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Hammerson Plc Annual Report 2014 Hammerson Plc Annual Report

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Hammerson Plc Annual Report 2014 Hammerson Plc Annual Report HAMMERSON PLC ANNUAL REPORT 2014 ANNUAL REPORT 2014 Retail specialists CONTENTS STRATEGIC REPORT Our business model 02 Our people 32 Chief Executive’s Q&A 04 Key performance indicators 36 Our markets 07 Business review 40 Our Product Framework Financial review 51 – Best @ retail 10 Principal risks and uncertainties 55 – Entertaining & exciting 12 – Interactive & engaging 14 – Convenient & easy 16 – Iconic destinations 18 – Positive Places (our sustainability strategy) 24 CORPORATE GOVERNANCE REPORT Chairman’s introduction 60 Remuneration at a glance 76 Your Board 62 2014 Remuneration: Implementation report 77 Your Board’s year 64 UK Corporate Governance Nomination Committee report 68 Code Compliance 94 Audit Committee report 71 Directors’ biographies 98 Remuneration report 75 Directors’ report 100 FINANCIAL STATEMENTS Directors’ responsibilities 102 Notes to the accounts 113 Independent auditor’s report 103 Company balance sheet 153 Primary financial statements 106 Notes to the Company accounts 154 OTHER INFORMATION Portfolio analysis 158 Shareholder information 183 Property details 164 Glossary 186 Ten-year financial summary 169 Index 188 Directors’ Remuneration policy 170 REPORT HIGHLIGHTS HOW BUSINESS WE REVIEW CREATE PAGE 40 VALUE Our business FINANCIAL model designed STATEMENTS to generate value Detailed information PAGE 02 for the year ended CHIEF 31 December 2014 EXECUTIVE’S PAGE 101 Q&A PAGE 04 Retail specialists Our vision is to be the best owner-manager and developer of retail property within Europe. Our properties bring together the best in physical and digital retail environments to give the consumer the most enjoyable shopping experience. We are retail specialists and our strategy to deliver exceptional retail destinations is underpinned by our six unique areas of focus: Hammerson delivers Hammerson centres are the best @ retail convenient & easy Read more on page 10 Read more on page 16 Hammerson centres are Hammerson develops entertaining & exciting iconic destinations Read more on page 12 Read more on page 18 Hammerson centres are Hammerson creates interactive & engaging Positive Places Read more on page 14 Read more on page 24 www.hammerson.com 1 OUR BUSINESS MODEL HOW WE CREATE VALUE WHAT WE DO We are an owner, manager and developer of retail destinations in Europe with a portfolio of around £7.7 billion with investments in 22 prime shopping centres, 22 convenient retail parks and investments in 15 European premium outlet villages. Together they provide a total of 2.2 million m2 of retail space. SHOPPING CENTRES RETAIL PARKS PREMIUM OUTLETS • UK and France • 2nd largest direct owner of retail We are active in the European outlet • 22 prime shopping centres parks in the UK market through our investments in • Providing over 500,000m2 of space luxury designer Villages with Value • Around 250 million visitors each year Retail and our joint venture VIA Outlets WHERE WE DO IT We operate prime shopping centres and retail parks in the UK and France with investments in premium outlets in locations across Europe. For a full list of locations, please visit our website at www.hammerson.com Shopping centres Retail parks Premium outlets 2 Hammerson plc Annual Report 2014 STRATEGIC REPORT STRATEGIC HOW WE DO IT We have three strategic priorities, shown below, which guide our operating model, capital deployment and financial management and which we believe drive sustained financial outperformance over the longer term. 1 HIGH-QUALITY PROPERTY Our aim is to create and manage leading retail destinations which are attractive to both retailers and consumers. The retail environment is constantly evolving and our venues must respond to this challenge. We do this by applying a framework of six unique focus areas: BEST @ RETAIL ENTERTAINING INTERACTIVE CONVENIENT ICONIC POSITIVE & EXCITING & ENGAGING & EASY DESTINATIONS PLACES Strong relationships We create new We support the We aim to provide We develop and Our Positive with our retailers reasons for shopping journey facilities that make manage iconic Places framework allow us to offer the consumers to visit with outstanding life simple and destinations that supports the best brand line-up our centres through customer service stress free. We enhance the local creation of retail for our shoppers a winning retail and digital constantly strive environment destinations which across the portfolio and leisure offer engagement, to improve and through outstanding lead the sector enhanced by creating enjoyable renew our centres architecture and environmentally, exciting events and modern spaces provide the best socially and and entertainment experience for both economically visitors and residents More on page 10 More on page 12 More on page 14 More on page 16 More on page 18 More on page 24 2 INCOME GENERATION We actively manage our properties to generate sustainable income growth. We recognise the importance of strong retailer relationships and the requirement for tenant rotation to enhance the vibrancy of the consumer experience. 3 CAPITAL STRENGTH We maintain a strong balance sheet with our prime property portfolio underpinned by a robust capital base of bank borrowing, bond debt and shareholder equity. Our financing structure provides us with the capacity and flexibility to deliver our business objectives and take advantage of opportunistic investments to further enhance the Group’s performance. DELIVERING STRONG PERFORMANCE FINANCIAL KPIs TOTAL PROPERTY GROWTH IN GROWTH IN EPRA COST RETURNS LIKE-FOR-LIKE NRI ADJUSTED EPS RATIO 13.6% 2.1 % 3.5% 23.4% OPERATIONAL KPIs OCCUPANCY LEASING ACTIVITY GLOBAL EMISSIONS INTENSITY RATIO % £ 97.5 29.5m 180 mtCO2e/£m Further details of the Group’s KPIs are on pages 36-38 www.hammerson.com 3 CHIEF EXECUTIVE’S REPORT EXCEPTIONAL RETURNS AND GROWTH OPPORTUNITIES 2014 Highlights at a glance: £306m NET RENTAL INCOME1 £703m PROFIT BEFORE TAX 23.9p ADJUSTED EPS £6.38 EPRA NAV PER SHARE 34% LOAN TO VALUE1 24.7% TOTAL SHAREHOLDER RETURN 1. Including share of Property joint ventures. 4 Hammerson plc Annual Report 2014 STRATEGIC REPORT STRATEGIC Q How have consumer and occupier markets Q&A evolved over the past 12 months? with David Atkins A year ago we saw the first tentative signs of growing A consumer confidence and increasing retailer demand for physical space. I am pleased to report that in the UK we 2014 has been a year of momentum for have seen significant improvement over the year in retail Hammerson. Our retail focus is now fully sales growth which was up 2.6% across our centres. This immersed across the business and our momentum in consumer spending is now driving stronger strategic investment activity has accelerated demand from retailers for our prime retail space, which is starting to reflect positively in rental values. our future growth ambitions. Here, David answers some key questions. Importantly this story of renewed consumer growth and occupier demand is not just London centric. We have seen strong performance in our centres in major cities across the UK. During 2014 we signed 413 leases totalling What have been the highlights for the 179,000m² of retail space. Like-for-like net rental income for Q business in 2014? the year was 2.1% up on 2013 and occupancy remained strong at 97.5%. Despite continuing economic challenges in France, the success of Les Terrasses du Port indicates that The year has been marked by a number of achievements, consumer demand remains strong for the right retailing A and I believe the strong numbers we have delivered propositions. At Le Jeu de Paume in Beauvais we are reflect the progress we have made across the business. encouraged by the letting progress of the development, 2 Key 2014 highlights include: with 62% already pre-let. The centre will provide 23,800m of retailing and leisure facilities and is on track to open • The successful opening of Les Terrasses du Port in later this year. Marseille which resulted in £107 million profit on cost for the business. The 62,800m2 shopping and leisure development combines our best design and Q Will your investment in the luxury and outlet operational expertise and the positive response from markets continue to grow? consumers and retailers has been truly overwhelming, with over 8 million visitors to date. Global appetite for designer and luxury goods continues, • Notable progress across our development pipeline A with research from our Considered Consumer report with planning approval granted at Brent Cross indicating that one third of shoppers spent more on luxury Cricklewood, and at our Whitgift JV in Croydon purchases in 2014 compared with the preceding 12 month and starts on site at both Victoria Gate in Leeds period. We are the only REIT with strategic exposure to and WestQuay Watermark in Southampton. the sector and we continue to see good growth from • Securing robust shareholder support for our our investment in Value Retail. £399 million share placing. A significant portion The newly created VIA Outlets venture with our partners of the proceeds has been deployed to acquire Value Retail, APG and Meyer Bergman further increases the remaining 40% of Highcross, Leicester from our scale in European outlets. The newly acquired portfolio our JV partner. in major European cities has the potential to deliver • Extending our strategic exposure to the European strong returns through the combined expertise of this outlet sector with a £100 million investment in the unique partnership. newly created VIA Outlets venture. The 47% stake was financed through the share placing. There is a clear and growing requirement for premium outlet space from retailers and we are enormously excited by the new opportunities that this opens up for Hammerson. www.hammerson.com 5 CHIEF EXECUTIVE’S REPORT CONTINUED Sustainability underpins the focus for the Which qualities differentiate Hammerson’s Q business. What have been the standout Q shopping destinations from the competition? achievements in the past 12 months? We believe the key to winning in retail property is to own We have made significant sustainability progress during A and manage destinations which excel against each of our A 2014.
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