A live webcast of the Annual General Meetings will also be available on the Goodman website (

Transcription

1 17 November 2016 The Manager Company Notices Section ASX Limited Exchange Centre 20 Bridge Street Sydney NSW 2000 Dear Sir / Madam GOODMAN GROUP (GOODMAN) ANNUAL GENERAL MEETINGS CHAIRMAN S AND CEO S PRESENTATIONS Please find attached the Chairman s presentation and Group Chief Executive Officer s presentation and written address for Goodman s Annual General Meetings being held today. A live webcast of the Annual General Meetings will also be available on the Goodman website ( Yours faithfully Carl Bicego Company Secretary Goodman Group Goodman Limited ABN Goodman Funds Management Limited ABN AFSL Number as responsible entity of Goodman Industrial Trust ARSN Level 17, 60 Castlereagh Street, Sydney NSW 2000 GPO Box 4703, Sydney NSW 2001 Australia Tel Fax Goodman Logistics (HK) Limited Company No ARBN a Hong Kong company with limited liability Suite 901, Three Pacific Place, 1 Queen s Road East, Hong Kong Tel Fax info-au@goodman.com

2 GOODMAN GROUP ANNUAL GENERAL MEETINGS 2016 INDUSTRIAL EVOLUTION G O O D M A N G R O U P

3 DIRECTORS AND EXECUTIVES MR IAN FERRIER M R P H I L L I P P RY K E INDEPENDENT CHAIRMAN INDEPENDENT DIRECTOR M R G R E G O RY G O O D M A N M R P H I L I P FA N GROUP CHIEF EXECUTIVE OFFICER INDEPENDENT DIRECTOR M S A N N E K E AT I N G MR ANTHONY ROZIC INDEPENDENT DIRECTOR EXECUTIVE DIRECTOR MR JOHN HARKNESS MR DANNY PEETERS INDEPENDENT DIRECTOR EXECUTIVE DIRECTOR MR JIM SLOMAN MR CARL BICEGO INDEPENDENT DIRECTOR COMPANY SECRETARY M S R E B E C C A M C G R AT H INDEPENDENT DIRECTOR 2

4 AGENDA CHAIRMAN S ADDRESS HIGHLIGHTS VIDEO GROUP CEO S ADDRESS FORMAL BUSINESS Goodman Pudong Airport Logistics Park, Shanghai, China. 3

5 CHAIRMAN S ADDRESS 4

6 FINANCIAL OVERVIEW 5

7 FINANCIAL OVERVIEW 2016 ANOTHER SUCCESSFUL YEAR FOR GOODMAN + Operating profit of $715 million, a 9% increase on FY Statutory profit of $1,275 million, contributing to 19% growth in net tangible assets + Operating earnings per security of 40.1 cents, a 7.8% increase on FY Strong financial position maintained with: balance sheet gearing of 11.8%, and Group liquidity at $2.6 billion to meet all near term obligations and opportunities + Confident with our forecast 6% operating EPS growth for FY Distribution per security of 24.0 cents, up 8% on FY15 6

8 P R O F I T R E S U LT S Operating EPS ( ) Operating profit ($m) R ,208 1,275 FY15 FY16.a. a. CAG 653 Statutory profit ($m) p. 7.1% 1 R1 G CA p.5%..0% GR p.a 33 CA FY12 7 FY13 FY14 FY15 FY16 FY12 FY13 FY14 FY15 FY16 FY12 FY13 FY14

9 THE RIGHT MIX + Expanding business in a high growth sector + Invest and develop in quality locations in gateway cities to capitalise on: + Successful execution of our strategy Urbanisation of major cities requires an optimal mix of prudent, uncompromising financial management Growth in global consumption; and coupled with entrepreneurial drive Continued evolution of e-commerce + FY16 performance was a result of the and logistics execution of our long term strategy + Combined our financial strength with our appetite for expansion to help us stay ahead of the market 8

10 THE RIGHT PLAN + Discipline and commitment of our team have ensured the successful delivery of our five year plan. Gearing (%) CAG 19.5 R 16.2% + Our results have been achieved: p.a. 1. Without having to resort to the use of financial leverage. FY12 9 FY13 FY14 FY15 FY16

11 THE RIGHT PLAN + Our results have been achieved: 2. Including the cost of expansion into new markets such as US and Brazil AMAZON Goodman Logistics Center, Eastvale. USA 10

12 E M P L O Y E E S A N D R E WA R D S + The remuneration policy is focused on ensuring that it attracts, motivates and retains the best quality staff necessary to operate a global business + The remuneration policy has been designed to encourage and reward superior performance that is aligned with the business strategy and the long-term interests of Securityholders 11 + Group CEO: No increase in fixed pay since 2008 No short-term incentive; and All incentive based remuneration is in the form on long-term incentives (LTIs), which are ALL at risk with a three year testing period and vesting over years three, four and five

13 E M P L O Y E E S A N D R E WA R D S M E T H O D O F R E M U N E R AT I O N Remuneration Strategy + Balance between fixed and performance based remuneration is aligned to Securityholders long-term interests + 77% of Group CEO s total remuneration is in the form of LTIs + Securityholders interests are met first, current hurdles are based on 6% operating EPS growth before awards of both short and long-term incentives 12

14 E M P L O Y E E S A N D R E WA R D S M E T H O D O F R E M U N E R AT I O N Valuing long-term incentives + Reference to current security price does not reflect reality Adjustment for time value of money, i.e. vesting over five years Adjustment for risk incurred to achieve performance hurdles = Economic value at time of grant determined by Ernst & Young at $

15 E M P L O Y E E S A N D R E WA R D S M E T H O D O F R E M U N E R AT I O N Who participates? What are our major investors saying? + All staff globally, not just key management personnel + Positive with the move to more LTIs Why the current level of short and long term incentives? + The majority of investors are endorsing remuneration structure success as outlined on slide 6 and in the Annual Report + 7.8% EPS growth and $1.3 billion statutory profit + Positioned to deliver sustainable 6% operating EPS growth targets given 11.8% balance sheet leverage 14

16 BOARD RE-ELECTION + Directors standing for re-election to Goodman Limited: Mr Phillip Pryke Mr Danny Peeters Mr Anthony Rozic MR PHILLIP PRYKE INDEPENDENT DIRECTOR, APPOINTED 13 OCTOBER 2010 ANTHONY ROZIC MR DANNY PEETERS DEPUTY GROUP CHIEF EXECUTIVE OFFICER AND CHIEF EXECUTIVE OFFICER, NORTH AMERICA APPOINTED 1 JANUARY 2013 EXECUTIVE DIRECTOR, CORPORATE, APPOINTED 1 JANUARY

17 B O A R D R E N E WA L + Announced in 2014 that John Harkness, Anne Keating and I will be retiring at the end of the current three year period + Request by the Board and some major securityholders that I, as Chairman, serve a further term + Provide continued stability and continuity during this period and identify a suitable replacement for the role of Chairman 16

18 A BRIGHT FUTURE + FY16 results are the outcome of five years of dedication and discipline by the team to execute a well designed strategy + Continued rational expansion plans in mature markets and limit exposure in developing economies + Built a sustainable business that is well positioned for the future + Strong team of people globally with proven capabilities and committed to delivering on the strategy + Expansion will be both through our core business and through opportunistic circumstances + Continued cautious financial approach: Low gearing; and $8 billion of undrawn equity capital committed to fulfil opportunistic plans 17

19 HIGHLIGHTS VIDEO 18

20 GROUP CEO S ADDRESS 19

21 G R O W I N G S T R O N G LY + World class, sector leading business + Well positioned for sustainable long-term growth + Delivered five years of strong performance $1.7 billion of revaluation gains driven in part by urban renewal $12.8 billion of equity raised from Partners + Strong performance sustained in FY16 42% earnings per security growth 67% increase in net tangible assets per security Reduced gearing to 11% Almost doubled development work in progress to $3.5 billion 20

22 R E S I L I E N T A N D A D A P TA B L E B U S I N E S S + Focus on quality properties and locations + Partnering with like-minded investors + Growing development work book to meet needs of a global customer base + Strong results highlighting execution of long-term plan Goodman Logistics Center Rancho Cucamonga, Southern California, US. 21

23 MACRO THEMES TRANSFORMING THE SECTOR + Focus on quality properties and locations 22 + Creating growth opportunities

24 G AT E WAY C I T Y S T R AT E G Y + Portfolio concentrated toward major gateway cities for long-term investment + Have attractive characteristics Scarcity of land Proximity to wealthy consumers and low unemployment Serviced by modern infrastructure and transport networks 23

25 IMPROVING QUALITY + $5 billion of targeted asset sales completed to date + Reinvesting capital into higher quality development opportunities $3.5 billion work book 80 projects globally 90% of new space leased prior to development completion + Improving overall quality of Goodman s $34 billion portfolio and driving higher returns DHL, Roissy Airport Logistics Centre, Paris, France. 24

26 A L I G N E D W I T H I N V E S T M E N T PA R T N E R S + Retain strong support of investment Partners + Partnerships performing well average total return in excess of 20% for year ended 30 June Financial gearing reduced across Partnership platform to an average of approx. 25% Woolworths, Airgate Business Park, Sydney, Australia. 25

27 U R B A N R E N E WA L C R E AT I N G VA L U E + Achieving substantial results with $2.4 billion of sites conditionally contracted for sale + Pipeline of 35,000 apartments providing long-term opportunities + Significant longer-term source of capital + Strengthened the Group s financial position and materially deleveraged balance sheet Gearing reducing further to below 10% by end of FY17 26

28 A ROBUST BUSINESS + Strengthened the business to cater for all scenarios + Robust platform for future growth + Proud Australian company, operating internationally + Thank you to Goodman s team for their hard work and commitment in executing the business strategy Decathlon, Can Margarit Logistics Centre, Barcelona, Spain. 27

29 SUMMARY AND OUTLOOK + Significant momentum in development and management businesses Transformational changes driving evolution of industrial sector Providing attractive opportunities + Strong balance sheet and further reducing leverage 28 + Great competitive and financial position to deliver strong earnings growth in FY17 and over the long term + Reaffirm forecast full year FY17 operating earnings per security guidance of 42.5 cents, up 6% on FY16 and full year forecast distribution of 24.5 cents, up 6% on FY16

30 GOODMAN GROUP ANNUAL GENERAL MEETINGS THANK YOU 29

31 CEO S ADDRESS GOODMAN GROUP ANNUAL GENERAL MEETINGS 17 NOVEMBER 2016 AT 10:00AM THE WESTIN SYDNEY Thank you Ian and good morning. Over the past five years, Goodman has come of age as a world class business that is a leader within the industrial sector and very well positioned for sustainable long-term growth. This is reflected in the strong performance delivered over the past five years: + Earnings per security have increased by 42% over the period. + We have grown net tangible assets by 67%. + Significantly reduced leverage from 23% to 11% currently, and + Almost doubled our development book from $1.8 billion to $3.5 billion, with a pipeline of future opportunities of over $10 billion.

32 + Revaluation gains of over $1.7 billion have been driven in part by our urban renewal activities, and almost 50% of this will be realised in cash, despite not being included in our operational earnings. + And across our partnership platform, we have raised $12.8 billion of equity. Now for the year that has been. The 2016 financial year has produced a great result, with: + Operating earnings of $715 million, a 9% increase on Earnings per security of 40.1 cents, which is up 7.8% + Statutory profit of $1.275 billion + 19% growth in net tangible assets to $4.10 per security, and + Sold $3.2 billion of assets, including urban renewal sites.

33 We have refined our business, ensuring it is both resilient and adaptable to all market conditions. We have focused on owning the best assets in the best locations around the world, partnering with like-minded investors, and growing our development book to meet the needs of our customers. The strong financial and operating results highlight the execution of our long-term plan. At the real estate level we have identified and responded early to a number of key structural themes transforming our sector. These themes include, greater urbanisation of our cities and increased consumerism, underpinned by the rapid growth in e- commerce and enabling technologies, such as mobile technology. Also customers are seeking more value and cost efficiencies from their property solutions. These themes are creating great opportunities for your company.

34 And it s in this context that we ve identified major gateway cities we want to be invested in for the long term, from Sydney, Auckland, Tokyo, Hong Kong and Shanghai to London, Paris, Frankfurt, Los Angeles and New York. These locations have attractive characteristics from scarcity of land; proximity to wealthy consumers; low unemployment; and are serviced by modern infrastructure and transport networks. Our deliberate and structured asset sales programme, has seen more than $5 billion of properties sold to date across our global platform, concentrating the portfolio in our preferred gateway cities. The resultant improvement in the quality of our $34 billion portfolio will drive higher long-term returns. We have reinvested proceeds from our assets sales into higher quality development opportunities, with our development book now totalling $3.5 billion across 80 projects. The desirability of our product is evident, with 90% of the new space we ve developed being leased prior to completion.

35 Goodman retains the strong support of its investment partners, who are fully aligned with our long-term strategy. This is reflected in the strong performance of our Partnerships, delivering an average total return of over 20% for the year to 30 June. This has importantly been achieved while at the same time reducing financial leverage, with Partnership gearing now on average at approximately 25%. We have actively pursued change of use opportunities and are achieving substantial results through our urban renewal activities. $2.4 billion of urban renewal sites have been conditionally contracted for sale to date, highlighting the inherent value of well located assets we own in major urban centres, such as Sydney. We have a pipeline of a further 35,000 apartments, which we will progress through planning over the long term. Urban renewal is providing us with a significant longer-term source of capital and has allowed us to materially deleverage our balance sheet and strengthen our financial position. Gearing is now at approximately 11% and expected to be materially below 10% by the end of FY17.

36 Recent geopolitical events, particularly in the US and UK, have given us pause for thought regarding the impact on markets, demand and the pricing of assets. We have largely completed the process of strengthening our business for all scenarios, both real estate and financial, giving us a robust platform for future growth. We are a proud Australian company that operates internationally across 15 countries and sources 60% of its earnings from offshore. We compete on a global stage for human and financial capital, and to this point, I would like to acknowledge and thank our exceptional team of people around the world. Through their hard work and commitment, we are successfully delivering on our business strategy and creating significant value for all stakeholders. With regard to the year ahead, we have significant ongoing momentum in our development and management businesses. This is underpinned by the transformational changes driving the evolution of the industrial sector and will continue to provide Goodman with a range of attractive opportunities.

37 Together with a strong balance sheet, with leverage moving to below 10% and long term debt in our partnerships, Goodman is in a great competitive and financial position to deliver strong earnings growth in the year ahead and continue building a truly great business for the long term. On that note, we are pleased to reaffirm our forecast full year FY17 operating earnings per security guidance of 42.5 cents, up 6% on last year and a full year forecast distribution of 24.5 cents per security, also up 6% on last year. Thank you.