26 May
2021
Prior to publication, the information
contained within this announcement was deemed by the Company to
constitute inside information as stipulated under the Market Abuse
Regulations (EU) No. 596/2014 ("MAR"). With the publication of this
announcement, this information is now considered to be in the
public domain.
Panther Securities
P.L.C. (“the Company” or “the Group”)
Final results for the year ended
31 December 2020
CHAIRMAN’S STATEMENT
I am pleased that I am able to present the results for the year
ended 31 December 2020, which, by
anybody’s view, has been a most unusual year.
Most of our tenants have had a torrid time due to the Covid-19
pandemic and the numerous changing government actions, rules, and
regulations brought in to protect its citizens often in ways not
easily understood by the majority, and often the minutiae of the
rules not seemingly logical.
The restricted number of businesses deemed essential that were
allowed to open their doors for trade may have done much better
than normal, and many of those that had to close, even temporarily,
have had financial problems.
The government stepped up to the mark with numerous financial
reliefs, loans, and even paying furloughed employees wages to an
average wage limit so that the country’s private sector did not go
bankrupt, but of course, they could not and did not deal with all
eventualities. In particular, this caused the majority of
landlords to be left to fend for themselves to deal with many
tenants who either did not receive any help or more likely
insufficient help to overcome the financial effects of forced
closure. Thus our results, to my mind, have shown a
remarkable resilience when you consider the year’s problems.
The profit for the year ended 31 December
2020 was £2,573,000 before tax, compared to a loss before
tax of £4,963,000 for the previous year.
Our rental receivable amounted to £13,051,000 compared to the
previous year’s £14,226,000 and as so often is the case, the profit
or loss figure is accentuated by the non-cash valuation
movements.
The independent revaluation of our charged portfolio, the
majority of which was carried out by Messrs Carter Jonas, showed an
improved value of £6,146,000 largely bolstered by the increased
value of our industrial investments and properties with residential
development value, whereas some retail properties have fallen in
value.
The swap liability has risen by £5,498,000 due to future
expected interest rates having fallen further as at the
year-end. Our profit figures have also taken into account an
increase of circa £1,100,000 to the bad debt provision, which was
considered prudent by the Board whilst the pandemic and
restrictions are still running, and its financial effects not fully
known.
During the year, we gave about 67 different tenants concessions,
totalling about £315,000 in rent waivers. Additionally, we
gave a number of concessions by way of deferred payment
arrangements and also allowed some tenants to utilise part of their
deposits that we hold towards current rent due.
All concessions were independently negotiated to suit the
particular individual circumstances of our large variety of
tenants.
It is of course irritating that our own freehold landlords,
being mainly Councils who receive about £675,000 per annum in
ground rent and separately but in addition business rates from us,
even on vacant properties, have failed to give us the slightest
concession, even when government issued a formal code of conduct
saying they should!
To harass landlords’ further the government has made it illegal
for landlords to take legal action to collect rents.
If a shop trader is forced to close because of an emergency
government edict, even when they are relieved of business rates
under a Covid-19 concession and circumstances are still so bad that
the trader vacates the premises the business rates fall back onto
the landlord who then has to pay full business rates. Is this
not an obvious abuse of the rules of fairness in
taxation?
Disposals
55 West Street Southport
We sold a small freehold warehouse in West Street, Southport, formerly used by Beales Southport
store, for £250,000 which showed a small profit.
5 Hall Road Maldon
This small freehold factory was sold to the tenant for £350,000
showing a profit on book value.
43/45 Main Street Coatbridge
This property was destroyed by a fire in 2015, and shortly
thereafter we received insurance claim proceeds to its then full
value, which has been accounted for in previous accounts.
However, the remaining freehold of the cleared site was sold to the
local council for £112,500 well in excess of its book value.
Acquisitions
Bedford
In April 2020 we purchased under a
previous long-term agreement, the freehold of 26-36 & 3-5
Harpur Street, Bedford, a former
Beales store, situated in the best position in Bedford. The
cost was £3,475,000 including the excessive stamp duty
payable. We consider the rental value is about £250,000 p.a.
for the ground floor alone and have planning consultants working on
the planning applications needed to convert the upper parts for up
to thirty two flats.
Wickford
We were able to buy back a block of four dilapidated long
leasehold factory units in Wickford, totalling 20,000 sq.ft. for a
total cost of £320,000. We already owned the freeholds being part
of our Wickford Industrial estate, which totals 25 units.
These four units were part of a separate 1.5 acre freehold site on
which we had previously obtained planning permission for
residential development, but this planning permission required the
acquisition of two adjoining freehold units owned by different
owners, which is now regarded as unlikely.
We now have the ability to rebuild modern warehouse/industrial
units totalling about 30,000 sq.ft. on this site for which there is
strong demand. This is expected to be a profitable scheme as
industrial rentals have risen considerably since our original
residential proposals.
Developments
Broadstairs
During this account period we show £1,746,000 development costs
in Broadstairs, the ground floor of which has been pre-let as a
Tesco Express store for £55,000 p.a. We intend to hold the
property as a long-term investment, thus the twelve newly built
flats above, some of which have sea views will be let after
completion. Progress on this site progressed surprisingly
well. In my last interim statement, I expected completion of
the developments at the end of January 2021. This has been
delayed by the Council’s sensible requirement that all three
utilities should be dealt with at the same time so as to disturb
the recently renewed road surface as little as possible, and also
demanding a large payment for resurfacing after the works
completion. Of course, the Council had known about the
development for approaching 18 months and could have delayed their
works until near completion. However, completion should
happen soon. When fully let and occupied, this entire
property should produce an additional £160,000 p.a. rents
receivable for the Group.
Swindon
We are pleased that at long last our subsidiary company, CJV
Properties Ltd has received two separate planning permissions one
for a leisure/restaurant two storey development and the other
ground floor retail/leisure units and 8 floors above in a tower
block with 68 residential units, which is subject to agreeing any
Section 106 payments that may be required. This property is
held on a medium term leasehold from the local authority at a
ground rent, but to facilitate this development the Council have
agreed terms for a new 250 year lease at a percentage of the rental
income from the commercial part of the scheme. Solicitors are
already instructed and dealing with this lease extension.
Tenant Activity
There has been a considerable amount of activity with our
tenants with 18 residential tenants vacating against 24 new
lettings. The commercial tenancies provided 57 tenants
vacating with 52 new lettings or tenancy renewals.
The effect of this considerable activity was that there will be
about £210,000 income loss on an annualised basis. Now that
retail lockdown has ended, we are hopeful there will be a surge in
trade that encourages an army of entrepreneurs to take premises for
new enterprises. This does not include the cost of Covid-19
concessions or loss of income from Beale’s in which the liquidator
offered leases for surrender but they have not yet been accepted to
save holding costs.
Beales Stores
Many people, including surveyors, valuers, banks and accountants
have been fearful of the problems of vacant properties and have
given cautious and low valuations on these type of
properties. However, we see this differently as at their
reduced values, with proper care and attention, they have
potentially much bigger scope for appreciation as and when they are
brought back into full use, probably after different trades are
implemented and occupied on rental or otherwise. Thus the
early results on this minor group of our property portfolio is
already beginning to show promise.
Included in these figures is a new letting of the Beale’s former
Lumley Road, Skegness store to a rent that rises to £150,000 at the
fifth year.
Subsequent to our year-end, a section of the former Beale’s
store at Keighley has been let to the Department of Work and
Pensions as a Job Centre at £55,000 per annum. We still have
the major part of the vacant space available for letting within
this Keighley store, which is part of the town’s main shopping
centre.
We expect to make further headway in replacing the £890,000 p.a.
rent lost from our former tenant, Beale’s. I have previously
mentioned the car parks attached to Beale’s and these should in due
course, produce a good income but the various lockdowns prevented
them producing their full potential. There are, of course, a number
of negotiations continuing for many of the other former department
stores.
Post Balance Sheet Events
In January 2021, we exchanged
contracts to purchase a substantial freehold factory and warehouse
of approximately 96,000 sq.ft. of usable space situated in
approximately six acres of industrial land. The contract price
agreed is £3,300,000 with a delayed completion of between 15 and 30
months until the completion of the vendors’ new building.
Should it be necessary for a further delay, the vendors will pay a
rent of £340,000 per annum until they vacate.
This purchase will tilt our portfolio towards more industrial
investment.
Staff
The Covid-19 pandemic presented difficulties with running our
office and its usual smooth management operations, and we thus
implemented the furlough scheme for a number of our staff.
At the beginning of 2019, we took on a new software management
system specially designed for property companies. In
using this system more intensely we found that we could manage with
three fewer staff. We wish them every success for their
future careers. Additionally, Hyam
Harris who had been with us for 32 years has moved to
part-time and, additionally, Ram Patel has retired after
twenty-nine loyal years. I would like to thank them all
for their diligence and excellent company spirit throughout their
time with us.
It is intended that Simon Peters,
who has been Finance Director for over fifteen years, and played a
major part in keeping the Group on a steady course, will step up to
be Chief Executive Officer as from 1 January
2022 thus relieving me of some of my responsibilities,
despite numerous requests for me to fully retire, entirely from my
wife, which seemed to cease towards the end of the first
lockdown. Thus I will be able to continue to work for similar
hours concentrating on all matters that are most appropriate to my
skills as Executive Chairman.
Loans
We are at an advanced stage of renewing our current facilities
which, following a three-month extension, expire in July
2021. All terms for a three-year £66 million term loan are
agreed and credit approval has been obtained, but finalisation is
now dependent on the speed of action of our respective
solicitors. We maintain a strong cordial relationship with
our longstanding club lenders and will update shareholders when the
new facility is in place in due course.
Swap restructuring
Subsequent to our year end in February
2021 the Group paid £5 million to vary a long-term swap
agreement. The agreement varied was an interest rate swap
fixed at 5.06% until 31 August 2038
on a nominal value of £35-million and has circa 17.5 years
remaining. Following the Group’s variation, the Group’s fixed
rate will drop on 1 September 2023 to
3.40%, saving the Group £581,000 pa in cash flow until the
end-point of the instrument.
At 30 April 2021, there was a swap
liability reduction compared to that shown at the year-end of £15.6
million due to the combination of our purchase of the variation of
this swap and also an upward spike in medium and long term interest
rates, thus improving our net asset value by 71p per share (after
taking account of the tax effect) which, of course, will continue
to fluctuate.
Cash
We have collected circa 80% of our pre Covid-19 rental income
level since the first lockdown. This is more than sufficient
to pay all current interest charges and other running costs.
We had been conserving cash, which stood at over £9 million at the
year-end and therefore, we are still prepared to consider property
proposals that offer above average secure income prospects. I
suspect there will be many possibilities in these unprecedented
times.
Dividends
We paid a final dividend of 6p per share in respect of the
financial year ended 31 December 2019
on 7 September 2020. As announced in
May 2021, the Directors have declared
a 6p interim dividend for the year ended 31
December 2020, payable on 2 July
2021, and proposed a final dividend for 2020 of 6p per
share, payable on 14 October 2021,
subject to shareholders’ approval at the AGM.
Finally, I would like to thank our small but dedicated team of
staff, growing team of financial advisers, legal advisers, agents
and accountants for all their hard work during the past year.
Special thanks and good wishes to our tenants and I hope they are
able to overcome the present troubled environment and make a full
recovery when business is back to normal.
Andrew S Perloff
CHAIRMAN
25 May 2021
My first proper business was a stamp approval business I started
in my early teens. I was already a collector and a regular
visitor to our tiny local stamp dealer’s shop that was run solely
by an old man, and another shop nearby selling old railway
magazines and railway memorabilia specialist shop, which
fortuitously as a side line sold stamps as well.
Due to my frequent purchases, I became friendly with both
traders and they would often tempt me with offers of job lots both
more interesting and at much cheaper prices than individual stamp
prices.
I decided to try trading myself and bought some small notebooks,
stuck stamps in with some sort of order using stamp hinges and with
the help of a couple of old Stanley
Gibbons stamp catalogues and a pencil, would price each
stamp individually underneath, my pricing being about one quarter
of the catalogue price.
My first advert was in the Exchange & Mart in the collectors
section under “Star Stamp Approvals at a quarter of the catalogue
price” began to receive a number of enquiries. I then posted
a booklet of stamps to about eight people and relied on trust that
they would take the stamps they wanted/needed, tot up the prices
and send their payment by cheque, postal order or cash and
hopefully request another booklet or two.
I was doing quite well, probably making over £10 per week profit
and thus expanded my buying from my two shop sources, school
friends and junk shops.
About 4 months after I had started becoming more confident I
began examining the other advertisers to see what opportunities
were on offer. One day I noticed an advert for a large box of
mixed stamps, still mostly on envelopes or stuck to the
paper. This excited me so after phoning the advertiser to
discuss the size of the box, etc., I wrote sending my £25 in
payment.
I was so excited when the box arrived. It was about the
size of four shoeboxes and indeed full of stamps. However,
there were about 25 different of the most common world stamps in
their many hundreds of each. This was a puzzlement for me, as
obviously I knew I could only put out a small number in my booklet
before my customers would discontinue requesting my approval
booklets.
Having pondered this situation I decided the best option was to
make up packets in small cellophane envelopes and stuff them full
with about 3-4 of each of the 25 or so different types. I
priced each packet at 6p, then took them to my two friendly dealers
and suggested that if they took a box of 100 envelopes, they could
have them at 4p each on a sale or return basis. I would check
their sales each week and top up to the 100 and they would only pay
me for sales made.
This went on for about three months when inevitably they said
all their regular customers had exhausted their interest in these
run of the mill stamps. I may have received about £15
back. Elsewhere the stamp approval business was still doing
well.
I told my father about my silly mistake and he told me a story
of his own.
Throughout the war and for some years afterwards there was
rationing of many things, especially food, and although rationing
gradually reduced, there was often ‘special offers’ to be had by
knowledgeable job lot traders.
One of his friends was such a person who would buy job lots of
practically anything then sell to his trader clients (maybe 30) who
would then sell on the items in even smaller parcels to their own
clients.
One day he told my father about a large quantity of wooden boxes
each containing 1 gross (144) tins of sardines. He had
purchased over 200 boxes at the equivalent price of 1p per sardine
tin. He then sold them to his sub-trader customers at 2p per
tin, some he said then sold them in smaller quantities (but whole
boxes only) to actual market traders at the equivalent of 3p per
tin who opened the boxes up and sold them at 4p per single tin from
their stalls.
Within a week, my father’s friend was inundated with calls from
the market traders whose customers were complaining the sardines
were off. His reply to these traders was “The sardines are
for buying and selling, NOT FOR EATING!”
My father then told me this was a lesson to remember and to view
and test what you buy before actually paying for anything.
This advice was taken to heart and remembered when some ten
years later when (as a self-employed estate agent just starting to
buy properties on my own behalf) I saw an advert in the Exchange
& Mart (once again) for a property with land for sale.
Advertised as 4 acres of land close to the sea adjoining the
beach with eight holiday cabins situated upon it, some in need of
repairs. It was on the Isle of
Wight, priced at £8,000 for the entire freehold estate,
which, at that time, we could just afford, and seemed very
cheap. With the confidence of youth and my complete lack of
knowledge of the location, the Isle of
Wight property market and also complete lack of
understanding of building repairs, was confident I could renovate
and let or sell individual cabins at a profit.
It was my first time visiting the Isle
of Wight and thus I set off driving with great expectations,
excitedly taking the ferry across from Southampton, and eventually finding the site
and cabins.
There were indeed eight cabins and probably about 4 acres of
land very close to the beach – a little too close. The land
was originally on cliffs overlooking the beach but the cliffs had
eroded and slipped down even nearer the beach so that most of the
land was at about a 60 degree angle to the beach! Whilst I
have often voiced that I like property with angles, certainly not
that type! All of the cabins were built on concrete bases,
four of which had broken in half and sloped down towards the
beach. The others mostly had signs of cracking and looked
like they too would finish up like the first group – unrestorable
and likely to join the mermaids in a few years’ time!
After a short lunch to overcome my disappointment about this
disastrous property expedition I drove back to London, never forgetting that you should
always investigate any property purchase before paying out
substantial funds.
These few memories have always remained with me and if a
proposition looks too good to be true, instinct tells me it’s
probably not true!
In one of my ramblings I seem to recall writing about the Weimar
Republic in Germany after the
First World War whose financial circumstances made them print vast
amounts of extra paper money that was not backed by any real assets
or reserves.
There was monumental inflation meaning all prices rose to meet
the increased volume of paper money.
At that time I felt there was likely in due course to be high
inflation due to our government’s quantitative easing, i.e.,
printing money. It did not happen then but now I notice in
some areas of the economy it has. Many of the industries of
the future, i.e., high tech companies, are valued at extremely
high, almost unbelievable valuations, many not yet making a profit
and often open to new competition.
I will mention just two for illustrative purposes, one a form of
currency, Bitcoin, which is traded and used over the internet where
each person’s holding is protected by a personal digital code. This
pseudo currency is valued at about one trillion pounds in total, is
unregulated and relies on people to buy into its value without a
government guarantee of any form, no known reserves of gold or
currency and no access to any country’s taxpayers to underwrite it
if it were in trouble. Definitely an asset very useful to
criminals due to the anonymity of its transaction, open to complete
loss of value if you lose or forget your code. Probably open
to fraud even easier than our present banking system. Like
the sardines only suitable for buying and selling, not for
investing.
Its value is solely derived from some bigger or richer mug than
yourself buying into the system.
To top it all, the second example is an exciting, ‘newish’ car
manufacturer producing a range of attractive but expensive electric
cars borne out of the world’s most recent fad to save the planet
from carbon emissions.
The company may have just started to make a profit, and is
valued at about 1,000 times a year’s earnings, making the creator
of this company on and off the world’s richest person. The
company, having amassed huge sums from new investors, not profits,
was able to buy 1.5 billion dollars’ worth of ‘Bitcoins’ thus
creating further exciting interest in this imaginary
currency. I believe the richest man in the world has titled
himself the ‘Techno-King’.
This reminded me of one of Aesop’s fables penned many years
ago. I won’t give you the whole story as most of you will
know it as “The Kings New Clothes” where two confidence tricksters
convinced a gullible and self-important but powerful King they
could make him the most magnificent outfit for a forthcoming
special occasion.
The King gave them gold and silver to buy all the very rare
materials they said they required and they took an inordinate time
making these clothes with many fittings where nothing was
visible. They convinced the King and courtiers that only
clever and wise people would be able to see the clothes and
material so no-one dared to say anything to the all-powerful
King. Word got around the kingdom about the wonderful but
invisible clothes that looked so magnificent but only to the
cleverest people.
The procession for the country’s celebration came and the
streets were lined with most of the population whilst the King
strode down the streets proudly showing off what he believed was
his magnificent new outfit and all the population ‘oohed and aahed’
the King’s new clothes. However, one small boy looked at the
King and shouted out “Look, the King has got no clothes, I can see
his willy” and laughed uproariously. Then everyone else
realised that they were seeing this truth and also started
laughing.
The King never caught the tailors as they were long gone from
the principality with their loot and the King became the laughing
stock forever more.
I believe the made up currencies sometime soon will collapse, as
will many tech companies, share valuations and there will be a huge
loss of real money.
When big losses happen, whether by fraud or disaster, or
government incompetence, people are often forced to sell the good
and reliable assets to cover their losses which creates a downward
spiral in all asset values.
So when I see the massive increases in some companies’ share
price or the huge values the market places on make believe
currency, I remember the box of stamps, the cabins slipping down
the cliff and the stinky sardines that no-one could eat!
Yours
Andrew S Perloff
Chairman
25 May 2021
p.s. My Ramblings were prepared in January/ February 2021 but due to COVID delays my
predictions appear to be starting to be realised.
About the Group
Panther Securities PLC (“the Company” or “the Group”) is a
property investment company quoted on the AIM market (AIM).
Prior to 31 December 2013 the Company
was fully listed and included in the FTSE fledgling
index. It was first fully listed as a public company in
1934. The Group owns and manages over 900 individual property
units within over 150 separately designated buildings over the
mainland United Kingdom. The Group specialises in property
investing and managing of good secondary retail, industrial units
and offices, and also owns and manages many residential flats in
several town centre locations.
Strategic objective
The primary objective of the Group is to maximise long-term
returns for our shareholders by stable growth in net asset value
and dividend per share, from a consistent and sustainable rental
income stream.
Progress indicators
Progress will be measured mainly through financial results, and
the Board considers the business successful if it can increase
shareholder return and asset value in the long-term, whilst keeping
acceptable levels of risk by ensuring gearing covenants are well
maintained.
Key ratios and measures
|
2020**** |
2019**** |
2018**** |
2017 |
|
|
|
Gross profit margin (gross
profit/ turnover) |
73% |
76% |
71% |
71% |
|
|
|
Gearing (debt*/(debt* +
equity)) |
42% |
41% |
39% |
45% |
|
|
|
Interest cover** |
1.34 times |
2.14 times |
4.17 times |
2.37 times |
|
|
|
Finance cost rate (finance
costs excluding lease portion/ average borrowings for the
year) |
7.0% |
7.1% |
6.6% |
6.4% |
|
|
|
Yield (rents investment
properties/ average market value investment properties) |
7.8% |
8.8% |
7.7% |
7.1% |
|
|
|
Net assets value per
share |
488p |
480p |
532p |
516p |
|
|
|
Earnings/ (loss) per share
– continuing |
14.9p |
(23.1)p |
39.9p |
120.2p |
|
|
|
Dividend per share |
12.0p |
12.0p |
27.0p*** |
22.0p*** |
|
|
|
Investment property
acquisitions |
£5.5m |
£8.1m |
£3.9m |
£8.9m |
|
|
|
Investment property disposal
proceeds |
£0.7m |
£1.1m |
£40.8m |
£2.2m |
|
|
|
* Debt in short and long term loans, excluding any liability on
financial derivatives
**Profit before taxation excluding interest, less movement on
investment properties and on financial instruments and impairments,
divided by interest (excluding lease portion)
*** Includes 2018:15p (2017:10p) per share special dividend
**** IFRS 9 and 15 have only been reflected in these figures the
2017 prior year figure not restated. IFRS 16 has only been
reflected in 2019 and 2020, the 2017 and 2018 prior year figures
not restated.
Business review
The Group’s underlying performance was very much affected by the
COVID-19 pandemic and also the demise of its tenants, JE Beale Ltd
(“Beales”) in January 2020 (which
provided circa £887,000 of annual income). The lower income
and three times larger bad debt charge during 2020 led to Operating
Profit dropping by £2.34 million, circa £1 million of this is
unlikely to be repeated in future years, as bad debts should return
to normal levels, as the effects of COVID-19 diminish and we
hopefully have no more lockdowns.
The property values held up following the independent valuations
and perhaps the directors were slightly negative in the last two
announced director valuations, but both were very much prepared in
the thick of the pandemic (May and October 2020). The
final notable impact on the income statement was the worsening of
the swap liability by £5.5 million, but post year end there has
been a large reduction in this, one via our actions of paying for a
variation (explained later), but also a change in market
expectations of higher future interest rates (leading to a lower
liability).
On review of the cash flow statement, which the valuation
movements on the financial derivatives or the investment properties
do not impact, even in the pandemic with the loss of a major tenant
the business still generated a healthy £2.6m of cash flow from its
operating activities (included in this was a refund of overpaid tax
of 0.4m).
In terms of the statement of financial position the Group saw
improvement in its asset value with the net asset value per share
now being 488p (2019 – 480p per share). The investment
property valuation has benefited from the growth in the value of
industrial properties, which now account for almost 30% of the
portfolio by value. The properties with residential elements
or planning potential, mainly in the south-east have also showed
strong growth. There was more of a mixed situation on the
retail properties. However we can see that the secondary
local shopping parades have held up well in the pandemic, as the
traders have managed to survive and some even flourish as even
though lockdowns meant closures, many were considered essential,
and most benefited from more local footfall whilst people were not
commuting into major towns or city centres. We could see our
smaller tenants adapted better and were more flexible in their
approach, as well as the government help being more meaningful for
covering their fixed costs.
We feel the pandemic has proven that our business model of
investing in a diversified selection of property investments rather
than specialising is the correct one and provided adequate income
for all our requirements.
It is still our view, as the economy opens up, that secondary
retail properties (which is a large part of our portfolio –
approximately 55% by value) will be less affected by the seismic
change to shopper’s habits. The average secondary retail
parade has a higher proportion of businesses which are providing
non-retail offerings even though they are shops. This
includes things such as service providers, restaurants or take away
use, or convenience offerings, which are by their very nature less
affected than pure destination retail, by changing consumer habits,
and in many instances the Web even provides additional
opportunities i.e. being able to offer their take away services via
Just Eat etc. Even our pure retail positions are mainly large
blocks in the centre of towns – which we believe will benefit from
longer term regeneration plans from the Government and local
councils for town centres. As such, if and when some retail
locations no longer work, we believe we can create value from these
sites with planning permission to eventually give them other uses
or purposes. In the meantime, they continue in the most part
to be strong cash contributors providing high returns on initial
investment.
Going forward
We highlighted two issues that would impact 2020 in the 2019
report and accounts being COVID-19 and demise of Beales.
These two issues will continue to be the largest factors in
2021. However the former Beales properties provide a lot of
potential upside and should be considered an opportunity. The
down side is reflected in their valuations, so we believe we can do
well on this low base, adding additional long-term income, and
making some capital profits on disposal. We believe the
external valuation was prudent but time will be the true
judge.
The Chairman’s statement already explains some success on the
former Beales properties, and this was achieved in a
pandemic. We have less funds than we originally were
expecting on the renewal of our facility, as Lenders are less
confident after realising losses on certain large shopping centres
and in our view are not differentiating between different parts of
retail. Our experience is that there is more of a nuance that
lies in this sector, with many different types of “retail” property
investment and many locations will continue to do well even with
traditional destination retail. Therefore future added value
within the business, will be proportionally be more home grown as
we have less finance to make wise acquisitions over the next three
years. The Group will have to unlock the value contained
within the portfolio, such as by obtaining planning permissions on
those with residential value and through lettings of vacant space,
including the former Beales properties, which was difficult in 2020
with little economic activity due to COVID-19. This is
something we of course always push for but there will be less
distractions from potential acquisitions and will be more important
to bring these existing opportunities forward.
COVID-19
In 2019 report and accounts we stated “this has been a much more
challenging, wide spread and fast changing situation than the
business has ever faced before. We believe for our size and
within the property sector, we have one of the most diverse and
robust income streams. We have such an array of tenants,
spread over different geographic locations, in different sectors,
and lots of sizes of traders, from sole traders to large
multinational corporates. One of the key characteristics of
the business that we have developed over many decades, in fact
since it recovered from the 1970s property crash, is ensuring a
strong diversified cash flow and this is reflected in our
investment decisions, which often show high returns, generated from
a spread of tenants. …... We do have tenants such as
supermarkets, chemists, takeaways, flat tenants, convenience stores
and certain industrial uses still open for business who hopefully
will pay their full rent” even in lockdowns.
There are always uncertainties and COVID-19 was an extreme
example, uncertainties can affect property prices in the short
term, however the board continues to believe we are protected by
our portfolio’s diversity, experienced management team, ability to
adapt and by having access to funds. We have low gearing
levels, supportive lenders and cash reserves.
During the pandemic, since the first lockdown from 23 March 2020, the Group has had an improving
trend in terms of rent collection. Of the invoices issued
since that date we have managed to collect circa 80% of the
invoiced income, which is decent performance by most measures.
The Government has issued a clear stepped plan back to
“normality” and this should only assist the future prospects of the
Group.
Financing
The Group had a three month extension agreed to its existing
loan that would have expired in April
2021, to July 2021. The new terms have been agreed and
credit approval has been obtained. We see no reason for this
loan to not be in place by the expiry of the current
extension. The new facility is a £66 million facility and has
a three year term.
At the Statement of Financial Position date the Group had £9.2m
of cash funds, £12m available within the loan facility.
Financial
derivative
We have seen a fair value loss (of a non-cash nature) in our
long term liability on derivative financial instruments of £5.498m
(2019: £0.997m fair value loss). Following this loss the
total derivative financial liability on our Consolidated Statement
of Financial Position is £32.0m (2019:
£26.5m).
These financial instruments (shown in note 3) are interest rate
swaps that were entered into to remove the cash flow risk of
interest rates increasing by fixing our interest costs. We
have seen that in uncertain economic times there can be large
swings in the accounting valuations.
Small movements in the expectation of future interest rates can
have a significant impact on their fair value; this is partly due
to their long dated nature. These contracts were mostly
entered into in 2008 when long term interest rates were
significantly higher. In a hypothetical world if we could fix
our interest at current rates and term we would have much lower
interest costs. Of course we cannot undo these contracts that
were entered into historically, without a significant financial
cost, but for accounting purposes these financial instruments are
compared to current market rates, with the additional liability
compared to the market rates, as shown on our Statement of
Financial Position.
In 2018 the Company entered into a new 10 year fixed interest
rate swap agreement, with a £25,000,000 nominal value which
commences on 1 December 2021. The swap’s interest rate is
2.131% which will come into existence when the Company’s current
£25,000,000 swap with a rate of 4.63% ends, resulting in an annual
saving of circa £625,000. By entering this transaction, the
Company will have certainty that its interest costs from
December 2021 will be significantly
lower compared to its current costs. However much of this
benefit will be lost as the new facility we are entering into has
higher margin which takes away most of the benefit gained.
In February 2021 the Company paid
£5,000,000 to vary a long-term swap agreement. The agreement
varied was an interest rate swap fixed at 5.06% until 31 August 2038 on a nominal value of £35m and has
circa 17.5 years remaining. Following the variation, the
Group’s fixed rate will drop on 1 September
2023 to 3.40% saving the Group £581,000pa in cash flow until
the end point of the instrument.
Financial Risk Management
The Company and Group operations expose it to a variety of
financial risks, the main two being the effects of changes in
credit risk of tenants and interest rate movement exposure on
borrowings. The Company and Group have in place a risk
management programme that seeks to limit the adverse effects on the
financial performance of the Company and Group by monitoring and
managing levels of debt finance and the related finance costs. The
Company and Group also use interest rate swaps to protect against
adverse interest rate movements with no hedge accounting
applied. Mark-to-market valuations on our financial
instruments have been erratic due to current low market interest
rates and due to their long term nature. These large mark-to-market
movements are shown within the Income Statement.
However, the actual cash outlay effect is nil when considered
alongside the term loan, as the instruments have been used to fix
the risk of further cash outlays due to interest rate rises or can
be considered as a method of locking in returns (difference between
rent yield and interest paid at a fixed rate).
Given the size of the Company and Group, the Directors have not
delegated the responsibility of monitoring financial risk
management to a sub-committee of the Board. The policies set
by the Board of Directors are implemented by the Company and
Group’s finance department.
Credit risk
The Company and Group have implemented policies that require
appropriate credit checks on potential tenants before lettings are
agreed. In many cases a deposit is requested unless the
tenant can provide a strong personal or other guarantee. The amount
of exposure to any individual counterparty is subject to a limit,
which is reassessed annually by the Board. Exposure is reduced
significantly due to the Group having a large spread of tenants who
operate in different industries.
Price risk
The Company and Group are exposed to price risk due to normal
inflationary increases in the purchase price of the goods and
services it purchases in the UK. The exposure of the Company
and Group to inflation is low due to the low cost base of the Group
and natural hedge we have from owning “real” assets. Price
risk on income is protected by the rent review clauses contained
within our tenancy agreements and often secured by medium or
long-term leases.
Liquidity risk
The Company and Group actively manage liquidity by maintaining a
long-term finance facility, strong relationships with many banks
and holding cash reserves. This ensures that the Company and
Group have sufficient available funds for operations and planned
expansion or the ability to arrange such.
Interest rate risk
The Company and Group have both interest bearing assets and
interest bearing liabilities. Interest bearing assets consist
of cash balances which earn interest at fixed rate when placed on
deposit. The Company and Group have a policy of only
borrowing debt to finance the purchase of cash generating assets
(or assets with the potential to generate cash). The
Directors revisit the appropriateness of this policy annually.
Principal risks and uncertainties of
the Group
The successful management of risk is something the Board takes
very seriously as it is essential for the Group to achieve
long-term growth in rental income, profitability and value.
The Group invests in long term assets and seeks a suitable balance
between minimising or avoiding risk and gaining from strategic
opportunities. The Group’s principal risks and uncertainties
are all very much connected as market strength will affect property
values, as well as rental terms and the Group’s finance, or term
loan, whose security is derived primarily from the property assets
of the business. The financial health of the Group is
checked against covenants that measure the value of the property,
as a proportion of the loan, as well as income tests. The two
measures of the Group’s finances are to check if the Group can
support the interest costs (income tests) and also the ability to
repay (valuation covenants).
The Group has a successful strategy to deal with these risks,
primarily its long lasting business model and strong
management. This meant the business had little or no issues
during the 2008 financial crisis, which some commentators say was
the worst financial crisis since the Great Depression of the 1930s.
The current COVID-19 crisis also showed the resilience of the
investments income stream and the good management in particular the
disposals degearing the business made in 2018.
Market risk
If we want to buy, sell or let properties there is a market that
governs the prices or rents achieved. A property company can
get caught out if it borrows too heavily on property at the wrong
time in the market, affecting its loan covenants. If loan
covenants are broken, the Company may have to sell properties at
non-optimum times (or worse) which could decrease shareholder
value. Property markets are very cyclical and we in effect
have three strategies to deal with or mitigate the risk, but also
take advantage of this opportunity:
1) Strong, experienced management means when the market is
strong we look to dispose of assets and when it is weak we try and
source bargains i.e. an emergent strategy also called an
entrepreneurial approach.
2) The Group has a diversified property portfolio and maintains
a spread of sectors over retail, industrial, office and
residential. The other diversification is having a spread
regionally, of the different classes of property over the UK.
Often in a cycle not all sectors or locations are affected evenly,
meaning that one or more sectors could be performing stronger,
maybe even booming, whilst others are struggling. The strong
investment sectors provide the Group with opportunities that can be
used to support slower sectors through sales or income.
3) We invest in good secondary property, which tends to be lower
value/cost, meaning we can be better diversified than is possible
with the equivalent funds invested in prime property. There
are not many property companies of our size who have over 850
individual units and over 120 buildings/ locations. Secondary
property also, very importantly, is much higher yielding which
generally means the investment generates better interest cover and
its value is less sensitive to market changes in rent or loss of
tenants.
Property risk
As mentioned above we invest in most sectors in the market to
assist with diversification. Many commentators consider the
retail sector to be in period of severe flux, considerably affected
by changing consumer habits such as internet shopping as well as a
preference for experiences over products. Of the Group’s
investment portfolio, retail makes up the largest sector being
circa 60 to 65% by income generation. However, the retail
sector is affected to lesser degrees in what we would describe as
neighbourhood parades, as opposed to traditional shopping high
streets. The large part of our retail portfolio is in these
neighbourhood parades, meaning we are less affected by consumer
habits and even benefit from some of the changes.
Neighbourhood parades provide more leisure, services and
convenience retail.
For example we have undertaken a few lettings to local or
smaller store formats, to big supermarket chains, which would not
have taken place many years ago. Block policy is another key
mitigating force within our property risks. Block policy
means we tend to buy a block rather than one off properties, giving
us more scope to change or get substantial planning if our type of
asset is no longer lettable. The obvious example is turning
redundant regional offices into residential. In addition by
having a row of shops, we can increase or reduce the size of retail
units to meet the current requirements of retailers.
Finance risk
The final principal risk, which ties together the other
principal risks and uncertainties, is that if there are severe
adverse market or property risks then these will ultimately affect
our financing, making our lender either force the Group to sell
assets at non-optimal times, or take possession of the Group’s
assets. We describe the above factors in terms of management,
business model
and diversification to help mitigate against property and market
risks which as a consequence mitigate our finance risk.
The main mitigating factor is to maintain conservative levels of
borrowing, or headroom to absorb downward movements in either
valuation or income cover. The other key mitigating factor is to
maintain strong, honest and open relationships with our lenders and
good relationships with their key competitors. This means
that if issues arise, there will be enough goodwill for the Group
to stay in control and for the issues to resolve themselves and
hopefully
save the situation. As a Group we also hold uncharged
properties and cash resources, which can be used to rectify any
breaches of covenants.
Other non-financial risks
The Directors consider that the following are potentially
material non-financial risks:
Risk |
Impact |
Action taken to mitigate |
|
|
|
Reputation |
Ability to raise capital/ deal flow
reduced |
Act honourably, invest well and be
prudent. |
Regulatory changes |
Transactional and holding costs increase |
Seek high returns to cover additional costs.
Lobby Government -“Ramblings”. Use advisers when necessary. |
People related issues |
Loss of key employees/ low morale/ inadequate skills |
Maintain market level remuneration packages, flexible working and
training. Strong succession planning and recruitment. Suitable
working environment. |
Computer failure |
Loss of data, debtor history |
External IT
consultants, backups, offsite copies. Latest virus and internet
software. |
Asset management |
Wrong asset mix, asset illiquidity,
hold cash |
Draw on wealth of experience to
ensure balance between income producing and development
opportunities. Continued spread of tenancies and geographical
location. Prepare business for the economic cycles. |
Acts of God (e.g. COVID 19) |
Weather incidents, fire, terrorism, pandemics |
Where possible cover with insurance. Ensure the Group carry
enough reserves and resources to cover any incidents. |
Section 172(1) statement
This is a reporting requirement and relates to companies defined
as large by the Companies Act 2006, this includes public companies
as otherwise the Group would not be considered large.
Each individual Director must act in the way he considers, in
good faith, would be the most likely to promote the success of the
company for benefit of its members as a whole, and in doing so the
Directors have had regard to the matters set out in section 172(1)
(a) to (f) when performing their duty under section 172.
The matters set
out are:
(a) the likely consequences of any
decision in the long term;
The longer term decisions are made at board level ensuring a
wealth of experience and a breadth of skills. The value
creation in the business is mainly generated by buying the
investments at the right time in the financial cycles, whilst
reducing risk by choosing assets that have alternative or back up
values to the current use, as well as initial values. It is also
key that long term decisions are made in respect of ensuring that
property assets are maintained, where economically viable.
Other areas to ensure decisions are in tune with long term
consideration are making sure the best possible financing of the
Group to match the requirements of the long-term nature of property
ownership. The board and management makes long term decisions
such as keeping a vigilant review of the changing nature of
property usage and tries were possible to diversify its income
streams. Caerphilly and
Gateshead were relatively more
recent purchases are good examples of long term decision making,
i.e. choosing offices and a leisure led retail scheme – as such
giving some protection against changing consumer habits in more
general retail arena.
(b) the interests of the company’s
employees;
The company makes investment in and the development of talent of
its employees, including paying for professional development,
providing in house updates and encouraging knowledge sharing.
The Group has a strong track record of promoting from within the
business and in 2020 two surveyors were promoted to Joint Head of
Property. The Group undertakes team building activities to
encourage cohesion and working together.
(c) the need to foster the company’s
business relationships with suppliers, customers and others;
Being in the secondary property industry the business is used to
dealing with many types of businesses as tenants from large
multi-national businesses to small sole traders – keeping good
sound relationships with both is key. We also use many small
operators and suppliers and we ensure prompt payment, paying within
30 days in most instances to again foster good working
relations. We set a purchase order system in 2018 and this
has been refined over the next two years to streamline and speed up
payments supporting small suppliers.
(d) the impact of the company’s
operations on the community and the environment;
The Group’s investments by its very nature often have a
significant impact on local communities, providing services and
convenience businesses, or places for local enterprise or
employment. Owning a parade of shops, we can ensure where
possible that these are viable locations by encouraging a variety
of offerings. The Group maintains and upkeeps its investment
properties to a viable level which benefits the local communities
they provide accommodation for or seeks improvements with planning
which can enhance local areas. The Group also ensures it
recycles much of its head office paper and is moving towards less
paper communication; since 2019 up to date our invoices have been
emailed as standard to our tenants and we also encourage the
receipt of electronic invoices. We have had a renewed push in
2021 to push our last few tenants away from cheque payments. We
also ensure we upgrade our units to the required EPC levels which
by its very nature reduces the longer term environmental impact of
the use of these units.
(e) the desirability of the company
maintaining a reputation for high standards of business
conduct;
The Group maintains an appropriate level of Corporate Governance
that is documented within its own section within these Financial
Statements. With a relatively small management team it is
easier to monitor and assess the culture and encourage the
appropriate standards. The board strives to delegate and
empower its management teams to ensure the high standards are
maintained at all levels within the business.
(f) the need to act fairly as between
members of the company.
The Group has excellent communication with its members, actively
encouraging participation and discussion at its AGMs and also
circulating letters of our announcements to ensure older members or
those not accessing the LSE financial news can keep up to date with
relevant information. Our CEO and Chairman is unpaid, his
benefit or income from the company is pro-rata the same as all
members including minority shareholders.
The Group Strategic Report set out on the above pages, also
includes the Chairman’s Statement and was approved and authorised
for issue by the Board and signed on its behalf by:
S. J. Peters
Company Secretary
Unicorn House
Station Close
Potters Bar
Hertfordshire EN6
1TL
25 May 2021
CONSOLIDATED INCOME
STATEMENT
For the year ended 31 December 2020 |
|
Notes |
31
December 2020 |
31
December 2019 |
|
|
£’000 |
£’000 |
|
|
|
|
|
|
|
|
Revenue |
|
13,051 |
14,226 |
Cost of sales |
|
(3,482) |
(3,429) |
Gross profit |
|
9,569 |
10,797 |
|
|
|
|
Other income |
|
467 |
443 |
Administrative
expenses |
|
(1,703) |
(1,676) |
Bad debt expense |
|
(1,629) |
(524) |
Operating profit |
|
6,704 |
9,040 |
|
|
|
|
Profit on disposal of investment
properties |
|
150 |
515 |
Movement in fair value of investment
properties |
4 |
6,146 |
(8,832) |
|
|
13,000 |
723 |
|
|
|
|
Finance costs – interest |
|
(2,283) |
(2,469) |
Finance costs – swap interest |
|
(2,726) |
(2,437) |
Investment income |
|
41 |
112 |
Profit on disposal of fixed
assets |
|
1 |
- |
Profit (realised) on the disposal of
investments |
|
38 |
105 |
Fair value loss on derivative
financial liabilities |
5 |
(5,498) |
(997) |
Profit/ (loss) before income
tax |
|
2,573 |
(4,963) |
|
|
|
|
Income tax income |
|
71 |
870 |
Profit/ (loss) for the
year |
|
2,644 |
(4,093) |
|
|
|
|
Continuing operations
attributable to: |
|
|
|
Equity holders of the parent |
|
2,644 |
(4,093) |
Profit/ (loss) for the
year |
|
2,644 |
(4,093) |
|
|
|
|
Earnings/ (loss) per
share |
|
|
|
Basic and diluted – continuing
operations |
3 |
14.9p |
(23.1)p |
|
|
|
|
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
For the year ended 31 December 2020 |
|
Notes |
31
December 2020 |
31
December 2019 |
|
|
£’000 |
£’000 |
|
|
|
|
|
|
|
|
Profit/ (loss) for the
year |
|
2,644 |
(4,093) |
|
|
|
|
Items that will not be
reclassified subsequently to profit or loss |
|
|
|
Movement in fair value of
investments taken to equity |
|
(354) |
(225) |
Deferred tax relating to movement in
fair value of |
|
|
|
investments taken to equity |
|
67 |
38 |
Realised fair value on disposal
of investments previously taken to equity |
|
- |
48 |
Realised deferred tax relating to
disposal of investments previously taken to equity |
|
- |
(8) |
|
|
|
|
Other comprehensive loss for the
year, net of tax |
|
(287) |
(147) |
Total comprehensive income/
(loss) for the year |
|
2,357 |
(4,240) |
|
|
|
|
Attributable to: |
|
|
|
Equity holders of the parent |
|
2,357 |
(4,240) |
|
|
|
|
|
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Company number 00293147
As at 31 December 2020 |
|
Notes |
31 December
2020 |
31 December
2019 |
ASSETS |
|
£’000 |
£’000 |
Non-current
assets |
|
|
|
Investment
properties |
4 |
180,975 |
169,340 |
Deferred
tax asset |
|
3,810 |
3,304 |
Right of
use asset |
|
335 |
373 |
Investments |
|
614 |
927 |
|
|
185,734 |
173,944 |
Current
assets |
|
|
|
Stock properties |
|
350 |
350 |
Investments |
|
29 |
168 |
Current tax asset |
|
- |
601 |
Trade and other
receivables |
|
3,925 |
3,389 |
Cash and cash
equivalents (restricted) |
|
1,052 |
2,299 |
Cash and cash
equivalents |
|
8,166 |
7,186 |
|
|
13,522 |
13,993 |
Total assets |
|
199,256 |
187,937 |
|
|
|
|
EQUITY AND
LIABILITIES |
|
|
|
Capital and
reserves |
|
|
|
Share capital |
|
4,437 |
4,437 |
Share premium
account |
|
5,491 |
5,491 |
Treasury shares |
|
(213) |
(213) |
Capital redemption
reserve |
|
604 |
604 |
Retained earnings |
|
75,923 |
74,627 |
Total equity |
|
86,242 |
84,946 |
|
|
|
|
Non-current
liabilities |
|
|
|
Long-term
borrowings |
6 |
51 |
58,955 |
Derivative financial
liability |
5 |
32,009 |
26,511 |
Leases |
|
8,339 |
7,912 |
|
|
40,399 |
93,378 |
Current
liabilities |
|
|
|
Trade and other
payables |
|
9,361 |
8,541 |
Short-term
borrowings |
6 |
63,066 |
1,072 |
Current tax payable |
|
188 |
- |
|
|
72,615 |
9,613 |
Total
liabilities |
|
113,014 |
102,991 |
|
|
|
|
Total equity and
liabilities |
|
199,256 |
187,937 |
|
|
|
|
|
The accounts were approved by the Board of Directors and
authorised for issue on 25 May 2021.
They were signed on its behalf by:
A.S. Perloff
Chairman
CONSOLIDATED STATEMENT OF CHANGES IN
EQUITY
For the year ended 31 December 2020
|
Share |
Share |
Treasury |
Capital |
Retained |
Total |
|
capital |
premium |
shares |
redemption |
earnings |
|
|
£'000 |
£'000 |
£'000 |
£'000 |
£'000 |
£'000 |
Balance at 1
January 2019 |
4,437 |
5,491 |
(213) |
604 |
83,710 |
94,029 |
Total comprehensive
loss |
- |
- |
- |
- |
(4,240) |
(4,240) |
Other movement |
- |
- |
- |
- |
(68) |
(68) |
Dividends |
- |
- |
- |
- |
(4,775) |
(4,775) |
|
|
|
|
|
|
|
Balance at 1
January 2020 |
4,437 |
5,491 |
(213) |
604 |
74,627 |
84,946 |
Total comprehensive
income |
- |
- |
- |
- |
2,357 |
2,357 |
Dividends |
- |
- |
- |
- |
(1,061) |
(1,061) |
Balance at 31
December 2020 |
4,437 |
5,491 |
(213) |
604 |
75,923 |
86,242 |
CONSOLIDATED
STATEMENT OF CASH FLOWS
For the year ended 31 December 2020 |
|
|
31
December 2020 |
31
December 2019 |
|
|
£’000 |
£’000 |
Cash flows from
operating activities |
|
|
|
Operating profit |
|
6,704 |
9,040 |
Loss on current asset
investments |
|
87 |
15 |
Transfer stock to investment
properties |
|
- |
(141) |
Rent paid treated as
interest |
|
(687) |
(651) |
Profit before working capital
change |
|
6,104 |
8,263 |
Increase in current asset
investments*** |
|
- |
(168) |
(Increase)/ decrease in
receivables |
|
(536) |
1,507 |
Increase/ (decrease) in
payables |
|
783 |
(1,802) |
Cash generated from
operations |
|
6,351 |
7,800 |
Interest paid |
|
(4,160) |
(4,091) |
Income tax refunded/ (paid) |
|
420 |
(3,303) |
Net cash generated from operating
activities |
|
2,611 |
406 |
|
|
|
|
Cash flows from investing
activities |
|
|
|
Purchase of investment
properties |
|
(5,538) |
(8,138) |
Purchase of investments** |
|
(633) |
- |
Purchase of current asset
investments*** |
|
(2,804) |
(3,996) |
Proceeds of current asset
investments*** |
|
2,855 |
3,981 |
Proceeds from sale of fixed
assets |
|
1 |
- |
Proceeds from sale of investment
property |
|
700 |
1,065 |
Proceeds from sale of
investments** |
|
631 |
851 |
Dividend income received |
|
32 |
76 |
Interest income received |
|
9 |
36 |
Net cash used in from investing
activities |
|
(4,747) |
(6,125) |
|
|
|
|
Cash flows from financing
activities |
|
|
|
Repayments of loans |
|
(1,070) |
(1,071) |
Draw down of loan |
|
4,000 |
1,000 |
Dividends paid |
|
(1,061) |
(4,775) |
Net cash generated from / (used
in) financing activities |
|
1,869 |
(4,846) |
Net decrease in cash and cash
equivalents |
|
(267) |
(10,566) |
|
|
|
|
Cash and cash equivalents at the
beginning of year* |
|
9,485 |
20,050 |
Cash and cash equivalents at the
end of year* |
|
9,218 |
9,485 |
|
|
|
|
* Of this balance £1,052,000 (2019: £2,299,000) is
restricted by the Group’s lenders i.e. it can only be used for
purchase of investment property.
** Shares in listed and/or unlisted companies. *** Shares
in listed companies held for trading purposes.
NOTES TO THE
CONSOLIDATED FINANCIAL STATEMENTS
For the year ended 31 December 2020 |
- General information
While the financial information included in this preliminary
announcement has been prepared in accordance with International
Financial Reporting Standards (IFRSs), this announcement does not
itself contain sufficient information to comply with IFRSs.
The Group will publish full financial statements that comply with
IFRSs which will shortly be available on its website and are to be
posted to shareholders shortly.
The financial information set out in the announcement does not
constitute the Company’s statutory accounts for the years ended
31 December 2020 or 2019. The
financial information for the year ended 31
December 2019 is derived from the statutory accounts for
that year, which were prepared under IFRSs, and which have been
delivered to the Registrar of Companies. The auditor’s report
on those accounts was unqualified but did include a reference to
matters to an emphasis of matter on the impact of COVID-19 which
the auditors drew attention to without qualifying their report and
did not contain a statement under either Section 498(2) or Section
498(3) of the Companies Act 2006 and did not include references to
any matters to which the auditors drew attention by way of
emphasis.
The financial information for the year ended 31 December 2020 is derived from the audited
statutory accounts for the year ended 31
December 2020 on which the auditors have given an
unqualified report, that did not contain a statement under section
498(2) or 498(3) of the Companies Act 2006. The statutory
accounts will be delivered to the Registrar of Companies following
the Company’s annual general meeting.
The accounting policies adopted in the preparation of this
preliminary announcement are consistent with those set out in the
latest Group Annual financial statements.
Going concern
The Group’s business activities, together with the factors
likely to affect its future development, performance and position
are set out in the Chairman’s Statement and Group Strategic
Report. The financial position of the Group, including key
financial ratios, is set out in the Group Strategic Report.
In addition, the Directors’ Report includes the Group’s objectives,
policies and processes for managing its capital; the Group
Strategic Report includes details of its financial risk management
objectives; and the notes to the accounts provide details of its
financial instruments and hedging activities, and its exposures to
credit risk and liquidity risk.
The Group is strongly capitalised, has high liquidity together
with a number of long term contracts with its customers many of
which are household names. The Group has a diverse spread of
tenants across most industries and investment properties based in
many locations across the country.
The Group has a strong track record of obtaining long term
finance and expects this to continue as it has supportive
lenders. The Group always maintains excellent relations with
its lenders.
The COVID-19 pandemic has provided a much harder set of
circumstances for all businesses. The Directors have prepared
a detailed financial forecast assuming a continued “lock down”
scenario that demonstrates the Group is a going concern even if the
business effects of the lock down resulting from the COVID-19
pandemic continues to December 2021
(further details within the Strategic Report). This forecast
takes account of a level of minimal income from businesses and
trades that remain open (even in the lock down e.g. banks and
supermarkets). It also takes account of the Group’s extensive
cash reserves (and available facility – some already drawn at the
announcement date) and shows the Group has enough financial
resources to survive to beyond December
2021 – even with the current lock down and its effects
continuing.
The Group’s loan was up for renewal in April 2021, however the Directors have agreed a
short term renewal to July 2021 and
also have credit approval for a new term loan which is currently
being worked on and will be in place prior to the short term
extension. The Group has strong relationships with its
lenders and is confident the new term loan facility will be in
place shortly.
The Directors believe the Group is very well placed to manage
its business risks successfully and have a good expectation that
both the Company and the Group have adequate resources to continue
their operations for the foreseeable future, even with the current
COVID-19 situation. For these reasons they continue to
adopt the going concern basis in preparing the financial
statements.
- Dividends
Amounts recognised as distributions to equity holders in the
period:
|
2020
£’000 |
2019
£’000 |
Special dividend for the year ended
31 December 2018 of 15p per share |
- |
2,653 |
Final dividend for the year ended 31
December 2019 of 6p per share (2018: 6p per share) |
1,061 |
1,061 |
Interim dividend for the year ended
31 December 2019 of 6p per share |
- |
1,061 |
|
|
|
|
1,061 |
4,775 |
The Directors recommend a payment of a final dividend for the
year ended 31 December 2020 of 6p per
share (2019 – 6p), following the interim dividend to be paid on
2 July 2021 of 6p per share (2019 –
6p). The final dividend of 6p per share will be payable on
14 October 2021 to shareholders on
the register at the close of business on 3
September 2021 (Ex dividend on 2 September 2021).
The full ordinary dividend for the year ended 31 December 2020 is anticipated to be 12p per
share, subject to shareholder approval, being the 6p interim per
share paid and the recommended final dividend of 6p per
share.
The calculation of profit/ (loss) per ordinary share is based on
the profit/ (loss), being a profit of £2,644,000 (2019 – loss of
£4,093,000) and on 17,683,469 ordinary shares being the weighted
average number of ordinary shares in issue during the year
excluding treasury shares (2019 – 17,683,469). There are no
potential ordinary shares in existence. The Company holds 63,460
(2019 - 63,460) ordinary shares in treasury. |
- Investment properties
|
Investment
properties |
|
|
£’000 |
|
Fair value |
|
At 1 January 2019 |
170,236 |
Additions |
8,138 |
Transfer from stock properties |
239 |
Disposals |
(550) |
Fair value adjustment on investment
properties held on leases |
109 |
Revaluation decrease |
(8,832) |
|
|
At 1 January 2020 |
169,340 |
Additions |
5,538 |
Disposals |
(550) |
Fair value adjustment on investment
properties held on leases |
501 |
Revaluation increase |
6,146 |
At 31 December 2020 |
180,975 |
Carrying amount |
|
At 31 December 2020 |
180,975 |
|
|
At 31 December 2019 |
169,340 |
- Derivative financial instruments
The main risks arising from the Group’s financial instruments
are those related to interest rate movements. Whilst there are no
formal procedures for managing exposure to interest rate
fluctuations, the Board continually reviews the situation and makes
decisions accordingly. Hence, the Company will, as far as possible,
enter into fixed interest rate swap arrangements. The purpose of
such transactions is to manage the cash flow risks associated with
a rise in interest rates but does expose it to fair value risk.
|
2020 |
2019 |
Bank loans |
£’000 |
£’000 |
Interest is charged as
to: |
|
Rate |
|
Rate |
Fixed/ Hedged |
|
|
|
|
HSBC Bank plc* |
35,000 |
7.01% |
35,000 |
7.01% |
HSBC Bank plc** |
25,000 |
6.58% |
25,000 |
6.58% |
Unamortised loan
arrangement fees |
- |
|
(159) |
|
|
|
|
|
|
Floating element |
|
|
|
|
HSBC Bank plc |
3,000 |
|
- |
|
Shawbrook Bank
Ltd |
117 |
|
186 |
|
|
63,117 |
|
60,027 |
|
Bank loans totalling £60,000,000 (2019 - £60,000,000) are fixed
using interest rate swaps removing the Group’s exposure to fair
value interest rate risk. Other borrowings are arranged at floating
rates, thus exposing the Group to cash flow interest rate risk.
Financial instruments for Group and
Company
The derivative financial assets and liabilities are designated
as held for trading.
|
Hedged amount |
Average rate |
Duration of contract remaining |
2020
Fair value |
2019
Fair value |
|
|
£’000 |
|
‘years’ |
£’000 |
£’000 |
|
Derivative Financial Liability |
|
|
|
|
|
|
Interest rate
swap |
35,000 |
5.06% |
17.69 |
(26,577) |
(22,209) |
|
Interest rate
swap |
25,000 |
4.63% |
0.92 |
(1,100) |
(1,792) |
|
Interest rate
swap |
25,000 |
2.13% |
10.00 |
(4,332) |
(2,510) |
|
|
|
|
|
(32,009) |
(26,511) |
|
|
|
|
|
|
|
|
Net
fair value loss on derivative financial assets |
(5,498) |
(997) |
|
|
|
* Fixed rate came into effect on 1 September 2008. Rate
includes 1.95% margin. The contract includes mutual breaks,
the first potential one was on 23 November
2014 (and every 5 years thereafter). ** This arrangement
came into effect on 1 December 2011
when HSBC exercised an option to enter the Group into this interest
swap arrangement. The rate shown includes a 1.95%
margin. This contract includes a mutual break on the fifth
anniversary and its duration is until 1
December 2021.
- Bank loans
|
2020 |
2019 |
|
£’000 |
£’000 |
|
|
|
Bank loans due within
one year |
63,066 |
1,072 |
(within current
liabilities) |
|
|
Bank loans due after
more than one year |
51 |
58,955 |
(within non-current
liabilities) |
|
|
Total bank loans |
63,117 |
60,027 |
|
2020 |
2020 |
2020 |
2019 |
Analysis of debt
maturity |
£’000 |
£’000 |
£’000 |
£’000 |
|
Interest* |
Capital |
Total |
Total |
Trade and other
payables** |
- |
5,995 |
5,995 |
5,172 |
|
|
|
|
|
Bank loans
repayable |
|
|
|
|
On demand or within
one year |
317 |
63,066 |
63,383 |
2,633 |
In the second
year |
1 |
51 |
52 |
59,592 |
In the third year
to the fifth year |
- |
- |
- |
43 |
|
|
|
|
|
|
318 |
69,112 |
69,430 |
62,268 |
*based on the year end 3 month LIBOR floating rate – 0.05%, and
bank rate of 0.10%.
** Trade creditors, other creditors and accruals
On 19 April 2016 the Group renewed
its £75,000,000 loan facility by entering into a 5 year term loan
with HSBC and Santander. The Group has agreed a short term
extension to July 2021 in order to
give time to extend the facility. A new facility has been
agreed and credit approved with a 3 year term and a total facility
of £66,000,000. The paper work should complete in the next two to
three months.
A Shawbrook bank loan of £117,000 at the year end is repayable
over its life to September 2022.
The bank loans are secured by first fixed charges on the
properties held within the Group and floating asset over all the
assets of the Company. The lenders have also taken fixed
security over the shares held in the Group undertakings.
The estimate of interest payable is based on current interest
rates and as such, is subject to change.
The Directors estimate the fair value of the Group’s borrowings,
by discounting their future cash flows at the market rate (in
relation to the prevailing market rate for a debt instrument with
similar terms). The fair value of bank loans is not
considered to be materially different to the book value. Bank
loans are financial liabilities.
7. Events after the reporting date
In late January 2021, the Group
exchanged contracts to purchase an industrial building in
Trowbridge for £3.3m, paying a 5% deposit. Completion is at a
time of the seller’s option with the earliest date being 15 months
and the latest being 30 months from exchange. The seller also
has the ability to take a leaseback at completion at a market
rent. The industrial unit is well located and is a 96,000sq
ft building on circa six acres of land.
The Group has paid £5m in February
2021 to vary a long-term swap agreement. The agreement
varied was an interest rate swap fixed at 5.06% until 31 August 2038 on a nominal value of £35m and has
circa 17.5 years remaining. Following the variation, the
Group’s fixed rate will drop on 1 September
2023 to 3.40% saving the Group £581,000pa in cash flow until
the end point of the instrument.
- Copies of the full set of Report and Accounts
Copies of the Company’s report and accounts for the year ended
31 December 2020, which will be
posted to shareholders shortly, will be available from the
Company’s registered office at Unicorn House, Station Close,
Potters Bar, Hertfordshire, EN6
1TL and will be available for download on the Group’s website
www.pantherplc.com.
- Annual General meeting
Arrangements for the 2021 Annual
General Meeting (AGM) in light of COVID-19.
The 87th Annual General Meeting of Panther Securities P.L.C. is
planned to be held on 30 June 2021 at
Unicorn House, Station Close, Potters Bar, Herts., EN6 1TL at 10.00 am.
Whilst the meeting will be an open meeting and by Zoom, the open
meeting will be subject to any restrictions on physical meetings
that prevail at the time of the meeting.
The Zoom meeting will be capped at a maximum of 100
people. Shareholders wanting to have the login details will
need to download the ZOOM application and email info@pantherplc.com
with subject “Shareholder meeting” at least 3 days before the
meeting. Requests for admission will be dealt with on a first
come, first served basis.
In view of the COVID-19 pandemic, it
is the Board’s strong preference for people not to attend in person
this year.
Any member who still wishes to attend must email
info@pantherplc.com by 15 June 2021
so that we can ensure the premises are ‘COVID-safe’. Please note
that we may have to refuse based on numbers and safety
measures.
Proxy Voting is encouraged this year and no one apart from the
Chairman will be allowed to be a Proxy.
If you have any questions prior to the Annual General Meeting
please email the address above.
Panther Securities PLC |
+44 (0) 1707 667 300 |
Andrew Perloff, Chairman |
|
Simon Peters, Finance
Director |
|
Allenby Capital Limited (Nominated
Adviser)
+44 (0) 20 3328 5656
David Worlidge
Alex Brearley