Welcome to JMs Capital Markets Day 2017

Transcription

1 Welcome to JMs Capital Markets Day 2017

2 Agenda JM in development Johan Skoglund, President and CEO JM Residential Stockholm and JM Property Development Pär Vennerström, Business Unit Manager JM Residential Sweden and Purchasing Operations Sören Bergström, Business Unit Manager and Director of Purchasing JM International Martin Asp, Business Unit Manager JM Construction Peter Neuberg, Business Unit Manager Sustainability and Digitalization Per Lundquist, Director of Operations Development Strong financial position Claes Magnus Åkesson, CFO JM Johan Skoglund, President and CEO

3 Capital Markets Day 23 November 2017 Johan Skoglund, President and CEO

4 Vision We are laying the foundations for a better life Where people feel happy, society develops Business concept With people in focus and through constant development, we create homes and sustainable living environments With people in focus, we improve the city in the longterm and sustainably Customer promise Better quality of life Homes and living environments for a better quality of life 4 11/23/2017 CMD 2017 / JS

5 Group 1) SEK m ) Revenue 16,753 15,752 14,447 13,869 Operating profit 2,328 2,011 1,590 1,716 Operating margin, % Return on equity, % Earnings per share, SEK 2) ) According to segment reporting 2) 12-month period 5 11/23/2017 CMD 2017 / JS

6 Index Total return Competitor comparison JM NCC Skanska PEAB Stockholm Stock Exchange 6 11/23/2017 CMD 2017 / JS

7 Number Sold residential units Group Q1 Q2 Q3 Q4 7 11/23/2017 CMD 2017 / JS

8 Number Housing starts, residential units Group Q1 Q2 Q3 Q4 8 11/23/2017 CMD 2017 / JS

9 Balanced risk lower reservation level 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Number of sold and reserved residential units in relation to number of residential units in production Sold/reserved units Sold units Reserved units 9 11/23/2017 CMD 2017 / JS

10 JM s market share in Sweden Average percentage of completed tenant-owned apartments and single-family homes the past five years ( ) 11% 5% 7% JM Bonava (subsidiary to NCC) Skanska PEAB 2) 1) 66% 8% 3% Riksbyggen Other 1) Bonava was formed as a subsidiary to NCC in For NCC, the assumption is that housing production in Sweden constitute 23% of total production up to ) For Peab Sverige, the assumption is made that 79% of the total production Source: SCB refers to Sweden Total production refers to the number of newly built, completed residential units, excluding residential units built by the municipality/state /23/2017 CMD 2017 / JS

11 Important factors for the housing market Employment level Interest rate level Urbanization/population growth Stable, long-term playing rules Existing supply Offering of new production Good employment Low interest rates Population growth Complex housing policy Limited supply Similar offering 11 11/23/2017 CMD 2017 / JS

12 Prices on the existing home market SEK/sq.m Q Q Tenant-owned apartment prices in cities, Sweden Q Q Q Q Q Q Q Q Q Stockholm, Inner city Stockholm, Nearby suburbs Gotheburg Malmö Q Källa: Mäklarstatistik och WSP 12 11/23/2017 CMD 2017 / JS

13 Prices on the existing home market NOK/sq.m Price development freehold apartments in Oslo and Helsinki Q Q EURO/sq.m Q Q Q Q Oslo municipality (NOK) Q Q Q Q Q Capital city region Helsinki, (EURO) Q Q Source: Statistisk Sentralbyrå, Aktiebostads- och fastighetspriser, Statistikcentralen, WSP 13 11/23/2017 CMD 2017 / JS

14 Building rights portfolio for housing of the future No. of building rights 1) Region 09/30/ /31/ /31/2015 Stockholm 14,200 2) 13,900 2) 13,000 2) Malmö/Lund 3,300 3,400 3,300 Gothenburg 3) 3,300 2,700 3,000 Uppsala 4) 3,500 3,600 3,600 Norway 7,700 6,700 5,900 Helsinki 2,600 2,000 2,100 Belgium Total approx. 34,800 32,500 31,100 1) Rounded to the nearest hundred 2) Of which 500, 900 and 600 building rights for rental units and residential care units 3) West region 4) East region 14 11/23/2017 CMD 2017 / JS

15 Smarta kvadrat Affordable home without sacrificing functionality Standardized choices Digital purchasing process 15 11/23/2017 CMD 2017 / JS

16 Premium More exclusive location, material, equipment and interior design Larger apartments Personal buying process with higher level of service 16 11/23/2017 CMD 2017 / JS

17 Eco-city Low growth Few cars Dying suburbs Little segregation Limited access to energy and resources Natural environments preserved Prague and Athens are moving toward becoming eco-cities /23/2017 CMD 2017 / JS

18 Techno-city Strong growth High-tech development Generous access to energy and resources Densely populated inner city Suburbs develop Strong social and environmental stress Cars are replaced by self-driving vehicles and drones Singapore and Seoul are moving toward becoming technocities /23/2017 CMD 2017 / JS

19 Free-city Further development of today s city Good access to energy and resources for parts of the city s residents Greater social integration The car dominates Strong market Areas with single-family homes spread and city with highrises Dallas and Atlanta are moving toward becoming freecities /23/2017 CMD 2017 / JS

20 Consideration for many stakeholders Municipal planning monopoly Interplay between Planning and Building Act and environmental legislation Complex planning processes Infrastructure Sustainable solutions 20 11/23/2017 CMD 2017 / JS

21 JM expands its business with JM s life cycle for project management is extended......with management of TOA and housing services via JM@home Economic Management services for TOA Technical Management services for TOA Housing services for residents Member discounts Occupancy service Certified RUT/ROT Smart Homes service 21 11/23/2017 CMD 2017 / JS

22 JM sees several strategic values with 1 VALUE Long-term customer relationship DESCRIPTION Longer relationship with customers creates more satisfied customers JM s customers identify more clearly with living in a JM building 2 3 Experience transfer to core business Improved sustainability More insight into how the product works after occupancy makes it possible to develop the product to achieve greater customer satisfaction Better conditions for understanding potential errors in the product and thus improving the quality of material, production and function Proactive maintenance and energy optimization ensure that the product lasts longer and uses less resources JM takes responsibility for the entire home s life cycle, which increases incentives to build a sustainable product JM is viewed as a long-term player, which is positive in conjunction with e.g. acquiring land 4 Stable profitability The management business will entail the gradual build-up of a profitable business, with low risks and stable demand Low capital tie-up means high return on invested capital 5 Digital leader Offering digital solutions for tenants and tenant-owners associations via digital customer interfaces enhances JM s digital profile Installation, management and support of services surrounding smart homes and smart properties profile JM as an innovator on the market 22 11/23/2017 CMD 2017 / JS

23 Delivery start at the beginning of the new year SCHEMATIC TIME PLAN SHORT-TERM 2017 H / H CUSTOMER GROWTH LONG-TERM H Implementation Delivery start Established business Design of services and procurement of contractors Recruitment of staff Implementation of IT systems Technical management at end of year Housing services approx. Q Financial management approx. midyear 2018 Annual production rate: approx. 3-4,000 residential units Customer base after 5 years: approx.15-20,000 residential units in JM-managed associations 23 11/23/2017 CMD 2017 / JS

24 Future challenges for productivity Work environment Logistics Continue to intensify work with short lead-times Deepen the cooperation with our partners Digitalization and BIM Employees and Leadership 24 11/23/2017 CMD 2017 / JS

25 JM works with continuous improvement /23/2017 CMD 2017 / JS

26 Continuous improvements Our structure capital Work descriptions Standardised productions schedule Call-off system Logistics procedures Tool kit Method description Installation instructions Tool kit - example Electrical kit Roof container Plaster kit Kitchen cart 26 11/23/2017 CMD 2017 / JS