2012 Year End Results Roadshow Presentation

Transcription

1 2012 Year End Results Roadshow Presentation March 2013 Casino, Ile de France

2 Overview SEGRO is a leading European Industrial REIT with AUM of 5.3bn (SEGRO share: 4.7bn) Portfolio concentrated in the most attractive markets - London s Western Corridor (including the Thames Valley) - Major conurbations and distribution markets in Germany, France & Poland Germany France Rest of London Portfolio by geography 1 Poland Other Park Royal Thames Valley Heathrow UK Logistics Predominantly focused on modern warehousing, edge of town light industrial/distribution parks and data centres 14 months into a 3+ year strategic programme which will change the portfolio make-up, deliver operational improvements and drive future performance Non-core (including land) Offices Data centres Portfolio by asset type 1 Land & development Larger logistics warehouses Smaller warehouses & light industrial buildings 1 1 Excluding disposals completed post year end

3 Our portfolio Larger logistics warehouses Smaller warehouses & light industrial buildings Data Centres 1.1bn portfolio; 2.1m sq m Big box sheds (>10,000 sq m) Generic buildings; wide range of users Located near key ports/airports/roads Relatively long leases Let to large retailers & 3PL providers 2.2bn portfolio; 2.7m sq m Multi-occupier estates/urban logistics Generic buildings; wide range of users Located in/around key conurbations Lease terms more varied More management intensive 0.3bn portfolio; 0.2m sq m Typically built on industrial land Generic shells Attract premium rents Long leases (>15 years) Industry specific locational needs Focused on modern industrial properties 2

4 Our vision To be the best owner-manager and developer of industrial properties in Europe And a leading income-focused REIT Offering attractive returns to shareholders in the form of a low risk, progressive dividend and long term growth in NAV 3

5 Three key elements to our strategy 1. Disciplined Capital Allocation (Reshaping the portfolio) 2. Operational Excellence Build a portfolio of modern, standardised and well specified & located assets Critical mass in the strongest markets where the long term supply/demand dynamics are most attractive Assets which require limited capex, are less management intensive and will benefit from a naturally high occupancy rate - Sell assets which do not fit these strategic criteria - Seek profitable growth in strategic assets, both through development and acquisition - Actively manage the portfolio (ongoing recycling) Deliver operational improvements across the business - Greater customer focus and market knowledge - capitalise on favourable growth drivers - Standardise processes and drive efficiency improvements - Reduce costs 3. Efficient Capital & Corporate Structure Reduce financial leverage over time (to reduce risk and volatility) Seek to partner with 3rd party capital providers (to accelerate growth and enhance risk-adjusted returns on capital) 4

6 A year of considerable progress 1. Portfolio re-shaping ahead of plan 700m of non-core disposals; secondary/higher risk assets at 7.2% yield 207m reinvested in acquisitions of modern logistics portfolios at 7.7% yield 218m reinvested in/committed to highly profitable development programme - 21 schemes delivered; 14 under construction; 9.6% average yield on TDC 2 2. Strong operational performance; 4.9% growth in EPRA EPS 1.9% growth in like for like net rent ( 3.9m) Vacancy rate at 8.2% (Core: 7.6%) lowest level for 10 years 8.1m net rental income growth from developments 10% reduction in total costs 4 th consecutive year of reduction Good performance in core markets, vindicating our strategic choices m net debt reduction; LTV at 50% 1 Long debt maturity profile; strong interest coverage and net debt/ebitda ratios Substantial covenant headroom; A- credit rating re-affirmed by Fitch Partnership with Moorfield to acquire UK logistics portfolio Significant improvement in portfolio quality, customer line-up, lease lengths and resilience - and a better yield profile 1 Pro forma for 152m of disposals completed post year end 2 Total Development Costs 5

7 Like for like valuation down 5.9%; Core Industrial -1.2% (IPD UK Industrial: -3.8%) Value 1 m Movement 2 % Yield 2,3 % Core portfolio (excluding offices) 3,553.5 (1.2) 7.7 Suburban offices (15.9) 8.4 Large non-strategic assets (29.5) Smaller non-core assets (10.6) 8.9 Total 4 4,655.3 (5.9) % Core industrial portfolio valuation movement 2 5.0% 2.5% 0.0% (2.5)% -1.7% -0.2% -1.5% 0.0% -1.7% -1.8% -0.5% 2.6% (5.0)% (7.5)% Heathrow Park Royal Slough Trading Estate Logistics Property Partnership Rest of Greater London IPD UK Industrial Index (-3.8%) Germany France Poland 1 Valuation including joint ventures at share (including land and development) 2 In relation to the completed properties only, including joint ventures at share 3 Net true equivalent yield 4 Including disposals completed post year end 5 Excluding Neckermann 6

8 Favourable demand/supply dynamics Limited supply of new buildings; attractive drivers of demand - On-going supply chain improvements by retailers, manufacturers & 3PLs - Growth in internet retailing, convenience shopping and B2B distribution requiring local delivery/fulfilment solutions - Increasing need for electronic data storage solutions driving demand for data centres - Recovery in high-tech/engineering-led production 7

9 Well positioned for 2013 and beyond Well located land bank to capitalise on growth opportunities - 685m of future capex; 84m of income; > 250m of development surpluses Attractive entry point to deploy capital through development and acquisitions Core assets now represent 87% of the total portfolio (June 2011: 69%) - Limited downside risk from remaining non-core assets ( 49m income; 583m capital value) IPD UK Industrial Capital Value Index (June 2007 = 100) Dec-02 Dec-04 Dec-06 Dec-08 Dec-10 Dec-12 London Industrials All Industrials IPD UK Industrial Rental Value Index (June 2007 = 100) Dec-02 Dec-04 Dec-06 Dec-08 Dec-10 Dec-12 London Industrials All Industrials Source: IPD Quarterly Index Q

10 2013 priorities 1. Re-shape the existing portfolio 300m-500m of non-core/ mature core asset disposals Subject to completion of asset management initiatives and pricing/market demand Reinvest in core markets and assets through development and acquisitions 2. Drive operational performance across the business Vacancy reduction and like for like rental growth Development pre-lets Further cost reductions 3. Reduce net debt and introduce 3 rd party capital Further reduction in net borrowings Explore use of 3 rd capital party to fund growth of Continental European big box logistics portfolio 9

11 Summary A year of considerable progress - Strategic portfolio reshaping ahead of plan - Strong operational performance - Net debt significantly reduced Well positioned for 2013 and beyond - Good underlying earnings momentum - Limited supply; attractive growth drivers - Excellent land bank for future expansion Creating the best owner-manager and developer of industrial properties and a leading income-focused REIT 10

12 Forward-looking statements This presentation may contain certain forward-looking statements with respect to SEGRO s expectations and plans, strategy, management s objectives, future performance, costs, revenues and other trend information. These statements and forecasts involve risk and uncertainty because they relate to events and depend upon circumstances that may occur in the future. There are a number of factors which could cause actual results or developments to differ materially from those expressed or implied by these forward looking statements and forecasts. The statements have been made with reference to forecast price changes, economic conditions and the current regulatory environment. Nothing in this presentation should be construed as a profit forecast. Past share performance cannot be relied on as a guide to future performance. 11