have a Long and Proud History of Creating Places That Meet the Needs of Our Customers and Communities
    Stockland Stockland PropertyPortfolio PropertyPortfolio Property Portfolio 30 June 2020 30 June 2020 30 June 2020 For personal use only stockland.com.au About Stockland We have a long and proud history of creating places that meet the needs of our customers and communities. OUR STORY When Stockland was founded in 1952, Ervin Graf had a vision “to not merely achieve growth and profits, but to make a worthwhile contribution to the development of our cities and great country”. Pursuing that vision has seen Stockland grow to become one of Australia’s largest diversified property groups. We develop and manage retail town centres, logistics, workplace properties, residential communities and retirement living villages. With the benefit of our diverse property skills, we connect different types of properties in shared locations, to create places that inspire people to gather, to share and to live life. We recognise our responsibilities to the environment and are a leader in sustainable business practices. For over 65 years, we have worked hard to grow our portfolio of assets and projects. We have a long and proud history of creating places that meet the needs of our customers and communities. OUR PROPERTY PORTFOLIO Stockland is one of Australia’s leading diversified property groups. We’re active in retail, logistics, workplace properties, residential communities and retirement living villages. This portfolio identifies all of our properties across Australia. More information on Stockland’s activities For personal use only and an online version of the portfolio data is available at www.stockland.com.au Image: Green Hills, NSW Property Portfolio Commercial Property ..................................................................................................................................................................................................................................................................
    [Show full text]
  • 2015 Annual Report
    2015 Annual Report 69 COMMUNITY FIRST CREDIT UNION Our Mission To help members achieve their financial goals by building relationships for mutual benefit Our Vision ◗ Community First is a member owned provider of financial services in the greater Sydney market ◗ We are devoted to “people helping people” to achieve their financial goals ◗ We continue to challenge stereotypes to remain relevant to the members and market needs ◗ We will help create better and more sustainable communities where we operate ◗ Our people deliver service standards superior than our competitors and “a customer experience” that promotes why we are different ◗ We make profits to reinvest in more services, member and community benefits and fair fees ◗ We expect to grow as a viable community banking alternative ◗ We manage our business for the long term and intend to stay a mutual into perpetuity 71 COMMUNITY FIRST CREDIT UNION Contents 2. Five Year Summary 4. Chair and CEO’s Report 6. Highlights of the Year 8. Members 10. Community 12. Environment 14. People and Culture 16. Brand Map 17. Organisational Structure 18. Corporate Governance Statement 23. Directors’ Report 28. Lead Auditor’s Independence Declaration 29. Statements of Profit or Loss and Other Comprehensive Income 30. Statements of Changes in Members’ Equity 31. Statements of Financial Position 32. Statements of Cash Flows 33. Notes to and Forming Part of the Financial Statements 64. Directors’ Declaration 65. Lead Auditor’s Independence Declaration 66. Independent Auditor’s Report to the Members of Community
    [Show full text]
  • Hunter Investment Prospectus 2016 the Hunter Region, Nsw Invest in Australia’S Largest Regional Economy
    HUNTER INVESTMENT PROSPECTUS 2016 THE HUNTER REGION, NSW INVEST IN AUSTRALIA’S LARGEST REGIONAL ECONOMY Australia’s largest Regional economy - $38.5 billion Connected internationally - airport, seaport, national motorways,rail Skilled and flexible workforce Enviable lifestyle Contact: RDA Hunter Suite 3, 24 Beaumont Street, Hamilton NSW 2303 Phone: +61 2 4940 8355 Email: [email protected] Website: www.rdahunter.org.au AN INITIATIVE OF FEDERAL AND STATE GOVERNMENT WELCOMES CONTENTS Federal and State Government Welcomes 4 FEDERAL GOVERNMENT Australia’s future depends on the strength of our regions and their ability to Introducing the Hunter progress as centres of productivity and innovation, and as vibrant places to live. 7 History and strengths The Hunter Region has great natural endowments, and a community that has shown great skill and adaptability in overcoming challenges, and in reinventing and Economic Strength and Diversification diversifying its economy. RDA Hunter has made a great contribution to these efforts, and 12 the 2016 Hunter Investment Prospectus continues this fine work. The workforce, major industries and services The prospectus sets out a clear blueprint of the Hunter’s future direction as a place to invest, do business, and to live. Infrastructure and Development 42 Major projects, transport, port, airports, utilities, industrial areas and commercial develpoment I commend RDA Hunter for a further excellent contribution to the progress of its region. Education & Training 70 The Hon Warren Truss MP Covering the extensive services available in the Hunter Deputy Prime Minister and Minister for Infrastructure and Regional Development Innovation and Creativity 74 How the Hunter is growing it’s reputation as a centre of innovation and creativity Living in the Hunter 79 STATE GOVERNMENT Community and lifestyle in the Hunter The Hunter is the biggest contributor to the NSW economy outside of Sydney and a jewel in NSW’s rich Business Organisations regional crown.
    [Show full text]
  • Toronto to Charlestown, Glendale & University
    Description of routes in this timetable Toronto to Charlestown, Glendale & University Route 269 Bus Timetable Toronto to Charlestown via Woodrising, Speers Point and Warners Bay. Service operates Monday to Saturday. 269 270 271 Route 270 Toronto West to University of Newcastle via Toronto, Woodrising, Glendale, Wallsend and Jesmond. Service operates daily. Extends to University on Includes accessible services weekdays only. Effective from 19 February 2017 Route 271 Toronto to Glendale via Fassifern, Bolton Point and Teralba. Service operates daily. Hunter Valley Buses - v4 Hunter Valley What’s inside Opal. Your ticket to public transport. Opal is the easy way of travelling on public transport in Your Bus timetable ................................................................. 1 Sydney, the Blue Mountains, Central Coast, Hunter, Illawarra Ticketing ................................................................................... 1 and Southern Highlands. Accessible services .................................................................. 1 An Opal card is a smartcard you keep and reuse. You load How to use this timetable ...................................................... 1 value onto the card to pay for your travel on any mode of Other general information ...................................................... 1 public transport, including trains, buses, ferries and light rail. Bus contacts .............................................................................. 1 Opal card benefits Timetables • Fares capped daily, weekly
    [Show full text]
  • Retail Centres Strategy Review ~ Wyong Shire
    RETAIL CENTRES STRATEGY REVIEW ~ WYONG SHIRE Prepared For: WYONG SHIRE COUNCIL Prepared By: LEYSHON CONSULTING PTY LTD SUITE 1106 LEVEL 11 109 PITT STREET SYDNEY NSW 2000 TELEPHONE (02) 9224-6111 FACSIMILE (02) 9224-6150 REP 0518 OCTOBER 2006 © Leyshon Consulting Pty Ltd 2006 Leyshon Consulting TABLE of CONTENTS Page EXECUTIVE SUMMARY....................................... i-ix 1 INTRODUCTION............................................. 1 1.1 Background..............................................1 1.2 Study Objectives..........................................2 1.3 Study Tasks..............................................3 1.4 Centres Terminology.......................................5 2 CONTEXT.......................................................6 2.1 Introduction..............................................6 2.2 Decisions Since 2002.......................................7 2.3 Mooted/Proposed Developments.. 9 2.4 Centre Characteristics. ....................................1 0 2.5 Regional Issues...........................................1 3 2.6 Trends in Retailing and Centres. 1 6 2.6.1 New Urbanism. ...................................1 6 2.6.2 Growth in Regional Centres. 1 7 2.6.3 Double Discount Department Stores. 1 8 2.6.4 Decline of Department Stores. 1 8 2.6.5 Supermarket Growth................................1 8 2.6.6 E-Commerce......................................1 9 2.7 Resident Survey..........................................2 0 2.7.1 Food and Grocery Shopping. 2 0 2.7.2 Clothes Shopping...................................2
    [Show full text]
  • Annual Report 2006 What’S Inside
    annual report 2006 what’s inside 1 COMPANY PROFILE AND OUR CORPORATE GOALS An introduction to the company, our goals and our corporate values. 4 PERFORMANCE SUMMARY FOR THE YEAR ENDED 30/6/06 A snapshot of all the key results and data for the year. 7 CHAIRMAN’S REVIEW Michael Hill reviews the group’s overall perform- THE DIRECTORS ARE PLEASED TO PRES- ance for the year. ENT THE ANNUAL REPORT OF MICHAEL 8 CHIEF EXECUTIVE OFFICER’S REPORT Mike Parsell reviews the years operations and HILL INTERNATIONAL LIMITED FOR THE discusses the plans and priorities for the future. 12 FINANCIAL REVIEW YEAR ENDED 30 JUNE 2006 A review of the key financial data. 13 TREND STATEMENT A table of our historical performance over the past seven years. Michael Hill Mike Parsell 14 PEOPLE DEVELOPMENT Chairman of Directors Chief Executive Officer/Director A look at our staff development achievements 23 August 2006 23 August 2006 and plans. 17 WE GIVE BACK TO THE COMMUNITY Our Company’s involvement in the communities we do business in. 18 CORPORATE GOVERNANCE The policies and procedures applied by the Di- rectors and management to provide for ethical and prudent management of the company. 23 RISK MANAGEMENT The risk management practices of Michael Hill International. 24 CORPORATE CODE OF ETHICS The guidelines under which the company deals with its employees, customers, suppliers and out- side agencies. 27 BOARD MEMBER PROFILES 28 STATUTORY REPORT BY DIRECTORS 30 AUDITORS REPORT 31 FINANCIAL STATEMENTS 72 SHARE PRICE PERFORMANCE 72 SHAREHOLDER INFORMATION AND SHARE- HOLDERS’ CALENDAR Information relevant to shareholders’ adminis- tration of their shares and details of key report- ing and dividend dates for 2006/07.
    [Show full text]
  • NSW Retail Market Overview • July 2007
    Research NSW Retail Market Overview • July 2007 Contents Market Indicators 2 Economic Overview 2 Sydney CBD Retail 3 Major & Super Regional 4 Regional Centres 5 Sub Regional Centres 6 Neighbourhood Centres 7 Bulky Goods Retailing 8 Deal Tracker 9 Outlook 10 Executive Summary • The NSW retail market comprises approximately 6.8 million sq m of retail space across 497 centres. The Sydney metropolitan area accommodates 64% of the state’s retail space with the remaining 36% located within regional NSW. • Growth in retail spending in NSW for the 12 months to May 2007 was 4.78%, up from 2.88% the previous year. Whilst this represents a strong increase on the previous years growth, it continues to lag the Australian total 5-year average of 5.93%. • Despite sluggish growth in the state economy and in retail spending, the NSW retail sector managed a healthy total return of 17.27% for the year to March 2007 (PCA/IPD), supported by low vacancy rates underpinning steady rental growth, a pick up in retail spending and yield compression on the back of strong investor demand across all retail asset classes. • Rental growth was experienced across all retail asset classes in the 12 months to July 2007. Sub-regional centres experienced the strongest growth with net rents increasing 4.2%. Bulky goods centres faired the worst with rents increasing just 1.8% over the period. Incentive levels remained tight across all retail asset classes. • A total of 302,000 sq m of new retail space is due to enter the market in 2007, before surging in 2008 when a further 593,000 sq m is due for completion.
    [Show full text]
  • Property Portfolio 2009 31 DECEMBER 2009 Property Portfolio 2009
    2009 Property Portfolio 2009 31 DECEMBER 2009 Property Portfolio 2009 about stockland We have a long and proud history of creating places that Ervin Graf, 1952 meet the needs of our customers and communities OUR ProperTY PorTFOLIO OUR STorY This portfolio identifies all of our Ervin Graf founded Stockland in 1952 with a vision We recognise our responsibilities to the environment and are properties and projects across to “not merely achieve growth and profits but to striving to become a leader in sustainable business practices. Australia and the United Kingdom. make a worthwhile contribution to the development Our positive and adaptable team shares Graf’s vision of making a worthwhile contribution to our community. Stockland is one of Australia’s of our cities and great country”. leading diversified property groups. We work hard, we expect a lot of one another, and we seek Pursuing that vision has seen Stockland grow to become We’re active in retail, office and true work-life balance. For over half a century, we’ve worked one of Australia’s leading diversified property groups – industrial property, as well as hard to grow our diverse portfolio of assets and projects while developing and managing a large portfolio of residential residential communities, maintaining a conservative balance sheet. It’s proven to be a community, apartment, retirement living, retail, office and apartments and retirement living. sound approach and we’re now Australia’s largest diversified industrial assets. property group and a top 50 ASX listed company. More information on Stockland’s activities is available at With the benefit of our diverse property skills, we connect www.stockland.com together property styles in shared locations, to create communities of uncommon diversity and connectedness; places that inspire people to gather, to share and to live life.
    [Show full text]
  • Newcastle Information Booklet
    Hunter New England Local Health District Newcastle Information Booklet March 2016 Disclaimer While Hunter New England Local Health District (HNE Health) has attempted to make the information in this booklet as accurate as possible, the information is for personal and/or educational use only and is provided in good faith without any express or implied warranty. There is no guarantee given as to the accuracy or currency of any individual item in the booklet especially in relation to external agencies. HNE Health does not accept responsibility for any loss or damage occasioned by the use of the information contained in the booklet nor from any access to the site. All access and use is at the risk of the user. HNE Health has provided hypertext links to a number of other web sites as a service to users. This service does not mean that HNE Health endorses those sites or material on them in any way. HNE Health is not responsible for the use of a hypertext link for which a commercial charge applies. Individual users are responsible for any charges that their use may incur. 1 NEWCASTLE – A GREAT PLACE TO LIVE & WORK ............................................................................................ 3 OVERVIEW OF GREATER NEWCASTLE SECTOR ................................................................................................ 7 JOHN HUNTER HOSPITAL .............................................................................................................................................. 7 CALVARY MATER NEWCASTLE .....................................................................................................................................
    [Show full text]
  • Annual Report 2002
    STOCKLAND STOCKLANDAnnual Report 2002 “While this is our 50th year and we note the significant DIRECTORY achievements of the past, our attention is entirely focused Corporation/Responsible Entity on the future and seeking out opportunities to grow Stockland Corporation Limited ACN 000 181 733 earnings and shareholder value.” Stockland Property Management Limited PETER DALY CHAIRMAN ACN 001 900 741 16th Floor 157 Liverpool Street Sydney NSW 2000 Telephone (02) 9321 1500 CONTENTS Toll Free 1800 251 813 Custodian Trust Company of Australia Limited ACN 004 027 749 Chairman’s Report 2 80-84 New South Head Road Edgecliff NSW 2027 Telephone (02) 9362 3366 Managing Director’s Report 5 Directors Non-Executive Peter Daly - Chairman The Directors 8 Nicholas Greiner - Deputy Chairman Bruce Corlett David Fairfull Corporate Governance 10 Barry Thornton Executive Commercial & Industrial Overview 14 Matthew Quinn - Managing Director John Pettigrew - Finance Director Secretary Shopping Centres Overview 20 Phillip Hepburn Unit/Share Registry Development Division Overview 24 Computershare Registry Services Pty Limited Level 3, 60 Carrington Street Saville Hotel Group Overview 30 Sydney NSW 2000 Telephone (02) 8234 5000 Toll Free 1800 804 985 Corporate Services 35 Bankers Commonwealth Bank of Australia Westpac Banking Corporation Limited Financial Statements 41 Auditor KPMG Members’ Information 88 Quoted Securities SGP Ordinary Units/Shares 1 RESULTS IN BRIEF 2002 2001 Members’ equity $2,642.7m $2,337.5m +13.1% Total assets $3,327.1m $3,386.2m -1.7% Gross
    [Show full text]
  • Property Portfolio 2011 for Personal Use Only
    Property Portfolio 2011 For personal use only 31 DECEMBER 2011 OUR PROPERTY PORTFOLIO STOCKLAND IS ONE OF About AUSTRALIA’S LEADING DIVERSIFIED PROPERTY GROUPS. WE’RE ACTIVE IN RESIDENTIAL COMMUNITIES, Stockland RETIREMENT LIVING, RETAIL AS WELL AS OFFICE AND We have a long and proud history INDUSTRIAL PROPERTY. THIS PORTFOLIO IDENTIFIES of creating places that meet the needs ALL OF OUR PROPERTIES of our customers and communities. AND PROJECTS ACROSS AUSTRALIA AND THE UNITED KINGDOM. MORE INFORMATION ON STOCKLAND’S ACTIVITIES Ervin Graf, 1952 AND AN ONLINE VERSION OF PORTFOLIO DATA IS AVAILABLE AT WWW.STOCKLAND.COM.AU OUR STORY Ervin Graf founded Stockland in 1952 with a vision to “not merely achieve growth and profits but to make a worthwhile contribution to the development of our cities and great country”. Pursuing that vision has seen Stockland grow to become one of Australia’s leading diversified property groups – developing and managing a large portfolio of residential community, apartment, retirement living, retail, office and industrial assets. With the benefit of our diverse property skills, we connect together property styles in shared locations, to create thriving communities; places that inspire people to gather, to share and to live life. We recognise our responsibilities to the environment and are striving to become a leader in sustainable business practices. Our positive and adaptable team shares Graf’s vision of making a worthwhile contribution to our community. For personal use only We work hard, we expect a lot of one another, and we seek true worklife balance. For over half a century, we’ve worked hard to grow our diverse portfolio of assets and projects while maintaining a conservative balance sheet.
    [Show full text]
  • 263 Bus Time Schedule & Line Route
    263 bus time schedule & line map 263 Charlestown to Cameron Park View In Website Mode The 263 bus line (Charlestown to Cameron Park) has 4 routes. For regular weekdays, their operation hours are: (1) Cardiff Station: 5:32 AM - 6:25 AM (2) Charlestown: 6:02 AM - 8:11 PM (3) Portland Dr after Nor: 6:13 AM - 8:51 PM Use the Moovit App to ƒnd the closest 263 bus station near you and ƒnd out when is the next 263 bus arriving. Direction: Cardiff Station 263 bus Time Schedule 27 stops Cardiff Station Route Timetable: VIEW LINE SCHEDULE Sunday Not Operational Monday 5:32 AM - 6:25 AM Portland Dr before Northridge Dr Tuesday 5:32 AM - 6:25 AM Portland Dr before Sutcliffe St Wednesday 5:32 AM - 6:25 AM Northlakes Dr after Lillias St Thursday 5:32 AM - 6:25 AM 32 Eumina Street, Cameron Park Friday 5:32 AM - 6:25 AM Northlakes Dr before Constitution Dr Saturday Not Operational Elanet Av at Flamingo Dr 36 Flamingo Drive, Cameron Park Flamingo Dr opp Nightingale Cres 22 Flamingo Drive, Cameron Park 263 bus Info Direction: Cardiff Station Flamingo Dr after Condor Cl Stops: 27 14 Flamingo Drive, Cameron Park Trip Duration: 25 min Line Summary: Portland Dr before Northridge Dr, Hilldale Rd opp Springvale Cct Portland Dr before Sutcliffe St, Northlakes Dr after 44 Hilldale Drive, Cameron Park Lillias St, Northlakes Dr before Constitution Dr, Elanet Av at Flamingo Dr, Flamingo Dr opp Nightingale Cres, Peatmoss Dr at Hilldale Dr Flamingo Dr after Condor Cl, Hilldale Rd opp 20 Hilldale Drive, Cameron Park Springvale Cct, Peatmoss Dr at Hilldale Dr, Oakville
    [Show full text]