Annual Report • Apr 1, 2016
Annual Report
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2015 Wihlborgs Annual Report
The Annual General Meeting (AGM) of shareholders in Wihlborgs Fastigheter AB (publ) will be held at 4.00 p.m. on Thursday, 28 April 2016 at Slagthuset, Jörgen Kocksgatan 7 A, Malmö, Sweden. Shareholders wishing to attend the AGM must:
When notifying intention to attend, the shareholder must give details of name, civic registration number/corporate registration number, address, telephone number and shareholding. Shareholders who have registered their shares in the name of a trustee must, to be able to attend the AGM, temporarily re-register their shares in their own name with Euroclear Sweden AB. Any request for such reregistration must be made in good time before 22 April 2016.
Wihlborgs Fastigheter AB (publ) is a property company that focuses on commercial properties in the Öresund region. Its portfolio is located in Malmö, Helsingborg, Lund and Copenhagen. Wihlborgs is the leading property company in Malmö, Lund and Helsingborg. The book value for the Company's properties totals SEK 28.6 billion with an annual rental value of SEK 2.3 billion. Wihlborgs' shares are listed on the Large Cap List of Nasdaq Stockholm.
Rental income rose 3 percent to SEK 1,910 million (1,856).
Operating surplus* rose 3 percent to SEK 1,402 million (1,357).
Income from property management* improved 11 percent to SEK 932 million (839)
Profit for the year totalled SEK 2,278 million (395), corresponding to earnings per share of SEK 29.64 (5.14).
The Board of Directors proposes a dividend of SEK 5.25 (4.75)
| Key Ratios for the Group, SEK m | 2015 | 2014 |
|---|---|---|
| Jan–Dec | Jan–Dec | |
| Rental income | 1,910 | 1,856 |
| Operating surplus* | 1,402 | 1,357 |
| Income from property management* | 932 | 839 |
| Changes in value | 1,884 | -396 |
| Profit for the year | 2,278 | 395 |
| Earnings per share, SEK | 29.64 | 5.14 |
| Surplus ratio, %* | 73 | 73 |
| Equity/assets ratio, % | 30.6 | 28.2 |
| Occupancy rate, %** | 91 | 91 |
| * Excluding payments for early lease termination. |
** Excluding Projects & Land.
Wihlborgs prints its annual report and sustainability report in both Swedish and English. The Annual Report will be sent to any shareholders notifying the company that they wish to receive the document in printed form. The reports are also available in digital form at wihlborgs.se. Our sustainability report is prepared in accordance with Core level of the Global Reporting Initiative (G4). We also publish our interim reports on our website, as follows:
Interim Report, Jan.–Mar. 28 April Interim Report, Jan.–June 11 July Interim Report, Jan.–Sep. 20 October
MAX IV received two awards for Best Project within both Green Building and BREEAM at the Nordic region's largest sustainable building conference – Sweden Green Building Conference.
08 CEO's statement
17 Sustainable enterprise
development sales
77 Valuation principles
81 Taxes
Review of 2015 86 Risks and uncertainties 88 Proposed distribution of profit 92
11 Historical review
29 The Wihlborgs share
51 57 61 Projects and Acquisitions and Our properties
13 Mission, goals and strategy
33 The Öresund region
Financial statements
Notes to Consolidated & Parent Company Financial Statements 101 Signatures 123
Audit Report 124 Corporate Governance Report 126 Five-Year Review 134 Definitions 135 Articles of Association 137 Group Parent Company
Wihlborgs is doing well.
And it has been doing well year after year since we were listed over ten years ago. Further evidence of this is that Wihlborgs Fastigheter has been listed on the Large Cap segment of the Nasdaq Stockholm Exchange since 1 January 2016. This is the segment for companies with a market capitalisation exceeding EUR 1 billion.
Our income from property management has now reached SEK 975 million and this gives us a growth rate of 11 percent. This cash flow puts us in an exceptionally strong position and gives us the freedom to face new challenges and exploit new opportunities.
It may be as simple – or difficult – as the fact that we actually do what we have said we were going to do. We have followed the business strategies we established in 2004 to the letter, refining them as required over time. We work closely with our customers and are keenly aware of their needs and wishes.
At the same time, we have honed our instincts in terms of developments in our region, and are able to act quickly when new opportunities arise. It remains our organisation and employees, however, that should be praised most of all. They live up to our ideals and values each and every day and are the clearest proof of our ability to act as a partner to the business sector at every stage. Acting as a landlord is not enough; we want to be a part of our customers' successes by offering help wherever we can.
All of this makes us the dominant commercial property company in the Öresund region, and we intend to retain and develop that position. Our successes are a source of inspiration for new ideas that help us reach new goals.
Properties have souls too, and it can be very important for a company or an organisation to be based in the right location. It should be a joy to move into a new office, not just a matter of rationalising its function or needing a roof over your head. The focus should be placed more on whether the atmosphere will contribute to the company's identity.
At Wilhborgs, we have always protected the souls of buildings when investing in existing or new properties. One good example is the classic Kockums building in Malmö, also known as "Gängtappen", due to its architectonic design. When it was inaugurated in 1958, it was Sweden's tallest office building. The facade was renovated during the 1990s, but we have now built a new facade and recreated the original facade from the 1950s. We also ripped out the interior and renovated it all into hyper-modern office premises. The property is a real industrial pearl and symbol, not just of Malmö but of an entire industrial era.
We think in this same way when we are involved in building new properties.
The reason we inhabit a building is important, but it is also important how we feel about it and how it affects our life and the environment we live in.
The houses and workplaces we create influence people's lives and daily routines, and will potentially do so for generations to come.
This is a responsibility we take seriously.
We recently won an architectural competition in Lund for Science Village Scandinavia, which will be situated between the MAX IV and ESS facilities, and where extra focus was placed on the environment, choice of materials and pleasure provided by
"We can see continued stable growth and good profitability ahead. And we are looking a long way ahead," says Anders Jarl, CEO of Wihlborgs since 2004.
the architecture. We are already present here thanks to the construction of MAX IV, which was completed earlier than expected and was 15 percent cheaper than we had calculated. We took on the role of building developer together with Peab, and we can be pleased that MAX IV has won two outstanding awards for Best Project within Green Building and the BRE Environmental Assessment Method (BREEAM). This says something about our own soul too, and about our consideration for the environment and the importance of having clear sustainability strategies.
This is a part of our customer philosophy.
There should always be an option in Wihlborgs' property portfolio for one of our tenants to move to larger areas when they need to, or, as occasionally happens, downsize their operations. A feeling of security is created for both parties and the contract renegotiation process is simplified when tenants remain part of the "family". With a market share of 25-30 percent, we have a strong organisation that is able to look ahead to see how we can best tackle requirements that arise, together with our customers. The fact that we are located right in the centre of the region in which we work makes a major difference. It means we are a part of the collective regional development, which in turn gives our tenants access to a network and contacts that they can use for their own development.
We have said it before, but it is worth repeating that the Öresund region is one of Europe's most dynamic regions.
It is estimated that by 2020 the region will have 3.9 million inhabitants, and it already accounts for 26 percent of Denmark and Sweden's combined GDP. Following a number of weak years of growth, Denmark is now beginning to pick up and investment there is increasing. On the Swedish side, Malmö is the region's engine running at full speed and attracting more and more companies. Over the years, we at Wihlborgs have welcomed, among others, VA Syd, Robert Bosch and Danske Bank into our properties. In Lund, we are continuing to develop Ideon and are just getting started on the construction of 11,000 square metres of office space around the central station. The redevelopment of Knutpunkten in Helsingborg will soon be complete and the building has already been entirely let – there is great demand in Helsingborg for new, modern premises. During the year, we also completed a major transaction in Copenhagen by taking over two strategically located properties totalling 110,000 square metres – and more will be added, as Copenhagen represents great potential for us.
In a region with the greatest concentration of highly educated people in all of northern Europe, the need for modern and sustainable premises in attractive locations is hardly likely to slow down.
And we don't intend to either.
Rental income rose 3 percent this year to SEK 1,910 million.
Operating surplus rose 3 percent to SEK 1,445 million. Our loan-to-value ratio now stands at 56.8 percent, with the
value of our properties rising more than our liabilities over the year. Income from property management has now reached SEK 975 million and is continuing to grow.
Furthermore, all projects we have commenced have been fully let upon completion.
We have trained our diligent employees in Proactive Business skills and recruited new, young and highly skilled employees.
In brief, we feel well-equipped to tackle future projects with full force. This is particularly the case in Malmö's Nyhamnen area, which we are already calling our "next Dockan". Thanks to our strong financial position and our committed employees, we can see continued stable growth and good profitability ahead. And we are looking a long way ahead.
Malmö, March 2016 Anders Jarl, Chief Executive Officer
Daylight streams through the skylights in Malmö's Uven 9 property.
In 1924, master builder O. P. Wihlborg established a construction company in Malmö, which became a traditional property company in 1985.
The Company gradually acquired a concentration of properties both in the Öresund region and in Stockholm. The Stockholm operation became even more focused with the acquisition of Fastighets AB Storheden in 1998.
When Wihlborgs acquired the Stockholm-based property company Fabege in 2004, a resolution was passed at the 2005 AGM to the effect that the property portfolio in the Stockholm and Öresund regions should be spun off. The "old" Wihlborgs was concentrated within the Stockholm region and renamed Fabege AB. The Öresund portfolio was distributed to the shareholders and listed under the name of Wihlborgs Fastigheter AB.
In 2005 we began writing the second part of our history, and on May 23, Wihlborgs Fastigheter AB was listed on the "O" List of the Stockholm Stock Exchange.
In 2006 Wihlborgs acquired 14 properties in Malmö from Tornet, which had a total lettable area of 182,000 m2 . In June, Wihlborgs acquired 40 percent of the shares in Ideon AB in Lund. The acquisition includes the property Betahuset (kv Vätet 1), with a total area of 24,000 m2 . In May, a 2-for-1 share split was carried out, in which two new shares were issued for every existing share held.
In 2007 Wihlborgs continued to invest in the Ideon district of Lund, opening its fourth local office there. Wihlborgs launched a share buy-back programme.
In 2008 Wihlborgs acquired the Scandinavian Center property in Malmö, with a total area of 8,000 m2 .
In 2009 Wihlborgs acquired the Gängtappen building in the Dockan area and the SVT building in the adjacent Varvsstaden area. We acquired the remaining 60 percent of the shares in Ideon AB.
In 2010 Wihlborgs, in partnership with Peab, won the contract for the MAX IV research facility in Lund, and the first earth was turned on 22 November. In central Helsingborg, the Knutpunkten centre was acquired, measuring 18,500 m2 and containing offices, a travel hub, shops and restaurants. The Bytarebacken 39 property in central Lund, with a total area of 15,400 m2 of shops and offices, was acquired.
In 2011 the AGM approved a 2-for-1 share split. The first day of trading for the shares after the split was Monday 23 May. The number of shares outstanding and registered increased to 76,856,728.
In 2012, the Media Evolution City project in Dockan was completed. The project is a property of 7,600 m2 and a centre for various businesses in the media sector. The Baltzar City building in central Malmö was acquired. Two properties were acquired in Denmark in Wihlborgs' sub-market Herlev/Ballerup.
In 2013 Wihlborgs acquired the remaining ten properties in Ideon, thereby becoming sole owner of the whole of the Ideon Science Park. Wihlborgs' biggest single new-build and redevelopment project at the Landsdomaren 6 property in Lund, was completed and Psykiatri Skåne (the Skåne Psychiatric Service) moved in.
In 2014 Wihlborgs expanded its presence in Ballerup via four new office properties with an area of 39,000 m2 . The Terminalen 3 building in central Helsingborg was acquired, making Wihlborgs the sole owner of the entire Knutpunkten complex.
In 2015 Wihlborgs strengthened its presence in Copenhagen by purchasing three properties totalling 115,000 m2 and now has a total of 287,000 m2 in its sub-area. In central Malmö, a major acquisition was also carried out of two large properties comprising 45,000 m2 . Wihlborgs expanded its property portfolio in Nyhamnen, next to Malmö central station, by purchasing two development properties, Polstjärnan 1 and 2.
The best way we can do this is by understanding what people need.
We are clear that we should be the business community's property company of choice ahead of all others in the Öresund region.
We believe that our solutions create environments that promote increased job satisfaction and inspiration in daily life.
We would like to think that this is why so many companies and organisations are happy in our properties – we are the landlord for 2,000 different companies, each with their own specific prerequisites and requirements.
Many of Skåne's most successful companies are tenants of ours – and more are expected to join them. More and more companies are choosing to move their offices to the Öresund region, and we are here to help them find their feet in their new environment. Given the right support from the beginning, they can develop their business concepts in the optimal manner. It is our job to help with this. This in turn gives us at Wihlborgs the fuel we need ourselves to grow larger and stronger.
Specialising in efficient sub-markets in the Öresund region, Wihlborgs will own, manage – in-house – and develop commercial properties.
Wihlborgs will operate a business model for growth and will be one of the leading and most profitable property companies on the Nasdaq Stockholm Exchange. To achieve this goal, Wihlborgs will:
Wihlborgs will achieve:
2 Risk-free interest rate is defined as the rate on a 5-year Swedish government bond.
Loan-to-value ratio of properties, %
1 For definitions of key ratios; see page 135.
Wihlborgs' business model is based on growth. It rests on two pillars, project development and property management. The model consists of actively enhancing the property portfolio by:
The financial impact of the model is illustrated in the chart alongside (right). Factors driving the value of this business model include Wihlborgs' property portfolio, which encompasses an attractive range of modern properties for our tenants to operate in, and thus create conditions for their own growth. To achieve this goal, we must develop and add value to existing properties in the form of redevelopment and extension, in combination with the acquisition of new properties and the sale of completed properties. The changes made in the property portfolio are shown in the adjacent diagrams. Significant property value can be created through new-build projects. Market conditions determine the size and pace at which projects may be started.
Above all, this challenge applies to everyone at Wihlborgs.
What is our vision of our societal role, and what are we doing to ensure Wihlborgs keeps its place at the forefront of development? Writing our goals down on a piece of paper is not enough in itself, we also have to make these goals reality. Continuously investing in new competence for our employees is our way of creating a work environment and a work approach that takes into consideration both the environment and our societal responsibility as a company. And this strategy is delivering results.
During the year, the construction of MAX IV in Lund won two awards for excellence. The Sweden Green Building Council chose MAX IV for the Best Project in both Green Building and BREEAM (an environmental certification system). Fastighets AB ML4, a joint venture between Wihlborgs and Peab, is the developer behind the construction of the MAX IV facility.
Since 2011, Wihlborgs has been presenting a sustainability report audited in accordance with the Global Reporting Initiative (GRI). More businesses are following our lead, but we don't mind being a trend-setter. And this year, MAX IV provides the proof.
In 2015, Wihlborgs' work environment committee comprised nine representatives from the offices in Malmö, Helsingborg and Lund.
By being a catalyst in the local business community, Wihlborgs can help secure favourable long-term development for the entire Öresund region. This is where the company operates and where it can make the largest positive impact. This is what we mean by sustainability.
In purely practical terms, this means a proactive and flexible approach to managing risks and opportunities in our operations and thereby ensuring long-term profitability. This also means being willing to take responsibility for the entire value chain and for the impact of our business activities – positive and negative alike.
We want to build long-term trust by, for example, shouldering responsibility for our impact on the environment and climate, how we design working conditions and/or how we act with regard to anti-corruption issues. Trust is crucial to all long-term relationships with investors, employees, tenants and decisionmakers in the region.
Since 2011, we have been reporting on our sustainability work in accordance with the Global Reporting Initiative (GRI). Preparing a sustainability report feels important, since it contributes to openness and transparency, which are also integral to trust. And over the years, we have held dialogues with our stakeholders to obtain feedback on the areas Wihlborgs needs to focus on. Based on this feedback, we have made a list of priorities, known as a materiality analysis, which has resulted in the following four priority areas:
These four areas now comprise our sustainability framework and our forthcoming Sustainability Report is based on this framework.
Giving priority to the key areas is also in line with the new sustainability reporting guidelines issued by the Global Reporting Initiative last year (G4). The aim is to achieve an enhanced positive impact by concentrating our focus. You can read more in Wihlborgs' Sustainability Report, which is available on the website (www.wihlborgs.se).
We have a straightforward organisation that comprises four regions. Each of these is led according to the Wihlborgs' ethos by a regional director. In each region, our personnel operate from a local office: Malmö (Dockan), Lund (Ideon), Helsingborg (Berga) and Copenhagen (Herlev). This means that our tenants are close to the people that take decisions and provide service, and enables us to continue the organic growth. Our aim is to keep the structure straightforward and flat, to avoid bureaucracy and endless discussions.
We also believe in personal relationships with our tenants. Accordingly, all property management is conducted by our own personnel (property managers and maintenance staff) who know our customers, the properties and the area, thereby enabling them to quickly understand expectations and to respond.
Relationships with our tenants are our top priority and our conviction is that short decision paths create the ability to act and the flexibility that are appreciated by our tenants.
Improvements to the property portfolio are handled by a project department staffed by dedicated project managers. The project managers are responsible for new-build and redevelopment projects. The property management and project departments work together on preparing and evaluating investments in new and existing properties.
In addition to the property management and project organisations, we have a number of Group-wide functions. These are: Accounting/finance, IT, Purchasing, Environment, HR/CSR and Communication. These functions support property management with functional expertise and drive Group-wide development initiatives.
Wihlborgs' Group Management consists of the CEO, CFO, Director of Corporate Communication, Director of HR and CSR and the Director of Projects & Developments. Group Management has overall responsibility for coordinating Wihlborgs' operations.
In 2015, a new Director of Projects & Developments and a new Director of Corporate Communication were recruited to Group Management. Our former Director of Corporate Communication will retire during 2016. In conjunction with the recruitment of a new Director of Corporate Communication, we have merged the information and marketing departments to coordinate and ensure consistency in our communication.
At the end of the year, Wihlborgs had 127 employees (117), of whom 79 were white-collar (72) and 48 blue-collar (45). 111 people are full-time employees and 16 work part-time and their average age was 45 (45). In 2015, personnel turnover was 9 percent (14.2) .
We aim to be an attractive employer and we believe the combination of a focused strategy, in terms of markets and portfolios, together with a simple, shared structure provides a stable base from which to act.
Playing a part in stimulating growth in the local business community by offering modern, flexible premises gives pride in our day-to-day work. And this pride shows in the way we meet and provide service to our tenants.
In last year's customer satisfaction index (CSI), we noted that customer satisfaction had increased as had customers' willingness to recommend. The highest rating went to the response and availability of our maintenance staff. Accordingly, the bar has been set high for this year's forthcoming survey.
A stable base needs to be supplemented with flexibility and sensitivity toward new generations of customers and employees.
Total working hours in Sweden in 2015 The figures pertain solely to Sweden
Providing an attractive workplace is key to retaining skilled employees and for recruiting new ones. Our corporate culture is based on drive, knowledge, honesty and cohesion, which we refer to when recruiting and introducing new employees. Communicating with tomorrow's professionals in this industry is another area we have identified as a need to ensure we can attract the right skills moving forward. During the year, we therefore introduced our own job bank and have planned to actively participate in job fairs.
During 2015, we employed 21 new people and 11 people left the company.
Our focus in 2015 was on developing our business culture and linking individual contributions to overall results, and on creating exchanges between regions and employees. We have focused strongly on developing skills within our property management operations and trained talents involved with proactive communication and letting. The ability to ask the right questions and act instead of reacting has been a focus for all employees.
We are growing and our regions are becoming increasingly autonomous. With large numbers of new colleagues, we need to prioritise induction, feedback and leadership if we are to maintain and develop our ethos, skills and drive as an organisation. During the year, one of our property managers was promoted to property director.
A safe and secure work environment – with no risk of accidents – is key to an attractive workplace. We have a work environment committee that conducts and evaluates activities to improve our shared work environment. We have set up a system of internal control in accordance with the Swedish Work Environment Act. Day-to-day action on the work environment is facilitated by procedures for sick leave, rehabilitation, ergonomics, management of ill-health and accidents, and reporting of close calls.
Our aim is also to work proactively with wellness and, in
addition to offering a wellness allowance to our employees, we arrange a "Wihlborgs' Classic" to encourage exercise and strengthen the sense of community.
We also note low figures for sick leave. In 2015, this was 1.31 percent (1.58) in Sweden. Long-term absence in Sweden (60 days or more) represented 9.78 percent (0) of total sick leave.
The overall gender balance within the Group comprised 39 percent women with the corresponding figures of 44 percent for managers, 60 percent for Group Management and 43 percent for the Board, which indicates an even gender balance across these areas.
Since 2005, Wihlborgs has had a profit-sharing fund in place for all employees with the exception of the CEO. This aims to encourage the personnel to achieve set goals and to increase participation in Wihlborgs' activities. All contributions allocated to the fund are invested in Wihlborgs' shares. The maximum allocation is one price base amount per employee per year. The shares in the foundation are subject to a five-year lock-in period after allocation.
During the year, we worked systematically to become a better employer and performed internal checks to ensure we are on the right path and that progress is being made.
To move efforts to evaluate and develop our work culture another step forward, we will participate in the Great Place to Work programme in 2016. By participating in this initiative's employee surveys, we will not just obtain an internal metric, we will also see how we benchmark against other companies. Our goal is to become one of the best workplaces in the property industry within a three-year period.
At Wihlborgs, we believe it important to create the preconditions that enable job satisfaction to grow and thrive, thereby ensuring we all enjoy coming to work and have fun at work. There is a difference between going to work and wanting to go to work. One element of the above is our aim for our employees to develop and grow with the company. When our employees develop, Wihlborgs does too; it's that simple.
As IT Manager, I am responsible for day-to-day IT support for operations but I also work on developing internal IT systems and infrastructure. My job also includes improving IT support in the company's business processes.
We work continuously to ensure IT provides effective support for the company's operations and contributes to improved business opportunities. IT should support the company's business processes based on existing and future needs.
I appreciate being able to control and plan my workday, and also having pleasant colleagues who make my workplace a nice place to be. Wihlborgs is a secure and stable company in continuous growth that looks after its employees.
I work as a project manager in Malmö. My duties involve supporting letting and property management with the redevelopment and extension of our properties. I run several construction projects, large and small, together with contractors and ensure that we get a finished product on schedule for our tenants. I also participate in early discussions when one of our customers is interested in a new build on a site where we have development rights.
I will continue to drive my own projects and stick to project budgets and schedules. When needed, I will also identify new first-rate contractors that we can work together with.
work atmosphere. We sit closely together at the office and have short decision paths.
My duties include the follow-up and financial reporting for our properties and subsidiaries in Helsingborg, everything from results and project follow-up to VAT issues and financial reporting. I participate in budget work and am involved in the purchase/ sale of subsidiaries and properties. In Helsingborg, we manage about 100 properties and manage the accounts of some 50 subsidiaries. Together with my colleagues in the accounts department, I prepare quarterly and annual closing accounts as well as the annual accounts. I also look after the accounting for one of our joint ventures, Hälsostaden Ängelholm AB.
We are continuously identifying possibilities for improvement at Wihlborgs and, next on the list, is developing our project accounting, which I am working on together with a few colleagues.
It is fun to work for a company that is doing well and which has a good reputation. I appreciate the short decision paths and the responsibility that comes with the freedom of action we are allowed. The personnel are committed and the atmosphere is positive. Other positives are our staff benefits such as our profitsharing fund, healthcare insurance and wellness initiatives.
Wihlborgs' environmental efforts are built on a palette of different environmental initiatives whereby we systematically drive a variety of activities to ensure our properties become sustainable. Through stakeholder dialogues, we identified interest in the following three areas: our energy use, emissions and thereby climate impact, certified buildings. In addition to the above, we also drive efforts in other identified areas to reach our environmental goals.
Today, sustainability is a prerequisite for profitability. For us, taking responsibility means finding a balance within our operations and enabling the business to grow in a sustainable direction. We have also noted increasing demands from our investors and, for a number of years, we have actively pursued environmental initiatives. We have implemented several energy efficiency projects and successively rearranged our energy mix in favour of sustainable sources of energy.
Wihlborgs' energy consumption and choice of energy type is the area where our operations have the single largest environmental impact. Our main focus has been on the energy area because this is where our operations have their greatest environmental effect and where we can make a positive impact on reducing greenhouse gas emissions. Working continuously on energy efficiency with regard to heating, cooling and electricity is a prioritised area. This has also been clearly set out in our environmental policy and, for several years, has also been a prioritised environmental aspect in environmental plans and goals.
Total energy consumption was reduced 4 percent between 2014 and 2015, despite an increase in the total m2 of lettable area. Today, the energy consumption of the properties we manage corresponds to the energy consumed by about
7,100 houses ( annual consumption of 25,000 kWh per house). Including operations in Denmark, our total energy consumption in 2015 was 177,660,869 kWh. This means that the energy consumption, when divided by our lettable area, has declined in relative terms from 120 kWh per square metre to 109 kWh.
We have continuously implemented energy efficiency measures in those properties where these were required. In 2015, we compiled the impact of several energy efficiency projects that we have completed in our existing properties. We have implemented five different projects from which the total saving amounted to 35 percent. This saving corresponds to 1,383,100 kWh or SEK 1,111,570 per year by Wihlborgs' estimates.
During the year, the dialogue continued with our largest energy supplier to influence the content mix of products in favour of a larger share of renewable energy with low carbon dioxide emissions such as wind and hydropower. This has resulted in new three-year energy agreements (2016-2018) for our operations in Malmö, Helsingborg and Lund.
A total of 94 percent of Wihlborgs' carbon dioxide emissions stems from the energy used in our properties. Each year, Wihlborgs reports its total carbon dioxide emissions and gathers data for those areas where we impact the environment. We use the framework provided by the Greenhouse Gas Proto-
col to compile our greenhouse gas emissions. Scopes 1, 2 and 3 indicate the areas represented in the table for tonnes of carbon dioxide.
Wihlborgs' total carbon dioxide emissions in tonnes over the past three years:
| Year | Scope 1 Tonnes |
Scope 2 Tonnes |
Scope 3 Tonnes |
Total Tonnes |
|---|---|---|---|---|
| 2013 | 652 | 9,559 | 168 | 10,379 |
| 2014 | 516 | 9,177 | 203 | 9,896 |
| 2015 | 441 | 8,009 | 63 | 8,513 |
Wihlborgs' environmental vision for 2020 is to continue to expand but with reduced environmental impact. Compared to the preceding year, 2014, environmental impact decreased from 9,896 tonnes CO2 to 8,513 tonnes CO2 . This was a year-on-year decline of 14 percent. The largest decrease in carbon dioxide was in district heating (Scope 2), where deliveries have decreased but this was also attributable reduced consumption of gas. The positive results are also due to enhanced energy efficiency and lower emissions of refrigerants at our cooling facilities.
Our office and service vehicles are powered by electricity or gas. All of our offices have company bicycles that can be borrowed for travelling shorter distances in town. Other business travel is by air, rail and bus. Our carbon dioxide emissions from air travel rose slightly year-on-year (from nine to 12 tonnes), but the needs of a growing business should be taken in to account here. The target we have set in our updated environmental programme for carbon dioxide emissions from business travel by car is a maximum of 2 tonnes per year. In 2015, we met this target and the average for our car pool (including company cars) was 1.9 tonnes.
Our stakeholder dialogues identified an explicit desire for our properties to be environmentally certified. Certification is perceived as credible evidence of a property's energy efficiency and that it generates a smaller negative environmental footprint during its life cycle.
Certification entails an external audit and an objective assessment of energy efficiency, the materials used and the types of renewable energy used for heating, cooling and electricity. It also usually includes assessments of areas such as acoustics, lighting and air quality.
During the year, we worked on, and will continue to work on, the environmental certification of our newly produced or redeveloped properties.
We apply the Swedish environmental standard SGBC (gold level) as our primary guide for certification. The Sweden Green Building Council (SGBC) is a certification system based on regulations from the Swedish construction industry and public agencies, as well as Swedish construction practices. Complying with a leading environmental certification programme such as the SGBC also minimises Wihlborgs' risk in connection with existing and any new regulatory requirements. Through acquisitions and joint ventures, Wihlborgs has properties in its portfolio that are certified under BREEAM and LEED (Leadership in Energy and Environmental Design).
It is also pleasing to note that we were awarded an environmental prize for the MAX IV building project in Lund. Since environmental certification under a programme such as BREEAM requires ecological and biodiversity criteria, we established meadows at the MAX IV facility that were sown naturally with seeds collected from Kungsmarken – a nearby nature reserve which also happens to be one of Sweden's oldest. Establishing these meadows was one way of reducing the risk of destruction of the historic plant species in Kungsmarken, since this nature reserve is located in the catchment basin for our facility.
During the year, in conjunction with new production or redevelopment, six properties were certified under the SGBC standard (gold, silver or bronze):
We also have seven buildings that have been approved under the EU GreenBuilding Programme.
Wihlborgs signs Green Leases with its tenants. These leases are based on the template for Green Leases from the Swedish Property Federation. Certain adjustments have been made in the leases to take into account the prerequisites of the premises being let and the operations for which the premises will be used, such as offices or warehousing. The agreement includes activities in the areas of information and coordination, energy and the indoor environment, as well as the choice of materials and waste management. Increasing the number of Green Leases is also one of our environmental goals.
In total, Wihlborgs has 274 active Green Leases out of a total of about 2,200 leases as of 31 December 2015. This was an increase of 175 leases compared with 2014. We believe that the Green Leases fill a key function, since they create a platform for collaboration between tenant and landlord in a joint effort to reduce the environmental impact of the property/premises.
It is important for us to promote biological diversity. Bees promote green growth in urban environments by pollinating flowers and trees. During the year, we located beehives at a number of our properties in Malmö and Helsingborg and, in 2016, four hives will be located in Lund. In 2015, we produced about 200 jars of honey, which we have given to our customers.
In the spring, a half-day environmental training course was conducted for all new employees and as a refresher course for those employees who underwent the training five years earlier. During the course, the employees learnt basic environmental knowledge and about Wihlborgs' environmental efforts.
This environmental goal, which is aimed at openness to new innovations, was not prioritised during the year. No specific project was initiated in connection with this goal. However, we continuously meet new choices in terms of technology and methods through our memberships of various environmental networks and through supplier dialogues.
In 2015, Wihlborgs participated in the Swedish Property Federation's initiative to prepare a code of conduct for supplier assessment. We will continue with this work during the year and decide whether it will replace our existing internal procedures for supplier assessment. Through collaboration, we can influence more suppliers to realise the importance of environmental and societal responsibility.
Wihlborgs' vision for 2020 is to continue to expand its operations but with reduced environmental impact.
Wihlborgs has a new updated environmental policy (www. wihlborgs.se/miljo) that applies from 1 January 2016. Our revised policy has greater emphasis on the life-cycle perspective in operations and increased focus on renewable energy sources than the policy it replaces. In addition, we make clear that Wihlborgs wants to take an active role in the public debate and in this role both listen and contribute to sustainable development.
Our new Environmental Manager joined Wihlborgs in November and is working on the preparation of revised environmental goals and an action plan for the 2016 to 2018 period. The foundation of the environmental programme will remain in place, but greater focus will be dedicated to climate impact, circular flows in accordance with the life-cycle perspective and quality assurance of our procedures for environmental certification of our buildings.
If you would like further information on carbon dioxide emissions, energy consumption and our environmental efforts; refer to Wihlborgs' Sustainability Report.
The environmental campaign "No green facade" was displayed during the summer on a few selected properties in Malmö, Lund and Helsingborg.
From 1 January 2016, Wihlborgs Fastigheter will be listed on the Large Cap segment of the Nasdaq Stockholm Exchange. In other words, the segment for companies with a market capitalisation exceeding EUR 1 billion.
This is positive, it confirms that we are taking the right actions and have performed favourably for many years.
As a matter of curiosity, it could be interesting to know that, to date, only five Skåne-based companies are listed on the Large Cap segment. We say this with a touch of pride, but perhaps we are just being vain.
However, we have always taken the long-term approach and this has paid off for our shareholders.
So with a confident stride, we will keep moving forward.
Since January 2016, the Wihlborgs share has been listed in the financial sector of the Large Cap segment of Nasdaq Stockholm. Wihlborgs was floated in 2005, when the company was spun off from the listed company Fabege.
A two-for-one share split has twice been carried out, in 2006 and 2011, meaning each old share was replaced by two new shares and, accordingly, the number of shares outstanding has risen to 76,856,728.
At year-end, the company's share capital totalled SEK 192 million. Each share entitles the holder to one vote and, at the AGM, each person entitled to vote may vote for the full number of shares held and represented by that person.
During the year, the Board did not exercise its mandate to authorise a new issue of shares amounting to a maximum of 10 percent of the shares outstanding. In addition, the Board did not exercise its mandate to buy back any of the company's own shares. Wihlborgs has no treasury shares as of December 31, 2015.
At year-end, the company's market capitalisation was SEK 13.1 billion.
During 2015, the total trading value of Wihlborgs shares was SEK 6.0 billion (3.4) on the Nasdaq Stockholm Exchange. A total of 38.5 million (27.1) Wihlborgs shares were traded on the Nasdaq Stockholm Exchange in 2015, corresponding to a daily turnover of 153,000 shares (109,000). This represented a turnover rate of 50 percent (35) of the average number of shares outstanding.
At year-end, the price quoted for Wihlborgs share was SEK 171.00 (142.75). In 2015, the highest and lowest prices quoted for Wihlborgs shares were SEK 180.00 and 135.00, respectively. The total yield on the share, including the dividend of SEK 4.75, was 23.1 percent for 2015.
At a tax rate of 22 percent, Wihlborgs' equity per share is SEK 115.49. At a tax rate of 0 percent, Wihlborgs equity per share is SEK 144.10. The long-term net asset value (EPRA NAV) per share was SEK 155.54.
Wihlborgs' dividend policy is based on distributing to shareholders 50 percent of income from day-to-day property management and 50 percent of income realized from property sales. In both cases, a deduction is made for tax at a standard rate of 22 percent. The dividend proposed by the Board for 2015 is SEK 5.25 (4.75). This represents a dividend yield of 3.1 percent, based on the share price at year-end. Provided that the AGM adopts the Board's proposed dividend of SEK 5.25 and that the record
date is set for 2 May, the dividend will be paid on 6 May 2016. Wihlborgs shares will be traded, including dividend, up to and including the date of the AGM, Thursday, 28 April 2016.
* The dividend for 2015 pertains to the dividend proposed by the Board ahead of the Annual General Meeting.
The largest shareholder in Wihlborgs is Erik Paulsson and family, who owns 10.1 percent of the shares outstanding. At the end of December 2015, the ten largest shareholders owned 30.7 percent of the shares.
The number of shareholders was 23,458, down 1,000 yearon-year.
At the end of December, foreign shareholders represented 39.4 percent of the total, up 3.9 percentage points year-on-year. Of foreign ownership, the US accounted for 51 percent, the UK for 29 percent, Luxembourg for 8 percent and Ireland for 4 percent.
| Largest shareholders in Wihlborgs at 31 December 2015 | ||||
|---|---|---|---|---|
| Shareholders | No. of thousands shares |
Share of capital and votes, % |
||
| Erik Paulsson and family, | ||||
| privately and through companies | 7,790 | 10.1 | ||
| Länsförsäkringar Funds | 3,645 | 4.7 | ||
| SEB Funds | 3,365 | 4.4 | ||
| Handelsbanken Funds | 2,216 | 2.9 | ||
| The Qviberg family | 2,162 | 2.8 | ||
| Norges Bank | 1,555 | 2.0 | ||
| DnB Carlson Funds | 840 | 1.1 | ||
| Tibia Konsult | 813 | 1.1 | ||
| Skandia Funds | 619 | 0.8 | ||
| Avanza Pension | 601 | 0.8 | ||
| Other shareholders registered in Sweden | 24,546 | 32.0 | ||
| Other shareholders registered abroad | 28,705 | 37.3 | ||
| Total number of shares outstanding | 76,857 | 100.0 |
Market Cap. Ord. shares
Market capitalization, 31 December 2015, SEK bn*
Obtain the latest share price on your mobile or tablet device.
| Share/Kay ratios1 | 2015 | 2014 | 2013 | 2012 | 2011 |
|---|---|---|---|---|---|
| Share price at year-end, SEK | 171.00 | 142.75 | 115.25 | 101.50 | 91.00 |
| Change in share price during the year, % | 19.8 | 23.9 | 13.5 | 11.5 | -6.7 |
| Earnings per share, SEK | 29.64 | 5.14 | 13.83 | 10.71 | 8.65 |
| Income from property management per share, SEK | 12.69 | 11.55 | 9.75 | 8.91 | 8.54 |
| P/E ratio I, multiple | 5.8 | 27.8 | 8.3 | 9.5 | 10.5 |
| P/E ratio II, multiple | 17.3 | 15.8 | 15.2 | 15.5 | 14.5 |
| EPRA NAV (long-term net asset value) | 155.54 | 126.76 | 111.92 | 104.23 | 97.32 |
| Dividend per share, SEK (2015 = proposed dividend) | 5.25 | 4.75 | 4.25 | 4.00 | 3.75 |
| Dividend yield per share, % | 3.1 | 3.3 | 3.7 | 3.9 | 4.1 |
| Total yield per share, % | 23.1 | 27.5 | 17.5 | 15.7 | -3.1 |
| Number of shares at year-end, thousands | 76,857 | 76,857 | 76,857 | 76,857 | 76,857 |
| Average number of shares, thousands | 76,857 | 76,857 | 76,857 | 76,857 | 76,857 |
1 For definitions of key ratios; see page 135.
This is an art we are trying to master.
We keep a constant eye on development, on political decisions, on economic growth on both sides of Öresund, and pretty much anything that impacts the region, both now and moving forward.
With our 276 properties valued at SEK 28.6 billion, no one is bigger than us in this property market. This makes us a key player in the development of the region. We have the strength to act, to seize the moment, and not least, to help our tenants find new solutions when the circumstances demand it.
In 2014, we kept ourselves calm on the investment front, well aware of the lethargy in the economy, primarily on the Danish side.
But the situation has also started to change there, and now we are poised to see what could fit in with our investment philosophy.
The pace is higher on the Swedish side, as can be seen from the transactions and projects we completed during the year.
Whatever the pace of the Öresund region's development, we know one thing for sure, it's moving forward.
Wihlborgs strategy is to be present in locations in the Öresund region with potential for long-term growth, both populationwise and economically. That is why we are established in Malmö, Lund, Helsingborg and Copenhagen. In these locations, we are also geographically highly focused on, and dominant in, a number of selected sub-markets.
Our local presence gives us a depth and breadth of knowledge of these markets that enables us to offer our customers enhanced quality of service. On the Swedish side of the Öresund, this makes us the largest commercial property owner.
The Öresund region comprises Skåne on the Swedish side of the Öresund and Själland, Lolland, Falster, Møn and Bornholm on the Danish side. Skåne's population slightly exceeds 1.3 million inhabitants and in 2015, the total number of inhabitants in the Öresund region passed 3.9 million. If the trend continues, the Öresund region will have 4.0 million inhabitants by the end of 2017. According to a forecast from Region Skåne in 2015, Skåne's population is expected to rise 13 percent by 2024, which is a higher rate of growth than over the past ten years, when the population grew slightly more than 10 percent. Since the 1980s, Skåne's population has outpaced national growth, mainly due to high figures for people moving to Skåne. According to the Øresundinstituttet, population growth in Copenhagen in the period until 2022 will outpace growth in Stockholm. Annual population growth in Copenhagen is expected to be 1.8 percent and the corresponding figure for Stockholm is 1.6 percent.
Infrastructure investments, including the Öresund Bridge, the City Tunnel in Malmö and the Copenhagen Metro, have been a huge factor in the development of the Öresund region, helping to boost both regional expansion and mobility. According to the Øresundinstituttet, an average of 95,800 people crossed Öresund each day in 2015, of which 74,900 used the Öresund Bridge and 20,900 the ferry between Helsingborg and Helsingør.
Despite the relatively limited geographical area of the Öresund region – less than 5 percent of the total area of Sweden and Denmark1 – the region accounts for more than a quarter of the combined GDP for Sweden and Denmark. After several years of low growth, the economy is brightening in the Öresund region according to the Øresundinstituttet. The Öresund region's gross regional product (GRP) rose 1.8 percent in 2014 and is expected to grow by 2.9 percent in 2015 and 2016.
The Öresund region can boast several world-class research projects. MAX IV, the most powerful synchrotron light research facility in the world, will be inaugurated on Mid-Summer Day 2016. For more information on MAX IV; see page 55. Close to MAX IV, the construction of ESS, a multi-disciplinary research centre based around the most powerful neutron source in the world, has also started. In 2025, ESS is expected to be in full operation.
The Swedish economy has entered a strong growth phase. According to Nordea's Economic Outlook in January 2016, GDP is expected to grow 3.5 percent, both in 2015 and 2016. The economy will receive an extra boost from the robust flow of asylum seekers. The return to growth for GDP is attributable to factors including rising productivity in Sweden. The service sector has noted a steady recovery since the end of the financial crisis and, fueled by healthy domestic demand, the trend is expected to continue. Demand in Swedish export markets has started to recover. Increased disposable incomes and rising asset prices are contributing to households' strong financial position.
With the continued recovery of the Danish economy, prospects for the regional economy in the south of Sweden have improved. Through 2015, Nordea expects South Sweden to have outperformed the remainder of the country and West Sweden. Thereafter, growth is expected to track the trend in the rest of the country.
| Regional growth, gross regional product, annual change in real terms, % | |||||
|---|---|---|---|---|---|
| 2013F | 2014F | 2015F | 2016F | 2017F | |
| South Sweden | 1.0 | 2.3 | 3.2 | 2.3 | 1.6 |
| Mälardalen | 2.7 | 2.6 | 4.1 | 4.0 | 2.8 |
| West Sweden | 0.8 | 1.7 | 3.0 | 2.6 | 1.7 |
| Rest of Sweden | 0.0 | 2.1 | 2.9 | 2.5 | 1.6 |
| Total (GDP) | 1.2 | 2.3 | 3.4 | 3.1 | 2.1 |
Source: Nordea's Regional Outlook, October 2015
Inflation remained weak and, during the year, Sweden's central bank, the Riksbank lowered its repo rate to minus 0.35 percent and maintained its extremely expansive monetary policy.
The Danish economy has been growing since mid-2013. Private consumption remains the key to growth. In 2015, it increased 2.5 percent and approached pre-crisis levels. GDP growth was expected to amount to 1.4 percent in 2015 to then increase to 1.7 percent in 2016 and 1.9 percent in 2017. Denmark also finds itself in a situation with low inflation and low interest rates.
The labour market in South Sweden is improving and employment is increasing to about the same levels as prior to the financial crisis in 2008. High flows of people moving into the region combined with population growth mean that labour supply and employment are increasing at a healthy rate in the region, even if structural unemployment is relatively high. A large proportion of jobseekers are disadvantaged, that is, have low educational qualifications, have non-European backgrounds or have impaired working capacity. According to Nordea's Regional Outlook, October 2015, employment growth in South Sweden is expected to have clearly outpaced other parts of the country.
| Employment trend, annual change, % | ||||||
|---|---|---|---|---|---|---|
| 2013F | 2014F | 2015F | 2016F | 2017F | ||
| South Sweden | 1.3 | 0.5 | 2.2 | 1.1 | 0.9 | |
| Mälardalen | 1.5 | 2.0 | 1.7 | 1.8 | 1.5 | |
| West Sweden | 0.9 | 1.6 | 0.8 | 1.3 | 0.9 | |
| Rest of Sweden | 0.5 | 1.2 | 0.7 | 0.8 | 0.3 | |
| Total | 1.0 | 1.4 | 1.3 | 1.2 | 0.9 |
Source: Nordea's Regional Outlook, October 2015
According to Nordea's Economic Outlook for December 2015, employment has increased steadily in Denmark since 2013, primarily driven by the private sector. Employment is expected to increase from now on and, unless the labour force is strengthened through increased inflows of qualified labour from abroad, for example, the risk of labour market bottlenecks will increase.
A positive climate prevails in the rental markets in all of our areas, with high demand for both offices and industrial/warehousing premises.
A positive trend has been noted in the Malmö rental market with increased demand. Demand is rising for locations with good transport links. Vacancies have not been appreciably impacted despite several sizable new construction projects. These developments are largely taking place around the central station and in the Hyllie suburb. Malmö continues to attract companies to the region, for example, Orkla Foods is moving its head office from Eslöv to Dockan in 2016.
The office rental market in Lund can be divided into two sub-markets: central Lund and northeast Lund, including Ideon. The rental market in central Lund remains strong and has, essentially, no vacancies. In 2016, Wihlborgs will therefore start building on the Postterminalen office project located adjacent to Lund Central Station. Even if substantial vacancies exist in northeast Lund following the large cutbacks at companies including Ericsson, there is still demand and growth in the area. Companies choosing to establish operations at Ideon in 2015 included Robert Bosch and Flatfrog.
In Helsingborg, the rental market has remained relatively stable with low vacancies. Practically no new development has taken place here for slightly more than 20 years. Early in the 1990s, in the midst of the property crisis, the Knutpunkten complex was completed. Building has now resumed in Helsingborg. In 2016, Wihlborgs will complete the extension to Knutpunkten. A new top rent level has been set and leases have been signed at rents, excluding heating, of more than SEK 2,500/m². The establishment of top rents at such high levels will, in time, create acceptance for higher levels for the better premises in Helsingborg.
The Copenhagen rental market has been influenced by a long-standing economic downturn, with increased vacancies and significant downward pressure on rent levels. However, the market has bottomed out and specks of light can be seen on the horizon.
The property transaction market in Sweden remained buoyant in 2015 even if total transaction volumes failed to reach the figures for 2014. Properties changed hands for a total of SEK 134 billion in 2015, based on transactions valued over SEK 100 million.
It is interesting to note that foreign investors increased significantly by 10 percentage points year-on-year and accounted for 28 percent of acquisitions in 2015. One third of the transaction volume pertained to office properties. Housing and retail accounted for about one fifth each of the total transaction volume.
The Stockholm market accounted for almost half of transaction volume in 2015 as compared with Malmö which accounted for 5 percent. A full 23 percent of sales were outside of the major cities and other larger cities.
Wihlborgs has been active in the property transaction market. For more information about our transactions; see Acquisitions and sales on pages 57–59.
The transaction volume in Denmark has been relatively low in recent years, but rose substantially to DKK 45 billion in 2015.
The Dockan development area, where Wihlborgs owns 162,000 m2 .
7.9% (4.6%) Population growth, 2010–2015 11.0% (8.3%) Employment trend, 2009–20141 65% (77%) Percentage in employment, aged 20–64, 2014 31% (26%) Percentage with higher education, 20142
Figures in brackets refer to Sweden as a whole.
1 Gainfully employed, workplace in the municipality, aged 16+.
2 At least 3 years of tertiary education, aged 25–64. Source: Statistics Sweden.
Malmö is Sweden's third largest city and has a vigorously growing population. According to a population forecast from the City of Malmö in 2014, the population in the city will exceed 375,000 as early as in 2025. In 2015, the population grew 1.4 percent. Malmö has been remodelled from an industrial city to a city with a knowledge and service-based business community. The Öresund Bridge, the City Tunnel and, not least, the establishment of Malmö University in 1998, have helped to transform Malmö.
Its attractive location in the region means that the majority of businesses have chosen to locate their offices in Malmö. In 2015, companies including Ikea, Ikano Fastigheter and Ikano Bank moved their operations to Malmö. Orkla Foods is moving its head office from Eslöv to Malmö in 2016. IBM will open a development centre in Malmö; this venture is expected to create at least 300 jobs. IBM chose Malmö because of its great diversity, both ethnic and in terms of age, as well as the proximity to universities and institutes of higher education.
Property development in Malmö is largely concentrated to the transport nodes. A municipal central plan is being prepared for the area north of the central station, Nyhamnen. In the long term, Nyhamnen will become part of the mixed, compact city, with workplaces for 13,000 and 6,000 homes. The Dockan area of Västra Hamnen, just a few minutes from the central station, is a consistently popular, modern city district. In 2016, organisations including Orkla Foods, Länsförsäkringar and the Swedish Social Insurance Agency will establish operations in Dockan. Hyllie is beginning to establish itself in the market and several office, residential and hotel projects are ongoing. Wihlborgs expects to have a legally binding detailed development plan in place by spring 2016.
Regional Director Lennart Jönsson.
| 2015 | 2014 | |
|---|---|---|
| Number of properties | 125 | 120 |
| Lettable area | 716,000 m² | 666,000 m² |
Wihlborgs is the largest commercial property owner in Malmö, with slightly more than 700,000 m². Other major commercial property owners include Fastighets AB Briggen, Klövern, Kungsleden, Stena Fastigheter, Vasakronan and Volito Fastigheter.
As one of the largest property owners, Wihlborgs is involved in the Malmö Citysamverkan non-profit company that works with the street environment, safety, events and marketing of businesses in the city. Malmö Citysamverkan is co-owned by three partners: the City of Malmö, the commercial property owners and the retail association. The area covered by Malmö Citysamverkan stretches from the central station to the shopping centre Triangeln and from Drottningtorget to Davidshallstorg. The company also works with the city's logistics and parking issues.
In 2015, Wihlborgs boosted its holdings in Malmö through a few major acquisitions. The largest acquisition was in summer 2015 and comprised the Karin 11 and Nora 11 properties, which are located at the junction of Drottninggatan and Kungsgatan. The properties comprise three well-known buildings: Tegelkarin, a brick building from the 1930s that houses the County Administrative Board; Plåtkarin, a sheet-metal clad building from the 1970s which houses, among others, the Swedish police's passport office and Nora 11, which is largely let to the tax authorities and the City of Malmö.
In the spring, the Polstjärnan 1 and 2 development properties in Nyhamnen were acquired from Lantmännen. The properties have a plot size of slightly more than 10,000 m².
Wihlborgs is highly focused within four management areas in Malmö: Västra Hamnen, central Malmö, Fosie/Limhamn and Norra Hamnen/Arlöv. Wihlborgs has project opportunities in all of these management areas. We have also arranged for land to be reserved for office developments in Hyllie and Nyhamnen. For further information about our projects and development opportunities, see Projects and development on pages 51-55.
Property Director Louise Ahnelöv, Property Manager Johnny Andersson, Administrative Assistant Britt-Marie Olsson, and property managers Micha Nadel and Helen Hansson.
| Number of properties | 18 |
|---|---|
| Lettable area | 162,000 m² |
| Number of properties | 24 |
|---|---|
| Lettable area | 237,000 m² |
Dockan in Västra Hamnen is Wihlborgs' largest management area. In 2000, the Dockan Exploatering development company was established by Wihlborgs, JM and Peab, each with equal shares in the company. Dockan Exploatering acquired the land area comprised by Dockan. Wihlborgs is responsible for developing the commercial sites in Dockan. The area, where Kockums once enjoyed its period of greatness, has been transformed from an industrial area into a mixed modern urban environment comprising housing, restaurants, retail units and offices. Wihlborgs owns and manages a total of 162,000 m² in the area and has further opportunities for development in this area.
The Dockan development has won Malmö's City Architectural Award on several occasions. In 2002, the award was won for the first time for the Tyrén Building; in 2011, for the Region Skåne building and in 2012, it was for Media Evolution City, the hub of Malmö's media industry.
Wihlborgs' largest letting in 2015 was in Dockan, at the Kranen 8 property. An area of 12,300 m² is being redeveloped here for the Swedish Social Insurance Agency which, in spring 2016, will co-locate a number of units in the building known as the Ubåtshallen. Major redevelopments were carried out at Kranen 1, where Orkla Foods is moving its head office from Eslöv, and at Gängtappen 1, Kockums' former head office, which is being fully renovated for Länsförsäkringar.
Wihlborgs' major tenants in Västra Hamnen include SAAB, Tieto Sweden, Mercedes-Benz Sverige, Region Skåne, SVT and ÅF.
| Market information | |||
|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
|
| Offices | 1,800–2,500 | 5–8 | 4.5–6.0 |
Source: Malmöbryggan Fastighetsekonomi AB, standard property.
1 Long-term economic vacancy.
2 Investment yield requirement, fully let. Wihlborgs' largest management area in Malmö is Central Malmö. Wihlborgs owns and manages a total of 237,000 m² in this area.
Wihlborgs had a high level of transaction activity in this management area in 2015. At the junction of Drottninggatan and Kungsgatan, about 44,000 m² of lettable area was acquired in the Karin 11 and Nora 11 properties. Högvakten 6, a 1960s property located in Norra Vallgatan, was sold to Malmö Cityfastigheter.
Wihlborgs also acquired the Polstjärnan 1 and Polstjärnan 2 properties, which are strategically located in Nyhamnen. The regeneration of this area into a modern city district has started and Wihlborgs is represented by a number of properties, both developed and undeveloped. One is the Sirius 3 site, for which a detailed development plan has been approved, allowing the new build of 7,000 m² of offices and which will be started in 2016. We have also been allocated land of approximately 25,000 m² gross floor area (GFA) in Nyhamnen. For further information about our portfolio and opportunities in Nyhamnen; see Projects and development on pages 51-55.
The largest letting in this area in 2015 comprised 4,000 m² at the Väktaren 3 property to VA Syd. The premises will be extensively refurbished in 2016 prior to occupancy.
Wihlborgs' major tenants in this management area include Svenska Prize Hotel, Nordea, the Swedish Tax Agency, the Swedish Social Insurance Agency, Region Skåne, the Municipality of Malmö, Tullverket (Swedish Customs) and the County Administrative Board.
| Market information | |||
|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
|
| Offices | 1,500–2,200 | 5–12 | 5.0–6.25 |
Property Director Tobias Andersson and Property Manager Jan Andersson. Property Director Ivana Stankovic and Property Manager Stefan Eklöf.
| Number of properties | 45 |
|---|---|
| Lettable area | 163,000 m² |
The locations of the well-known commercial districts of Fosie and Limhamn have good transport links to the European road network.
The development of Fosie, one of the largest commercial districts in Malmö, started in the 1970s. The area, situated between the inner and outer orbitals, is home to businesses of various sizes.
The Limhamn portfolio is located in the Annetorp industrial area, and is characterised by small industrial businesses, plus a number of office units. Svågertorp also falls within the management area. The areas are conveniently located with good links to the inner and outer orbitals.
Wihlborgs manages 163,000 m² in the area, primarily industrial/warehousing properties. We have various development opportunities in the management area.
Wihlborgs has prepared a detailed development plan for housing and remediated contaminated land in an older industrial area of Limhamn. The plan covers the Gjuteriet 18 and Limhamn 156:90 properties that were acquired by Dresser Wayne in 2010. In 2015, the Limhamn 156:90 property and part of the Gjuteriet 18 property were divested.
Larger lettings were made for properties including Boplatsen 3, where DHL Freight Sweden AB is leasing a 2,000 m² office. Bilia has leased a 2,900 m² warehouse at the Stridsyxan 4 property in Agnesfridsvägen.
Wihlborgs' major tenants in the management area include ABB, Honda Motor Europe, Scandinavian Cosmetics, Bravida Sverige and Securitas Sverige.
| Number of properties | 38 |
|---|---|
| Lettable area | 155,000 m² |
The harbourside area, which has hosted industrial activity since the early 1900s, is undergoing redevelopment and renewal. The district is one of the largest commercial areas in Malmö. The harbourside area has close access to the region's extensive rail and motorway network. The area is typified by industrial and warehouse businesses of various sizes.
The Arlöv industrial district occupies a strategic location between Malmö and Lund, with direct links to the region's motorways. Wihlborgs' management area also includes Bulltofta, adjacent to the Inner Orbital. Development of the area started in the 1970s, when the airport that had operated there since the 1920s was closed down and operations moved to Sturup. The area mainly comprises small industrial businesses and minor office properties.
Wihlborgs manages 155,000 m², primarily industrial/warehousing properties. We have various development opportunities in the management area.
A major new letting was carried out at the Flygledaren 9 property, which is located in Bulltofta, where Lekia has leased 3,700 m². In Arlöv, Hilti Svenska has expanded by 1,900 m² at the Tågarp 16:42 property. This company has now leased 5,800 m² and, in conjunction with the expansion, signed a seven-year lease for the entirety.
Wihlborgs' major tenants in the management area include TransFargo, Ahlsell Sverige, Axfood Sverige, Wayne AB, Mechanum Sverige, Hilti Svenska and Nordic Sugar.
| Market information | |||
|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
|
| Offices | 800–1,300 | 8–12 | 6.5–7.5 |
| Industrial/Warehousing | 500–800 | 6–11 | 6.5–8.0 |
| Market information | ||||
|---|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
||
| Offices | 800–1,100 | 10–12 | 7.0–9.0 | |
| Industrial/Warehousing | 400–700 | 7–15 | 7.5–9.5 |
The Berga industrial area, where Wihlborgs owns 208,000 m2 .
6.8% (4.6%) Population growth, 2010–2015 9.6% (8.3%) Employment trend, 2009–20141 72% (77%) Percentage in employment, aged 20–64, 2014 23% (26%) Percentage with higher education, 20142
Figures in brackets refer to Sweden as a whole.
1 Gainfully employed, workplace in the municipality, aged 16+. 2 At least 3 years of tertiary education, aged 25–64.
Source: Statistics Sweden.
The growing city of Helsingborg is located at the narrowest point of the Öresund channel. Helsingør is only four kilometres away. The city's geography is dominated by the steep slopes of the Landborgen ridge. Helsingborg is one of Sweden's oldest cities. It received its official charter in 1085.
The city's excellent location has meant that several logistics companies and distribution centres have established operations here. The harbour is the second largest container port in Sweden.
In 2015, the Ångfärjan (steam ferry) project was started in Helsingborg. The plan is to move the current ferry station in 2016 to make room for a new hotel and conference facility, expected to be ready in 2020. The new development will link the pedestrian areas along the channel with the city centre, which is part of strategic efforts to create a compact and cohesive city with a wide range of meeting places and functions in Helsingborg and in the region.
The regeneration of southern Helsingborg has started and in 2015 a new hotel was completed, the Radisson Blue, which has given a boost to Mäster Palms Plats.
Work on the H+ project, which is intended to develop and increase the density of properties in southern Helsingborg to create an attractive and cohesive city. The Oceanpiren area is being planned as a sub-project and is located a stone's throw from Knutpunkten, which is to be developed into an urban archipelago in central Helsingborg. The plan is for 320 housing units and 30,000 m² of office space in this area, and Wihlborgs is having discussions with the City of Helsingborg about obtaining a land allocation of 14,000 m². A new pedestrian and bicycle bridge will link Oceanpiren with Knutpunkten.
Regional Director Thomas Bråhagen.
| 2015 | 2014 | |
|---|---|---|
| Number of properties | 102 | 103 |
| Lettable area | 537,000 m² | 512,000 m² |
Wihlborgs is the largest commercial property owner in Helsingborg, with just over 537,000 m². Other major commercial property owners in Helsingborg include Alecta, Fastighets AB Briggen and Norrporten.
As one of the largest property owners in Helsingborg, Wihlborgs is involved in Citysamverkan. Citysamverkan is a three-way partnership between the City of Helsingborg, Property owners and Helsingborg Cityföreningen. The overriding objective is for "More people to choose to visit the city more often, stay longer and have an experience that is worth being retold."
Wihlborgs' largest ongoing project is the extension of Knutpunkten. the Terminalen 1 property. About 8,000 m² of new office space is being created here. In 2015, the Floretten 4 office project comprising about 5,000 m² of offices was completed at Berga. For further information about our projects; see Projects and development on pages 51–55.
In 2015, a number of transactions were completed in Helsingborg. Wihlborgs acquired the Kroksabeln 12, Stattena 7 and Musköten 17 properties. The properties at Bunkagården Mellersta 1, Brottaren 17, Kärnan Södra 8 and Minerva 19 were divested. For more information; refer to Acquisitions and sales on pages 57-59.
Wihlborgs is highly focused within its three management areas: Central Helsingborg, Berga and Söder. We have project and development opportunities in all areas.
Property Director Jan-Erik Johansson, Administrative Assistant Ylwa Spangenberg and Property Manager Ola Caapsgård. Property Manager Peter Siroky is missing from the picture.
| Number of properties | 19 |
|---|---|
| Lettable area | 111,000 m² |
Wihlborgs manages 111,000 m² in the city centre, primarily office properties.
In 2015, the Stattena 7 property, which is part of Stattena Centrum, was acquired. Wihlborgs already owned Stattena 10, the other property that comprises Stattena Centrum, and, accordingly, now has full control and the possibility of enhancing operational efficiency. The older Kärnan Södra 8 and Minerva 19 properties were divested during the year.
Work on the long-term enhancement of the Terminalen 1 property, at Knutpunkten, is in full swing. A larger extension project comprising 8,000 m² of office space will be completed in summer 2016, which is when the project is expected to be ready for occupancy. A new level of slightly more than SEK 2,500 per m² for rent excluding heating has been set for Helsingborg. Discussions are ongoing regarding an extension of the District Court, which is adjacent to the Knutpunkten property, in the Polisen block.
New tenants in the area include Teva, Assistansbolaget, Mazars Rikshem and Manpower, which will all move into the Terminalen 1 property. Atkins is moving to Svea 7 and DIAB is moving its management group from Laholm to Helsingborg, to the Najaden 14 property.
Wihlborgs' major tenants in this management area include the National Courts Administration, Stena Line Öresund, ProCivitas, the City of Helsingborg, Region Skåne and Ljud & Bildskolan (LBS).
| Market information | |||
|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
|
| Offices | 1,500–2,000 | 2–8 | 5.0–6.0 |
Source: Malmöbryggan Fastighetsekonomi AB, standard property.
1 Long-term economic vacancy.
2 Investment yield requirement, fully let.
Property Manager Per Eneborg. Property Director Frida Carlsson took up her position in April 2016.
| Number of properties | 42 |
|---|---|
| Lettable area | 208,000 m² |
Berga is the largest operating area in Helsingborg, conveniently located next to the E4/E6 and E20 motorways and, thus in an outstanding position for communication links. The area is characterised mainly by small-scale industrial, warehouse and commercial properties, with extensive services and efficient public transport. Wihlborgs manages 208,000 m² in the area, mainly industrial/warehousing properties.
In 2015, Wihlborgs made two acquisitions in Berga. Kroksabeln 12, a 15,000 m² warehouse and office property was acquired. Tenants here include LK Valves, OBO Bettermans and Heraeus Kulzer Nordic. Musköten 17 a 5,000 m2 warehouse and office property was also acquired. The property is fully let to Brammer Sweden AB.
On the Floretten 4 site, the new build of a 5,000 m² office building was completed. The property's tenants include NCC, SAAB and Connect4u. A new build was also completed in Berga, in this case a 3,500 m² warehouse at the Kniven 2 property. Tullverket (Swedish Customs) has leased all of this space.
The Berga portfolio offers a number of major project opportunities. Wihlborgs' tenant Bravida Prenad is expanding and its office is being upgraded and extended by about 500 m². At Väla Norra, Rollco is expanding the size of its lease and we are building a further 800 m² of warehousing at the Snårskogen 4 property.
Wihlborgs' major tenants in the management area include NCC, Eimskip Transport, NetOnNet, AM Depot, Tools Sverige and Victoria Scandinavian Soap.
| Market information | ||||
|---|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
||
| Offices | 900–1,400 | 6–8 | 6.25–7.25 | |
| Industrial/Warehousing | 500–900 | 6–11 | 6.25–8.0 |
Regional Director Thomas Bråhagen and Administrative Assistant Helen Seffers. Property Director Max Alsborn took up his position in January 2016.
| Number of properties | 41 |
|---|---|
| Lettable area | 218,000 m² |
The buildings in the area are fairly heterogeneous, ranging all the way from smaller warehouse and industrial properties through large logistical facilities to office and commercial properties. Wihlborgs is represented in four sub-areas in Söder: Hamn-City, located adjacent to the important container port, Gåsebäck, Planteringen and Ättekulla. Wihlborgs manages 218,000 m² in the area, mainly industrial/warehousing properties.
There were two sales in the management area during the year. In Ättekulla, an old bakery at Bunkagården Mellersta 11 and, in Söder, the Brottaren 17 commercial property were divested.
A new-build project of 5,000 m² was completed at the Sadelplatsen 13 property where Optimera has now opened the doors to its new store. In 2015, Nowaste Logistics expanded its operations again and now leases more than 14,000 m² from Wihlborgs at the Plåtföräldringen 11 property. Plantagen Logistik has established a 3,000 m² warehouse at the Olympiaden 8 property.
Wihlborgs has major development options in its existing property portfolio in Söder. The management area also includes six undeveloped sites in Landskrona.
Wihlborgs' major tenants in the management area include Nowaste Logistics, PH Nedermans & Co, Bolist Logistik, Posten Meddelande , Unilever Sverige, TNT Sverige and Yves Rocher Suède.
| Market information | ||||
|---|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
||
| Offices | 700–1,000 | 8–12 | 6.5–8.5 | |
| Industrial/Warehousing | 400–700 | 7–11 | 8.0–9.5 |
The Postterminalen 1 new build in Lund starts in spring 2016 and is expected to be completed in two years. Then one will be able to see this view over central Lund and Wihlborgs' Bytarebacken 39 property.
116,834 Population on 31 December 2015
5.9% (4.6%) Population growth, 2010–2015 7.0% (8.3%) Employment trend, 2009–20141 67% (77%) Percentage in employment, aged 20–64, 2014 52% (26%) Percentage with higher education, 20142
Figures in brackets refer to Sweden as a whole.
1 Gainfully employed, workplace in the municipality, aged 16+.
2 At least 3 years of tertiary education, aged 25–64.
Source: Statistics Sweden.
Lund, one of Sweden's oldest cities, was founded in around 990 AD. Lund was part of Denmark until the Roskilde Peace in 1658, and to assist in the process of "Swedification," Lund University was founded in 1666. Today, the university has nearly 47,000 students and employs 3,000 research scientists. Lund's population is growing vigorously and grew by about 900 inhabitants in 2015.
The city has a strong tradition of research and entrepreneurship, and Sweden's first science park, Ideon, was opened here in 1983. Since 2013, through its acquisition of Ikano Fastigheter's properties, Wihlborgs has been the sole property owner in the original Ideon area. The objective with Ideon was to utilise knowledge at Lund University and to create new, growth companies with local roots, thus generating higher employment in the region. In 2015, a new organisation was created to further develop the Ideon brand; find out more in the section on Ideon on page 47.
Two of the world's leading materials research facilities are now being developed in northeast Lund. 2016 marks the inauguration of theMAX IV laboratory, which will become the world's foremost synchrotron-light facility and construction of the European Spallation Source (ESS) research centre, which will have the world's most powerful neutron source, was started in 2014.
Plans are currently in progress for a city district to be known as Science Village Scandinavia to be located between MAX IV and the ESS, which is being planned primarily for companies and research institutes that complement the research facilities. The area will also contain support functions, service, recreation facilities and some housing.
On 17 December, Lund Municipal Council took a decision to initiate works for the construction of a tramline between central Lund and the ESS. This means that construction can start in 2016 and traffic is planned to start in 2019.
Regional Director Cecilia Larsson.
| 2015 | 2014 | |
|---|---|---|
| Number of properties | 27 | 27 |
| Lettable area | 205,000 m² | 205,000 m² |
Wihlborgs is the largest commercial property owner in Lund. We own and manage 205,000 m² here, half of which in Ideon. Other major commercial property owners in Lund include Briggen and Vasakronan. Akademiska Hus, which principally provides educational premises, is another major player in Lund.
Just north of the City of Lund's new office, Kristallen, adjacent to the railway station in Lund, Wihlborgs owns a project property known as Postterminalen 1. In 2015, a detailed development plan entered force that permits the development of 11,000 m² of office space and about 7,000 m² of housing. Preparation has started for the project and existing buildings have been demolished. Building on the office part of the development is planned for 2016.
In northeast Lund, Wihlborgs is working together with Akademiska Hus, Hotell Ideon Gästeri and the City of Lund on the Röda Stråket project, which aims to be a living connection between the Ekonomicentrum building at Lund University to Ideontorget. New buildings should be sited with their entrances and fronts facing the Röda Stråket and the ground floors should, as far as possible, be open and of mixed use.
Wihlborgs is highly committed to the development of northeast Lund and participated in and won a competition for land allocation, Science Village Scandinavia, in 2015. This gives us the opportunity to acquire land for the construction of a hotel at MAX IV and ESS as well as office premises. For further information about our projects and development opportunities; see Projects and development on pages 51-55.
Wihlborgs operates in two management areas in Lund: Ideon and the Rest of Lund, and we have project and development opportunities in both.
Our cheery and bright receptionists make everyone feel welcome to Ideon in Lund.
| Number of properties | 13 |
|---|---|
| Lettable area | 102,000 m² |
Sweden's first science park, Ideon, is situated directly adjacent to Lund University's Faculty of Engineering amidst the green spaces of Pålsjö. The objective is to utilise knowledge at Lund University and to create new, growth companies with local roots, thus generating higher employment in the region. The project was inspired by examples from the US, but the concept has been adapted to Swedish conditions. The first building, Gamma, was completed in 1983.
In 2015, Ideon AB was reorganised and, now, a larger portion of northeast Lund comes under the Ideon banner. Together with Wihlborgs, the other property owners in the area – Medicon Village, Vasakronan and Briggen – each own one fourth of the company. The company aims to work as one to raise the profile of this unique growth and knowledge environment for world-class development and research companies. The public sector participants – Lund University, Region Skåne and the City of Lund – are also partners in this collaboration. The aim is to become one of Europe's largest growth arenas thus attracting international companies and international capital.
The Ideon area continues to be attractive and examples of new tenants who have established operations here in 2015 include Robert Bosch and Flatfrog, each leasing 1,000 m² at Ideon.
Wihlborgs' major tenants in the management area include Elite Hotels of Sweden, Axis Communications, Bio Invent International, Nokia Sales International, Camurus and Lund University.
| Market information | |||
|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
|
| Offices | 1,500–2,500 | 6–8 | 5.75–6.25 |
Source: Malmöbryggan Fastighetsekonomi AB, standard property.
1 Long-term economic vacancy.
2 Investment yield requirement, fully let.
Property Director Magnus Andersson and Property Manager Anders Grönvall. Regional Director Cecilia Larsson and Property Manager Max Alsborn. From 1 January 2016, Max Alsborn will be Property Director for the Söder area in Helsingborg.
| Number of properties | 14 |
|---|---|
| Lettable area | 103,000 m² |
Wihlborgs' portfolio in the Other Lund management area is mainly focused on the area immediately around the central station. Lund Central Station is one of the country's busiest stations. The Central Station and surrounding area is currently overloaded and lacks sufficient capacity to manage increased traffic. The City of Lund has therefore prepared an overall solution for the entire station area in the form of a framework programme, which the City Planning Committee approved in November 2015.
The framework programme will form the basis for future detailed development plans and enable the gradual development of the area. Thereafter, the west side of the station will also function as the front. Clemenstorg is being redesigned and will become a new hub for commuter traffic. A new tram stop is being located in the middle of Clemenstorget. Tram traffic will cross the square diagonally in the direction of Sankt Laurentiigatan.
In 2015, a larger project at the Armaturen 4 property was completed. This comprised a new floor of offices of 1,100 m², which was fully let on completion. Skåne's Association of Local Authorities and the law firm Advokatfirman Glimstedt now have their offices here. Advokatfirman Glimstedt vacated premises in the Spettet 11 property, which were prepared for NCC who moved in during winter 2015.
Wihlborgs' major tenants in the management area include Region Skåne, ICA Sverige, Gambro Lundia, Capio Närsjukvård, QlikTech International and the City of Lund.
| Market information | |||
|---|---|---|---|
| Rent excl. heat ing, SEK/m2 |
Economic, vacancy1, % |
Yield require ment2, % |
|
| Offices | 1,300–2,200 | 4–8 | 5.5–6.5 |
| Industrial/Warehousing | 500–900 | 8–15 | 6.5–7.5 |
The Öresund link comprises 16 km bridge and tunnel that link Sweden with Denmark.
1,789,174
Population, 1 January 2016
5.3% (2.6%) Population growth, 2011–2016 (1 Jan.) 4.5 % (4.4 %) Full-time unemployment, 20151 80.5% (78.7%) No. of people in employment, 2015 (Q3)1
Figures refer to the Capital Region of Denmark. Figures in brackets refer to Denmark as a whole. 1 15 years.
Source: Statistics Denmark
The Danish capital is growing rapidly and is expected to grow at an average annualised rate of 1.8 percent until 2022. Accordingly, growth is expected to be higher in Copenhagen than in Stockholm, where growth is expected to average 1.6 percent per annum. In total, the Capital Region of Denmark, Hovedstaden, currently has almost 1.8 million inhabitants
The Nordic region's largest airport, which is an important hub throughout the Öresund region, is located in Copenhagen. In 2015, passenger numbers grew 3.8 percent, a larger increase than Stockholm Arlanda airport reported. The number of passengers that used Copenhagen Airport in 2015 was 26.6 million.
| 2015 | 2014 | |
|---|---|---|
| Number of properties | 22 | 19 |
| Lettable area | 287,000 m² | 168,000 m² |
Wihlborgs established operations in Copenhagen back in 1996. Wihlborgs was highly active in 2015 and expanded its holdings by approximately 120,000 m² and made an entrance into two new interesting sub-markets; Høje-Taastrup and Glostrup. Wihlborgs owns and manages a total of 287,000 m² in Copenhagen.
At the start of 2015, the Stationsalléen 40-46 office property was acquired, which comprises 5,600 m² and is located at the station in Herlev. At the end of the year, Wihlborgs made its largest acquisition to date in Copenhagen, when it acquired two properties from Danske Bank for DKK 800 million. The properties comprise 110,000 m² and are fully let to Danske Bank under ten-year leases. Danske Bank has its IT and back-office func-
Regional Director Peter Nielsen.
tions located at these premises. One property, Girostrøget 1, is located in Høje-Taastrup directly adjacent to the Høje-Taastrup railway station, which is a key hub for Greater Copenhagen's rail traffic and is used by all forms of rail traffic; S-train, intercity trains and international trains. The second property, Ejby Industrivej 41, is located in Glostrup, directly adjacent to the future Ring 3 Light rail station.
All of Wihlborgs' properties are located near main transport routes in the west of Greater Copenhagen. As before, the majority of the portfolio is located in the municipalities of Herlev and Ballerup. Herlev has good public transport links in the form of both bus and rail services. A number of properties are located in the Lautrup business park in Ballerup, which is characterised by large office properties largely used by IT enterprises. We also have a logistics facility in Brøndby and one in Furesø.
In 2015, Wihlborgs' tenant stock remained stable with very few movements. Major tenants in the management area include Danske Bank, Schneider Electric, Pfizer, KMD, FORD Danmark, Formpipe, SOSU-skolen i Herlev, EG Gruppen and Caverion.
| Rent excl. heating, DKK/m2 |
Yield require ment1, % |
|
|---|---|---|
| Herlev | ||
| Offices | 550–900 | 6.75–8.5 |
| Industrial/Warehousing | 300–450 | 8.0–10.0 |
| Ballerup | ||
| Offices | 550–900 | 6.5–8.5 |
| Industrial/Warehousing | 300–450 | 8.0–10.0 |
Source: DTZ, standard property. 1 Investment yield requirement, fully let.
Is too much under construction?
New commercial properties are being built like never before, particularly in Malmö. The demand exists, especially as many companies are locating operations to Malmö in particular and due to the proximity of the bridge Öresundsbron. Yet at the same time, vacancies are increasing, even for us. In parallel, however, we gain greater potential for lettings.
Many of our projects are about taking care of our existing stock, renovating and modernising. Examples include the Gängtappen property in Malmö, formerly the Kockum building, where we are redeveloping and modernising 14,000 m² for new tenants. At Knutpunkten in Helsingborg, we are building 8,000 m² of office space, which will be ready for occupancy in spring 2016. In February 2016, we are starting construction of Postterminalen 1, a new, 11,000 m² office building in Lund, which is located directly adjacent to the central station. And the next major project in Malmö will be our investment in Nyhamnen, a new project on the horizon that we already consider a new Dockan.
We are trying to avoid being carried away by the general building hysteria. If and when we enter the fray and build something new, we approach each such investment as a long-term relationship that we will care for and develop.
We don't want to be caught up in any building boomerang.
Wihlborgs aims to increase its cash flow and market value by actively enhancing its property portfolio, not just through acquisitions and sales but also by upgrading the existing property stock. In 2015, we invested SEK 1,047 million in redevelopment, extension and new builds - the chart below shows the trend since 2011. Approved investments in ongoing projects amount to SEK 1,288 million, of which SEK 789 million had been invested at the turn of the year.
Wihlborgs' property portfolio contains potential for redeveloping or extending existing properties to meet most wishes that tenants could have. We can also offer new builds, either on undeveloped sites or at partly developed properties. We work continuously on detailed development plans to optimise the value of our properties, to change land use and to meet tenants' needs. A number of current and future projects are described in the following.
Wihlborgs is committed to and promotes sustainable building. Environmental goals are set for three years at a time and, in 2014, the environmental goals were established for the 2015– 2017 period. Under these goals, all new-build projects are to be environmentally certified and environmental certification is to be considered for all major redevelopments.
Wihlborgs has also developed its own environmental programme that complements the Sweden Green Building Council (SGBC) system to support its own redevelopment and new-build operations.
Wihlborgs' ongoing projects comprising investments exceeding SEK 50 million are shown in the table on page 54, and a target of SGBC Silver has been set for the Gängtappen 1, Nora 11 and Kranen 8 redevelopment projects and a target of SGBC Gold for the Terminalen 1 extension project. Refer to pages 25-26 for further information about how we work with sustainable building and Wihlborgs' 2015 Sustainability Report.
In spring 2016, Wihlborgs starts the Sirius project in Carlsgatan, adjacent to Malmö central station.
Dockan in Malmö is Wihlborgs' largest development area to date and deserves a section to itself; see page 54.
The next major development area for Wihlborgs is Nyhamnen, the area north of the central station in Malmö. Work here on a municipal central plan for the area is ongoing. The regeneration of Nyhamnen is a key element in the development and expansion of Malmö's city centre. Nyhamnen will provide workplaces for 13,000 people as part of a diversified business community and about 6,000 housing units. Wihlborgs is a major property owner in the area and, in 2015, expanded its portfolio again through the acquisition of the Polstjärnan 1 and Polstjärnan 2 properties from Lantmännen. These two properties have a combined plot area of slightly more than 10,000 m². Wihlborgs has also been allocated land by the City of Malmö for the
construction of about 25,000 m² of office space in the area. We own the Sirius 3 plot, for which a detailed development plan previously existed, located immediately east of the Slagthuset in Malmö. In spring 2016, building will start on an office project with a lettable area of 7,000 m², only a stone's throw from Malmö central station.
A new suburb is under construction around the station at Hyllie, southern Malmö. New offices and housing units are being created at Malmö Arena, the Malmömässan exhibition complex and Emporia, one of the Nordic region's largest shoping centres. Wihlborgs has been assigned land for two areas and planning is ongoing for an area immediately south of Hyllie square. We expect a legally binding detailed development plan to be in place by spring 2016 that permits construction of office space of 7,000 m².
Several project options in the outer areas of Malmö are available for industrial/warehousing facilities.
The development of Knutpunkten is in full swing in Helsingborg. In the first stage, 8,000 m² of lettable office space is being created and will be ready for occupancy in spring 2016. A detailed development plan that permits new office premises exists for the Polisen site, adjacent to Knutpunkten. The first stage will comprise 4,000 m² and the second 8,000 m².
Work is also ongoing in Helsingborg on the development of Oceanpiren, part of the H+ urban regeneration project. Wihlborgs is in discussion with the City of Helsingborg about a land allocation comprising a gross floor area of 14,000 m² in the area. Berga and Söder offer several opportunities for industrial and warehousing new builds.
A detailed development plan allowing the development of 11,000 m² of offices and 7,000 m² of housing and retail units and is in place for the Postterminalen 1 property in Lund, which is located immediately west of the railway tracks at Lund Central Station. Demand for modern offices in central Lund is high, but the supply is essentially non-existent. In 2016, Wihlborgs will start building the office units.
In Ideon, Lund, we have development rights under a detailed development plan for the 8,000 m² Syret site. In the long term, we also expect to increase development density at Ideon through new development rights. A possibility exists at Gastelyckan, to develop industrial and warehouse buildings for prospective clients.
The Dockan area, where Kockums once enjoyed its period of greatness, has been transformed from an industrial area into a mixed modern urban environment. Since 2000, developments in Dockan have been driven by Dockan Exploatering AB, a joint venture owned by Wihlborgs, Peab and JM. In the area, Wihlborgs has developed and completed more or less one building a year since 2000, when the first office block – Torrdockan 6 – was completed.
By engaging different architects on the projects, an exciting mix of building styles has emerged. Our new-build projects have been awarded the City of Malmö's Architectural Award three times; in 2002 for the Tyréns building, in 2011 for Regionhuset and in 2012 for Media Evolution City. Once development of the area is complete, it is estimated that Wihlborgs will have developed just over 200,000 m² of office space in Dockan.
Currently, several major redevelopment projects amounting to about SEK 400 million are ongoing at Dockan. For further information on these projects, refer to the section Ongoing Projects 2015 below.
The next new-build project in Dockan is the Rondellhuset property, a crescent shaped office building with a lettable area of 7,000 m² located by the roundabout where Stora Varvsgatan crosses Östra Varvsgatan. This building will be environmentally classified as SGBC Gold.
In 2015, a detailed development plan was adopted that allows continued development around the Ubåtshallen in Dockan. A multistorey car park will be constructed here.
Six major projects were completed in 2015, of which three were in Helsingborg. A 5,000 m², nine-storey office building was completed in Berga, at the Floretten 4 property, a large part of which is let to NCC. The project has received SGBC Gold certification.
Two warehouse projects in Helsingborg have also been completed. A new 3,500 m² warehouse was constructed in Berga for Tullverket (Swedish Customs). We have built a new 5,000 m² retail facility for Optimera at Sadelplatsen 13 in Söder.
An extension to the Armaturen 4 property, close to Lund Station, was completed. Ultra-modern office premises of 1,100 m² were built on the existing building, with superb views over the mediaeval city's roofscape. The redevelopment received SGBC Silver certification. We carried out major maintenance work at the Bytarebacken 39 property, which is a stone's throw from the Armaturen site.
In Ballerup, Copenhagen, a total renovation comprising 14,000 m² was completed for Schneider Electric at the Lautrupvang 1 property in conjunction with a new letting.
The largest ongoing project, the redevelopment and extension of the Knutpunkten block, in the the Terminalen 1 property, continued through 2015. This project means the addition of ultramodern office space in an area with the best transport links as part of a project with SGBC Gold certification.
In 2015, eight projects were started involving an investment
| Ongoing projects with investments exceeding SEK 50 million | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Municipality | Property | Projects | Category of use |
Completion date | Lettable area, m² |
Occupancy rate, %1 |
Estimated invest ment, SEK m |
Earned, SEK m1 |
|||
| Helsingborg | Terminalen 1 | New-build | Office/Retail | Q2 2016 | 9,000 | 60 | 436 | 377 | |||
| Malmö | Gängtappen 1 | Redevelopment | Office/Retail | Q2 2016 | 14,000 | 40 | 242 | 113 | |||
| Malmö | Nora 11 | Redevelopment | Office/Retail | Q3 2016 | 12,000 | 75 | 142 | 68 | |||
| Malmö | Kranen 8 | Redevelopment | Office/Retail | Q2 2016 | 12,300 | 100 | 127 | 48 | |||
| Total | 47,300 | 947 | 606 |
1 31 December 2015 exceeding SEK 10 million, nine projects if we include the project we took over in conjunction with the acquisition of the Nora 11 property. The standout largest investment is in Dockan in Malmö.
The largest project comprises the 14,000 m² redevelopment of Kockums' former head office at the Gängtappen 1 property. The building was erected in 1958 and will undergo a complete rebuild including the replacement of the facade and windows. The original facade will be recreated in a lighter blue colour. Länsförsäkringar will be the first tenant to move in. In 2015, Malmö Högskola vacated Dockan which allowed Wihlborgs to upgrade the Kranen 8 property, known as the Ubåtshallen, with new installations and surface finishes. The Swedish Social Insurance Agency will combine a number of units and occupy 12,300 m² of office space. In early 2016, 5,000 m² of office space at the Kranen 1 property will be completed for Orkla Foods AB, which is relocating its headquarters from Eslöv to Dockan. In July 2015, the Nora 11 property was acquired together with a large ongoing redevelopment project. At Anna Lindhs Plats, in the Väktaren 3 property, VA Syd will move into a 4,000 m² space that will be fully renovated and feature new installations, surfaces and changing rooms.
In Helsingborg, PostNord expanded at the Bunkagården Västra 8 property in Ättekulla and will lease 6,000 m² under a ten-year lease. In addition to adaptation of the warehouse space, the facade and ground areas will be renovated. In Söder, Wihlborgs has signed a 15-year lease agreement for 3,000 m² with the City of Helsingborg, which will locate its municipal archives at the Posten 1 property. In Berga, our tenant Bravida Prenad AB is expanding and we are building a 500 m² extension to the company's office while upgrading its existing premises.
In Lund, the upgrade is continuing of our Bytarebacken 39 property. PCBs are being cleared, the remaining windows replaced, parts of the roof renovated, and damage to the brick facade and the foundation wall repaired.
Wihlborgs and Peab jointly own Fastighets AB ML4, the development company that is building the MAX IV facility in Lund. MAX IV will be a world-class synchrotron-light facility, with the University of Lund as a tenant and the MAX IV laboratory will be the user and specifier of requirements. The property is leased to the University of Lund, which took occupancy on 1 June 2015. The lease extends for a period of 25 years. The tenant is making its installations ahead of the grand inauguration on 21 June 2016 – the lightest day of the year, when the sun is at its zenith.
In its up to 28 beam tubes, the facility will produce very shortwave light – synchrotron light. Synchrotron light is produced using electrons accelerated to near the speed of light. With the aid of this short-wave light, the properties of various materials can be studied, opening the way to new advances in a number of areas, including biomedicine, medicine, materials science, nanotechnology and environmental science.
In all, the facility consists of around 20 buildings with a gross floor area of approximately 50,000 m². The project was completed ahead of schedule and under budget. This is the first building in Sweden to be certified under BREEAM-SE, whereby the highest category, Outstanding, was awarded for the office building.
Hälsostaden Ängelholm AB is a joint venture – a Public Private Partnership (PPP) – involving three partners active in different specialist areas: Region Skåne with care, Peab with construction and Wihlborgs with property management. The company owns, develops and manages the properties at the Ängelholm Hospital site. Through a combination of demolition, rebuilding, new building and discontinuation, the operational facilities at the south of the site are to be concentrated to the north of the area. The company has no profit-making purpose and any surpluses are invested in its operations.
The majority of the operations in the company's premises are driven by a project under Region Skåne. The project's aims are to increase access, offer the appropriate level of health and social care and improve patient flows between the municipality, primary care and the hospital. The projects pertaining to the property and to operations are described in more detail on the website: www.halsostaden.se.
The investment is estimated at SEK 700 million. To date, a mortuary, a technology building and a multistorey car park have been built. Building starts in 2015 comprised a redevelopment of a 5,500 m² treatment building and the new build of an 11,000 m² care building.
Angular forms meet soft lines at MAX IV in Lund.
In line with our strategy, we are strengthening our position in Copenhagen.
We have waited a long time for the right opportunity, so when the moment arose and we were able to acquire two strategically located properties in Glostrup and Høje-Taastrup, we pounced. The properties are of 50,000 m² and 60,000 m² respectively and the tenant is Danske Bank, which has a ten-year lease. This generates an annual operating surplus of DKK 52 million for us. Together with our existing property portfolio in Herlev, we have now expanded our presence in western Copenhagen.
Acquisitions in Sweden included the centrally located Karin 11 and Nora 11 properties in Malmö, a ten-figure deal with substantial potential and long-term public sector tenants. Through strategically correct acquisitions, we continue to consolidate our position as the dominant property company in the Öresund region. Just as planned.
Wihlborgs was very active in the property transaction market in 2015 and made net acquisitions of SEK 1,796 million compared with SEK 142 million in 2014. Properties to a value of SEK 2,155 million (489) were acquired while properties to a value of SEK 359 million (347) were sold.
Wihlborgs' first and final acquisitions for the year were in Berga in Helsingborg, where we as early as 5 January acquired the Kroksabeln 12 property comprising 15,000 m² of offices and warehousing and, on 30 December, the 5,200 m² Musköten 17 industrial property was acquired. 30 December was also the date of Wihlborgs' largest single acquisition in Denmark, at SEK 979 million, when we acquired a 110,000 m² of office properties from Danske Bank. The properties, Ejby Industrivej 41 in Glostrup and Girostrøget 1, among others, in Høje-Taastrup, are fully let to Danske Bank under long leases. At the start of the year, the Stationsalléen 40-46 office property located by Herlev station in Denmark was acquired. The property comprises a lettable area of 5,600 m².
Wihlborgs' largest acquisition in 2015 was in Malmö, where we took possession on 1 July of the Karin 11 and Nora 11 properties; refer to the infobox below for more information.
In the second quarter, a strategic acquisition was made of the development properties Polstjärnan 1 and 2 located in Malmö's
| 2 properties in Malmö | |
|---|---|
| Properties | Karin 11 and Nora 11 |
| Seller | NIAM Fond IV |
| Purchase consideration | SEK 1 billion |
| Occupancy | 1 July 2015 |
| Lettable area | 45,000 m² |
| Tenants | County Administrative Board, Swedish Tax Agency, Police Authorities, etc. |
future major development area, Nyhamnen. For a long time, Wihlborgs has owned part of Stattena Centrum in Helsingborg and, in the third quarter of 2015, we were able to acquire the remainder of the center.
A few non-strategic properties were sold. In Limhamn, a detailed development plan has been prepared for an old industrial area and we divested some of the land in 2015. Part of the Gjuteriet 18 property and the Limhamn 156:90 property were sold to Ikano Bostad and ICA Fastigheter respectively. The largest sale in 2015, was the Högvakten 6 office and retail property in Malmö, which was sold for SEK 90.7 million. A number of divestments were made in Helsingborg. Two older, centrally located properties comprising a total of 2,900 m² were divested: Minerva 19 and Kärnan Södra 8. A bakery, Bunkagården Mellersta 1, located in Ättekulla and a fully developed retail property, Brottaren 17, in Söder were divested. In Malmö, part of the Kranen 5 property was acquired by Dockan Exploatering to be sold on to Peab.
In the fourth quarter, an agreement was signed for the acquisition of the Stenåldern 1 property in Fosie, Malmö. The property comprises a plot of 32,000 m² and a warehouse/printing works of 9,700 m². Occupancy will be during the first quarter of 2016. An agreement was signed with Malmö's municipal housing company MKB for the sale of housing development rights at the Bensinpumpen 1 property in Limhamn with vacation in the first quarter of 2016.
Wihlborgs acquired the Karin 11 and Nora 11 properties located on Drottninggatan in Malmö from Niam. The properties comprise about 45,000 m² of lettable area, of which some 38,000 m² is offices. A significant proportion of revenue comes from public-sector tenants. Karin 11 comprises two buildings: Tegelkarin and Plåtkarin. The west section of Nora 11 has been totally refurbished since 2014. In spring 2015, about 14,000 m² of office premises were occupied by the Swedish Tax Agency, which has signed a ten-year lease. The redevelopment of the east section of the property is ongoing. On completion, Wihlborgs' total investment will be SEK 1 billion.
The Nora 11 and Karin 11 properties in Drottninggatan can be glimpsed on the other side of the canal.
Wihlborgs' largest acquisition in Denmark comprises the Ejby Industrivej 41 property in Glostrup.
| Quarter | Property | Municipality | Management area | Category | Lettable area, m2 |
Price, SEK m |
Operating surplus 2015, SEK m1 |
|---|---|---|---|---|---|---|---|
| 1 | Kroksabeln 12 | Helsingborg | Berga | Industrial/Warehousing | 15,058 | ||
| 1 | Stationsalléen 40-46 | Herlev | Copenhagen | Office/Retail | 5,379 | ||
| 2 | Polstjärnan 1 | Malmö | Central Malmö | Projects & Land | |||
| 2 | Polstjärnan 2 | Malmö | Central Malmö | Projects & Land | 11,055 | ||
| 3 | Karin 11 | Malmö | Central Malmö | Office/Retail | 16,101 | ||
| 3 | Nora 11 | Malmö | Central Malmö | Office/Retail | 28,568 | ||
| 3 | Stattena 7 | Helsingborg | Central Helsingborg | Office/Retail | 6,199 | ||
| 4 | Ejby Industrivej 41 | Copenhagen | Copenhagen | Office/Retail | 49,175 | ||
| 4 | Girostroget 1, etc. | Copenhagen | Copenhagen | Office/Retail | 61,449 | ||
| 4 | Musköten 17 | Helsingborg | Berga | Industrial/Warehousing | 5,187 | ||
| 4 | Kranen 5, part of | Malmö | Västra Hamnen | Projects & Land | |||
| Total acquisitions in 2015 | 198,171 | 2,155 | 43 |
| Sales | |||||||
|---|---|---|---|---|---|---|---|
| 1 | Bunkagården Mellersta | Helsingborg | Söder | Industrial/Warehousing | 2,463 | ||
| 1 | Gjuteriet 18, part of | Malmö | Limhamn | Projects & Land | |||
| 2 | Högvakten 6 | Malmö | Central Malmö | Office/Retail | 3,623 | ||
| 2 | Brottaren 17 | Helsingborg | Söder | Office/Retail | 6,247 | ||
| 2 | Limhamn 156:90 | Malmö | Limhamn | Projects & Land | |||
| 3 | Kärnan Södra 8 | Helsingborg | Central Helsingborg | Office/Retail | 1,690 | ||
| 3 | Minerva 19 | Helsingborg | Central Helsingborg | Office/Retail | 1,181 | ||
| 4 | Kranen 5, part of | Malmö | Västra Hamnen | Projects & Land | |||
| Total sales in 2015 | 15,204 | 359 | 4 |
1 The operating surplus from acquired and sold properties that is included in the results for the period.
287,000
49 Industrial/ Warehousing
32 Projects & Land
Office/Retail 44
The value of our properties has quadrupled over a decade. In parallel, earnings have more than trebled, resulting in annual growth in excess of 10 percent.
Naturally, SEK 28 billion engenders respect and gives us the presence we need to optimise management of our capital using our courage and wits. The strategy is to continue to grow, thereby increasing our possibilities for identifying new solutions that can meet new needs and requirements from our tenants. And attract new tenants.
Not least of our ambitions is our desire to play a key role in the dynamic and sustainable development of the Öresund region.
Wihlborgs' property portfolio consists of commercial properties in the Öresund region. Of the portfolio's carrying amount, office and retail units accounted for 76 percent and industrial and warehousing facilities for 16 percent. The properties are located in selected sub-markets in Malmö, Helsingborg, Lund and Copenhagen. At 31 December 2015, the property portfolio consisted of 276 properties, including 11 leasehold properties, with a total lettable area of around 1,746,000 m2 . The carrying amount of the properties at 31 December 2015 was SEK 28,623 million, corresponding to the estimated market value at that date. The total rental value was SEK 2,259 million and the annualised contractuald rental income was SEK 1,983 million. The economic occupancy rate was 88 percent. Wihlborgs' properties in Malmö and Helsingborg accounted for 73 percent of the total rental value and 72 percent of the properties' carrying amount. The rental value of office and retail properties, and industrial and warehouse properties accounted for 73 percent and 22 percent, respectively, of the total rental value.
In Malmö, Helsingborg and Lund, where Wihlborgs is the leading property company, the property portfolio is divided into management areas operating under different market conditions.
In Malmö, Wihlborgs owns properties valued at SEK 14,139 million, divided into the property management areas of Västra Hamnen, Central Malmö, Fosie and Limhamn, as well as Norra Hamnen and Arlöv. Västra Hamnen, with a lettable area of 162,000 m2 , is Wihlborgs' largest management area in terms of value.
Helsingborg, with a property value of SEK 6,377 million, is divided into the management areas of Central Helsingborg, Söder and Berga, of which Central Helsingborg with 111,000 m2 is the largest in terms of value.
In Lund, Wihlborgs owns properties valued at SEK 5,242 million, and in Copenhagen properties valued at SEK 2,864 million.
Within the existing property portfolio, ongoing value-adding projects are conducted in the form of redevelopments/extensions and new production. Of the property portfolio's total carrying amount, properties in Projects & Land account for SEK 2,387 million. Wihlborgs' largest development area is Dockan in Västra Hamnen, Malmö, where Wihlborgs' future development rights are estimated at 50,000 m2 in gross area.
76% Oce/Retail Book value per property category 22% Helsingborg 50% Book value per area The following summaries are based on Wihlborgs' property portfolio at 31 December 2015. Rental income refers to annualised contractual rental income on 1 January 2016. Operating surplus is calculated from the annualised earning capacity of the properties, based on rental income for January 2016 and the estimated annual costs of operations, repairs, maintenance, property management, property tax and ground rents. In the tables, each area is rounded off separately and so certain rounding-off differences may arise.
Other,
Total, m2
716,252 537,053 205,371 287,316
1,745,992
100
Share, %
100
| Analysis of lettable area by category of use and area | ||||
|---|---|---|---|---|
Area Office,
| Share, % | 47 | 7 | 35 | 5 | 6 |
|---|---|---|---|---|---|
| Total | 817,462 | 123,101 | 617,097 | 93,683 | 94,650 |
| Copenhagen | 183,540 | 914 | 44,743 | 2,781 | 55,338 |
| Lund | 124,035 | 11,161 | 29,632 | 31,924 | 3 8,619 |
| Helsingborg | 152,834 | 63,379 | 283,165 | 22,541 | 2 15,134 |
| Malmö | 357,053 | 47,647 | 259,557 | 36,437 | 1 15,559 |
| m2 | m2 | housing, m2 | Healthcare, m2 | m2 |
Retail,
Ind/Ware-
Education/
1 Includes 10,275 m2 of hotels.
2 Includes 5,260 m2 housing.
3 Includes 8,215 m2 of hotels.
Wihlborgs Annual Report 2015 63
| Analysis by area and property category | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Area/property category | No. of properties |
Area, thousand m2 |
Carrying amount, SEK m |
Rental value, SEK m |
Rental value, SEK/m2 |
Economic occupancy rate, % |
Rental income, SEK m |
Operating surplus incl. property mgmt, SEK m |
Surplus ratio, % |
Operating surplus excl. property mgmt, SEK m |
Yield excl. property mgmt, % |
| Analysis/area | |||||||||||
| Malmö | 125 | 716 | 14,139 | 1,057 | 1,476 | 84 | 890 | 651 | 73 | 684 | 4.8 |
| Helsingborg | 102 | 537 | 6,377 | 580 | 1,080 | 90 | 523 | 372 | 71 | 395 | 6.2 |
| Lund | 27 | 205 | 5,242 | 414 | 2,017 | 91 | 376 | 275 | 73 | 296 | 5.6 |
| Copenhagen | 22 | 287 | 2,864 | 208 | 724 | 93 | 194 | 154 | 80 | 165 | 5.8 |
| Total, Wihlborgs | 276 | 1,746 | 28,623 | 2,259 | 1,294 | 88 | 1,983 | 1,452 | 73 | 1,540 | 5.4 |
| Analysis/category | |||||||||||
| Office/Retail | 114 | 1,015 | 21,753 | 1,640 | 1,616 | 93 | 1,518 | 1,137 | 75 | 1,198 | 5.5 |
| Industrial/Warehousing | 115 | 651 | 4,483 | 510 | 783 | 87 | 441 | 311 | 71 | 335 | 7.5 |
| Projects & Land | 47 | 80 | 2,387 | 109 | 1,362 | 22 | 24 | 4 | 15 | 7 | 0.3 |
| Total, Wihlborgs | 276 | 1,746 | 28,623 | 2,259 | 1,294 | 88 | 1,983 | 1,452 | 73 | 1,540 | 5.4 |
| Area/property category | No. of | Area, | Carrying | Rental | Rental | Economic | Rental | Operating | Surplus | Operating | Yield excl. |
|---|---|---|---|---|---|---|---|---|---|---|---|
| properties | thousand | amount, | value, | value, | occupancy | income, | surplus incl. | ratio, % | surplus excl. | property | |
| m2 | SEK m | SEK m | SEK/m2 | rate, % | SEK m | property | property | mgmt, % | |||
| mgmt, SEK m | mgmt, SEK m | ||||||||||
| MALMÖ | |||||||||||
| Office/Retail | 44 | 390 | 10,494 | 750 | 1,925 | 92 | 693 | 524 | 76 | 546 | 5.2 |
| Industrial/Warehousing | 49 | 249 | 1,809 | 202 | 813 | 88 | 177 | 126 | 71 | 134 | 7.4 |
| Projects & Land | 32 | 78 | 1,836 | 105 | 1,345 | – | 20 | 1 | – | 4 | – |
| Total, Malmö | 125 | 716 | 14,139 | 1,057 | 1,476 | 84 | 890 | 651 | 73 | 684 | 4.8 |
| HELSINGBORG | |||||||||||
| Office/Retail | 31 | 173 | 3,505 | 290 | 1,681 | 95 | 276 | 200 | 72 | 209 | 6.0 |
| Industrial/Warehousing | 59 | 362 | 2,427 | 285 | 787 | 85 | 242 | 169 | 70 | 183 | 7.5 |
| Projects & Land | 12 | 2 | 444 | 4 | 1,964 | – | 4 | 3 | – | 3 | – |
| Total, Helsingborg | 102 | 537 | 6,377 | 580 | 1,080 | 90 | 523 | 372 | 71 | 395 | 6.2 |
| LUND | |||||||||||
| Office/Retail | 21 | 186 | 5,046 | 401 | 2,158 | 91 | 363 | 265 | 73 | 286 | 5.7 |
| Industrial/Warehousing | 4 | 20 | 126 | 14 | 697 | 95 | 13 | 10 | 77 | 11 | 8.4 |
| Projects & Land | 2 | – | 70 | – | – | – | – | -1 | – | 0 | – |
| Total, Lund | 27 | 205 | 5,242 | 414 | 2,017 | 91 | 376 | 275 | 73 | 296 | 5.6 |
| COPENHAGEN | |||||||||||
| Office/Retail | 18 | 267 | 2,706 | 199 | 747 | 93 | 185 | 148 | 80 | 158 | 5.8 |
| Industrial/Warehousing | 3 | 20 | 121 | 9 | 426 | 94 | 8 | 6 | 74 | 7 | 5.8 |
| Projects & Land | 1 | – | 36 | – | – | – | – | – | – | – | – |
| Total, Copenhagen | 22 | 287 | 2,864 | 208 | 724 | 93 | 194 | 154 | 80 | 165 | 5.8 |
| Total, Wihlborgs | 276 | 1,746 | 28,623 | 2,259 | 1,294 | 88 | 1,983 | 1,452 | 73 | 1,540 | 5.4 |
| Total, excluding | |||||||||||
| Projects & Land | 229 | 1,666 | 26,236 | 2,150 | 1,291 | 91 | 1,959 | 1,448 | 74 | 1,533 | 5.8 |
The total rental value of the property portfolio on 1 January 2016 was SEK 2,259 million, of which the estimated rental value for vacant premises accounted for SEK 276 million.
The total lettable area on 1 January 2016 was approximately 1,746,000 m², of which 256,000 m² was unlet. The economic occupancy rate averaged 88 percent for the entire property portfolio including the project portfolio, with Malmö at 84, Helsingborg at 90, Lund at 91 and Copenhagen at 93 percent. The respective economic occupancy rates were 93 percent for office and retail properties and 87 percent for industrial and warehousing.
On an annualised basis, contracted annual rental income for Wihlborgs' property portfolio on 1 January 2016 was SEK 1,983 million. Rental income includes additional charges such as property tax, heating and electricity costs that Wihlborgs passes on to its tenants. At the same date, Wihlborgs had about 2,200 commercial leases with contractual rental income totalling SEK 1,919 million and an average term of 4.4 years. Rental income pertaining to contracts for parking places, land, housing, etc., amounted to SEK 64 million. Leases with a term of three years or more are normally subject to an annual rent adjustment based on changes in the consumer price index or a fixed percentage increase. For Wihlborgs, the rent adjustments in existing leases means that income for 2016 will increase by about 0.5 percent. Annualised rental income from Wihlborgs' ten largest tenants totalled SEK 429 million, corresponding to 22 percent of contractual rental income.
| Tenant | Area |
|---|---|
| Axis | Lund |
| Danske Bank | Copenhagen |
| City of Helsingborg | Helsingborg |
| City of Malmö | Malmö |
| Qlik | Lund |
| Region Skåne | Malmö/Lund/Helsingborg |
| SAAB | Malmö/Helsingborg |
| Swedish Tax Agency | Malmö/Helsingborg |
| Swedish Customs (Tullverket) | Malmö/Helsingborg |
| ÅF Group | Malmö/Lund |
Rental value and occupancy rate, Industrial/Warehousing
Wihlborgs major operating costs comprise heating, electricity, water and property upkeep. Other operating costs include insurance, waste management, and security and alarm systems. Operating costs in 2015 totalled SEK 235 million.
Wihlborgs' organisation focuses closely on efficient management and works continuously with its tenants to reduce operating costs. Since a large proportion of operating costs are charged to tenants in addition to their rental charges, the effect of changes in these costs on Wihlborgs' operating surplus is limited.
To maintain the condition and standard of the properties, both ongoing and scheduled maintenance and repairs are carried out. The cost of repairs and maintenance in 2015 was SEK 78 million.
Property tax in 2015 amounted to 1 percent of the tax assessment value for commercial rental properties and 0.5 percent for industrial properties. Special-purpose properties such as schools and health care centres are not attributed a tax assessment value and are not charged with property tax. The tax assessment value for Wihlborgs' property portfolio in Sweden at 31 December 2015 totalled SEK 10,769 million and property tax for 2015 amounted to SEK 94 million. Of the total property tax charged to the Group, SEK 76 million was passed on to the tenants in the form of a rent surcharge.
Ground rents for 2015 amounted to SEK 5 million.
Tenants of commercial premises, especially in industrial and warehousing properties, bear a relatively large measure of responsibility for operating and maintenance costs.
Normally, Wihlborgs is responsible only for external maintenance, while the tenants are responsible for internal maintenance of the buildings. In Denmark, tenants are essentially responsible for all operating and maintenance costs.
Property management costs mainly comprise expenses associated with renting, rent negotiation, rent debiting and marketing. In 2015, the cost of property management was SEK 96 million.
The operating surplus as a proportion of rental income – the surplus ratio – was 73 percent.
Expenditure on value-adding measures in existing properties is recognised as investments and is not expensed. Examples of investments include the cost of redevelopments, extensions and tenant improvements. Investments in 2015 amounted to SEK 1,047 million. A more detailed account of project activities appears on pages 51-55.
| No. | Name of property | Address | Munici pality |
Type of property Tax ass. | val. SEK m |
Lease hold |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 1 | Dockporten 1 | Dockgatan 1 A-F | Malmö | Office/Retail | 107 | 4,120 | 450 | 0 | 0 | 0 | 4,570 | |
| 2 | Gängtappen 1 | Stora Varvsgatan 11 | Malmö | Projects & Land | 139 | 14,893 | 660 | 18 | 0 | 0 | 15,571 | |
| 3 | Gängtappen 2 | Hallenborgsg/Lovartsg 2-8 | Malmö | Office/Retail | 227 | 9,165 | 680 | 19 | 0 | 0 | 9,864 | |
| 4 | Kranen 1 | St Varvsg1/Isbergs gata 1-13 | Malmö | Projects & Land | 70 | 8,269 | 534 | 0 | 698 | 0 | 9,501 | |
| 5 | Kranen 2 Högskolan | Östra Varvsgatan 11 A-F | Malmö | Projects & Land | 0 | 650 | 707 | 15,987 | 0 | 17,344 | ||
| 6 | Kranen 4 | Östra Varvsgatan 23 | Malmö | Office/Retail | 45 | 3,988 | 0 | 25 | 0 | 170 | 4,182 | |
| 7 | Kranen 6 Båghallarna | Östra Varvsgatan 13 A-C | Malmö | Office/Retail | 0 | 0 | 5,484 | 2,830 | 3,050 | 11,364 | ||
| 8 | Kranen 7 | Östra Varvsgatan 15 | Malmö | Projects & Land | 2 | 650 | 0 | 2,737 | 0 | 0 | 3,387 | |
| 9 | Kranen 8 Ubåtshallen | Östra Varvsgatan 9 A-B | Malmö | Projects & Land | 14,930 | 375 | 10 | 0 | 0 | 15,315 | ||
| 10 | Kranen 9 | Isbergs gata 15 | Malmö | Office/Retail | 70 | 3,710 | 0 | 0 | 0 | 0 | 3,710 | |
| 11 | Skrovet 3 | Dockplatsen/Hallenborgsg | Malmö | Office/Retail | 217 | 8,720 | 1,605 | 21 | 0 | 0 | 10,346 | |
| 12 | Skrovet 4 | Hallenborgs gata 7 A-B | Malmö | Office/Retail | 41 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 13 | Skrovet 5 | Hallenborgs g/St Varvsg 9 A-C | Malmö | Office/Retail | 187 | 7,482 | 1,243 | 0 | 0 | 0 | 8,724 | |
| 14 | Skrovet 6 | Stora Varvsg 3-7/Isbergs gata 2 | Malmö | Office/Retail | 253 | 11,992 | 439 | 0 | 0 | 0 | 12,431 | |
| 15 | Skåneland 1 | L Varvsg/Dockplatsen 22-26 | Malmö | Office/Retail | 221 | 11,206 | 325 | 0 | 0 | 0 | 11,531 | |
| 16 | Torrdockan 6 | Dockplatsen 1 | Malmö | Office/Retail | 204 | 10,667 | 451 | 0 | 0 | 1 | 11,119 | |
| 17 | Torrdockan 7 | Isbergs gata | Malmö | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | ||
| 18 | Ubåten 2 | Stora Varvsg/Gamla Dockan 1 | Malmö | Office/Retail | 167 | 12,023 | 369 | 0 | 184 | 0 | 12,576 | |
| Västra Hamnen Total | 1,950 | 121,814 | 7,781 | 9,021 | 19,699 | 3,221 | 161,535 | |||||
| 19 | Börshuset 1 | Skeppsbron 2 | Malmö | Office/Retail | 117 | 4,372 | 934 | 36 | 0 | 0 | 5,342 | |
| 20 | Elefanten 40 | Storg 20/ S Förstadsg | Malmö | Office/Retail | 247 | 12,111 | 2,742 | 8 | 0 | 0 | 14,861 | |
| 21 | Erik Menved 37 | M Nilsg/Kattsundsg/Österg | Malmö | Office/Retail | 361 | 17,631 | 3,308 | 2,070 | 0 | 203 | 23,212 | |
| 22 | Fisken 18 | N Vallg/Västerg/L Bruksg | Malmö | Office/Retail | 131 | 5,929 | 0 | 86 | 813 | 0 | 6,828 | |
| 23 | Flundran 1 | Gibraltargatan 2/Suezgatan 9 | Malmö | Office/Retail | 0 | 0 | 0 | 2,451 | 0 | 2,451 | ||
| 24 | Forskaren 1 | PA Hanssons v/Cronquist g | Malmö | Office/Retail | 150 | 13,177 | 225 | 632 | 0 | 0 | 14,034 | |
| 25 | Forskaren 4 | PA Hanssons väg 35 | Malmö | Office/Retail | 32 | 2,730 | 0 | 0 | 0 | 0 | 2,730 | |
| 26 | Hamnen 22:188 | Hans Michelsensgatan 8-10 | Malmö | Office/Retail | 122 | 5,946 | 700 | 1,921 | 0 | 0 | 8,567 | |
| 27 | Karin 11 | Kungsg/Brandmg/Drottning | Malmö | Office/Retail | 159 | 15,171 | 0 | 749 | 0 | 181 | 16,101 | |
| 28 | Kolga 4 | Jörgen Kocksgatan/Stormg | Malmö | Office/Retail | 47 | 2,266 | 0 | 19 | 0 | 0 | 2,285 | |
| 29 | Malmen 12 | Barkg/Möllevångsg 44 | Malmö | Office/Retail | 3,490 | 0 | 10 | 3,437 | 574 | 7,511 | ||
| 30 | Neptun 6 | Västergatan/Slottsgat/N Vallg | Malmö | Office/Retail | 76 | 3,391 | 0 | 239 | 1,486 | 0 | 5,116 | |
| 31 | Nora 11 | Kungsg/Drottningg/Hjalmar G | Malmö | Office/Retail | 444 | 26,249 | 719 | 1,690 | 0 | 0 | 28,658 | |
| 32 | Polstjärnan 1-2 | Jupiterg/Jörgen Kocksg/Marsg | Malmö | Projects & Land | 27 | 0 | 0 | 11,055 | 0 | 0 | 11,055 | |
| 33 | Ritaren 1 | Stadiong/Ingenjörsg 11 | Malmö | Office/Retail | 16 | L | 3,088 | 0 | 0 | 0 | 0 | 3,088 |
| 34 | Sankt Jörgen 21 | Söderg /Baltzarg /Kalende | Malmö | Office/Retail | 314 | 7,821 | 3,449 | 76 | 0 | 0 | 11,346 | |
| 35 | Sirius 3 | Carlsg/Navigationsg | Malmö | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | ||
| 36 | Slagthuset 1 | Carlsg/Utställng/Jörgen Kockg | Malmö | Office/Retail | 309 | 6,656 | 8,225 | 30 | 1,267 | 10,275 | 26,453 | |
| 37 | Sparven 15 | V Kanalg/Storg/Drottningg | Malmö | Office/Retail | 122 | 7,634 | 0 | 5,937 | 7,014 | 0 | 20,585 | |
| 38 | Söderhavet 4 | Carlsg/Elbeg/Donaug | Malmö | Office/Retail | 11 | 0 | 2,940 | 0 | 0 | 0 | 2,940 | |
| 39 | Uven 9 | Diskontogången/Lugna g | Malmö | Office/Retail | 78 | 6,091 | 0 | 1,010 | 0 | 0 | 7,101 | |
| 40 | Väktaren 3 | Hjälmareg/Nordenskiöldsg | Malmö | Office/Retail | 179 | 8,245 | 0 | 90 | 0 | 0 | 8,335 | |
| 41 | Östersjön 1 | Carlsgatan/Stormgatan | Malmö | Office/Retail | 156 | 7,956 | 0 | 80 | 0 | 0 | 8,036 | |
| Total, Central Malmö | 3,099 | 159,954 | 23,242 | 25,738 | 16,468 | 11,233 | 236,635 |
| Fosie and Limhamn | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| No. | Name of property | Address | Munici pality |
Type of property Tax ass. | val. SEK m |
Lease hold |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
| 42 | Balken 7 | Schaktugnsgatan 5 | Malmö | Ind/Warehousing | 8 | 618 | 0 | 1,202 | 0 | 0 | 1,820 | |
| 43 | Balken 10 | Ringugnsgatan 3 | Malmö | Ind/Warehousing | 21 | 0 | 0 | 3,725 | 0 | 0 | 3,725 | |
| 44 | Blocket 1 | Limhamnsg Allé/Krossv.g | Malmö | Ind/Warehousing | 38 | 2,835 | 0 | 3,018 | 270 | 721 | 6,844 | |
| 45 | Boplatsen 3 | Boplatsgatan 4-8 | Malmö | Office/Retail | 126 | 21,917 | 660 | 2,218 | 0 | 0 | 24,795 | |
| 46 | Bronsdolken 3 | Stenyxegatan 13-15 | Malmö | Ind/Warehousing | 53 | 176 | 4,242 | 7,299 | 0 | 0 | 11,717 | |
| 47 | Bronsdolken 10 | Stenyxegatan 27 | Malmö | Ind/Warehousing | 5 | 0 | 0 | 1,271 | 0 | 0 | 1,271 | |
| 48 | Bronsdolken 11 | Stenyxegatan 29 | Malmö | Ind/Warehousing | 5 | 432 | 0 | 521 | 0 | 0 | 953 | |
| 49 | Bronsdolken 18 | Stenyxegatan 17 | Malmö | Ind/Warehousing | 8 | 0 | 0 | 1,311 | 0 | 0 | 1,311 | |
| 50 | Bronsdolken 25 | Stenyxegatan 33-35 | Malmö | Office/Retail | 38 | 480 | 6,872 | 2,881 | 0 | 0 | 10,233 | |
| 51 | Bronsspannen 5 | Trehögsgatan 7 | Malmö | Ind/Warehousing | 3 | 0 | 0 | 735 | 0 | 0 | 735 | |
| 52 | Bronsspannen 8 | Flintyxegatan 3 | Malmö | Ind/Warehousing | 6 | 0 | 0 | 1,067 | 0 | 0 | 1,067 | |
| 53 | Bronsspannen 9 | Flintyxegatan 5 | Malmö | Ind/Warehousing | 9 | 351 | 0 | 1,718 | 0 | 0 | 2,069 | |
| 54 | Bronsspannen 13 | Trehögsgatan 3 | Malmö | Ind/Warehousing | 7 | 0 | 0 | 1,765 | 0 | 0 | 1,765 | |
| 55 | Bronsåldern 2 | Bronsåldersgatan 2 | Malmö | Ind/Warehousing | 57 | 2,145 | 0 | 10,162 | 0 | 0 | 12,307 | |
| 56 | Dubbelknappen 15 | Kantyxegatan 23 | Malmö | Office/Retail | 12 | 1,555 | 0 | 78 | 0 | 0 | 1,633 | |
| 57 | Dubbelknappen 23 | Risyxegatan 3 | Malmö | Ind/Warehousing | 26 | 0 | 0 | 4,027 | 0 | 0 | 4,027 | |
| 58 | Förbygeln 1 | Ridspögatan 1/Skrittgatan 1 | Malmö | Ind/Warehousing | 21 | 0 | 0 | 5,146 | 0 | 0 | 5,146 | |
| 59 | Gjuteriet 22, etc. | Limhamnsvägen 109 | Malmö | Projects & Land | 13 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 60 | Hindbygården 7 | Ö Hindbyvägen 70-72 | Malmö | Projects & Land | 4 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 61 | Hindbygården 8 | Ö Hindbyvägen 74 | Malmö | Office/Retail | 5 | 1,630 | 0 | 0 | 0 | 0 | 1,630 | |
| 62 | Hindbygården 9 | Ö Hindbyvägen | Malmö | Projects & Land | 2 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 63 | Hindbygården 10 | Ö Hindbyvägen | Malmö | Projects & Land | 1 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 64 | Hundlokan 10 | Cypressvägen 2- 23 | Malmö | Ind/Warehousing | 20 | 0 | 0 | 5,985 | 0 | 0 | 5,985 | |
| 65 | Hällristningen 5 | Boplatsgatan 5 | Malmö | Projects & Land | 3 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 66 | Löplinan 7 | Sporregatan 13 | Malmö | Ind/Warehousing | 8 | 0 | 0 | 2,489 | 0 | 0 | 2,489 | |
| 67 | Mandelblomman 5 | Lönngatan 75 | Malmö | Ind/Warehousing | 7 | 640 | 0 | 1,995 | 0 | 0 | 2,635 | |
| 68 | Muren 5 | Ringugnsgatan 8 | Malmö | Ind/Warehousing | 7 | 0 | 0 | 1,593 | 0 | 0 | 1,593 | |
| 69 | Olsgård 8 | Olsgårdsgatan 3 | Malmö | Ind/Warehousing | 26 | 0 | 0 | 3,714 | 0 | 0 | 3,714 | |
| 70 | Revolversvarven 11 | Jägershillgatan 20 | Malmö | Office/Retail | 7 | L | 0 | 1,170 | 480 | 0 | 0 | 1,650 |
| 71 | Ringspännet 3 | Kantyxegatan 5 and 3 | Malmö | Ind/Warehousing | 14 | 207 | 0 | 3,420 | 0 | 0 | 3,627 | |
| 72 | Rosengård 130:403 | Agnesfridsvägen 113 B | Malmö | Office/Retail | 55 | 7,801 | 415 | 0 | 0 | 0 | 8,216 | |
| 73 | Spännbucklan 9 | Agnesfridsv/ Skivyxegatan 7 | Malmö | Ind/Warehousing | 35 | 0 | 0 | 6,800 | 0 | 0 | 6,800 | |
| 74 | Stenyxan 20 | Stenyxegatan 16 | Malmö | Office/Retail | 7 | 1,415 | 0 | 175 | 0 | 0 | 1,590 | |
| 75 | Stenåldern 7 | Stenåldersgatan | Malmö | Projects & Land | 4 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 76 | Stridsyxan 4 | Agnesfridsvägen 179 | Malmö | Ind/Warehousing | 26 | 564 | 87 | 5,933 | 0 | 0 | 6,584 | |
| 77 | Stångbettet 15 | Ridbanegatan 6 | Malmö | Ind/Warehousing | 20 | 270 | 3,687 | 0 | 0 | 3,957 | ||
| 78 | Sufflören 3 | Axel Danielssons väg 259 | Malmö | Ind/Warehousing | 12 | 828 | 0 | 1,486 | 0 | 0 | 2,314 | |
| 79 | Trindyxan 3 | Bronsyxegatan 9 | Malmö | 0 | 7,037 | 0 | 0 | 7,613 | ||||
| 80 | Urnes 3 | Långhusgatan 4 | Ind/Warehousing | 34 | 576 | 0 | 0 | 0 | 0 | |||
| Malmö | Office/Retail | 39 | 4,600 | 0 | 4,600 | |||||||
| 81 82 |
Valvet 1 Vårbuketten 2 |
Krossverksgatan 5 A-M | Malmö | Ind/Warehousing | 16 | 2,810 | 0 | 629 2,837 |
0 0 |
0 0 |
3,439 | |
| 83 | Vårbuketten 4 | Husievägen 19 Husievägen 17 |
Malmö Malmö |
Ind/Warehousing Projects & Land |
15 4 |
0 0 |
0 0 |
0 | 0 | 0 | 2,837 0 |
|
| Total, Fosie and Limhamn | 825 | 51,850 | 13,446 | 96,404 | 270 | 721 | 162,691 | |||||
| Norra Hamnen and Arlöv | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| No. Name of property | Address | Munici pality |
Type of property Tax ass. | val. SEK m |
Lease hold |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
|
| 84 | Vinkeln 8 | Arlövsv/Vinkelg/Hakeg | Malmö | Ind/Warehousing | 44 | L | 1,777 | 0 | 6,249 | 0 | 0 | 8,026 |
| 85 | Finngrundet 4 | Blidögatan 24/Bjurögatan 25 | Malmö | Ind/Warehousing | 17 | 1,469 | 0 | 2,152 | 0 | 0 | 3,621 | |
| 86 | Flintan 3 (Malmö) | Borrgatan 4/Lodgatan 3 | Malmö | Projects & Land | 9 | 0 | 0 | 3,277 | 0 | 0 | 3,277 | |
| 87 | Flygledaren 9 | Höjdrodergatan 16 and 24a | Malmö | Ind/Warehousing | 24 | 0 | 0 | 5,573 | 0 | 0 | 5,573 | |
| 88 | Flygvärdinnan 5 | Höjdrodergatan 28 | Malmö | Ind/Warehousing | 24 | 5,230 | 0 | 0 | 0 | 0 | 5,230 | |
| 89 | Fältsippan 11 | Källvattengatan 6 | Malmö | Projects & Land | 6 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 90 | Grytan 3 | Industrigatan 21 | Malmö | Ind/Warehousing | 10 | 1,263 | 0 | 1,100 | 0 | 0 | 2,363 | |
| 91 | Gulsippan 4 | Källvattengatan 9 | Malmö | Ind/Warehousing | 16 | 735 | 0 | 2,662 | 0 | 0 | 3,397 | |
| 92 | Hanö 1 | Hanögatan 2 | Malmö | Ind/Warehousing | 20 | 814 | 270 | 3,936 | 0 | 0 | 5,020 | |
| 93 | Höjdmätaren 1 | Flygledaregatan 5 | Malmö | Ind/Warehousing | 10 | 1,010 | 0 | 887 | 0 | 0 | 1,897 | |
| 94 | Kirseberg 31:53 | Strömg/ Lundavägen | Malmö | Ind/Warehousing | 155 | 1,790 | 300 | 22,808 | 0 | 0 | 24,898 | |
| 95 | Skevrodret 2 | Kabingatan 7 | Malmö | Ind/Warehousing | 6 | 0 | 0 | 1,830 | 0 | 0 | 1,830 | |
| 96 | Skjutsstallslyckan 11 | Lundav/Rosendalsv | Malmö | Ind/Warehousing | 9 | 0 | 692 | 3,073 | 0 | 0 | 3,765 | |
| 97 | Spillepengshagen 1 | Ågatan 8 | Malmö | Ind/Warehousing | 7 | 115 | 0 | 1,915 | 0 | 0 | 2,030 | |
| 98 | Spillepengshagen 3 | Lundavägen 14/ Ågatan 4 | Malmö | Office/Retail | 15 | L | 2,634 | 1,916 | 28 | 0 | 0 | 4,578 |
| 99. | Spillepengsmarken 8 | Strömgatan 11 | Malmö | Office/Retail | 16 | 2,414 | 0 | 610 | 0 | 0 | 3,024 | |
| 100 | Stenshuvud 3 | Hanög/Borrg/Brännögatan | Malmö | Ind/Warehousing | 68 | 1,213 | 0 | 16,189 | 0 | 0 | 17,402 | |
| 101 | Stocken 2 | Västkustvägen 17 | Malmö | Ind/Warehousing | 32 | 0 | 0 | 4,390 | 0 | 0 | 4,390 | |
| 102 | Syret 12 | Scheeleg/Industrigatan 33 | Malmö | Ind/Warehousing | 5 | L | 0 | 0 | 1,803 | 0 | 0 | 1,803 |
| 103 | Syret 13 | Industrigatan 31-33 | Malmö | Ind/Warehousing | 8 | 0 | 0 | 1,585 | 0 | 0 | 1,585 | |
| 104 | Utgrunden 8 | Sturkögatan 8-10 | Malmö | Ind/Warehousing | 25 | L | 0 | 0 | 10,084 | 0 | 0 | 10,084 |
| 105 | Arlöv 17:4 | Arlövsvägen/Västkustvägen | Burlöv | Ind/Warehousing | 14 | L | 212 | 0 | 4,024 | 0 | 0 | 4,236 |
| 106 | Arlöv 19:133 | Hantverkaregatan 18 | Burlöv | Office/Retail | 11 | 1,662 | 0 | 0 | 0 | 0 | 1,662 | |
| 107 | Arlöv 19:58 | Hantverkaregatan 4 | Burlöv | Projects & Land | 7 | 540 | 0 | 1,449 | 0 | 384 | 2,372 | |
| 108 | Sunnanå 12:2 | Staffanstorpsvägen | Burlöv | Projects & Land | 12 | 0 | 0 | 0 | 0 | 0 | 0 | |
| 109 | Sunnanå 12:27 | Starrvägen 100-102 | Burlöv | Ind/Warehousing | 74 | 0 | 0 | 14,525 | 0 | 0 | 14,525 | |
| 110 | Tågarp 16:19 | Hammarvägen 3 | Burlöv | Ind/Warehousing | 11 | 0 | 0 | 4,316 | 0 | 0 | 4,316 | |
| 111 | Tågarp 16:42 | Företagsv/Hammarv 2 | Burlöv | Ind/Warehousing | 34 | 558 | 0 | 8,653 | 0 | 0 | 9,211 | |
| 112 | Åkarp 1:69 | Tegelvägen 4 | Burlöv | Ind/Warehousing | 0 | 0 | 5,277 | 0 | 0 | 5,277 | ||
| 113 | Borgeby 15:14, etc. | Norra Västkustvägen | Lomma | Projects & Land | 3 | 0 | 0 | 0 | 0 | 0 | 0 | |
| Total, Norra Hamnen and Arlöv | 693 | 23,436 | 3,178 | 128,395 | 0 | 384 | 155,392 | |||||
| Total, Malmö | 6,567 | 357,053 | 47,647 | 259,557 | 36,437 | 15,559 | 716,252 |
| Central Helsingborg | ||
|---|---|---|
| --------------------- | -- | -- |
| No. | Name of property | Address | Municipality | Type of property | Tax ass. val. SEK m |
Lease hold |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 1 | Belgien Norra 19 | Gasverksg/N.Eneborgs/Söderg | Helsingborg | Office/Retail | 100 | 1,939 | 728 | 200 | 2,547 | 3,649 | 9,063 | |
| 2 | Kalifornien 10 | Järnvägsgatan 35-37 | Helsingborg | Office/Retail | 63 | 5,831 | 0 | 0 | 0 | 77 | 5,908 | |
| 3 | Kullen Västra 19 | Kullagatan 30 | Helsingborg | Office/Retail | 23 | 1,078 | 401 | 0 | 0 | 372 | 1,851 | |
| 4 | Kärnan Norra 21 | Stortorget/Norra Storgatan 6 | Helsingborg | Office/Retail | 28 | 2,330 | 303 | 138 | 0 | 0 | 2,771 | |
| 5 | Kärnan Södra 9 | Södra Storg/Himmelriksgränd | Helsingborg | Office/Retail | 382 | 1,002 | 8 | 1,336 | 3,543 | 6,271 | ||
| 6 | Magnus Stenbock 7 | Strömgränd/N Storgatan 7 | Helsingborg | Office/Retail | 7 | 403 | 200 | 0 | 0 | 0 | 603 | |
| 7 | Najaden 14 | Drottningg/Sundstorget 2-6 | Helsingborg | Office/Retail | 143 | 8,660 | 1,552 | 589 | 2,775 | 42 | 13,618 | |
| 8 | Polisen 2 | Nedre Holländaregatan 1 | Helsingborg | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | ||
| 9 | Polisen 3 | Carl Krooks gatan 24 | Helsingborg | Office/Retail | 107 | 12,033 | 0 | 16 | 1,457 | 0 | 13,506 | |
| 10 | Ruuth 23 | Bruksgatan 29 | Helsingborg | Office/Retail | 23 | 1,145 | 295 | 0 | 2,740 | 0 | 4,180 | |
| 11 | Ruuth 35 | Bruksgatan 25/Prästgatan 10 | Helsingborg | Office/Retail | 457 | 589 | 136 | 1,273 | 0 | 2,455 | ||
| 12 | Stattena 7 | Hälsov/Nelly Krooks /Stattena | Helsingborg | Office/Retail | 54 | 770 | 3,339 | 0 | 0 | 2,090 | 6,199 | |
| 13 | Stattena 10 | Stattena Centr, Nelly Krooksg | Helsingborg | Office/Retail | 39 | 0 | 2,403 | 0 | 257 | 676 | 3,336 | |
| 14 | Svea 7 | Järnvägsg/Södra Strandg | Helsingborg | Office/Retail | 101 | 4,906 | 2,009 | 0 | 108 | 313 | 7,336 | |
| 15 | Terminalen 1 | Järnvägsg/Kungst,Terminalg | Helsingborg | Office/Retail | L | 8,808 | 8,183 | 213 | 705 | 1,397 | 19,306 | |
| 16 | Terminalen 3 | Järnvägsgatan 14 | Helsingborg | Office/Retail | 50 | L | 3,044 | 151 | 0 | 790 | 0 | 3,985 |
| 17 | Terminalen 4 | Järnvägsgatan 18 | Helsingborg | Office/Retail | 46 | L | 3,348 | 0 | 0 | 0 | 25 | 3,373 |
| 18 | Terminalen 5 | Järnvägsgatan 22-24 | Helsingborg | Office/Retail | 69 | L | 5,591 | 142 | 0 | 0 | 0 | 5,733 |
| 19 | Vikingen 10 | N Kyrkog/Mariagatan 2-4 | Helsingborg | Office/Retail | 24 | 229 | 831 | 0 | 182 | 615 | 1,857 | |
| Total, Central Helsingborg | 877 | 60,954 | 22,128 | 1,300 | 14,170 | 12,799 111,351 |
| Berga |
|---|
| ------- |
| 20 | Ametisten 5 | Porfyrgatan 1 | Helsingborg | Ind/Warehousing | 41 | 0 | 0 | 7,669 | 0 | 0 | 7,669 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 21 | Armborstet 4 | Lilla Garnisonsgatan 31 | Helsingborg | Ind/Warehousing | 12 | 880 | 1,970 | 0 | 0 | 0 | 2,850 |
| 22 | Armborstet 6 | Lilla Garnisonsgatan 41 | Helsingborg | Ind/Warehousing | 14 | 421 | 3,798 | 0 | 0 | 0 | 4,219 |
| 23 | Barrikaden 3 | Fyrverkaregatan | Helsingborg | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | |
| 24 | Floretten 3 | Garnisonsgatan 25 A-C | Helsingborg | Office/Retail | 39 | 5,248 | 44 | 444 | 0 | 0 | 5,736 |
| 25 | Floretten 4 | Garnisonsgatan 23 | Helsingborg | Office/Retail | 61 | 4,712 | 138 | 0 | 0 | 0 | 4,850 |
| 26 | Grusbacken 1 | Mogatan 12 | Helsingborg | Ind/Warehousing | 11 | 0 | 0 | 1,278 | 0 | 0 | 1,278 |
| 27 | Grusgropen 3 | Grustagsgatan 22 | Helsingborg | Ind/Warehousing | 24 | 531 | 0 | 4,200 | 0 | 0 | 4,731 |
| 28 | Grushögen 2 | Makadamgatan 1 | Helsingborg | Ind/Warehousing | 12 | 0 | 0 | 3,057 | 0 | 0 | 3,057 |
| 29 | Grusplanen 2 | Blockgatan 8 | Helsingborg | Ind/Warehousing | 14 | 3,352 | 0 | 0 | 0 | 0 | 3,352 |
| 30 | Grustaget 1 | Grustagsgatan 35-37 | Helsingborg | Office/Retail | 20 | 4,008 | 0 | 0 | 0 | 0 | 4,008 |
| 31 | Grustaget 2 | Grustagsgatan 11-15 | Helsingborg | Ind/Warehousing | 19 | 992 | 0 | 2,712 | 0 | 0 | 3,704 |
| 32 | Hakebössan 1 | Karbingatan 28-32 | Helsingborg | Ind/Warehousing | 22 | 997 | 0 | 3,885 | 0 | 0 | 4,882 |
| 33 | Hakebössan 2 | Karbingatan 10-20 | Helsingborg | Ind/Warehousing | 43 | 715 | 366 | 7,717 | 0 | 0 | 9,374 |
| 34 | Hakebössan 3 | Karbingatan 22, 26 | Helsingborg | Ind/Warehousing | 24 | 1,123 | 0 | 4,202 | 0 | 0 | 5,325 |
| 35 | Hillebarden 1 | Garnisonsgatan 16, 18 A-B | Helsingborg | Ind/Warehousing | 39 | 2,014 | 2,732 | 4,294 | 0 | 0 | 9,040 |
| 36 | Huggjärnet 12 | Garnisonsg7a/Kastellgatan 8 | Helsingborg | Office/Retail | 30 | 4,242 | 420 | 820 | 0 | 0 | 5,482 |
| 37 | Huggjärnet 13 | Kastellgatan 2 | Helsingborg | Ind/Warehousing | 16 | 0 | 600 | 3,842 | 0 | 0 | 4,442 |
| 38 | Kniven 2 | Mörsaregatan 17 | Helsingborg | Ind/Warehousing | 4 | 0 | 0 | 3,515 | 0 | 0 | 3,515 |
| 39 | Kniven 3 | Mörsaregatan 19 | Helsingborg | Ind/Warehousing | 19 | 200 | 0 | 4,591 | 0 | 0 | 4,791 |
| 40 | Kroksabeln 11 | Muskötg/Garnisonsg | Helsingborg | Ind/Warehousing | 29 | 729 | 864 | 6,339 | 0 | 0 | 7,932 |
| 41 | Kroksabeln 12 | Garnisonsgatan 19 | Helsingborg | Ind/Warehousing | 74 | 2,680 | 2,932 | 9,446 | 0 | 0 | 15,058 |
| 42 | Kroksabeln 19 | Florettgatan 14 | Helsingborg | Ind/Warehousing | 22 | 835 | 192 | 6,913 | 0 | 0 | 7,940 |
| 43 | Kroksabeln 20 | Florettgatan 16 | Helsingborg | Office/Retail | 27 | 972 | 2,463 | 842 | 0 | 0 | 4,277 |
| 44 | Lansen 1 | Florettgatan 15-29 B-C | Helsingborg | Ind/Warehousing | 102 | 9,831 | 0 | 13,293 | 0 | 30 | 23,124 |
| 45 | Lansen 2 | Florettgatan 31-39 | Helsingborg | Ind/Warehousing | 23 | 1,818 | 0 | 3,861 | 30 | 0 | 5,709 |
| 46 | Lansen 3 | Florettgatan 29 A | Helsingborg | Office/Retail | 6 | 0 | 0 | 1,340 | 0 | 0 | 1,340 |
| 47 | Lövskogen 3 | Ekvändan | Helsingborg | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 48 | Musköten 9 | Muskötgatan 4 | Helsingborg | Office/Retail | 15 | 864 | 3,420 | 864 | 0 | 0 | 5,148 |
| 49 | Musköten 13 | Muskötgatan 8 B | Helsingborg | Office/Retail | 14 | 2,308 | 0 | 0 | 0 | 0 | 2,308 |
| 50 | Musköten 17 | Kastellgatan 5 | Helsingborg | IndWarehousing | 17 | 0 | 0 | 5,187 | 0 | 0 | 5,187 |
| Berga (cont.) | |||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| No. Name of property |
Address | Municipality | Type of property | Tax ass. Lease val. SEK hold m |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
|
| 51 | Musköten 20 | Muskötgatan 6-8 | Helsingborg | Ind/Warehousing | 13 | 0 | 0 | 1,881 | 0 | 0 | 1,881 |
| 52 | Mörsaren Västra 5 | Muskötgatan 5 | Helsingborg | Ind/Warehousing | 7 | 1,701 | 0 | 0 | 0 | 0 | 1,701 |
| 53 | Mörsaren Västra 13 | Florettgatan 4 | Helsingborg | Ind/Warehousing | 16 | 404 | 0 | 3,566 | 0 | 0 | 3,970 |
| 54 | Rubinen 1 | Basaltgatan 9 | Helsingborg | Ind/Warehousing | 51 | 112 | 0 | 11,082 | 0 | 0 | 11,194 |
| 55 | Snårskogen 4 | Ekvändan 5 | Helsingborg | Ind/Warehousing | 11 | 0 | 0 | 2,276 | 0 | 0 | 2,276 |
| 56 | Snårskogen 5 | Ekvändan | Helsingborg | Projects & Land | 4 | 0 | 0 | 0 | 0 | 0 | 0 |
| 57 | Spjutet 1 | Garnisonsgatan 12 | Helsingborg | Ind/Warehousing | 13 | 168 | 1,328 | 1,512 | 0 | 0 | 3,008 |
| 58 | Visiret 5 | Garnisonsgatan 47 A | Helsingborg | Ind/Warehousing | 10 | 0 | 0 | 1,800 | 0 | 0 | 1,800 |
| 59 | Värjan 12 | Muskötgatan 12 | Helsingborg | Office/Retail | 14 | 1,871 | 0 | 0 | 0 | 0 | 1,871 |
| 60 | Värjan 13 | Muskötgatan 10 | Helsingborg | Ind/Warehousing | 22 | 0 | 0 | 5,145 | 0 | 0 | 5,145 |
| 61 | Zirkonen 2 | Andesitgatan 16 | Helsingborg | Ind/Warehousing | 23 | 0 | 4,628 | 0 | 0 | 0 | 4,628 |
| Total, Berga | 978 | 53,728 | 25,895 | 127,573 | 576 | 30 207,802 |
| Total, Helsingborg | 2,574 | 152,834 | 63,379 | 283,165 | 22,541 | 15,134 | 537,053 | ||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Total, Söder | 719 | 38,152 | 15,356 | 154,292 | 7,795 | 2,305 | 217,900 | ||||
| 98 | Pedalen 16 mfl | Rattgatan 48 | Landskrona | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | |
| 97 | Bilrutan 5 | Kamgatan | Landskrona | Projects & Land | 3 | 0 | 0 | 0 | 0 | 0 | 0 |
| 96 | Ättehögen Mellersta 6 | Torbornavägen 22 | Helsingborg | Ind/Warehousing | 11 | 729 | 0 | 1,888 | 0 | 0 | 2,617 |
| 95 | Tyfonen 1 | Landskronavägen 20 | Helsingborg | Ind/Warehousing | 16 | 370 | 0 | 3,365 | 0 | 700 | 4,435 |
| 94 | Stormen 13 | Landskronavägen 2-12 | Helsingborg | Ind/Warehousing | 16 | 0 | 0 | 4,303 | 0 | 0 | 4,303 |
| 93 | Spanien 11 | Kvarnstg/Motorg/Ö Sandg | Helsingborg | Ind/Warehousing | 26 | 2,133 | 508 | 2,910 | 0 | 0 | 5,551 |
| 92 | Spanien 5 | Gåsebäcksv/Motorg 1 | Helsingborg | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 91 | Sadelplatsen 13 | Planteringsv/Fäktmästareg | Helsingborg | Ind/Warehousing | 42 | 652 | 5,680 | 13,091 | 0 | 520 | 19,943 |
| 90 | Sadelplatsen 10 | Fäktmästaregatan 5 | Helsingborg | Ind/Warehousing | 7 | 485 | 0 | 2,725 | 0 | 0 | 3,210 |
| 89 | Rausgård 21 | Landskronavägen 9 | Helsingborg | Ind/Warehousing | 43 | 4,500 | 0 | 5,872 | 0 | 190 | 10,562 |
| 88 | Påfågeln 9 | Frejagatan 8 | Helsingborg | Projects & Land | 3 | 0 | 0 | 797 | 0 | 0 | 797 |
| 87 | Posten 1 | Västra Sandgatan 7 | Helsingborg | Office/Retail | 3,074 | 0 | 2,559 | 0 | 0 | 5,633 | |
| 86 | Plåtförädlingen 18 | Strandbadsvägen 9 | Helsingborg | Ind/Warehousing | 5 | 170 | 0 | 862 | 0 | 0 | 1,032 |
| 85 | Plåtförädlingen 15 | Strandbadsvägen 7 | Helsingborg | Ind/Warehousing | 17 | 0 | 0 | 2,496 | 0 | 0 | 2,496 |
| 84 | Plåtförädlingen 13 | Strandbadsvägen 15-17 | Helsingborg | Ind/Warehousing | 67 | 1,674 | 0 | 15,193 | 0 | 0 | 16,867 |
| 83 | Plåtförädlingen 11 | Strandbadsvägen 19-21 | Helsingborg | Ind/Warehousing | 72 | 2,621 | 0 | 20,472 | 0 | 0 | 23,093 |
| 82 | Plåtförädlingen 8 | Strandbadsvägen 13 | Helsingborg | Ind/Warehousing | 43 | 2,451 | 0 | 9,365 | 0 | 0 | 11,816 |
| 81 | Plåtförädlingen 7 | Strandbadsvägen 11 | Helsingborg | Ind/Warehousing | 4 | 55 | 0 | 1,155 | 0 | 0 | 1,210 |
| 80 | Planteringen 1:9 | V Tallgatan 32 | Helsingborg | Ind/Warehousing | 16 | 979 | 0 | 5,217 | 0 | 0 | 6,196 |
| 79 | Planteringen 1:8 | V Tallgatan 32 | Helsingborg | Ind/Warehousing | 5 | 540 | 0 | 1,317 | 0 | 0 | 1,857 |
| 78 | Persien 15 | Cindersgatan 17-19 | Helsingborg | Ind/Warehousing | 0 | 0 | 0 | 4,026 | 0 | 4,026 | |
| 77 | Persien 14 | Cindersgatan 13-15 | Helsingborg | Ind/Warehousing | 9 | 44 | 0 | 1,336 | 2,472 | 0 | 3,852 |
| 76 | Persien 1 | V Sandg/Cindersg 11 | Helsingborg | Ind/Warehousing | 7 | 104 | 0 | 3,235 | 0 | 515 | 3,854 |
| 75 | Orkanen 5 | Landskronavägen 18 | Helsingborg | Ind/Warehousing | 7 | 498 | 0 | 2,464 | 0 | 0 | 2,962 |
| 74 | Olympiaden 8 | Kapplöpningsgatan 3 | Helsingborg | Ind/Warehousing | 18 | 1,190 | 0 | 5,910 | 0 | 0 | 7,100 |
| 73 | Olympiaden 7 | Kapplöpningsgatan 5 | Helsingborg | Ind/Warehousing | 8 | 812 | 0 | 890 | 0 | 0 | 1,702 |
| 72 | Manövern 3 | Hästhagsvägen 1 | Helsingborg | Office/Retail | 21 | 240 | 4,739 | 0 | 0 | 0 | 4,979 |
| 71 | Hästhagen 7 | La Cours g/Landskronav | Helsingborg | Office/Retail | 63 | 7,368 | 1,609 | 621 | 1,297 | 320 | 11,215 |
| 70 | Gymnasten 9 | Kapplöpningsgatan 6 | Helsingborg | Ind/Warehousing | 39 | 2,248 | 0 | 15,253 | 0 | 0 | 17,501 |
| 69 | Gymnasten 4 | Planteringsvägen 11 | Helsingborg | Office/Retail | 29 | 65 | 2,720 | 3,040 | 0 | 60 | 5,885 |
| 68 | Flintyxan 5 | Stenbrovägen 32-34 | Helsingborg | Ind/Warehousing | 18 | 436 | 0 | 4,086 | 0 | 0 | 4,522 |
| 67 | Flintyxan 3 | Stenbrovägen 36-38 | Helsingborg | Ind/Warehousing | 11 | 0 | 0 | 3,109 | 0 | 0 | 3,109 |
| 66 | Flintyxan 1 | Stenbrovägen 40-42 | Helsingborg | Ind/Warehousing | 11 | 0 | 0 | 3,115 | 0 | 0 | 3,115 |
| 65 | Bunkalund Östra 8 | Bunkagårdsgatan 13 | Helsingborg | Ind/Warehousing | 20 | 0 | 0 | 6,300 | 0 | 0 | 6,300 |
| 64 | Bunkagården Västra 8 | Bunkalundsvägen 5 | Helsingborg | Ind/Warehousing | 35 | 30 | 0 | 10,341 | 0 | 0 | 10,371 |
| 63 | Brottaren 15 | Kapplöpningsgatan | Helsingborg | Ind/Warehousing | 19 | 3,250 | 100 | 1,005 | 0 | 0 | 4,355 |
| 62 | Afrika 18 | Verkstadsg/Rågångsg 7 | Helsingborg | Ind/Warehousing | 9 | 1,434 | 0 | 0 | 0 | 0 | 1,434 |
In 2015, an exciting extension was built at the Armaturen 4 property in central Lund, when 1,100 m2 of ultra-modern office premises were built on the roof.
| No. | Name of property | Address | Munici pality |
Type of property | Tax ass. Lease val. SEK hold m |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 1 | Forskaren 3 | Scheelevägen 24-26 | Lund | Office/Retail | 220 | 11,253 | 0 | 0 | 0 | 0 | 11,253 |
| 2 | Studentkåren 2 | Scheelev/Ole Römers v 16 | Lund | Office/Retail | 60 | 10,031 | 1,183 | 223 | 0 | 22 | 11,459 |
| 3 | Studentkåren 5 | Scheelevägen 15 B-D | Lund | Office/Retail | 8,150 | 0 | 0 | 0 | 0 | 8,150 | |
| 4 | Studentkåren 6 | Scheelevägen 15 A | Lund | Office/Retail | 33 | 4,707 | 0 | 0 | 0 | 0 | 4,707 |
| 5 | Syret 1 (Delta car park) | Molekylvägen 3 | Lund | Office/Retail | 14 | 0 | 0 | 0 | 0 | 0 | 0 |
| 6 | Syret 3 (Gateway) | Scheelevägen 27 | Lund | Office/Retail | 390 | 9,114 | 0 | 251 | 0 | 8,217 | 17,582 |
| 7 | Syret 4 (Delta 2) | Scheelevägen 25 | Lund | Projects & Land | 2 | 0 | 0 | 0 | 0 | 0 | 0 |
| 8 | Syret 5 (Delta 3) | Scheelevägen 23 | Lund | Office/Retail | 37 | 5,459 | 0 | 536 | 0 | 0 | 5,995 |
| 9 | Syret 6 (Delta 4) | Scheelevägen 21 | Lund | Office/Retail | 45 | 8,123 | 563 | 0 | 0 | 0 | 8,686 |
| 10 | Syret 7 (Delta 5) | Scheelevägen 19 | Lund | Office/Retail | 40 | 5,875 | 0 | 275 | 0 | 0 | 6,150 |
| 11 | Syret 8 (Gamma) | Sölvegatan 41 | Lund | Office/Retail | 43 | 9,549 | 0 | 330 | 0 | 0 | 9,879 |
| 12 | Syret 9 (Delta 6) | Sölvegatan 43 | Lund | Office/Retail | 20 | 3,407 | 0 | 41 | 0 | 0 | 3,448 |
| 13 | Vätet 1 | Scheelevägen 17 | Lund | Office/Retail | 151 | 23,118 | 710 | 1,154 | 1,016 | 5 | 26,003 |
| 14 | Vätet 3 (Minideon) | Ole Römers väg 5 | Lund | Office/Retail | 0 | 0 | 0 | 335 | 0 | 335 | |
| 15 | Armaturen 4 | Trollebergsv/Gasverksg 1-9 | Lund | Office/Retail | 87 | 6,585 | 0 | 50 | 0 | 208 | 6,843 |
| 16 | Bytarebacken 39 | Bang/Clemenstorget 5 | Lund | Office/Retail | 194 | 4,156 | 7,223 | 988 | 3,078 | 167 | 15,612 |
| 17 | Diabasen 1 | Skiffervägen 26 | Lund | Ind/Warehousing | 14 | 618 | 0 | 2,288 | 0 | 0 | 2,906 |
| 18 | Diabasen 3 | Skiffervägen 30-86 | Lund | Office/Retail | 39 | 2,250 | 0 | 5,967 | 0 | 0 | 8,217 |
| 19 | Flintan 3 | Skiffervägen 24 | Lund | Ind/Warehousing | 26 | 0 | 0 | 5,979 | 0 | 0 | 5,979 |
| 20 | Landsdomaren 6 | Baravägen 1 | Lund | Office/Retail | 0 | 0 | 0 | 27,495 | 0 | 27,495 | |
| 21 | Landstinget 2 | Byggmästaregatan 4 | Lund | Office/Retail | 62 | 3,219 | 0 | 0 | 0 | 0 | 3,219 |
| 22 | Länsmannen 1 | Åldermansg/Måsvägen 23 | Lund | Ind/Warehousing | 32 | 220 | 0 | 7,740 | 0 | 0 | 7,960 |
| 23 | Måsen 17 | Starv/ Grisslevägen 1- 19 | Lund | Office/Retail | 46 | 3,829 | 0 | 452 | 0 | 0 | 4,281 |
| 24 | Postterminalen 1 | Fabriksgatan 1 | Lund | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | |
| 25 | Skiffern 2 | Skifferv / Porfyrvägen 7 | Lund | Ind/Warehousing | 10 | 0 | 0 | 2,910 | 0 | 0 | 2,910 |
| 26 | Spettet 11 | Byggmästaregatan 5 | Lund | Office/Retail | 21 | 1,527 | 0 | 0 | 0 | 0 | 1,527 |
| 27 | Töebacken 7 | Bondev/Fjeliev/Åldermansg | Lund | Office/Retail | 42 | 2,845 | 1,482 | 448 | 0 | 0 | 4,775 |
| Total, Lund | 1,628 | 124,035 | 11,161 | 29,632 | 31,924 | 8,619 | 205,371 |
| No. | Name of property | Address | Munici pality |
Type of property Tax ass. | Lease val. SEK hold m |
Offices, m2 |
Retail, m2 |
Industrial/ warehous ing, m2 |
Education/ Health care, m2 |
Other, m2 |
Total, m2 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 1 | Borupvang 5 | Borupvang 5 | Ballerup | Office/Retail | 8,877 | 0 | 0 | 0 | 1,396 | 10,273 | |
| 2 | Industriparken 29 | Industriparken 29 | Ballerup | Office/Retail | 3,118 | 0 | 0 | 0 | 0 | 3,118 | |
| 3 | Lautrupvang 1 A+B | Lautrupvang 1 A-B | Ballerup | Office/Retail | 11,619 | 0 | 2,939 | 0 | 0 | 14,558 | |
| 4 | Lautrupvang 3 | Lautrupvang 3 | Ballerup | Office/Retail | 10,080 | 0 | 0 | 0 | 3,360 | 13,440 | |
| 5 | Lautrupvang 8 | Lautrupvang 8 | Ballerup | Office/Retail | 7,677 | 0 | 0 | 0 | 2,096 | 9,773 | |
| 6 | Lautrupvang 12 | Lautrupvang 12 | Ballerup | Office/Retail | 8,135 | 0 | 0 | 0 | 1,261 | 9,396 | |
| 7 | Literbuen 6-10 | Literbuen 6-10 | Ballerup | Office/Retail | 860 | 0 | 10,394 | 0 | 386 | 11,640 | |
| 8 | Literbuen 16-18 | Literbuen 16 | Ballerup | Office/Retail | 4,696 | 0 | 3,637 | 0 | 0 | 8,333 | |
| 9 | Abildager 8-14 | Abildager 8-14 | Bröndby | Ind/Warehousing | 0 | 0 | 14,512 | 0 | 0 | 14,512 | |
| 10 | Lejrvej 1 | Lejrvej 1 | Furesö | Ind/Warehousing | 1,402 | 0 | 0 | 0 | 0 | 1,402 | |
| 11 | Ejby Industrivej 41 | Ejby Industrivej 41 | Glostrup | Office/Retail | 25,480 | 0 | 0 | 0 | 23,695 | 49,175 | |
| 12 | Ellekær 2-4 | Ellekaer 2-4 | Herlev | Office/Retail | 4,828 | 0 | 0 | 0 | 0 | 4,828 | |
| 13 | Ellekær 6 | Ellekaer 6 | Herlev | Office/Retail | 4,763 | 0 | 1,071 | 0 | 0 | 5,834 | |
| 14 | Ellekær 9 | Ellekaer 9 | Herlev | Office/Retail | 6,460 | 0 | 689 | 0 | 0 | 7,149 | |
| 15 | Hørkær 14 & 26 | Hörkaer 14 & 26 | Herlev | Office/Retail | 4,309 | 0 | 0 | 0 | 1,070 | 5,379 | |
| 16 | Hørkær 16-28 | Hörkaer 16-28 | Herlev | Office/Retail | 24,194 | 0 | 2,189 | 2,781 | 5,196 | 34,360 | |
| 17 | Marielundvej 28-30 | Marielundvej 28-30 | Herlev | Office/Retail | 2,372 | 0 | 7,298 | 0 | 0 | 9,670 | |
| 18 | Marielundvej 29 | Marielundvej 29 | Herlev | Ind/Warehousing | 1,720 | 0 | 2,014 | 0 | 708 | 4,442 | |
| 19 | Smedeholm 10 | Smedeholm 10 | Herlev | Office/Retail | 2,990 | 0 | 0 | 0 | 216 | 3,206 | |
| 20 | Stationsalleen 40-46 | Stationsalléen 40-46 | Herlev | Office/Retail | 3,664 | 914 | 0 | 0 | 801 | 5,379 | |
| 21 | Vasekær 9 | Vasekaer 9 | Herlev | Projects & Land | 0 | 0 | 0 | 0 | 0 | 0 | |
| 22 | Girostrøget 1 | Giroströget 1 | Taastrup | Office/Retail | 46,296 | 0 | 15,153 | 61,449 | |||
| Total, Copenhagen | 0 | 183,540 | 914 | 44,743 | 2,781 | 55,338 | 287,316 | ||||
| Total, Wihlborgs | 10,769 | 817,462 | 123,101 | 617,097 | 93,683 | 94,650 1,745,992 |
The figures don't lie.
Figures speak the truth, they can't hide behind pretty phrases or smoke and mirrors.
However, if you're not careful figures can also hide the truth.
But figures are what they are, an account of how the year progressed. Naturally, we comply with all established valuation principles and legislation, that's the least we can do. There is no polishing up the figures at Wihlborgs – the only things we polish are buildings that need a facelift.
Sure, understanding the figures can be a challenge, but it is a lot easier if you know they present an honest picture of how things really stand.
That's the plain truth and how we choose to speak.
Wihlborgs' consolidated financial statements are prepared in accordance with International Financial Reporting Standards (IFRS) and we have elected to account for our properties at fair value, that is, at their market value.
The properties' carrying amount at 31 December 2015 was SEK 28,623 million (24,299), a year-on-year increase of SEK 1,615 million (642).
For details of all value changes, see the table below.
| Value change item | Group total, SEK m |
|---|---|
| Carrying amount, 1 January 2015 | 24,299 |
| Acquisitions | 2,155 |
| Investments | 1,047 |
| Divestments1 | -411 |
| Change in value | 1,615 |
| Currency translations | -85 |
| Carrying amount, 31 December 2015 | 28,623 |
1) Including insurance compensation for total losses on buildings, and profits from external projects.
Excluding property administration, the yield on the investment properties, excluding projects, was 5.8 percent (6.2). The yield per property category was 5.5 percent (5.9) for office properties and 7.5 percent (7.9) for industrial/warehousing properties.
At the valuation date, 31 December 2015, Wihlborgs arranged for an external valuation of its entire property portfolio, whereby the market values of the individual properties were assessed. The Swedish portfolio was valued by ASPECT-certified valuers at Malmöbryggan Fastighetsekonomi AB and Savills Sweden AB, while the Danish portfolio was valued by DTZ Egeskov & Lindquist A/S. The valuation was conducted in accordance with International Valuation Standards. The prevalent definition of market value used in Sweden is:
This definition is assumed to fall within the scope of, and lead to the same valuation result as, application of the definition from the International Valuation Standards Committee (IVSC):
"The estimated amount for which an asset or liability should exchange on the valuation date between a willing buyer and a willing seller in an arm's length transaction, after proper marketing and where the parties had each acted knowledgeably, prudently and without compulsion."
The valuations are based on data including quality-assured contract and property-related information from Wihlborgs, data obtained from public sources and relevant market information. All built properties were inspected in the 2013–2015 period.
In this valuation, a combination of a yield-based method (market simulation) and a location-price method is used, in which transactions completed in the sub-markets concerned are analysed in order to calibrate the parameters for the yield-based method (cash-flow method). The market parameters derived from analysis of comparable transactions encompass investment yield requirements, which include an appropriate risk premium. The market value is considered to correspond to the yield value that is normally calculated from 5-year cash-flow forecasts. In cases where it is considered justified in view of long-term leases, longer estimate periods are used. Ongoing new-build projects are valued as if the project were completed, less the budgeted remaining cost of the project. For unbuilt properties and upgrade projects, a new-build value for a possible future land use is estimated, taking into account clearing and development costs, based on current planning criteria and prices for similar projects sold.
The property values are affected by the assumed market parameters that are applied. By varying a number of parameters, a measure of the sensitivity of the valuation is obtained. For example, lowering the investment yield requirement by
The Karin 11 (Plåtkarin) property with its characteristic facade was acquired in the third quarter.
0.25 percent results in an increase of 3.4 percent in the yield value for the built properties in Sweden. A corresponding increase results in a reduction of 3.6 percent in the yield value. For a sensitivity analysis; see the table below.
| Parameter | Assumed change,% |
Change in yield value, % |
|---|---|---|
| Market rent level | 10 | 8.7 |
| Market rent level | -10 | -10.4 |
| Operating and maintenance costs | 20 | -6.8 |
| Operating and maintenance costs | -20 | 6.3 |
| Investment yield, residual value | 0.25 | -3.6 |
| Investment yield, residual value | -0.25 | 3.4 |
Source: Malmöbryggan Fastighetsekonomi AB
All assumptions on which value assessments are based reflect known market conditions at the time of valuation.
calculation period. Standardised operating and maintenance costs are applied when assessing values, and the specific characteristics of the property are also taken into account. These estimates are based on analyses of historical outcomes and budgeted costs at both property and aggregated level for the market segments and property categories concerned.
Over the calculation period, it is assumed that the CPI will be 1.4 percent in 2016 and that inflation will follow Riksbanken's (the Swedish Central Bank) long-term target of 2 percent.
| Area | Cost of capital for current value calculation of the net operating income, % |
Investment yield requirement for calculation of residual value, % |
|---|---|---|
| Västra Hamnen | 4.75-7.10 | 4.5-5.5 |
| Central Malmö | 5.0-7.7 | 4.5-6.0 |
| Fosie and Limhamn | 6.9-8.6 | 5.5-7.5 |
| Norra Hamnen and Arlöv | 7.3-8.6 | 5.75-7.25 |
| Central Helsingborg | 6.4-7.5 | 4.75-6.0 |
| Berga | 6.75-8.5 | 5.75-6.75 |
| Söder | 6.0-8.2 | 5.75-7.25 |
| Ideon | 6.6-7.7 | 5.25 |
| Other Lund | 5.75-8.5 | 5.75-7.5 |
| Copenhagen | – | 6.75-8.25 |
Low taxes in the property sector is a subject that sometimes comes up for debate. People tend to think that the property companies pay lower income taxes than companies in other sectors.
But one needs to appreciate this is only half of the truth, or in our case only one thirty-fifth of the truth, which is the share of our total tax burden that income tax comprises.
Wihlborgs paid income tax, or corporation tax, of SEK 4 million, but if we add the unique taxes pertaining to our sector, namely property tax and stamp duty – and add energy tax and the value added tax we are not permitted to deduct – then the taxes we pay appreciated to a total of SEK 148 million for 2015.
We hope this will be appreciated as this year's contribution to the community we all share in.
In the operations conducted by Wihlborgs, several areas are subject to taxation. As well as income tax that is charged to the companies in the Group, taxes include property taxes, value added tax, stamp duties and energy taxes. The way these taxes impact Wihlborgs is described on the following pages. Political decisions such as changes in company taxation and tax legislation, including interpretations of that legislation, may either favourably or adversely impact Wihlborgs' tax situation.
The nominal rate of corporation tax in Sweden is 22 percent (22) and in Denmark 23.5 percent (24.5). In Denmark, corporation tax is being lowered to 22 percent from the beginning of 2016.
In 2016, the government is expected to present a new bill limiting tax relief on interest payments which will probably be based on interest deductions being limited to specified percentage of EBITDA or EBIT.
Under a government directive, the effects of packaging properties is to be investigated and new legislation proposed. According to the directive, the investigation is tasked with assessing whether it is reasonable to prevent packaging, both generally or specific types of packaging. The point of departure is that the system of tax exemption from capital gains on business-related shares will remain in place but with a review of the regulatory framework surrounding share transfers at less than market value and the sale of business-related shares with packaged properties. The commission is to report not later than March 2017. The investigation is also tasked with examining acquisitions through real property formation measures.
In 2015, Wihlborgs' current tax totalled SEK 4 million (5). The taxable base does not include changes in the value of properties and derivatives. Nor is income from the sale of companies included either, as this item is not normally taxable/deductible. In addition, taxation may be deferred via tax depreciation allowances for tax purposes, as well as direct deductions. Loss carryforwards can also be used. Note 14 on page 112 details how taxable income is calculated.
The deferred tax is calculated using the net of temporary differences between the recognised and tax values for assets and liabilities and on loss carryforwards. The income statement reports the tax on any change in the deferred tax liability over the year.
Investments in properties in Sweden are divided among the categories of buildings, land improvements, fixtures and fittings, and land. Wihlborgs applies depreciation at the following rates for tax purposes:
| Buildings | 2–5% (Offices 2%, Ind./warehouse 4%) | |
|---|---|---|
| Land improvements | 5% | |
| Fixtures and fittings | 25% | |
| Land | 0% |
The depreciation of buildings and land improvements is based on the accumulated cost and depreciation of fixtures and fittings based on the taxable residual value at the start of the year, adjusted to reflect investments and disposals during the year. In the case of new builds, fixtures and fittings often represent a major part of the investment.
In Denmark, the following depreciation categories are used:
| Buildings | 0-4% (Offices 0%, Ind./warehouse 4%) | |
|---|---|---|
| Installations | 4% | |
| Fixtures and fittings | 25% | |
| Land | 0% |
In Denmark it is also possible to apply extra initial depreciation for buildings and installations during the year of investment.
Direct tax deductions are allowed for tenant improvements, the replacement of components and minor redevelopments, even when these add value and are capitalized in the accounts.
Any profit from the sales of properties as companies is not liable for tax and any loss is not tax-deductible. This applies for shares that are business-related.
The loss carryforwards that have been used to calculate deferred tax amount to SEK 1,059 million (1,178).
Property tax is paid for nearly all the Group's properties. Particular categories of buildings, such as those for communication, education and health care, are tax-exempt. Tax rates for other types of buildings are determined by the type of building and land use. The rate for office properties is 1 percent of the tax assessment value and for industrial and warehousing properties the rate is 0.5 percent. In Denmark, tax rates vary, depending on which municipality the properties are located in. Property tax paid for 2015 totalled SEK 94 million (87).
Properties are exempt from compulsory registration for value added tax (VAT). If premises are leased to a tenant permanently operating a business subject to compulsory VAT registration, the property owner can voluntarily register for VAT and thereby have input VAT deducted from both operating costs and the investment. Where premises are leased to central or local government, there is no requirement regarding compulsory VAT registration. No deduction may be made for input VAT relating to operating costs or investments in premises that have not been registered for voluntary liability for VAT. In 2015, non-deductible input VAT on operating costs totalled SEK 6 million (6). This amount was recognised as an operating cost in the annual accounts. Nondeductible input VAT on investments for 2015 totalled SEK 8 million (24) and was recognised as investment in property.
The sale of real property in Sweden is subject to stamp duty (transfer of title) of 4.25 percent on the purchase price or tax assessment value, whichever is the higher. In Denmark, the tax rate is 0.6 percent and the tax is charged in the same way. In the case of intra-Group property transactions, it is possible to be granted deferral of stamp duty until the property is sold outside the Group. If properties are purchased or sold as companies (packaged in holding companies) no stamp duty is payable. In 2015, SEK 15 million (7) was paid as stamp duty on the transactions in which Wihlborgs was involved. Stamp duty of 2 percent (1.5 percent in Denmark) was also payable on mortgages taken out on properties. This tax amounted to SEK 1 million (5) in 2015.
In 2015, Wihlborgs procured energy at a cost of SEK 131 million (131) for use in its properties, primarily for heating, cooling, ventilation and lighting. Of this cost, energy taxes accounted for SEK 20 million (20). Wihlborgs works actively to reduce its energy consumption, which in the long term, and assuming an unchanged tax rate and property portfolio, will lead to lower energy tax costs.
In 2015, Wihlborgs' operations generated a total of SEK 148 million (154) in different categories of tax, as described above and detailed below:
| Breakdown of taxes paid (SEK m) | 2015 | 2014 |
|---|---|---|
| Income tax | 4 | 5 |
| Property tax | 94 | 87 |
| Value added tax | 14 | 30 |
| Stamp duty | 16 | 12 |
| Energy tax | 20 | 20 |
| Total tax paid | 148 | 154 |
In addition to taxes paid, Wihlborgs has liabilities in the form of deferred taxes. Deferred income tax was SEK 2,199 million (1,627) and stamp duty SEK 30 million (30). Assuming an unchanged rate of expansion, deferred income tax is not expected to fall due for payment within the foreseeable future.
Yellow metal cladding brings life to the facade of Delta 6 in Lund, Sweden.
The Board of Directors and CEO of Wihlborgs Fastigheter AB (publ), company registration number 556367-0230, hereby present their 2015 Annual Report for the Group and Parent Company.
Wihlborgs is a property company with operations focused in the Öresund region. The company's property portfolio comprises 276 (269) commercial properties, located primarily in Malmö, Helsingborg, Lund and Copenhagen with a carrying amount on the balance-sheet date of SEK 28,623 million (24,299). At 1 January 2016, the total rental value excluding projects and land was SEK 2,150 million (2,025) and the corresponding contractual rental income on an annualised basis was SEK 1,959 million (1,845), giving an economic occupancy rate, excluding projects and land, of 91 percent, which is unchanged from the preceding year.
Wihlborgs' operational organisation comprises Property Management and Project Development. Property Management is adapted to local market conditions and organised in four regions, which in turn are divided into ten geographical sub-areas for efficient, customer-centric management. All management is performed by company employees. The Project Development operation, with in-house project managers, is responsible for new build and redevelopment projects, procurement and follow-up. The Company head office accommodates central functions such as Finance, HR/CSR, Purchasing, Communication and Environment. These functions drive Group-wide development initiatives and supply functional expertise to support the administration. The head office has its own premises in the Dockan area of Malmö. In addition, local offices are located in
Helsingborg, which will move from Berga to Knutpunkten by the summer, Lund and Copenhagen. The number of full-time employees at year end was 122 (113) with the majority of the increase in Copenhagen. The average age was unchanged at 45.
In 2015, Group rental income rose 3 percent to SEK 1,910 million (1,856). Interest income from early lease termination totalled SEK 43 million (49). The increase in rental income was attributable to a continued positive trend for net lettings, property acquisitions and completed projects. Activity in the region's rental market remained high. Net lettings amounted to SEK 24 million (19) for the full-year 2015. Total property expenses amounted to SEK 508 million, compared with SEK 499 million last year. The increase was primarily attributable to property tax and property management (personnel costs and other letting expenses). Despite a larger property portfolio, operating costs declined slightly, which was primarily attributable to favorable weather conditions. The Group's operating surplus, including other income, increased SEK 39 million to SEK 1,445 million (1,406). Excluding payments for early lease termination, the surplus ratio was 73 percent, unchanged year-on-year.
Interest income totalled SEK 10 million (11). Despite higher borrowings compared with last year, interest expense decreased from SEK 488 million to SEK 437 million, which was attributable to a decline in short-term market interest rates. The average interest rate was 2.76 percent (3.20) at year end, including the cost of interest swaps and credit agreements.
The property portfolio rose in value by SEK 1,615 million (642), with SEK 232 million (182) being attributable to project development and SEK 1,383 million (460) to a rise in value of the portfolio under management. The yield requirement was lowered slightly during the year. Rising market interest rates resulted in a positive value change of SEK 269 million in the interest-rate derivative portfolio during the year, in contrast to a negative value change of SEK 1,038 million last year.
Cash flow from operating activities generated a surplus of SEK 1,024 million, as against SEK 945 million last year, mainly through a higher operating surplus and lower interest rates. Large acquisitions, mainly in Malmö and Copenhagen, led to cash outflow from investment activities totalling SEK 2,843 million for the year compared with SEK 863 million last year. Investments and acquisitions are largely financed through loans, which means that borrowings increased SEK 2,189 million (305) during the year. Shareholders received dividends of SEK 365 million (327) in 2015. Total cash flow for the Group during the year amounted to SEK 4 million (60).
The Group's equity increased SEK 1.9 billion to SEK 8,876 million, giving an equity/assets ratio of 30.6 percent (28.2) at year end. Interest-bearing liabilities at year end totalled SEK 16,265 million (14,148), resulting in a loan-to-value ratio of 56.8 percent (58.2). All of the Group's financial targets (return on equity, equity/assets ratio, interest coverage ratio and loanto-value ratio) were met at the end of 2015.
The largest acquisition in 2015 was in Copenhagen, where two properties comprising a total of about 111,000 m² were acquired, in Höje Taastrup and Glostrup. On 1 July, a major acquisition was competed in central Malmö comprising the Nora 11 and Karin 11 properties. Other property acquisitions comprised three properties in Helsingborg, three in Malmö and one in Copenhagen. Five of these acquisitions were via company acquisitions. In total, 11 (ten) properties were acquired at a cost of SEK 2,155 million (489). Eight (five) properties were sold for SEK 359 million (347), half of which in Malmö and half in Helsingborg. Five of these sales were via companies. For more information on changes to the property portfolio during the year; refer to Acquisitions and Sales on pages 57-59.
A total of SEK 1,047 million (802) was invested in properties in 2015. Two major projects were completed during the year: the redevelopment for Schneider Electric at Lautrupvang 1 in Copenhagen and the Floretten 4 new build in Helsingborg. At year end, there were four major investments ongoing: the extension of the Terminalen 1 property (Knutpunkten) in Helsingborg, and the redevelopment for new tenants at the Gängtappen 1, Nora 11 and Kranen 8 properties in Malmö. At year end, approved investments in ongoing projects were SEK 1,288 million (928), of which SEK 789 million (660) had been invested. See pages 51-55 for further information on project activities and future projects.
The Parent Company does not have any property holdings itself and, instead, manages issues related to the stock market and Group-wide management, administration and financial services. Sales amounted to SEK 147 million (119), primarily from the sale of services to other companies within the Group. The Parent Company's after-tax profit was SEK 1,474 million (loss: 52). The year-on-year increase was attributable to a positive value change in derivatives of SEK 1.3 billion. During the year, the Parent Company invested SEK 959 million (444), in shares in subsidiaries, including shareholder contributions.
Until 31 December 2015, Wihlborgs shares were listed under Nasdaq Stockholm's Mid Cap segment. From 1 January 2016, the Wihlborgs share moved to the Large Cap segment. The share capital totals SEK 192 million and is allocated over 76,856,728 shares, each with a quotient value of SEK 2.50. All shares carry equal voting rights, one vote per share. During the year, share turnover was 38.5 million shares (27.1). At 31 December 2015, the market capitalisation was SEK 13.1 billion, compared with SEK 11.0 billion last year. The Board of Directors proposes that the Annual General Meeting (AGM) renew the Board's mandate firstly to repurchase a maximum of 10 percent of the shares registered in the company, which could mean the acquisition of a maximum of 7,685,672 shares, and secondly to authorise a new share issue corresponding to no more than 10 percent of the shares outstanding.
At 31 December 2015, the largest shareholder in Wihlborgs was Erik Paulsson and family, who own 10.1 percent of both the capital and voting rights, which is unchanged from the preceding year. The proportion of shareholders registered abroad was 39.4 percent (35.5). At year-end, the ten largest Swedish shareholders in Wihlborgs held 30.7 percent (33.2) of the shares outstanding. The number of shareholders at year-end totalled 23,458 (24,507).
At 31 December 2015, employee holdings of shares via Wihlborgs' profit-sharing fund totalled 277,970.
A separate Corporate Governance Report is presented on pages 126-133.
Under Wihlborgs' Articles of Association, the company's Board is to comprise not less than four and no more than eight members. In 2015, the Board consisted of seven regular members. No Board members are entitled to compensation at the end of their term of office.
Fees are paid to the Chairman and Board members in accordance with the resolution passed by the AGM. The 2015 AGM adopted the following remuneration guidelines. Remuneration of the CEO and other senior executives comprises basic salary, other benefits and pension. Basic salary is renegotiated annually: for more information on amounts in 2015, see Note 8. "Other benefits" refers to company cars and health insurance. No separate variable or share-price-based remuneration is paid to members of Group Management. The pensionable age is 65. The cost of the CEO's pension comprises a premium amounting to 35 percent of pensionable salary per year during the CEO's period of service. Other senior executives are covered by an ITP plan or equivalent. Other senior executives refers to the five individuals who, together with the CEO, comprise Group Management. For information on the composition of Group Management; see page 132.
In January, Wihlborgs sold, firstly the Bensinpumpen 1 property in Malmö, which comprises a plot of 9,400 m² with planning permission for a 15,000 m² development of a preschool and housing, and secondly the Arlöv 19:58 property of 2,400 m2 in Burlöv. In February, Wihlborgs sold the Vinkeln 8 property, which comprises 8,000 m2 of office/warehouse space and a 33,000 m2 plot.
Wihlborgs' business model is based on growth via project development and property management. We anticipate a higher operating surplus in 2016 and an increase in the project portfolio. Our balance sheet is strong and the hope is to acquire more properties in our existing sub-areas. As in previous years, net lettings will also remain in focus in 2016. We have noted healthy demand in central locations and are now planning new developments close to the stations in central Malmö and Lund. At the same time, we know that there will be a number of relocations within the portfolio in 2016, primarily in Malmö, which will limit growth to some extent before new tenants are in place.
Wihlborgs' results, cash flow, profit and financial position are affected by a number of factors that to varying degrees can be influenced by the company's own actions. By analysing the risks and uncertainties facing the Group and how Wihlborgs should address them in the short and long terms, many of these can also be regarded as opportunities.
Critical factors for cash flow from operating activities are variations in rental income, property expenses and interest rates. These factors not only affect cash flow, but also results and key ratios.
Rents are mainly driven by demand for premises, which in turn is driven by growth in various sub-markets. In areas of economic growth, higher demand for premises is to be expected, and thus potential for higher rents and scope for new production. An economic downturn and downward pressure on rents through overproduction could lead to more tenants moving out and relocating, resulting in higher vacancy rates and falling rents. The rental market is traditionally late in the economic cycle.
Because the term of lease contracts is normally between three and five years, changes in market rents do not immediately impact rental income. Most of Wihlborgs' leases with a term of more than three years have index-linking clauses involving annual rental increases based either on changes in the consumer price index (CPI) or a fixed percentage increase.
Income from like-for-like portfolios at year-end 2015 was 1.3 percent (1.3) higher year-on-year, despite an essentially unchanged CPI. The increase was partly attributable to contracts with fixed annualised percentage increases but also to new lettings with higher rents. Rent levels are relatively stable despite increased competition, primarily in Malmö. At year end, the average term for Wihlborgs' leases was 4.4 years (4.1). The following table shows when the property leases expire.
| Number of leases | SEK m | Share, % | |
|---|---|---|---|
| 2016 | 832 | 268 | 14 |
| 2017 | 548 | 361 | 19 |
| 2018 | 422 | 364 | 19 |
| 2019 | 252 | 271 | 14 |
| 2020 | 93 | 140 | 7 |
| 2021 | 27 | 56 | 3 |
| >2021 | 73 | 459 | 24 |
| Total | 2,247 | 1,919 | 100 |
The portfolio's occupancy rate is largely determined by the company's own activities, but is also influenced by changes in the economic cycle. Concentration on individual markets creates many opportunities through close customer relations and knowledge of the market. However, it can also represent a risk if structural changes affect a particular city or region. For example, construction of new office space in Malmö is currently running at a high level, making for increased competition for tenants.
In the long term, the Öresund region is regarded as a strong market in terms of location, population growth, employment and public transport. Through local knowledge, active engagement and a high level of service from the personnel who manage the properties and in contacts with tenants, we create the basis for long-term rental relationships and, thereby, reduce the risk of new vacancies. A certain level of vacancies creates opportunities in the form of new lettings and flexibility vis-à-vis existing tenants. In operating activities, substantial focus is placed on a positive net lettings result.
Wihlborgs has reported a positive net lettings result for eight consecutive years and market activity remains high; refer to the following table for net lettings. Excluding projects, the occupancy rate at year end was unchanged at 91 percent and vacancies measured in SEK during 2015 totalled SEK 228 million (199).
During an economic downturn, the risk of bankruptcies and tenancy terminations increases. When a tenant moves out, the risk is that it will take time before a new tenant moves in. This affects both rental income and cash flow. In addition, most premises will need to be adapted to some extent before a new tenant moves in.
A broad lettings portfolio with partners from a variety of sectors and companies, large and small, reduces the risk of major fluctuations in vacancies and bad debt losses resulting from dependence. All new leases are subject to a credit check of tenants, and if necessary the lease is backed by a security, deposit or bank guarantee. All rents are payable quarterly or monthly in advance.
Wihlborgs has around 2,200 commercial leases diversified across the office, retail, industrial/warehousing, education/ care and hotel sectors. The ten largest tenants accounted for 22 percent (20) of rental income at 1 January 2016. 19 percent of income at that time originated from municipalities, county councils and government agencies. Bad debt losses in 2015 amounted to SEK 6 million (9), corresponding to 0.3 percent (0.5) of total income.
Interest expense, including the cost of interest swaps, credit agreements etc., represents Wihlborgs' largest cost item. Changes in interest rates and interest margins with banks have considerable impact on cash flow, results and key ratios. The extent to which and how quickly an interest-rate change shows through in income will depend on the fixed-interest period chosen for the loan.
Wihlborgs uses a combination of floating interest rates and interest-rate derivatives to adjust its fixed-interest periods and interest-rate levels to achieve its goals for financing activities with limited interest-rate risk and without the need to renegotiate loans. Interest-rate derivatives are measured at fair value. If the interest rate agreed for the derivative deviates from the anticipated future market interest rate during the term, a change in value arises that affects the company's balance sheet and income statement, but not its cash flow. In many cases, the lower risk in interest payments through long fixed-interest terms creates a higher risk in the value of the derivative, because of the time factor. When the derivatives expire, the value of interest-rate derivatives is always zero.
At year end, the average fixed-interest period for the loans was 4.8 years (6.0), including the effects of derivatives. The average interest rate, including the cost of credit agreements, decreased to 2.76 percent (3.20).
Major operating cost items are tariff-based costs for heating, electricity, water and waste management. Other costs include property tax, property upkeep and administration. Under many of the leases, the bulk of these costs are passed on to the tenants. As a result, the impact of any change in the costs is relatively limited. Unforeseen repairs on a major scale may have a negative effect on results.
Many of Wihlborgs' environmental goals are linked to improvements in energy efficiency, to curb cost increases and limit environmental impact. Work is under way both in-house and with tenants, since in most cases tenants are responsible for the operating costs. Wihlborgs works continuously with plans for maintenance and repair measures to maintain the condition and standard of its properties. The importance of cost-efficient management also comes into focus during acquisitions. All properties are insured against major negative impact through damage. Final settlement of operating costs with tenants takes place once a year using a proprietarily developed system linked to both rent and financial management systems.
Operating costs are lower than in the preceding year despite the increase in the property portfolio. This is primarily due to favourable weather conditions, but also to investments aimed at reducing energy consumption. The increase in property tax is directly linked to the increase in the number of properties as is, to a degree, the increase in property management costs which is also due to more personnel and a slight increase in marketing and estate agent commissions.
All variations in the above risk factors directly impact income from property management. The following table illustrates the impact on income from property management (SEK m):
| Change | Annual earnings impact, SEK m |
|
|---|---|---|
| Economic occupancy rate | +/-1 percentage point | +/- 23 |
| Rental income | +/-1% | +/- 20 |
| Property expenses | +/-1% | +/- 5 |
| Market interest rate | +/-1 percentage point | - 37/- 10 |
The property portfolio is valued every quarter at fair value, which directly affects both income and key ratios.
The extent of changes in value is partly determined by Wihlborgs' own capacity, through alteration and upgrading of properties, as well as by lease contracts and client structures, to increase the properties' market value, and partly by external factors that affect supply and demand in Wihlborgs' property markets.
For information on estimates and judgements in property valuations; see pages 78-79. On acquisition, the transaction department analyses the property concerned to determine its fair value as well as the future possibilities and risks. In general, the property values are less volatile in concentrated property portfolios in good locations. Wihlborgs' properties are highly concentrated to Malmö, Helsingborg, Lund and Copenhagen.
In 2015, changes in value for Wihlborgs totalled SEK 1,615 million, including SEK 232 million (182) attributable to project development. The investment properties increased in value by SEK 1,383 million (460). The yield requirement declined slightly during the year. The following table illustrates the impact of a +/- 5-10 percent change in property values on Wihlborgs' results and financial position.
| -10% | -5% | 0 | 5% | 10% | |
|---|---|---|---|---|---|
| Profit before tax, SEK m | -3 | 1,428 | 2,859 | 4,290 | 5,721 |
| Equity/assets ratio, % | 25.4 | 28.1 | 30.6 | 32.8 | 34.8 |
| Loan-to-value ratio, properties, % | 63.1 | 59.8 | 56.8 | 54.1 | 51.7 |
Wihlborgs' goal is to continue to grow, which will require investment in new and existing properties alike.
The principal risk in conjunction with property acquisitions consists of unexpected vacancies or costs arising in the properties after acquisition that are not covered by the agreement. If an acquisition is made as a company, other risks, such as VAT and other taxes, are also associated with that company. If a new build, extension or redevelopment project is more expensive than expected, is not leased on completion or is delayed, both value and cash flow are adversely affected.
For all new acquisitions and investment projects, calculations are made of the estimated cost and the yield. These calculations are subject to approval via set internal procedures. Projects valued at more than SEK 10 million are subject to approval by the Board and the risks involved in the acquisition of properties/companies are limited by conducting due diligence processes using appropriately qualified in-house and external personnel. The risks associated with internal projects managed by experienced, in-house project managers are limited partly via agreements with contractors and partly via regular internal follow-ups versus budget to identify and address any deviations in good time.
During the year, 11 properties were acquired, mainly in Malmö and Copenhagen. At the start of 2015, the redevelopment of Schneider Electrics' property in Copenhagen was completed, as was the new build of the Floretten 4 property in Helsingborg. The 8,000 m2 extension above the Knutpunkten property in Helsingborg, with completion planned for the second quarter of 2016 has been more complex than expected and the budget has been increased. In Malmö, three major redevelopments are in progress for new tenants who will take up occupancy in the second and third quarters of 2016. These are progressing as planned. For more information; see Projects and Development on pages 51-55.
Wihlborgs is dependent on external loans to be able to fulfil its commitments and complete transactions.
Turbulence in the credit markets in recent years demonstrates how conditions for and access to credit can rapidly change. If Wihlborgs is unable to extend loans or raise new loans, or if the terms and conditions are extremely unfavourable, our ability to meet our undertakings and complete transactions becomes limited.
Each year, the Board adopts a financial policy that sets out overall principles for the finance function and for how risks in the company's financial activities are to be limited. The policy states, for example, that the spread of loans between various credit institutions must be such that there are four to six main lenders, each of whose share of the total loan portfolio should not exceed 30 percent. Wihlborgs is also required to endeavour to ensure that the final maturity dates for loans are spread over as long a period as the market allows. To reduce our dependence on the banks, Wihlborgs has firstly borrowed from the part-owned company Nya Svensk FastighetsFinansiering and secondly issued covered and uncovered bonds. For further information on other financial targets and financial risk management; see Note 2.
At year-end, Wihlborgs reported a loan-to-value ratio of 56.8 percent (58.2) and had seven main lenders, of whom the largest represented 19 percent (21) of the total loan portfolio. 84 percent (83) comprises loans from banks and 16 percent (17) bond loans (including Nya Svensk FastighetsFinansiering). The maturity of the loans and the unutilized portions of the loans are shown in the table below.
The risk of sustaining losses as a result of inadequate procedures for day-to-day operations.
Wihlborgs seeks to continuously monitor, evaluate and improve the company's internal controls. Operational risks are reduced by sound internal controls for essential processes, appropriate administrative systems, skills development and reliable valuation models and principles.
As a result of the growth in recent years and certain change-of-generation developments, several new recruits have started work at Wihlborgs. This led to increased focus on procedural descriptions and instructions to facilitate skills transfer. New employees often come up with useful ideas for changes, which in turn enhance efficiency and lead to other improvements.
During the year, projects were initiated that focused on checks to ensure suppliers invoice according to valid agreements, which had a positive impact.
Both existing buildings and the construction of new properties affect the environment in different ways. Under the Swedish Environmental Code, whoever has conducted an activity and has caused pollution is responsible for after-treatment. If the party responsible cannot conduct this after-treatment, then the owner of the property is responsible.
Wihlborgs works actively to reduce negative environmental impact and has set environmental goals, which are presented in the section entitled Sustainable Enterprise, on pages 24-27. Environmental risks are analysed and assessed in conjunction with any acquisitions.
The outcome with regard to the environmental goals is described on page 25.
The following unappropriated profit in the Parent Company is at the disposal of the AGM:
| Total, SEK | 2,633,810,438 |
|---|---|
| Profit for the year | 1,474,428,701 |
| Retained earnings | 1,159,381,737 |
The Board proposes that the unappropriated profit be distributed as follows:
| Total, SEK | 2,633,810,438 |
|---|---|
| To be carried forward | 2,230,312,616 |
| Dividend to shareholders, SEK 5.25 per share | 403,497,822 |
Wihlborgs has 76,856,728 registered shares. If the number of shares outstanding changes prior to the record date, the dividend sum of SEK 403,497,822 will be adjusted.
The Group's equity has been calculated in accordance with the IFRS standards and interpretations of those standards (IFRIC), as adopted by the EU, and in accordance with Swedish law through the application of the Swedish Financial Reporting Board's Recommendation RFR 1 (Supplementary Accounting Rules for Groups).
The Parent Company's equity has been calculated in accordance with Swedish law, via application of the Swedish Financial Reporting Board's Recommendation RFR 2 Accounting Rules for Legal Entities. The proposed distribution of unappropriated profit is based on 50 percent of the Group's income from day-to-day property management and 50 percent of the proceeds realised from property sales, less a deduction for tax at a standard rate of 22 percent, which is in line with Wihlborgs' dividend policy. The Board is of the view that full provision will be available for the company's restricted equity following the proposed distribution of unappropriated profit. The Board also considers that the proposed dividend to shareholders is justifiable in terms of the parameters stipulated in Chapter 17, Section 3, second and third paragraphs of the Swedish Companies Act; nature, scope and risks of the business, as well as consolidation requirement, liquidity and general position.
The Board's judgement is that the proposed dividend will not affect the Group's future business opportunities or its ability to fulfil its commitments. The dividend does not conflict with the Group's financial targets.
| CONSOLIDATED STATEMENT OF INCOME AND COMPREHENSIVE INCOME | |||
|---|---|---|---|
| SEK m | Note | 2015 | 2014 |
| 1–3 | |||
| Rental income | 4 | 1,910 | 1,856 |
| Other income | 5 | 43 | 49 |
| Property expenses | 6–8 | -508 | -499 |
| Operating surplus | 1,445 | 1,406 | |
| Other income | 9 | 8 | 9 |
| Central administration and marketing | 7-8, 10-11 | -51 | -50 |
| Interest income | 10 | 11 | |
| Interest expenses | -437 | -488 | |
| Share in results of joint ventures | 0 | 0 | |
| Income from property management | 975 | 888 | |
| Change in value, investment properties | 12 | 1,615 | 642 |
| Change in value, derivatives | 13 | 269 | -1,038 |
| Profit before tax | 2,859 | 492 | |
| Current tax | 14 | -4 | -5 |
| Deferred tax | 14 | -577 | -92 |
| Profit for the year | 2,278 | 395 | |
| Other comprehensive income | 15 | ||
| Items that will be reclassified to profit or loss for the year | |||
| Year's translation differences on recalculation of foreign operations | -23 | 29 | |
| Year's hedging of currency risk in foreign operations | 23 | -29 | |
| Tax attributable to items that may be reclassified to profit or loss for the year | -4 | 5 | |
| Other comprehensive income for the year | -4 | 5 | |
| Comprehensive income for the year | 2,274 | 400 | |
| Profit for the year, attributable to: | |||
| Parent Company shareholders | 2,278 | 395 | |
| Non-controlling interests | – | – | |
| Comprehensive income for the year, attributable to: | |||
| Parent Company shareholders | 2,274 | 400 | |
| Non-controlling interests | – | – | |
| PER-SHARE DATA (NO DILUTION AFFECT, AS THERE ARE NO POTENTIAL SHARES) | |||
| Earnings per share, SEK | 29.64 | 5.14 | |
| Dividend per share (2015, proposed dividend) | 5.25 | 4.75 | |
| No. of shares at end of period, million | 76.9 | 76.9 | |
| Average number of shares, million | 76.9 | 76.9 |
| CONSOLIDATED STATEMENT OF FINANCIAL POSITION | |||
|---|---|---|---|
| SEK m | Note | 2015 | 2014 |
| ASSETS | |||
| Non-current assets | |||
| Investment properties | 16 | 28,623 | 24,299 |
| Equipment | 17 | 8 | 7 |
| Participations in joint ventures | 18 | 6 | 6 |
| Other long-term securities holdings | 20 | 20 | 1 |
| Long-term receivables | 21 | 212 | 183 |
| Total non-current assets Current assets |
28,870 | 24,496 | |
| Accounts receivable | 22 | 21 | 26 |
| Other receivables | 31 | 17 | |
| Prepaid expenses and accrued income | |||
| 23 | 36 | 68 | |
| Cash and cash equivalents | 24 | 75 | 71 |
| Total current assets | 163 | 182 | |
| Total assets | 29,033 | 24,678 | |
| EQUITY AND LIABILITIES | |||
| Equity | 25 | ||
| Share capital | 192 | 192 | |
| Other contributed capital | 2,178 | 2,178 | |
| Reserves | 15 | 46 | 50 |
| Retained earnings including profit for the year | 6,460 | 4,547 | |
| Equity attributable to Parent Company shareholders Non-controlling interests |
8,876 – |
6,967 – |
|
| Total equity | 8,876 | 6,967 | |
| Non-current liabilities | |||
| Deferred tax liability | 26 | 2,199 | 1,627 |
| Other provisions | 27 | 39 | 37 |
| Non-current interest-bearing liabilities | 28 | 15,083 | 14,148 |
| Derivatives | 29 | 879 | 1,148 |
| Other non-current liabilities | 15 | 16 | |
| Total non-current liabilities | 18,215 | 16,976 | |
| Current liabilities | |||
| Current interest-bearing liabilities | 28 | 1,182 | – |
| Accounts payable | 148 | 96 | |
| Current tax liabilities | 4 | 5 | |
| Other liabilities | 142 | 182 | |
| Accrued expenses and deferred income | 30 | 466 | 452 |
| Total current liabilities | 1,942 | 735 | |
| Total equity and liabilities | 29,033 | 24,678 |
For information on the Group's pledged assets and contingent liabilities; see Note 31.
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
| SEK m | Note | Share capital |
Other contributed capital |
Reserves | Retained earnings |
Total equity | Non controlling interests |
Total equity |
|---|---|---|---|---|---|---|---|---|
| 15, 25 | attributable to Parent Company shareholders | |||||||
| Equity, 1 January 2014 | 192 | 2,178 | 45 | 4,479 | 6,894 | – | 6,894 | |
| Comprehensive income for the year | ||||||||
| Profit for the year | – | – | – | 395 | 395 | – | 395 | |
| Other comprehensive income | – | – | 5 | – | 5 | – | 5 | |
| Comprehensive income for the year | – | – | 5 | 395 | 400 | – | 400 | |
| Transactions with the Group's owners | ||||||||
| Dividends paid | – | – | – | -327 | -327 | – | -327 | |
| Total transactions with the Group's owners | – | – | – | -327 | -327 | – | -327 | |
| Equity, 31 December 2014 | 192 | 2,178 | 50 | 4,547 | 6,967 | – | 6,967 | |
| Comprehensive income for the year | ||||||||
| Profit for the year | – | – | – | 2,278 | 2,278 | – | 2,278 | |
| Other comprehensive income | – | – | -4 | – | -4 | – | -4 | |
| Comprehensive income for the year | – | – | -4 | 2,278 | 2,274 | – | 2,274 | |
| Transactions with the Group's owners | ||||||||
| Dividends paid | – | – | – | -365 | -365 | – | -365 | |
| Total transactions with the Group's owners | – | – | – | -365 | -365 | – | -365 | |
| Equity, 31 December 2015 | 192 | 2,178 | 46 | 6,460 | 8,876 | – | 8,876 |
| CONSOLIDATED STATEMENT OF CASH FLOWS | |||
|---|---|---|---|
| SEK m | Note | 2015 | 2014 |
| OPERATING ACTIVITIES | |||
| Operating surplus | 1,445 | 1,406 | |
| Other income | 8 | 9 | |
| Central administration | -51 | -50 | |
| Depreciation/amortisation | 1 | 1 | |
| Interest received | 10 | 5 | |
| Interest paid | -431 | -486 | |
| Income tax paid | -5 | -18 | |
| Cash flows before change in working capital | 977 | 867 | |
| CHANGE IN WORKING CAPITAL | |||
| Changes in operating receivables | 24 | 22 | |
| Changes in operating liabilities | 23 | 56 | |
| Total change in working capital | 47 | 78 | |
| Cash flows from operating activities | 1,024 | 945 | |
| INVESTMENT ACTIVITIES | |||
| Property acquisitions | -2,155 | -489 | |
| Investments in existing properties | -1,047 | -802 | |
| Disposal of properties | 411 | 376 | |
| Changes in other non-current assets | -52 | 52 | |
| Cash flows from investment activities | -2,843 | -863 | |
| FINANCING ACTIVITIES | |||
| Dividends paid | -365 | -327 | |
| Settlement of derivatives | – | – | |
| Borrowings | 6,567 | 3,406 | |
| Loan repayments | -4,378 | -3,101 | |
| Change in other non-current liabilities | -1 | – | |
| Cash flows from financing activities | 1,823 | -22 | |
| Change in cash and cash equivalents | 4 | 60 | |
| Opening cash and cash equivalents | 71 | 11 | |
| Closing cash and cash equivalents | 24 | 75 | 71 |
| PARENT COMPANY INCOME STATEMENT | |||
|---|---|---|---|
| SEK m | Note | 2015 | 2014 |
| 1-2 | |||
| Net sales | 32 | 147 | 119 |
| Operating costs | 8, 11, 32 | -127 | -122 |
| Operating profit | 20 | -3 | |
| Result from financial items | |||
| Result from interests in Group companies | 33 | 1,283 | 752 |
| Result from other securities and receivables accounted for as non-current assets | 34 | 342 | 343 |
| Other interest income and similar profit/loss items | 0 | 0 | |
| Interest expense and similar profit/loss items | 35 | -504 | -588 |
| Change in value, derivatives | 13 | 269 | -1,038 |
| Profit/loss after financial items | 1,410 | -534 | |
| Appropriations | 36 | 119 | 256 |
| Profit/loss before tax | 1,529 | -278 | |
| Tax on profit for the year | 14 | -55 | 226 |
| Profit/loss for the year | 1,474 | -52 | |
| PARENT COMPANY STATEMENT OF INCOME AND OTHER COMPREHENSIVE INCOME |
| Profit/loss for the year | 1,474 | -52 |
|---|---|---|
| Other comprehensive income for the year | – | – |
| Comprehensive income/loss for the year | 1,474 | -52 |
| PARENT COMPANY BALANCE SHEET | |||
|---|---|---|---|
| SEK m | Note | 2015 | 2014 |
| ASSETS | |||
| Non-current assets | |||
| Property, plant and equipment | |||
| Equipment | 17 | 3 | 3 |
| Financial assets | |||
| Participations in Group companies | 37 | 8,624 | 8,029 |
| Receivables from Group companies | 10,954 | 9,028 | |
| Participations in joint ventures | 18 | 36 | 36 |
| Receivables from joint ventures | 19 | 17 | 45 |
| Other long-term securities holdings Other long-term receivables |
20 21 |
21 207 |
1 176 |
| Deferred tax assets | 38 | 213 | 268 |
| Total financial assets | 20,072 | 17,583 | |
| Total non-current assets | 20,075 | 17,586 | |
| Current assets | |||
| Accounts receivable Other receivables |
1 1 |
1 2 |
|
| Prepaid expenses and accrued income | 23 | 7 | 620 |
| Cash at bank and in hand | 24 | 0 | 33 |
| Total current assets | 9 | 656 | |
| Total assets | 20,084 | 18,242 | |
| EQUITY AND LIABILITIES | |||
| Equity | 25 | ||
| Restricted equity Share capital |
192 | 192 | |
| Unrestricted equity Retained earnings |
1,159 | 1,576 | |
| Comprehensive income for the year | 1,474 | -52 | |
| Total unrestricted equity | 2,633 | 1,524 | |
| Total equity | 2,825 | 1,716 | |
| Provisions | |||
| Other provisions for pensions | 27 | 9 | 7 |
| Non-current liabilities | |||
| Non-current interest-bearing liabilities | 28 | 11,983 | 12,152 |
| Liabilities to Group companies | 3,196 | 3,061 | |
| Derivatives | 29 | 879 | 1,148 |
| Total non-current liabilities | 16,058 | 16,361 | |
| Current liabilities | |||
| Current interest-bearing liabilities | 28 | 1,076 | 0 |
| Accounts payable | 3 | 3 | |
| Other liabilities | 9 | 60 | |
| Accrued expenses and deferred income | 30 | 104 | 95 |
| Total current liabilities | 1,192 | 158 | |
| TOTAL EQUITY AND LIABILITIES | 20,084 | 18,242 | |
| Pledged assets | 31 | 14,681 | 13,930 |
| Contingent liabilities | 31 | 2,052 | 2,108 |
| STATEMENT OF CHANGES IN EQUITY IN PARENT COMPANY | |||||
|---|---|---|---|---|---|
| SEK m | Note | Share capital |
Restricted reserves |
Unrestricted equity |
Total equity |
| 25 | |||||
| Equity, 1 January 2014 | 192 | 0 | 1,903 | 2,095 | |
| Dividends paid | – | – | -327 | -327 | |
| Comprehensive income for the year | – | – | -52 | -52 | |
| Equity, 31 December 2014 | 192 | 0 | 1,524 | 1,716 | |
| Equity, 1 January 2015 | 192 | 0 | 1,524 | 1,716 | |
| Dividends paid | – | – | -365 | -365 | |
| Comprehensive income for the year | – | – | 1,474 | 1,474 | |
| Equity, 31 December 2015 | 192 | 0 | 2,633 | 2,825 | |
| PARENT COMPANY CASH FLOW STATEMENT | |||||
| SEK m | Note | 2015 | 2014 | ||
| OPERATING ACTIVITIES | |||||
| Operating profit/loss | 20 | -3 | |||
| Depreciation/amortisation | 0 | 1 | |||
| Interest and dividends received | 2,460 | 676 | |||
| Interest paid | -516 | -576 | |||
| Cash flows before change in working capital | 1,964 | 98 | |||
| CHANGE IN WORKING CAPITAL | |||||
| Changes in operating receivables | 2 | 5 | |||
| Changes in operating liabilities | -48 | 0 | |||
| Total changes in working capital | -46 | 5 | |||
| Cash flows from operating activities | 1,918 | 103 | |||
| INVESTMENT ACTIVITIES | |||||
| Acquisitions of non-current assets | 0 | 0 | |||
| Shareholder contributions paid | -485 | -116 | |||
| Acquisition of participations in Group companies | -477 | -328 | |||
| Disposal of participations in Group companies | 144 | 0 | |||
| Change in receivables from Group companies | -1,931 | -30 | |||
| Change in other financial assets | -23 | 16 | |||
| Cash flows from investment activities | -2,772 | -458 | |||
| FINANCING ACTIVITIES | |||||
| Dividends paid | -365 | -327 | |||
| Borrowings | 4,415 | 2,673 | |||
| Loan repayments | -3,485 | -2,147 | |||
| Changes in other non-current liabilities and provisions Group contributions received |
137 119 |
-71 256 |
|||
| Cash flows from financing activities | 821 | 384 | |||
| Change in cash and cash equivalents | -33 | 29 | |||
| Opening cash and cash equivalents | 33 | 4 | |||
| Closing cash and cash equivalents | 24 | 0 | 33 |
Unless otherwise stated, amounts are in SEK million.
The consolidated accounts and the annual accounts of Wihlborgs Fastigheter AB (the Parent Company) for the 2015 financial year have been approved by the Board of Directors and the Chief Executive Officer for publication on 9 March 2016 and will be presented to the Annual General Meeting (AGM) on 28 April 2016 for adoption. The Parent Company is a Swedish public limited company with its registered office in Malmö. The Parent Company's functional currency is Swedish kronor (SEK), which is also the reporting currency of the Parent Company and the Group.
The consolidated accounts have been prepared in accordance with the International Financial Reporting Standards (IFRS) issued by the International Accounting Standards Board (IASB), as well as interpretations issued by the IFRS Interpretations Committee (IFRIC) as endorsed by the European Union. Furthermore, the consolidated accounts have been prepared pursuant to the Swedish Financial Reporting Board's recommendation RFR 1, Supplementary Accounting Rules for Corporate Groups. The Parent Company's annual accounts have been prepared in accordance with the Annual Accounts Act and by application of recommendation RFR 2, Accounting for Legal Entities issued by the Swedish Financial Reporting Board. Deviations between the Group's and the Parent Company's accounting policies are described in the "Parent Company's accounting policies" section, below.
Assets and liabilities are recognised at cost, other than investment properties and derivatives, which are reported at fair value.
The preparation of financial statements in accordance with generally accepted accounting principles requires that the management and Board make judgements and assumptions that affect the amounts recognised for assets, liabilities, income and expenses, as well as other information disclosed.
These judgements are based on experience and the various assumptions that are considered reasonable by the management and the Board in view of the prevailing circumstances. Actual outcomes may differ from these judgements if other assumptions are made or if the conditions change.
The accounts are particularly sensitive to the judgements
and assumptions applied in the valuation of investment properties. Further information on the input data and the methods used in the valuation of properties is provided on pages 78–79 of this annual report and also in notes 12 and 16.
Tax claims and loss carryforwards are assessed, and if they are encumbered with significant uncertainty they are not taken into account in the calculation of tax on the profit for the year and tax claims, that is to say, they are not included in the total loss carryforwards recognised.
The following accounting policies have been applied consistently in all periods that are presented in the Group's financial statements, unless otherwise indicated below.
Changes effective 1 January 2015
No new standards that entered force in 2015 have had any impact on Wihlborgs' financial reporting.
New standards and interpretations effective 1 January 2016 IAS 1 – Presentation of Financial Statements, which entered force 1 January 2016, provides clarification regarding materiality, the division of items and sub-totals, the structure of notes and disclosures on accounting policies. The changes are not expected to have any significant impact on Wihlborgs' reporting. Likewise, amendments in IAS 34 – Interim Financial Reporting have impacted the presentation, but not the accounting, in Wihlborgs' interim reports for 2016. Other changes that enter force from 1 January 2016, are not expected to have any material impact on the consolidated financial statements when they are applied for the first time.
Management is of the opinion that the application of IFRS 9 – Financial Instruments, which enters force in 2018, could affect the recognised amounts in the financial statements in terms of the Group's financial assets and liabilities. Management has not yet performed a detailed analysis of what effects the first-time application of this standard may have.
IFRS 16 – Leases, which will replace IAS 17 – Leases, introduces a "right-of-use model" and means, essentially, that the lessee is required to recognise all leases in the balance sheet. Classification of leases as operating or financial is not to be performed. Depreciation of the asset and the interest expense for the liability are recognised in profit or loss. The standard entails more exhaustive disclosure requirements compared with the existing standard. For lessors, IFRS 16 implies no major differences compared with IAS 17. IFRS 16 is applicable for financial years starting 1 January 2019. The standard has not yet been adopted by the EU. IFRS 16 has no material impact on the balance sheet or income statement for Wihlborgs.
Management is of the view that other new and amended
standards and interpretations that have not yet entered force, are not expected to have any material effect on the Group's financial statements when they are applied for the first time.
Wihlborgs reports on four geographical market areas: Malmö, Helsingborg, Lund and Copenhagen. Each market area corresponds to an operating segment whose revenue and costs are regularly monitored through reporting to the CEO, who is the chief operating decision maker. The Group Management monitors operating profit and changes in property values; other profit and loss items are not broken down by market area. On the assets side, investments in properties and their fair values are monitored.
The consolidated accounts include the Parent Company, Wihlborgs Fastigheter AB, and all companies in which the Parent Company has a direct or indirect controlling interest. A "controlling interest" comprise a direct or indirect right to design a company's financial and operational strategies in order to obtain economic benefits. The consolidated accounts are based on accounting documents prepared for all Group companies as per 31 December, and have been prepared in accordance with the acquisition method. However, the Group companies acquired in December 2004 are reported in this Group at the values recognised in the Fabege Group in accordance with the rules on joint control.
Companies acquired or disposed of during the year are included in the consolidated income statement at values that correspond with the period during which the company was owned. Intra-Group sales, balances, and profits and losses are eliminated in the consolidated accounts.
A company acquisition may be regarded either as an asset acquisition or a business combination. A company acquisition where the primary purpose is to acquire the purchased company's properties, and where its management organisation and administration are of subordinate importance to the completion of the acquisition, is normally treated as an asset acquisition. A company acquisition where the acquired company's management organisation and administration are of major importance to the completion and value of the acquisition, is instead treated as a business combination.
In the case of an asset acquisition, no deferred tax is recognised on the surplus value of the properties; any discount attributable to the deferred tax is instead deducted from the property value. When establishing a fair value after the acquisition date, the property value is adjusted to take into account the discount obtained. However, in the case of a business combination, deferred tax is recognised at the nominal tax rate on the surplus value of the property and other temporary differences attributable to the assets or liabilities acquired. The company acquisitions made after the formation of the Group have been treated as asset acquisitions.
The functional currency for the Group's foreign operations is the currency in which the Group entity concerned conducts its business activities. The Group's financial statements are presented in Swedish kronor (SEK), which is the Parent Company's functional currency. The income statements and balance sheets for foreign operations are translated to SEK, which means that the balance sheets are translated at the closing day rate, with the exception of equity, which is translated at the historical rate. The income statements are translated at the average exchange rate for the period. Any translation differences arising in translation to SEK are recognised in other comprehensive income and are accumulated as a reserve within equity.
From 2014, companies in which Wihlborgs has a long-term ownership stake and in which it exercises a controlling influence, together with one or several joint venture partners, are classified either as a joint venture or joint operation, depending on whether the Group has direct rights to assets and direct obligations for liabilities (joint operation) or not (joint venture). The assessment is based on the structure of the investment, its legal form, contractual agreements and other factors and circumstances. Joint ventures are reported in the consolidated income statement and balance sheet using the equity method, which means that Wihlborgs' share of this result is recognised annually in the consolidated income statement. The values of these participations are adjusted in the balance sheet to reflect the share of earnings and any dividend payments. Any internal gains are adjusted in the income statement.
Wihlborgs' direct share of the assets, liabilities, income and costs of joint operations are recognised in the consolidated accounts. The assets, liabilities, income and costs that cannot be attributed directly to the partners are allocated on the basis of the respective participating interest. Intra-Group balances are eliminated on consolidation.
Joint arrangements are accounted for on the basis of the latest available accounts for the company concerned, adjusted for any deviation in accounting policies.
Transactions in foreign currency are translated to SEK using the exchange rate at the transaction date. Monetary assets and liabilities in foreign currency are translated at the closing day rate, with any resulting exchange-rate differences recognised in profit or loss. Exchange-rate differences on operating receivables and liabilities are recognised in profit or loss, while exchange-rate differences attributable to financial assets and liabilities are recognised under "Result from financial items".
To reduce currency risks related to net assets in foreign operations, foreign currency loans have been raised. At the end of accounting periods, these loans are translated at the closing day rate. The effective portion of the period's changes in exchange rates attributable to the hedging instruments is recognised in
other comprehensive income to take into account the translation differences pertaining to the net assets of foreign operations. The accumulated translation differences from both net investments and hedging instruments are settled and recognised in profit or loss when the foreign operation is divested. Where a hedge is not wholly effective, the ineffective portion is recognised in profit for the year.
Rental income from property management is notified in advance and recognised as income in the period to which it relates. Rental income includes invoiced supplementary charges for electricity, heating, property tax, etc. In cases where a tenant is granted a time-limited rent reduction and charged a higher rent in another period, the respective underpayment or overpayment is accrued on a linear basis over the term of the lease, provided that the rent reduction is not associated with phased occupancy or the like. Income relating to early lease termination is recognised immediately unless any outstanding obligations exist visà-vis the tenant. Income from property sales is recognised when the significant risks and benefits associated with ownership of the properties have been transferred to the buyer and when it is probable that the economic benefits associated with the sale will accrue to Wihlborgs. Generally, this means that the income is recognised from the date the buyer takes occupancy.
Lease contracts attributable to investment properties are treated as operating leases. These contracts are recognised in accordance with the principles of income recognition as described above. Wihlborgs is the lessee in site leasehold agreements that are operational leases from an accounting perspective. The site leasehold is recognised as a cost for the period concerned. Wihlborgs is also a lessee to a small number of lease agreements of insignificant scale. These leases, which largely pertain to cars, are recognised as operating leases, with the expense recognised in profit or loss on a straight-line basis over the period of the lease.
The concept of property expenses includes all costs associated with the investment properties. This includes direct property expenses such as costs of operations, maintenance, site leasehold and property tax. The term also includes indirect property expenses, such as costs of leasing and property management. The term central administration comprises costs of Group Management, the costs of being a public limited company and other costs associated with the corporate form, including centralised advertising and other marketing.
Remuneration of employees, in the form of salaries, paid holiday, paid sick leave etc. is recognised as it is earned. Pensions and other post-employment benefits are classified as defined-contribution or defined-benefit plans. Commitments under the defined-contribution plans are fulfilled via premiums to independent government agencies or companies that administer the plans. A number of Wihlborgs employees are covered by the ITP Plan, with regular contributions to Alecta. According to IFRS, this is to be classified as a multi-employer defined-benefit plan. Since sufficient information to recognise these plans as defined-benefit is not available, they are recognised as defined-contribution plans.
All employees, except for the CEO, can receive shares in the Wihlborgs Profit-Sharing Fund, which is entirely independent of Wihlborgs. Allocations to the Profit-Sharing Fund are recognised as personnel costs in the period to which the profit shares pertain.
IAS 1 prescribes which information is to be presented in the income statement and the appendix describes how it is to be presented. However, neither what is prescribed nor what is described is exhaustive or specific to developments at a property management company in Sweden, and a fairly clear tendency can be discerned. Against that background, income from property management is recognised in a section of the income statement and changes in the value of properties and derivatives in a separate section between income from property management and profit before tax.
Financial income comprises interest income and realised gains on available-for-sale financial assets. Interest income is recognised in the period it which it arises. Dividends on shares are recognised in the period in which the entitlement to receive payment is considered certain.
Financial expenses includes interest and other costs attributable to the financing of operations. This item also includes impairment losses and realised losses on available-for-sale financial assets. Interest expense is charged to income in the period in which they are incurred, except to the extent they are incorporated into the cost of a construction project, and are recognised by application of the effective interest method. Wihlborgs capitalises interest expense attributable to the production of major new builds, extensions and redevelopments in the consolidated accounts. In the accounts of individual companies, all borrowing costs are charged to income in the year in which they are incurred. The average interest rate for the loan portfolio is used when calculating borrowing costs to be capitalised.
Charges for mortgages raised are not expensed but capitalised as investment in property.
Tax on profit for the year includes both current and deferred income tax for Swedish and foreign Group entities. Current tax is based on taxable profit for the year, which differs from the recognised profit for the year, in that it has been adjusted for non-taxable income, non-deductible expenses and for any change in temporary differences between recognised and taxable values for assets and liabilities. Current tax for the Group is based on the tax rates that applied on the balance-sheet date.
Deferred tax has been calculated using the balance sheet method. This method is used to account for deferred tax liabilities and claims for all temporary differences between recognised and taxable values for assets and liabilities and for other taxable deductions or deficits. Deferred tax liabilities and tax claims are calculated on the basis of the tax rate anticipated for the time at which the temporary difference is reversed. When valuing loss carryforwards, an assessment is made of the likelihood that the deficit can be utilised. Loss carryforwards associated with significant uncertainty have been excluded from the base data for deferred tax assets.
Deferred tax assets and deferred tax liabilities are offset if they relate to income tax to the same tax authority, and if the Group can settle the tax by paying a net amount. Both current and deferred tax are recognised in profit or loss as income or expenses except where the underlying transaction is recognised in other comprehensive income. In such cases, the tax is also recognised in other comprehensive income.
Tax legislation in Sweden and certain other countries allows the payment of tax to be postponed by appropriation to untaxed reserves in the balance sheet via the income statement item "Appropriations." Depreciation rules in legislation allow accelerated depreciation. However, appropriations and untaxed reserves are not recognised in the consolidated accounts. In the consolidated balance sheet, untaxed reserves are divided into deferred tax liabilities and equity. Equity is then eliminated so that only equity earned after the date of acquisition remains. In the consolidated income statement, the appropriation to or withdrawal from untaxed reserves is divided between deferred tax and profit for the year.
All properties in the Group are classified as investment properties on the basis that they are held to earn rental income or for capital appreciation, or a combination of the two. Investment properties are measured at fair value in the balance sheet in accordance with IAS 40. Any change in value is recognised on a separate line in the income statement. The Group's properties are recognised in the balance sheet as non-current assets. Since the properties are measured at fair value, no provision for depreciation is made in the consolidated accounts. Investment properties are valued quarterly on the basis of an internal valuation model. The valuation of investment properties has been classified as falling within Level 3 in the fair value hierarchy, since the estimated value is materially affected by non-observable input data used in the valuation. At year-end, all properties are valued by independent external appraisers with recognised and appropriate qualifications. The valuation model used for developed properties is based on a long-term assessment of return, taking into account the present value of future payment flows and differentiated yield requirements per property, as determined by such factors as location, purpose, condition, standard etc. Undeveloped properties, which comprise about 2 percent of the property portfolio, are valued in accordance with the location-price method, Level 2 of the fair-value hierarchy. In
the case of properties acquired via asset acquisition, the carrying amount is downwardly adjusted by an amount equal to any discount provided, in respect of the deferred tax, at acquisition.
Additional expenses relating to redevelopment/extension are added to the carrying amount only when it is probable that the future economic benefits associated with the asset will accrue to the company and the cost can be measured in a reliable manner. All other subsequent costs are expensed in the period in which they arise. The decisive factor in determining when an additional expense is added to the carrying amount is whether the expense relates to replacement of whole or parts of identified components, in which case the expenditure is capitalised. Expenditure on entirely new components is also added to the carrying amount. In major projects, interest during the project period is capitalised. Expenditure on repairs is recognised in the period in which it arises.
Further information on the valuation of the property portfolio and the carrying amounts included therein is provided on pages 78–79 and in Note 16.
Financial assets and liabilities are recognised in the balance sheet when the company becomes a party under the contractual terms and conditions for the instrument. A financial asset is derecognised from the balance sheet when the contractual rights expire or become due or when the company loses control over the asset. On every reporting date, the company determines whether there are objective indications of any impairment requirement for a financial asset or group of financial assets. A financial liability is derecognised from the balance sheet when the obligation has been fulfilled or has otherwise expired.
Financial assets and liabilities are offset and recognised at a net amount in the balance sheet when there is a legally enforceable right to offset and when there is an intention to settle the items on a net basis, or to realise the asset and settle the liability simultaneously. Financial income and expenses are offset in the income statement in cases where they are linked to the financial assets and liabilities where offsetting occurs.
Financial instruments are recognised either at amortised cost or fair value, depending on how they are categorised under IAS 39, see Note 29 for information on classification.
Cash and bank balances consist of bank balances at the end of the reporting period and are recognised at their nominal value.
Loan and accounts receivable are financial assets that are not derivatives, that have fixed or determinable payments and that are not quoted in an active market. The receivables are recognised at cost, with a provision for bad debt. The need for such provision is assessed on a case-by-case basis, with any impairment recognised among operating costs. Any portion of the receivables that falls due within a year is recognised among other receivables.
Borrowings are recognised at amortised cost. Most of the borrowings are non-current. Current credits covered by unutilised long-term credit agreements are also recognised as non-current. Derivatives are measured regularly at fair value in accordance with IAS 39. Any changes in value are recognised in profit or loss. The principles for hedge accounting stated in IAS 39 are not applied to interest-rate derivatives. Derivatives are measured at the present value of future cash flows. In determining future cash flows, anticipated market rates during the remaining term of the derivative portfolio were used. In the cancellable swaps included in the portfolio, the option component has not been attributed any value, since swaps can only be cancelled in pairs and thus do not give rise to any earnings impact for Wihlborgs. The banks decide whether a swap can be cancelled. The cancellable swaps are measured at fair value in accordance with Level 3 and other swaps in accordance with Level 2.
Accounts payable are subject to a short payment date and are recognised at cost.
Assets are recognised in the balance sheet at accumulated cost, less accumulated depreciation according to plan and impairment. Annual depreciation is applied at 20 percent, on a straight-line basis, to the acquisition cost.
If any buy-back of Wihlborgs' own shares takes place, equity is reduced by the purchase consideration paid, including transaction costs. Payments received from any sale of the company's own shares are recognised as an increase in equity. Any transaction costs are recognised directly against equity.
Dividends are recognised as a reduction in equity following approval by the AGM.
The deviations between the Parent Company's and the Group's policies arise from limitations in the Parent Company's ability to apply IFRS as a result of statutory provisions in, above all, the Swedish Annual Accounts Act, and in view of the relationship between accounting and taxation.
Shares in subsidiaries are recognised in the Parent Company using the cost method. The carrying amount is continuously tested by reference to the fair value of the assets and liabilities of the subsidiaries. In cases where the carrying amount of the shares in subsidiaries exceeds the fair value of the subsidiaries, impairment is charged to profit or loss. Where an earlier impairment is no longer justified, it is reversed.
Group contributions are recognised in accordance with the alternative rule of recommendation RFR 2. According to the alternative rule, Group contributions received and paid are both recognised as appropriations.
Shareholders' contributions are recognised by the donor as an increase in shares in subsidiaries and by the recipient as an increase in unrestricted equity.
Wihlborgs' financial activities are governed by the financial policy that is approved by the Board annually. This financial policy sets out the overall rules determining how Wihlborgs' financial operations are to be managed and how the risks of these financial activities are to be limited. Operations are financed by equity and loans. The major share of these loans are interest-bearing liabilities. The Parent Company's Finance function is a Group executive function with responsibility for the Group's financing, interest-rate risk management, liquidity planning and management of other financial risks. The function reports quarterly to the Board in accordance with guidelines established in the financial policy. The overall goals for the Finance function are to:
Liquidity and financing risk refers to the risk of not being able to meet payment obligations as a result of insufficient liquidity or difficulties in raising new loans. Wihlborgs must be able to carry out transactions when the opportunity arises and must always be able to meet its commitments. Refinancing risk increases if the company's creditworthiness deteriorates or if a large portion of its loan portfolio falls due on one or a few occasions.
Liquidity risk is managed by performing regular liquidity forecasts and by ensuring that Wihlborgs has access to credit lines or cash and cash equivalents that can be used at short notice to even out fluctuations in payment flows. The bank overdraft facility at year-end amounted to SEK 211 million, of which SEK 84 million was unutilised.
Financing risk is the risk that financing will be unavailable or obtainable only at highly unfavourable terms at a certain time. According to the financial policy, the objective for the capital structure is to generate returns on equity, enable the company to obtain the necessary loan financing and ensure scope for investment. Most of the interest-bearing liabilities, which amounted to SEK 16,265 million (14,148) at year-end, were raised by the Parent Company by pledging collateral in the form of promissory notes from subsidiaries containing pledged property mortgages. Most of the collateral contains conditions regarding loan-to-value ratio and interest coverage ratio in the agreements with lenders, known as financial covenants. These covenants to lenders are issued with satisfactory margins for Wihlborgs' capital structure targets. These targets are an equity/ assets ratio of no less than 30 percent and a loan-to-value ratio of no more than 60 percent. On 31 December, the equity/assets ratio was 30.6 percent (28.2) and the loan-to-value ratio 56.8 percent (58.2), which provides a stable platform for future expansion.
Wihlborgs endeavours to ensure that the final maturity dates for loans are spread over as long a period as the market allows so as to limit refinancing risk. Wihlborgs' total available credit is SEK 17,189 million (15,612), of which SEK 16,265 million (14,148) had been utilised on 31 December 2015. Wihlborgs has secured access to financing via long-term credit facilities. The average loan maturity, including credit facilities, remained unchanged at 4.1 years. The table below shows the credit facilities that existed at year-end.
| 2015 | 2014 | |||
|---|---|---|---|---|
| Amount, SEK m |
Utilised, SEK m |
Amount, SEK m |
Utilised, SEK m |
|
| Long-term binding loan agreements with |
||||
| banks | 13,762 | 13,301 | 12,283 | 10,933 |
| Short-term binding loan agreements with |
||||
| banks | 1,931 | 1,630 | 1,350 | 1,350 |
| Overdraft facilities | 211 | 49 | 194 | 80 |
| Total loan | ||||
| agreements | 15,904 | 14,980 | 13,827 | 12,363 |
| Bond, covered, framework SEK 880 million (1,880) |
785 | 785 | 1,785 | 1,785 |
| Bond, uncovered, framework SEK 4,000 million |
500 | 500 | – | – |
| 17,189 | 16,265 | 15,612 | 14,148 |
Refer to the table below for more information on the maturity structure at year-end
| Maturity structure of credit framework agreements | ||||||
|---|---|---|---|---|---|---|
| 31 Dec 2015 | 31 Dec 2014 | |||||
| Agreement, SEK m |
Utilised | Agreement, SEK m |
Utilised | |||
| 0–1 year | 2,106 | 1,680 | 1,350 | 1,350 | ||
| 1–2 years | 4,875 | 4,727 | 5,340 | 4,715 | ||
| 2–3 years | 6,768 | 6,418 | 6,390 | 5,551 | ||
| 3–4 years | 1,290 | 1,290 | 0 | 0 | ||
| 4–5 years | 0 | 0 | 906 | 906 | ||
| > 5 years | 2,150 | 2,150 | 1,626 | 1,626 | ||
| 17,189 | 16,265 | 15,612 | 14,148 |
Interest expense is the largest single cost item to which Wihlborgs is exposed. The extent to which and how quickly an interest rate change impacts earnings depends on the fixed-interest period.
An interest expense sensitivity analysis showed that an increase or a decrease in the market interest rate of 1 percentage point would result in interest expense increasing SEK 37 million and SEK 10 million respectively. The reason for the increase in interest expense from a decrease in the interest rate is that for
a number of bank agreements, the floating interest rate (STI-BOR) cannot fall below zero, while the floating interest rate for interest-rate derivatives can drop below zero.
Interest-rate risk is the risk that income and cash flow will be affected by a change in market interest rates; the interest-rate risk is calculated as the difference between the current average interest rate in the portfolio and the market interest rate. According to the financial policy, the target for the interest coverage ratio is to exceed 2.0 times; at year-end the interest coverage ratio was 3.2 times (2.8).
A combination of loans with a short fixed-interest period and the use of financial instruments in the form of interest-rate swaps leads to, a high degree of flexibility and the fixed-interest period and interest-rate level can be adapted to ensure that the goals for financial operations can be achieved with a limited level of interest-rate risk. This can be done without any need for renegotiation of underlying loans. To manage the interest-rate risk and obtain an even growth in net financial items, the average fixed-interest period for Wihlborgs' interest-bearing borrowings is adjusted to reflect the estimated risk level and interest rate expectations. Wihlborgs has an Interest Rate Committee that presents the Board with proposals for fixed-interest periods and interest-rate levels as a basis for Board decisions. The table below shows the interest maturity structure as per 31 December 2015
Wihlborgs has an interest-rate derivative portfolio of SEK 9.5 billion, comprising 11 separate interest-rate swaps. For more detailed information see the table below. Due to higher market interest rates, the deficit in Wihlborgs' interest-rate derivative portfolio fell to SEK 879 million, entailing a positive change of SEK 269 million (neg: 1,038) during the year.
| The interest-rate derivative portfolio | |||
|---|---|---|---|
| Amount, SEK m | Interest rate, % | Can be cancelled | Expiry |
| Cancellable swaps | |||
| 500 | 2.63 | quarterly | 2026 |
| 500 | 2.72 | quarterly | 2026 |
| 500 | 2.34 | quarterly | 2026 |
| 500 | 2.58 | quarterly | 2027 |
| 1 000 | 1.96 | quarterly | 2021 |
| Future liquidity flows | |||
| Amount, SEK m | Interest rate, % | Expiry | |
| Interest-rate swaps | |||
| 2 000 | 2.70 | 2021 | |
| 1 000 | 2.04 | 2022 | |
| 1 000 | 2.01 | 2022 | |
| 1 000 | 3.40 | 2024 | |
| 500 | 3.32 | 2024 | |
| Threshold swap | |||
| 1 000 | 3.07 | Threshold 4.75% | 2021 |
Future liquidity flows attributable to credits are described below. The Stibor rate at the end of the reporting period was used in the calculation of credits and the variable components of the interest-rate swaps. Outstanding borrowings and credit margins were assumed to be the same at the end of the reporting period until the maturity of each credit, at which point the final payment is assumed to have been made.
| Future liquidity flows for credits, |
|---|
| calculated at 31 December 2015 |
| 16,265 | 596 | 1,975 | 18,836 | |
|---|---|---|---|---|
| >2020 | 2,150 | 174 | 530 | 2,854 |
| 2020 | 0 | 33 | 285 | 318 |
| 2019 | 1,290 | 36 | 290 | 1,616 |
| 2018 | 6,418 | 77 | 290 | 6,785 |
| 2017 | 4,727 | 124 | 290 | 5,141 |
| 2016 | 1,680 | 152 | 290 | 2,122 |
| Maturity of credits |
Interest on credits |
Interest derivatives |
Total | |
| 14,148 | 977 | 1,850 | 16,975 | |
|---|---|---|---|---|
| >2019 | 1,626 | 455 | 735 | 2,816 |
| 2019 | 906 | 33 | 223 | 1,162 |
| 2018 | – | 42 | 223 | 265 |
| 2017 | 5,551 | 67 | 223 | 5,841 |
| 2016 | 4,715 | 171 | 223 | 5,109 |
| 2015 | 1,350 | 209 | 223 | 1,782 |
| Maturity of credits |
Interest on credits |
Interest derivatives |
Total | |
Other non-current liabilities pertain to deferred parking income until 2036. Accounts payable and other liabilities are current
and mature within one year. Wihlborgs' commitments associated with these financial liabilities are largely met by rental income that primarily falls due every quarter.
Counterparty risk refers to the risk that the counterparty will not be able to fulfil a delivery or payment. In Wihlborgs' financial activities, counterparty risk primarily arises when the company invests excess liquidity, engages in interest-rate swap contracts and obtains long-term credit facilities. To reduce counterparty risk, Wihlborgs' financial policy states that the company must work only with banks or similar credit institutions with a rating corresponding to no less than A from both Moody's and Standard & Poor's. Svensk FastighetsFinansiering and Nya SvenskFastighetsFinansiering may also be a lender, as long as Wihlborgs has an ownership stake in the company. According to the financial policy, the spread of loans between various credit institutions must be such that there are at least four to six main lenders, none of whom should represent more than 30 percent of the total loan portfolio. At year-end, Wihlborgs had seven main lenders, of whom the largest represented 19 percent of the total loan portfolio. Wihlborgs has also previously issued a programme of its own covered bonds totalling SEK 785 million. At the start of 2015, SEK 500 million in an uncovered bond was issued under a Medium Term Note programme.
Regarding Wihlborgs' accounts receivable, standard customer credit checks are performed before a new tenant is accepted, and if necessary the lease is backed by a personal guarantee, deposit or bank guarantee. For receivables older than three months, a provision is made in the accounts if no repayment plan or similar has been entered into with the tenant. Similarly, credit checks are carried out in connection with any promissory notes that may arise in connection with the disposal of properties or companies. The maximum credit exposure for accounts receivable and promissory notes corresponds to the carrying amount, refer to Note 22 for an age analysis of accounts receivable.
Currency risk refers to the risk of an the impact that changes in exchange rates may have on Wihlborgs' income statement and balance sheet. Wihlborgs owns properties in Denmark via its subsidiary Wihlborgs A/S. To moderate the impact of changes in exchange rates as far as possible, properties in Denmark are financed in Danish kroner (DKK) via the Danish subsidiary directly and via loans in the Parent Company in DKK. Note 15 states the amounts for the translation of net investments and hedging of currency risk.
Operational risk in Wihlborgs' financial activities concerns the risk of incurring losses as a result of inadequate routines and/or irregularities. Effective internal controls, fit-for-purpose administrative routines, competence development and the availability of reliable valuation and risk models comprise a sound framework for minimising operational risks. Wihlborgs Finance function focuses continuously on monitoring the company's administrative security and control.
The Group's operations are focused on commercial properties in the Öresund region. In internal reporting to Group Management, operations are evaluated per market area, which represents the Group's only division into segments. These market areas are Malmö, Helsingborg, Lund and Copenhagen.
| Segment reporting | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Market areas | Malmö | Helsingborg | Lund | Copenhagen | Total | |||||
| Items classified per segment | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 |
| Rental income | 903 | 895 | 508 | 494 | 370 | 356 | 129 | 111 | 1,910 | 1,856 |
| Other income | 36 | 0 | 6 | 2 | 1 | 47 | 0 | 0 | 43 | 49 |
| Property expenses | -226 | -217 | -145 | -152 | -100 | -101 | -37 | -29 | -508 | -499 |
| Operating surplus | 713 | 678 | 369 | 344 | 271 | 302 | 92 | 82 | 1,445 | 1,406 |
| Changes in property values | 930 | 299 | 315 | 130 | 375 | 191 | -5 | 22 | 1,615 | 642 |
| Segment profit | 1,643 | 977 | 684 | 474 | 646 | 493 | 87 | 104 | 3,060 | 2,048 |
| ITEMS NOT CLASSIFIED BY SEGMENT | ||||||||||
| Other income | – | – | – | – | – | – | – | – | 8 | 9 |
| Central administration | – | – | – | – | – | – | – | – | -51 | -50 |
| Net interest, etc. | – | – | – | – | – | – | – | – | -427 | -477 |
| Change in value, derivatives | – | – | – | – | – | – | – | – | 269 | -1,038 |
| Tax on profit for the year | – | – | – | – | – | – | – | – | -581 | -97 |
| Net profit | – | – | – | – | – | – | – | – | 2,278 | 395 |
| PROPERTY VALUES AND INVESTMENTS PER SEGMENT | ||||||||||
| Properties | 14,139 | 12,096 | 6,377 | 5,518 | 5,242 | 4,832 | 2,865 | 1,853 | 28,623 | 24,299 |
| Property acquisitions for the year | 882 | 27 | 247 | 115 | 0 | 47 | 1,026 | 300 | 2,155 | 489 |
| Other investments in properties | 445 | 139 | 443 | 394 | 76 | 161 | 73 | 108 | 1,047 | 802 |
| Rental income and property value per country | |||||
|---|---|---|---|---|---|
| Rental income | Property value | ||||
| 2015 | 2014 | 2015 | 2014 | ||
| Denmark | 129 | 111 | 2 865 | 1,853 | |
| Sweden | 1,781 | 1,745 | 25,758 | 22,446 | |
| 1,910 | 1,856 | 28,623 | 24,299 |
Wihlborgs has no tenant whose rent represents more than 10 percent or more of the Group's total rental income.
| Group | ||
|---|---|---|
| 2015 | 2014 | |
| Rental income, gross | 2,138 | 2,055 |
| Unlet space | -228 | -199 |
| 1,910 | 1,856 |
Rental income, gross, includes not only rent excluding heating, supplementary charges for heating, electricity, water and sewerage and property tax passed on to the tenant, but also deduction of rent discounts granted. SEK 52 (50) million of rental income is sales based rent on premises. Rents and rent discounts only charged during a specific part of the term of the lease have been recognised on an accrual and straight-line basis over the entire term of the lease.
Rental income is based on leases that are to be regarded as operating leases, where the Group is the lessor. Future rent payments not subject to lease termination are as follows, by maturity:
| More than 5 years | 2,814 | 2,206 | |
|---|---|---|---|
| Between 1 and 5 years | 4,343 | 3,668 | |
| Within 1 year | 1,939 | 1,753 | |
| 2015 | 2014 | ||
| Group |
Of the above-mentioned future rent payments not subject to lease termination, SEK 564 million (344) relates to leases signed before year-end but with occupancy taking place on a later date in the following year. For more information on rents and leases, see pages 64-65.
This item consists of non-recurring compensation from tenants in connection with early lease termination.
| Group | ||
|---|---|---|
| 2015 | 2014 | |
| Heating, electricity and water/sewerage | 141 | 141 |
| Other operating costs | 94 | 99 |
| Repairs and maintenance | 78 | 77 |
| Property tax | 94 | 87 |
| Ground rents | 5 | 5 |
| Property management | 96 | 90 |
| 508 | 499 |
Ground rents pertain to the fee that the owner of a building on municipally-owned land pays every year to the municipality. These fees are currently calculated so that the municipality receives a real interest rate on the estimated market value of the land. The ground rent is distributed over time and is normally renegotiated with a 10-20 years interval. Of Wihlborgs' 11 site leasehold agreements, two fall due in 2017 and 2020 and the remainder between 2028 and 2048.
| Contracted future ground rents* | Group | |
|---|---|---|
| 2015 | 2014 | |
| Contracted ground rents within 1 year | 5 | 5 |
| Contracted ground rents between 2 and 5 years | 18 | 18 |
| Contracted ground rents more than 5 years | 106 | 111 |
| Total | 129 | 134 |
* Not in Parent Company
Property expenses and costs for central administration are divided according to their nature.
| Group | |||
|---|---|---|---|
| 2015 | 2014 | ||
| Employee benefits | 93 | 89 | |
| Heating, electricity and water/sewerage | 141 | 141 | |
| Repairs and maintenance | 78 | 77 | |
| Property tax | 94 | 87 | |
| Other | 153 | 155 | |
| 559 | 549 |
| Average number of employ | Of whom, | Of whom, | |||||
|---|---|---|---|---|---|---|---|
| ees | 2015 | men | 2014 | men | |||
| Parent Company, Sweden | 92 | 58 | 91 | 58 | |||
| Subsidiaries, Sweden | 5 | 0 | 6 | 0 | |||
| Subsidiaries, Denmark | 22 | 15 | 19 | 13 | |||
| Group, total | 119 | 73 | 116 | 71 | |||
| Gender distribution, Board and |
Board of Directors | 1 Senior executives |
|||||
| senior executives | 2015 | 2014 | 2015 | 2014 | |||
| Men | 4 | 4 | 2 | 3 | |||
| Women | 3 | 3 | 3 | 2 | |||
| Total | 7 | 7 | 5 | 5 |
Since September 2014, two individuals.
1
| Salaries, other remuneration and | Group | Parent Company | |||
|---|---|---|---|---|---|
| social security costs | 2015 | 2014 | 2015 | 2014 | |
| Board fees | 0.9 | 0.9 | 0.9 | 0.9 | |
| Chief Executive Officer | |||||
| Salaries and other remuneration | 4.2 | 3.9 | 4.2 | 3.9 | |
| Benefits | 0.1 | 0.1 | 0.1 | 0.1 | |
| Other senior executives | |||||
| Salaries and other remuneration | 4.0 | 4.7 | 4.0 | 4.7 | |
| Benefits | 0.1 | 0.1 | 0.1 | 0.1 | |
| Other employees | 53.9 | 51.1 | 41.7 | 39.9 | |
| Total | 63.2 | 60.8 | 51.0 | 49.6 | |
| Pension costs (excl. special | |||||
| employer's contribution) Chief Executive Officer |
|||||
| Other senior executives | 1.5 | 1.4 | 1.5 | 1.4 | |
| 1.6 | 1.3 | 1.6 | 1.3 | ||
| Other employees | 6.4 | 6.8 | 5.7 | 6.3 | |
| Other social security costs | 20.1 | 19.0 | 19.6 | 17.9 | |
| Total | 29.6 | 28.5 | 28.4 | 26.9 |
Fees are paid to the Chairman and Board members in accordance with the resolution passed by the AGM and remained unchanged compared with the preceding year. The Chairman was paid SEK 230,000 and other Board members excluding the CEO SEK 135,000 each. Remuneration of the CEO and other senior executives comprises basic salary, other benefits and pension. "Other senior executives" refers to the Group Management, which in addition to the CEO consists of the Chief Financial Officer, the Director of Corporate Communication, the Director of Projects & Developments (from February 2015) and the Director of HR & CSR. Group Management is not entitled to any specific variable or share-price related remuneration.
"Other benefits" refers to company cars. "Pension cost" refers to the cost charged to profit for the year. The retirement age for the CEO is 65 years. The cost of the CEO's pension comprises a premium amounting to 35 percent of pensionable salary per year during the CEO's period of service. Other senior executives are covered by an ITP plan or equivalent, with the retirement age being 65.
A number of administrative personnel in Sweden are covered by the ITP2 Plan's defined-benefit pension commitments for retirement and family pensions via an insurance policy with Alecta. According to a statement from the Swedish Financial Reporting Board UFR 3 Classification of ITP plans financed by insurance with Alecta, this comprises a multi-employer defined-benefit plan. For the 2015 financial year, the company did not have
access to information to enable it to recognise its proportional share of the plan's commitments, plan assets and costs. As a result, the company was unable to recognise it as a definedbenefit plan. Accordingly, the ITP 2 Pension Plan secured via insurance with Alecta was recognised as a defined-contribution plan. The premium for the defined-benefit retirement and family pension is calculated individually on the basis of such factors as salary, previously earned pension entitlement and estimated remaining period of employment. Anticipated charges for the next reporting period for ITP 2 insurance policies held with Alecta totalled SEK 2.3 million (2.0). The collective consolidation level is the market value of Alecta's assets as a percentage of its insurance commitments, calculated according to Alecta's actuarial methods and assumptions, which do not correspond to IAS 19. Normally, the collective consolidation is permitted to vary between 125 and 155 percent. If Alecta's collective consolidation level falls below 125 percent or exceeds 155 percent, action is to be taken to create the conditions for returning the consolidation level to within the normal range. In the case of low consolidation, one step can be to increase the price of new, and extending existing, benefits. In the case of high consolidation, one step can be to reduce premiums. At year-end 2015, Alecta's surpluses in the form of the collective consolidation level was 153 percent (144).
The notice of termination of employment, on either side, for the CEO is six months. If employment if terminated by Wihlborgs, the CEO is entitled to severance pay corresponding to 18 months' salary. Severance pay is deducted from other sources of income. If the employment is terminated by the CEO, no severance pay is due. In the case of other senior executives, employment is subject to a mutual notice of termination of four to six months. If employment is terminated by the company, the senior executive is entitled to severance pay for up to 12 months. Severance pay is deducted from other sources of income. If the employment is terminated by the senior executive, no severance pay is due.
Remuneration of the CEO for the 2015 financial year was approved by the Board. Remuneration of other senior executives was approved by the CEO.
Wihlborgs has a Profit-Sharing Fund for which all employees are eligible, apart from the CEO. Allocations to the Profit-Sharing Fund may not exceed one price base amount per employee per year and is based on a combination of Wihlborgs' profits, excluding changes in the value of properties and derivatives, return on equity requirements and dividend to shareholders. The Profit-Sharing Fund is required to invest its assets in shares in Wihlborgs Fastigheter AB. Payments to employees are made in accordance with the Fund's articles of association. Personnel costs for 2015 include an allocation of SEK 4 million (4.0) to the Profit-Sharing Fund.
Other income not related to own property management.
This item comprises costs of Group Management and Groupwide functions for finance, HR, accounting, IT and investor relations etc., as well as other costs associated with being a public listed company. Property-related administration is not included, and is instead recognised under property expenses.
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Deloitte AB | ||||
| Audit engagement | 2,250 | 2,200 | 2,250 | 2,200 |
| Auditing activities | ||||
| other than audit engagement | 420 | 435 | 420 | 435 |
| Tax advice | 157 | 141 | 157 | 141 |
| Other services | 106 | – | 106 | – |
| Aaen & Co. statsautoriserede revisorer p/s | ||||
| Audit engagement | 67 | 64 | – | – |
| Auditing activities | ||||
| other than audit engagement | 29 | 102 | – | – |
| Tax advice | 32 | 70 | – | – |
| Other services | 133 | 158 | – | – |
Fees charged to Swedish subsidiaries are invoiced to the Parent Company.
Auditing services consist of statutory auditing of the annual accounts, the consolidated accounts and the accounting records, as well as examination of the administration of the Board and CEO and other auditing functions performed by agreement or under contract.
Auditing services also include other duties that fall to a company's auditor, together with advisory services and other support caused by observations made during audits or the performance of such other duties.
The change in value during the year relates to properties sold and the property portfolio at year-end.
| Group | ||
|---|---|---|
| 2015 | 2014 | |
| Change in value, properties sold | 55 | 24 |
| Change in value, property portfolio on 31 Dec. | 1,560 | 618 |
| 1,615 | 642 |
The realised change in value, that is, the difference between the sales price of properties sold and the total capital invested in these properties, was SEK 141 million (157). "Total capital invested" refers to the original investment or acquisition, plus the investments made in the property concerned during the remainder of the period of ownership.
To determine the change in value for each period, the properties are valued at the end of every quarter. Internal valuations are performed on 31 March, 30 June and 30 September. To confirm internal valuations at these times, a small selection of properties are valued externally. The properties are selected with a focus on properties showing major changes in rental levels, vacancy rates or substantial investments. At every year-end, all properties are valued externally. Malmöbryggan Fastighetsekonomi AB and Savills Sweden AB performed a valuation of all of Wihlborgs' properties in Sweden as per 31 December 2015. The values of the properties are determined individually to correspond to the fair value of each property. In Denmark, the properties were valued by DTZ Egeskov & Lindquist A/S. For further information, see Note 16.
For more details on valuation methods, valuation bases, market parameters etc. used in determining the value of the property portfolio, refer to pages 78-79.
Derivatives are financial instruments that in accordance with IAS 39 are measured at fair value in the balance sheet. Changes in the value of interest-rate derivatives are recognised as "Change in value, derivatives" in profit or loss. For information on the principles for valuation of derivatives, refer to Note 1.
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Current tax on profit for the year | -4 | -5 | – | – |
| Adjustment of current tax, previous years |
– | – | – | – |
| Total current tax | -4 | -5 | 0 | 0 |
| Deferred tax | -577 | -92 | -55 | 226 |
| Total tax | -581 | -97 | -55 | 226 |
| Nominal tax on profit before tax | -629 | -108 | -336 | 61 |
| Tax effect, adjustment items | ||||
| – Dividend from Group companies | – | – | 331 | 174 |
| – Impairment/reversal of partici | ||||
| pations in Group companies | – | – | -68 | -9 |
| – Sale of properties via companies | 32 | 46 | – | – |
| – Restructuring of Group | – | -14 | – | – |
| – Gain from sale of subsidiaries | – | – | 19 | – |
| – Non-deductible costs | -15 | -27 | -1 | 0 |
| – Recalculation of tax in Denmark | 11 | – | – | – |
| – Other adjustment items | 20 | 6 | – | – |
| Total tax, excl. current | ||||
| tax, previous years | -581 | -97 | -55 | 226 |
| Adjustment of current tax, previous years |
– | – | – | – |
| -581 | -97 | -55 | 226 |
In addition to that reported above, the Group has a tax expense attributable to components of other comprehensive income amounting to 4 (-5).
The nominal tax rate is 22 (22) percent in Sweden and 23.5 (25) percent in Denmark. Effective 1 January 2015, corporation tax in Denmark was lowered to 22 percent, which affected the calculation of deferred tax in this year's accounts.
The Group reports current tax amounting to SEK -4 million (-5). Current tax is based on the taxable income of the companies incorporated in the Group. This is lower than the Group's profit before tax.
This is primarily because:
| Calculation of current tax on | ||
|---|---|---|
| profit for the year in the Group | 2015 | 2014 |
| Profit before tax | 2,859 | 492 |
| Changes in value | -1,884 | 396 |
| Tax deductible depreciation on buildings | -614 | -464 |
| Direct deductions, tenant improvements | ||
| and replacement of components etc. | -335 | -184 |
| Restructuring of Group | – | 63 |
| Taxable profit property sales | 75 | 6 |
| Other | 38 | 6 |
| Taxable profit before loss carryforwards | 139 | 315 |
| Loss carryforwards, opening balance | -1,178 | -1,469 |
| Loss carryforwards, closing balance | 1,059 | 1,178 |
| Taxable profit | 20 | 24 |
| Current tax on profit for the year | -4 | -5 |
The translation reserve includes all currency differences that arise in translation of financial statements from foreign subsidiaries that have prepared their financial statements in a currency other than the one in which the Group's financial statements are presented.
The translation reserve also includes currency differences that arise in translation of liabilities and other items accounted for as hedging instruments for a net investment in a foreign operation. When the foreign subsidiary is wound up or sold, its portion of the translation reserve is transferred to profit for the year. These reserves are recognised as a separate item in equity. Various reserves may appear here, but at present the only one included is the translation reserve.
| 2015 | Opening balance |
Change in translation reserve for the year |
Transferred to profit for the year |
Closing balance |
|---|---|---|---|---|
| Translation of net investments in |
||||
| foreign operations | 33 | -23 | – | 10 |
| Hedging of currency risk in foreign operations |
28 | 23 | – | 51 |
| Tax attributable to hedging of currency risk |
||||
| in foreign operations | -11 | -4 | – | -15 |
| 50 | -4 | – | 46 |
| 45 | 5 | – | 50 | |
|---|---|---|---|---|
| Tax attributable to hedging of currency risk in foreign operations |
-16 | 5 | – | -11 |
| Hedging of currency risk in foreign operations |
57 | -29 | – | 28 |
| Translation of net investments in foreign operations |
4 | 29 | – | 33 |
| 2014 | Opening balance |
Change in trans lation reserve for the year |
Transferred to profit for the year |
Closing balance |
In order to minimise the impact of exchange rate fluctuations on translation of the net assets of foreign operations into SEK, both forward currency contracts and loans in foreign currency have historically been used. At present, only loans denoted in foreign currency are used for hedging in this way.
All Wihlborgs' properties are classified as investment properties. Investment properties are those owned in order to earn rental income or for capital appreciation or a combination of the two. Investment properties are measured at fair value in the statement of financial position.
Wihlborgs rents offices in Copenhagen, Lund, Malmö and Helsingborg in its own properties. The rental value for own renting represents, in all cases, a negligible portion of the total rental value for the property concerned and consequently none of these properties is classified as owner-occupied property.
Wihlborgs does not own any property that was acquired or redeveloped with a view to reselling it quickly thereafter. As a result, no property is recognised as property held for resale.
Approved investments amount to SEK 1,288 million (928), of which SEK 789 million (660) had been invested at year-end.
Of the carrying amounts for the properties, it is estimated that SEK 131 million (116) relates to capitalised loan costs. The interest rate used to calculate the capitalised borrowing cost is the average interest rate of the loan portfolio. On 31 December 2015, the interest rate was 2.76 percent (3.20).
At year-end, the residual value of the property portfolio for tax purposes was SEK 13,274 million (11,818).
| 2015 | 2014 | |
|---|---|---|
| Tax assessment value, Swedish properties | 10,769 | 9,613 |
| Carrying amount, Swedish properties | 25,758 | 22,466 |
When determining fair value, the point of departure has been the maximum and best use. Fair value is determined by a combination of the location-price method, based on recorded local purchases, and a yield-based method.
The yield-based method is based on a present value calculation of future actual cash flows, which is continually adjusted to the market, normally over five years, and the present value of the estimated residual value at the end of the calculation period. The valuation of investment properties has been classified as falling within Level 3 in the fair value hierarchy, since the estimated value is materially affected by non-observable input data used in the valuation. The values of the properties are determined individually to correspond to the fair value of each property. For undeveloped properties, a new-build value for a possible future land use is estimated, taking into account clearing and development costs, based on current planning criteria and prices for similar projects sold.
The fair value of investment properties was assessed by impartial external property appraisers with appropriate professional qualifications and experience not of only the market areas concerned but also the type of properties valued. In Sweden, the valuations were performed by Malmöbryggan Fastighetsekonomi AB and Savills Sweden AB. In Denmark, the properties were valued by DTZ Egeskov & Lindquist A/S. For further information on the valuation of the property portfolio, see pages 77-79.
arrangements
| Group | |||
|---|---|---|---|
| 2015 | 2014 | ||
| Carrying amount, beginning of year | 24,299 | 22,584 | |
| Reclassification1 | – | 51 | |
| Property acquisitions | 2,155 | 489 | |
| Investments | 1,047 | 802 | |
| Divested properties2 | -411 | -376 | |
| Change in value | 1,615 | 642 | |
| Currency translations | -82 | 107 | |
| Carrying amount | 28,623 | 24,299 |
1) Properties and property value acquired as a result of reclassification of joint
2) Including insurance compensation for total losses on buildings, and profits from external projects.
| Parameter | Assumed change,% |
2015 | Change in yield value, % 2014 |
|---|---|---|---|
| Market rent level | 10 | 8.7 | 9.3 |
| Market rent level | -10 | -10.4 | -10.5 |
| Operating and maintenance costs | 20 | -6.8 | -7.3 |
| Operating and maintenance costs | -20 | 6.3 | 6.4 |
| Investment yield, residual value | 0.25 | -3.6 | -3,4 |
| Investment yield, residual value | -0.25 | 3.4 | 2.8 |
Source: Malmöbryggan Fastighetsekonomi AB
| Date of valuation | 31 Dec 2015 | 31 Dec 2014 | ||
|---|---|---|---|---|
| Fair value | SEK 28,623 million | SEK 24,299 million | ||
| Calculation period | Normally five years for Swedish proper ties and ten years for Danish properties. However, for certain properties, different calculation periods are justified on the basis of the length of the lease. |
|||
| Estimated investment yield requirement, residual value |
Between 4.5 percent (4.75) and 8.25 percent (8.25). |
|||
| Cost of capital | Between 4.75 percent (5) and 8.6 percent (9). |
|||
| Long-term vacancy rate | Normally between 3 percent (5) and 12 percent (12). |
|||
| Operating and maintenance costs |
In assessing the value, operating and maintenance costs are calculated on a standardised basis taking type of property, valuation year and location into account. |
|||
| Inflation assumption | CPI is estimated to rise by 2 percent per year except in 2016 when it is estimated to rise by no more than 1.4 percent (0.40). |
| Group | Parent Company | ||||
|---|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | ||
| Opening balance, cost | 40 | 43 | 10 | 10 | |
| Investments | 2 | 1 | 0 | 0 | |
| Sales and disposals | -0 | -4 | -0 | -0 | |
| Closing balance, cost | 42 | 40 | 10 | 10 | |
| Opening balance, depreciation | -33 | -36 | -7 | -6 | |
| Sales and disposals | 0 | 4 | 0 | 0 | |
| Depreciation for the year | -1 | -1 | -0 | -1 | |
| Closing balance, depreciation | -34 | -33 | -7 | -7 | |
| Carrying amount | 8 | 7 | 3 | 3 |
IFRS 11 Joint Arrangements has been applied since 1 January 2014. This standard defines the difference between joint operations and joint ventures, depending on whether the Group has direct rights to the assets and obligations for the liabilities or not. The assessment is based on the structure of the investment, its legal form, contractual agreements and other
factors and circumstances. For Wihlborgs, the effect of this is that Dockan Exploatering AB, Nyckel 0328 AB and Nya Svensk FastighetsFinansiering AB are classified as joint operations, which means that Wihlborgs' share of assets, liabilities, income and expenses in these companies has been consolidated into the consolidated accounts.
Fastighets AB ML4, which owns the MAX IV research facility in Lund, is recognised as a unconsolidated structured entity.
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Carrying amount at beginning of year | 6 | 124 | 36 | 53 |
| Reclassifications | – | -118 | – | – |
| Share of profit | – | – | – | – |
| Repayment of shareholders' | ||||
| contributions | – | – | – | -17 |
| Deferred tax | – | – | – | – |
| Carrying amount at year-end | 6 | 6 | 36 | 36 |
| Name/Cop. Reg. No. | Registered office |
Proportion of equity, % |
Group | Parent Company |
|---|---|---|---|---|
| Dockan Exploatering AB 556594-2645 |
Malmö | 33.3 | – | 31 |
| Hälsostaden Ängelholm Holding AB/556790-5723 |
Ängelholm | 33.3 | 5 | 5 |
| Medeon AB 556564-5198 |
Malmö | 40.0 | 0 | 0 |
| Ideon AB 556862-4026 |
Lund | 60.0 | 1 | – |
| 6 | 36 |
– Dockan Exploatering AB conducts development activities in the Dockan area of Malmö. The company's purpose is to source development land for its owners.
At the end of the year, bonds of SEK 3,528 million were issued, of which Wihlborgs' share amounted to SEK 1,343 million.
Summary of joint venture company earnings and financial position (100%)
| 2015 | 2014 |
|---|---|
| 83 | 81 |
| -83 | -81 |
| 0 | 0 |
| 606 | 403 |
| 26 | 12 |
| 632 | 415 |
| 71 | 17 |
| 549 | 382 |
| 12 | 16 |
| 632 | 415 |
| 6 | 6 |
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Maturity date between | ||||
| 1-5 years from balance-sheet date | – | – | 17 | 45 |
| Maturity date more than 5 years | ||||
| from balance-sheet date | – | – | – | – |
| Carrying amount | – | – | 17 | 45 |
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Opening balance | 1 | 1 | 1 | 1 |
| Shareholders' contributions | 20 | – | 20 | – |
| Carrying amount | 21 | 1 | 21 | 1 |
| Name/Cop. Reg. No. | Registered office |
Proportion of equity, % |
Carrying amount |
|
| Fastighets AB ML4 | ||||
| 556786-2155 | Malmö | 50.0 | 21 |
Fastighets AB ML4's purpose is to develop, build, own and manage the MAX IV research centre in Lund. The company is owned jointly with Peab Sverige AB. Work started on construction in 2011 and was completed in 2015, when the tenant, Lund University, moved in. The lease is for 25 years. The investment amounted to slightly less than SEK 2 billion, and in 2015 a 24 year loan agreement totalling SEK 1.5 billion was signed with the Nordic Investment Bank (NIB). As collateral for the loan, the bank has mortgages in the lease with Lund University and in rental payments, liens in insurance receivables and mortgages in site leaseholds and buildings. The NIB also hold collateral through the pledging of all shares in Fastighets AB ML4. If Lund University neglects to make rental payments due to mandatory legislation in the Swedish Land Code/Tenancy Act, Wihlborgs has agreed an indemnity bond for 50 percent of unpaid, due payments of interest and repayment instalments that Fastighets AB ML4 has not paid. At year-end, 50 percent of the (unpaid but not due) liability amounted to SEK 748 million. Both of the owner companies also each lent SEK 200 million to Fastighets AB ML4, that fall due at the same time as the loan to NIB is to be repaid. The loan was recognised as a non-current receivable in both the consolidated and Parent Company statement of financial position.
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Maturity date between | ||||
| 1-5 years from balance-sheet date | 5 | 178 | – | 171 |
| Maturity date more than 5 years | ||||
| from balance-sheet date | 207 | 5 | 207 | 5 |
| Carrying amount | 212 | 183 | 207 | 176 |
SEK 207 million (176) of the above receivables are interest-bearing.
| Group | |||
|---|---|---|---|
| Maturity structure – accounts receivable due | 2015 | 2014 | |
| Accounts receivable that are neither due nor impaired |
13 | 5 | |
| Accounts receivable that are due | |||
| 0-30 days | 2 | 5 | |
| 31–60 days | 2 | 3 | |
| 61–90 days | 1 | 2 | |
| >90 days | 19 | 32 | |
| Of which, provision made (excluding VAT) | -16 | -21 | |
| Total | 21 | 26 |
The total cost for the year for confirmed and anticipated bad debts amounted to SEK 6 million (9).
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Rental income | 7 | 8 | – | – |
| Insurance payments | – | 40 | – | – |
| Anticipated dividends | – | – | – | 612 |
| Interest income | – | 4 | – | 4 |
| Other | 29 | 16 | 7 | 4 |
| Total | 36 | 68 | 7 | 620 |
Cash and cash equivalents comprise bank balances. Unused overdraft facilities which are not included in cash and cash equivalents amounted to SEK 126 million (114), of which SEK 126 million (114) in the Parent Company.
Number of shares registered and outstanding at beginning and end of year 76,856,728
All shares have equal voting rights, one vote per share. Quotient value per share, SEK 2.50 (2.50). In 2015, shareholders received a dividend of SEK 4.75 (4.25) per share, representing a total of SEK 365 million (327).
After the balance-sheet date, the Board proposed the following dividend
| Per share | SEK 5.25 |
|---|---|
| Total | SEK 403 million |
The dividend proposal will be subject to approval by the Annual General Meeting, to be held on 28 April 2016.
The dividend proposal complies with the company's dividend policy and is based on:
In order to control and manage the company's capital, a number of financial targets have been established to provide Wihlborgs with a capital structure that delivers the best return to shareholders, with due account taken of risk. Capital refers to equity.
| Target 2015 |
Out come 2015 |
Average 2011-2015 |
|
|---|---|---|---|
| Return on equity is to exceed the risk-free interest rate |
|||
| by at least six percentage points, % | 6.3 | 28.8 | 15.4 |
| Equity/assets ratio, % | >30.0 | 30.6 | 29.7 |
| Loan-to-value ratio, % | <60.0 | 56.8 | 58.6 |
| Interest coverage ratio, multiple | >2.0 | 3.2 | 2.8 |
The company's lenders have been given guarantees (financial covenants) concerning the equity/assets ratio and interest coverage ratio. There is an adequate margin between the level of guarantees provided and targets/outcomes for 2015. For more information on the Group's financial targets, dividend policy etc., as well as the relevant definitions, see pages 14 and 135.
| Group | ||
|---|---|---|
| 2015 | 2014 | |
| Deferred tax is based on the net of: | ||
| – Loss carryforwards | -233 | -259 |
| – Difference between carrying amount | ||
| and taxable value of properties | 2,576 | 2,054 |
| – Difference between carrying amount | ||
| and taxable value related to derivatives | -193 | -253 |
| – Other temporary differences | 48 | 67 |
| – Untaxed reserves | 1 | 18 |
| 2,199 | 1,627 |
The loss carryforwards that have been used to calculate deferred tax amount to SEK 1,059 million (1,178). Of this amount, SEK 8 million (5) is a deficit that is non-permissible since it comprises Group contributions or is merger-related.
In the calculation of deferred tax on unutilised loss carryforwards, loss carryforwards encumbered with considerable uncertainty have been excluded. Excluded loss carryforwards amounted to SEK 540 (460) million.
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Stamp duty, property acquisition | 30 | 30 | – | – |
| Provisions for pensions | 9 | 7 | 9 | 7 |
| Carrying amount | 39 | 37 | 9 | 7 |
The stamp duty liability arose in connection with sales of properties within the Group. The liability only falls due for payment when the properties or the Group companies that own the properties are sold to an external party.
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Maturity date up to1 year from | ||||
| balance-sheet date | 1,680 | 1,350 | 1,574 | 1,000 |
| Maturity date between1 and 5 | ||||
| years from balance-sheet date | 12,435 | 11,172 | 11,092 | 10,743 |
| Maturity date more than 5 years | ||||
| from balance-sheet date | 2,150 | 1,626 | 393 | 409 |
| 16,265 | 14,148 | 13,059 | 12,152 | |
| – of which, non-current portion | 15,083 | 14,148 | 11,983 | 12,152 |
| – of which, current portion | 1,182 | – | 1,076 | – |
| 16,265 | 14,148 | 13,059 | 12,152 |
The amounts above include the utilised bank overdraft facility, which was SEK 84 million (80) for the Group and SEK 49 million (61) for the Parent Company. The credit limit approved as a bank overdraft facility was SEK 211 million (194) for the Group and SEK 175 million (175) for the Parent Company. The current portion of loans has been wholly or partly reduced by unutilised long-term credit agreements. The loan portfolio includes, in addition to loans from banks and credit institutions, loans from the finance company Nya Svensk FastighetsFinansiering AB, in the amount of SEK 1,343 million (–) and bond loans of SEK 1,285 million (1,785).
Analysis of value of derivatives based on maturity
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Less than 1 year from balance | ||||
| sheet date | – | – | – | – |
| Between 1 and 5 years from | ||||
| balance-sheet date | – | – | – | – |
| More than 5 years from balance | ||||
| sheet date | 879 | 1,148 | 879 | 1,148 |
| 879 | 1,148 | 879 | 1,148 | |
| of which, recognised as | ||||
| Non-current receivable | ||||
| – Interest-rate derivative, surplus | ||||
| value | – | – | – | – |
| Non-current liability | ||||
| – Interest-rate derivative, deficit | ||||
| value | 879 | 1,148 | 879 | 1,148 |
Derivatives are classified as non-current liabilities in the balance sheet and measured regularly in accordance with IAS 39 at fair value at Level 2, except for the cancellable swaps that are measured at Level 3 (IFRS 7). Interest-rate derivatives are not expected to be settled in cash. See also Note 1 - Accounting policies.
Any change in the value of interest-rate derivatives is recognised in profit or loss on a separate line entitled "Change in value, derivatives." The changes in value of interest-rate derivatives during the year totalled SEK 269 million (neg: 1,038), all of which was unrealised.
For more detailed information on Wihlborgs' derivatives and the risks they are intended to minimise, refer to Note 2 - Financial risk management.
| Group/ Parent Company |
||
|---|---|---|
| Swaps value IFRS 7, Level 3 | 2015 | 2014 |
| Opening balance, fair value 1 Jan 2015, liability | 327 | 183 |
| Change from Level 3 to Level 2, no longer | ||
| cancellable | – | -125 |
| Changes in value | -92 | 269 |
| Maturity | – | |
| Closing balance, fair value 31 Dec 2015, | ||
| liability, Level 3 | 235 | 327 |
| Closing balance, fair value 31 Dec 2015, | ||
| liability, Level 2 | 644 | 821 |
| Group | Parent Company | |||
|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | |
| Prepaid rent | 277 | 271 | – | – |
| Interest expense | 85 | 78 | 82 | 76 |
| Additional expenses, | ||||
| sale of properties | 14 | 15 | – | – |
| Other | 90 | 88 | 22 | 19 |
| 466 | 452 | 104 | 95 |
| Group | Parent Company | |||
|---|---|---|---|---|
| Pledged assets | 2015 | 2014 | 2015 | 2014 |
| Property mortgages | 16,607 | 15,583 | – | – |
| Participations in Group companies | 1,944 | 1,873 | 1,102 | 823 |
| Other participations | 21 | 1 | 21 | 1 |
| Endowment insurance | 7 | 5 | 7 | 5 |
| Promissory notes | – | – | 13,551 | 13,100 |
| Bank deposits | – | 1 | – | 1 |
| 18,579 | 17,463 | 14,681 13,930 | ||
| Contingent liabilities | ||||
| Guarantee commitments on behalf | ||||
| of subsidiaries | – | – | 1,878 | 1,327 |
| Other contingent liabilities | 174 | 781 | 174 | 781 |
| 174 | 781 | 2,052 | 2,108 |
Net sales largely comprise the Parent Company's onward invoicing of costs to other Group companies, primarily relating to property management, property upkeep and a share of central administration.
| Operating costs | 2015 | 2014 |
|---|---|---|
| Personnel costs | 86 | 83 |
| Administration costs | 41 | 39 |
| 127 | 122 |
| Parent Company | |||
|---|---|---|---|
| 2015 | 2014 | ||
| Dividends on participations | 1,506 | 793 | |
| Impairment of participations | -308 | -41 | |
| Gain from sale of participations | 85 | – | |
| 1,283 | 752 |
Participations in Group companies are impaired when the carrying amount in the Parent Company exceeds the fair value of an individual Group company. In cases where the impaired value of participations has risen and exceeds the carrying amount in the Parent Company, these impairments are reversed, wholly or in part. In 2015, an impairment loss was recognised on the value of the participations in 13 Group companies.
| Parent Company | ||||
|---|---|---|---|---|
| 2015 | 2014 | |||
| Interest income, Group companies | 332 | 333 | ||
| Interest income, other | 10 | 10 | ||
| 342 | 343 |
| Parent Company | ||||
|---|---|---|---|---|
| 2015 | 2014 | |||
| Interest expense, Group companies | 112 | 123 | ||
| Interest expense, other | 392 | 465 | ||
| 504 | 588 |
This items consists entirely of Group contributions received from other Group companies. Group contributions are recognised in accordance with the alternative rule of recommendation RFR 2. According to the alternative rule, Group contributions received and paid are both recognised as appropriations.
| Parent Company | ||
|---|---|---|
| 2015 | 2014 | |
| Opening balance, cost | 9,706 | 9,261 |
| Acquisitions | 474 | 328 |
| Shareholders' contributions paid/new share | 485 | 117 |
| Sales | -56 | – |
| Closing balance, cost | 10,609 | 9,706 |
| Opening balance, impairment | -1,677 | -1,635 |
| Impairment for the year | -308 | -42 |
| Reversals for the year | – | – |
| Closing balance, impairment | -1,985 | -1,677 |
| Carrying amount | 8,624 | 8,029 |
| Balken 10 i Malmö AB 556705-3334 19 Bastionen Syd AB 556072-2042 115 556742-9443 Berga V5, AB 1 Bruksgatans Fastighets AB 556401-0675 22 Bunium Fastigheter AB 556700-5474 24 Exab Utvecklings AB 556353-2828 0 Fastighets AB Altimeter 556786-2213 5 556742-7454 Fastighets AB Bergakniven 11 Fastighets AB Flygvärdinnan 5 556708-8512 19 Fastighets AB Fortet 556090-5621 97 Fastighets AB Hundstjärnan 556824-7679 0 Fastighets AB Kastrullen 556754-8812 0 556222-8071 Fastighets AB Kvävet 7 Fastighets AB Oxigenium 556754-8820 207 556033-6538 Fastighets AB Plinius 23 Fastighets AB Rentabel i likvidation 556252-6284 1 Fastighets AB Stillman 556082-1752 39 Fastighets AB Yxstenen 556691-4437 7 FR Förvaltning AB i likvidation 556281-3559 0 556233-7765 Första Fastighets AB Ideon 842 Förvaltnings AB Haspen 556466-2533 17 Hilab Fastigheter AB 556112-0345 16 Hundlokan 10 i Malmö AB 556730-4489 31 Ishavet Malmö AB 556928-0737 15 556129-5824 Kalinehuset AB 129 Kniven 2 AB 556706-9355 4 Kolgafour AB 556627-7843 7 Lund Lagret 1 AB 556730-3820 35 Lunds Byggmästaregille, AB in liquidation 556058-9888 1 M2 Fastigheter AB 556101-4332 379 Malmö Börshus AB 556115-8543 109 556034-1140 Medeon Fastigheter AB 31 Neptuninnan AB 556743-5465 96 |
Subsidiaries Name |
Corp. Reg. No. | Carrying amount |
|---|---|---|---|
| Subsidiaries Name |
Corp. Reg. No. | Carrying amount |
|---|---|---|
| Ringcentralen i Hälsingborg Fastighets AB | 556115-9483 | 0 |
| Spillepengen Fastighets AB | 556107-5002 | 67 |
| Studentkåren 6 Fastighets AB | 556730-3499 | 129 |
| Tågarp 16:19 Fastighets AB | 556692-9336 | 8 |
| Utvecklings AB Kranen | 556286-9999 | 117 |
| Weraco AB | 556509-6418 | 58 |
| Wihlborgs A/S | 14 12 50 43 | 328 |
| Wihlborgs Ametisten 5 AB | 556686-0457 | 7 |
| Wihlborgs Armborstet 6 AB | 556966-7081 | 15 |
| Wihlborgs Boplatsgatan 5 AB | 556675-2449 | 0 |
| Wihlborgs Borgeby AB | 556675-2639 | 0 |
| Wihlborgs Bronsdolken AB | 556232-5919 | 4 |
| Wihlborgs Bytarebacken AB | 556822-0171 | 257 |
| Wihlborgs Cinder AB | 556518-5732 | 6 |
| Wihlborgs Cityfastighet AB | 556862-2848 | 1 |
| Wihlborgs Erik Menved 37 AB | 556704-3699 | 417 |
| Wihlborgs Fastigheter i Helsingborg AB | 556101-6295 | 424 |
| Wihlborgs Fastigheter i Nordvästra Skåne AB | 556271-3924 | 3 |
| Wihlborgs Fisken 18 AB | 556675-2357 | |
| 145 | ||
| Wihlborgs Flintan 3 AB | 556675-2647 | 5 |
| Wihlborgs Flounderone AB | 556727-7909 | 20 |
| Wihlborgs Forskaren 3 AB | 556690-0667 | 128 |
| Wihlborgs Fosieberg AB | 556188-3223 | 50 |
| Wihlborgs Fosiering AB | 556721-4225 | 21 |
| Wihlborgs Gallerian AB | 556704-3632 | 181 |
| Wihlborgs Gjuteriet 18 AB | 556717-2282 | 0 |
| Wihlborgs Gåsebäck AB | 556303-1326 | 9 |
| Wihlborgs Gäddan 6 AB | 556704-3681 | 1 |
| Wihlborgs Gängtappen 1 AB | 556776-3585 | 324 |
| Wihlborgs Gängtappen 2 AB | 556813-3572 | 147 |
| Wihlborgs Havskryssaren AB | 556703-0613 | 54 |
| Wihlborgs Holding AB | 556701-2827 | 0 |
| Wihlborgs Ideon Fastigheter AB | 556239-8718 | 194 |
| Wihlborgs Karin 13 AB | 556761-8987 | 148 |
| Wihlborgs Kirseberg AB | 556691-4874 | 0 |
| Wihlborgs Kranen 10 AB | 556824-7703 | 33 |
| Wihlborgs Kranen AB | 556704-6387 | 112 |
| Wihlborgs Kroksabeln 12 AB | 556654-0331 | 101 |
| Wihlborgs Kärnan Södra 9 AB | 556824-7661 | 76 |
| Wihlborgs Lönngatan AB | 556704-3657 | 10 |
| Wihlborgs Mauritzborg AB | 556753-3483 | 339 |
| Wihlborgs Mobergsgården Västra 8 AB | 556831-9130 | 23 |
| Wihlborgs Motorseglaren AB | 556703-0605 | 0 |
| Wihlborgs Musköten 17 AB | 559021-1081 | 21 |
| Wihlborgs Måsen 17 AB | 556627-7835 | 2 |
| Wihlborgs Nils 24 AB | 556704-3731 | 0 |
| Wihlborgs Nora 11 AB | 556761-9001 | 194 |
| Wihlborgs Obligation Holding AB | 556240-3633 | 147 |
| Wihlborgs Olsgård 8 AB | 556775-6019 | 10 |
| Wihlborgs Pajao 1 AB | 559012-4995 | 0 |
| Wihlborgs Pajao 2 AB | 559020-7774 | 0 |
| Wihlborgs Pajao 3 AB | 559020-7766 | 0 |
| Subsidiaries Name |
Corp. Reg. No. | Carrying amount |
|---|---|---|
| Wihlborgs Pajao 7 AB | 559025-2622 | 0 |
| Wihlborgs Pajao 8 AB | 559025-2598 | 0 |
| Wihlborgs Pajao 9 AB | 559025-2614 | 0 |
| Wihlborgs Polisett AB | 556703-0589 | 87 |
| Wihlborgs Riggen AB | 556701-5028 | 202 |
| Wihlborgs Ritaren 1 AB | 556675-2605 | 1 |
| Wihlborgs Rosengård AB | 556699-7986 | 48 |
| Wihlborgs Rubinen AB | 556862-2855 | 3 |
| Wihlborgs Skrovet 3 AB | 556468-5385 | 170 |
| Wihlborgs Skrovet 4 AB | 556173-9417 | 5 |
| Wihlborgs Skrovet 5 AB | 556237-6268 | 145 |
| Wihlborgs Skrovet 6 AB | 556681-1898 | 281 |
| Wihlborgs Spanien 5 AB | 556710-4574 | 0 |
| Wihlborgs Sparven 15 AB | 556704-3624 | 292 |
| Wihlborgs Spettet 11 AB | 556761-9050 | 12 |
| Wihlborgs Stenåldern 7 AB | 556120-9759 | 0 |
| Wihlborgs Stridsyxan 4 AB | 556825-9948 | 4 |
| Wihlborgs Stångbettet 15 AB | 556683-1615 | 14 |
| Wihlborgs Sufflören 3 AB | 556704-3640 | 6 |
| Wihlborgs Sunnanå 12:27 AB | 556766-4098 | 50 |
| Wihlborgs Sydporten AB | 556726-0202 | 36 |
| Wihlborgs Tegelvägen 4 AB | 556824-7653 | 0 |
| Wihlborgs Terminalen 1 AB | 556726-1663 | 78 |
| Wihlborgs Terminalen 3 AB | 556962-9859 | 62 |
| Wihlborgs Tyfonen 1 AB | 556692-2570 | 1 |
| Wihlborgs Uvenine AB | 556695-2502 | 30 |
| Wihlborgs Vikingen 10 AB | 556675-3082 | 30 |
| Wihlborgs Väktaren 3 AB | 556743-6109 | 173 |
| Wihlborgs Zirkonen 2 AB | 556788-4852 | 17 |
| Wihlborgs Östersjön 1 AB | 556637-7361 | 138 |
| Wihlborgsporten AB | 556630-3797 | 87 |
| Wihlodia AB | 556301-8109 | 2 |
| WJ Bygg AB | 556060-0529 | 5 |
| 8,624 |
Participations in Group companies are impaired when the carrying amount in the Parent Company exceeds the fair value of an individual Group company. In cases where the impaired value of participations has risen and exceeds the carrying amount in the Parent Company, these impairments are reversed, wholly or in part.
Of the subsidiaries listed above, ten are Parent Companies of sub-groups. All subsidiaries are wholly owned and all have their registered office in Malmö, except Wihlborgs A/S, which has its registered office in Copenhagen, Denmark. There are a total of 155 (153) companies in the Group.
| Parent Company | ||
|---|---|---|
| 2015 | 2014 | |
| Deferred tax is calculated on: | ||
| – Loss carryforwards | 13 | 4 |
| – Difference between carrying amount | ||
| and taxable value related to derivatives | 193 | 253 |
| – Other temporary differences | 7 | 11 |
| 213 | 268 |
At year end, the Parent Company had unutilised loss carryforwards of SEK 60 million (18).
| Group |
|---|
| ------- |
| Financial assets/ liabilities measured at fair value in profit or loss |
Available-for-sale financial assets |
Loan and accounts receivable |
measured at amortised cost | Financial liabilities | ||||
|---|---|---|---|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | |
| Assets | ||||||||
| Non-current receivables | 212 | 183 | ||||||
| Financial investments | 21 | 1 | ||||||
| Derivatives | ||||||||
| Accounts receivable | 21 | 26 | ||||||
| Other receivables | 31 | 17 | ||||||
| Cash and bank balances | 75 | 71 | ||||||
| Liabilities | ||||||||
| Interest-bearing liabilities | -16,265 | -14,148 | ||||||
| Derivatives | -879 | -1,148 | ||||||
| Accounts payable | -148 | -96 | ||||||
| Other liabilities | -157 | -198 |
| Financial assets/ Available-for-sale liabilities measured at fair financial assets value in profit or loss |
Loan and accounts receivable |
Other liabilities measured at cost |
||||||
|---|---|---|---|---|---|---|---|---|
| 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | 2015 | 2014 | |
| Assets | ||||||||
| Non-current receivables | 11,178 | 9,249 | ||||||
| Financial investments | 21 | 1 | ||||||
| Accounts receivable | 1 | 1 | ||||||
| Other receivables | 1 | 2 | ||||||
| Cash and bank balances | 0 | 33 | ||||||
| Liabilities | ||||||||
| Interest-bearing liabilities | -16,255 | -15,213 | ||||||
| Derivatives | -879 | -1,148 | ||||||
| Accounts payable | -3 | -3 | ||||||
| Other liabilities | -9 | -60 |
Accounts receivable, other receivables, cash at bank and in hand, accounts payable and other liabilities are recognised at amortised cost less any impairment; as a result, the fair value is considered to be the same as the carrying amount. Interest-bearing liabilities are mainly subject to a short fixed-interest period, meaning that the amortised cost is the same as fair value.
The Group and Parent Company have close relationships with joint venture companies and joint operations, refer to Note 18.
The Parent Company has a close relationship with its subsidiaries, refer to Note 37.
For more information on salaries and other remuneration of the Board, CEO and other senior executives, as well as costs and commitments regarding pensions and similar benefits and agreements on severance pay, refer to Note 8. One Board member invoices Board fees via the company InPower AB.
All transactions with related parties are priced in line with market conditions.
| Group | ||
|---|---|---|
| TRANSACTIONS WITH JOINT ARRANGEMENTS | 2015 | 2014 |
| Sales to joint arrangements | 1 | 2 |
| Invoicing from joint arrangements | 6 | 7 |
| Acquisition of properties from joint arrangements | 17 | 3 |
| Interest income from joint arrangements | 1 | 2 |
| Interest expense to joint arrangements | 2 | 37 |
| Receivables from joint arrangements on 31 December | 0 | 45 |
| Liability to joint arrangements on 31 December | 513 | 691 |
| Parent Company | ||
|---|---|---|
| TRANSACTIONS WITH JOINT VENTURES | 2015 | 2014 |
| Sales to joint arrangements | 1 | 0 |
| Invoicing from joint arrangements | – | 0 |
| Interest income from joint arrangements | 1 | 2 |
| Receivables from joint arrangements on 31 December | – | 45 |
| Liability to joint arrangements on 31 December | – | – |
| Sales to Group companies | 114 | 105 |
|---|---|---|
| Purchases from Group companies | 5 | 5 |
| Interest income from Group companies | 333 | 333 |
| Dividend from Group companies | 1,506 | 793 |
| Interest expense to Group companies | 114 | 123 |
| Receivables from Group companies on 31 December | 10,954 | 9,028 |
| Liabilities to Group companies on 31 December | 3,196 | 3,060 |
The consolidated statement of income and consolidated statement of financial position, together with the Parent Company income statement and balance sheet are subject to approval by the Annual General Meeting on 28 April 2016.
The Board of Directors and the Chief Executive Officer hereby certify that the annual accounts have been prepared in accordance with generally accepted accounting practice in Sweden and that the consolidated accounts have been prepared in accordance with the International Financial Reporting Standards as referred to in Regulation No. 1606/2002/EC of the European Parliament and of the Council dated 19 July 2002 on the application of international accounting standards.
The annual accounts and the consolidated accounts provide a true and fair view of the financial position and results of the Parent Company and the Group.
The administration report for the Parent Company and the Group provides a true and fair view of the development of the operations, financial position and performance of the Parent Company and the Group and also describes the material risks and uncertainties facing the Parent Company and the other companies in the Group.
Malmö, 9 March 2016
Helen Olausson Sara Karlsson Johan Qviberg Board Member Board member Board member
Erik Paulsson Per-Ingemar Persson Anders Jarl Tina Andersson
Chairman Deputy Chairman CEO Board member
Our Audit Report was submitted on 10 March 2016 Deloitte AB
Torbjörn Svensson Authorised Public Accountant
We have conducted an audit of the annual accounts and the consolidated accounts of Wihlborgs Fastigheter AB (publ) for the financial year from 1 January 2015 to 31 December 2015. The annual accounts and consolidated accounts of the company are included in the printed version of this document on pages 85-123.
The Board of Directors and the CEO are responsible for the preparation and fair presentation of these annual accounts and consolidated accounts in accordance with International Financial Reporting Standards, as adopted by the EU, and the Annual Accounts Act, and for such internal control as the Board of Directors and the CEO determine is necessary to enable the preparation of annual accounts and consolidated accounts that are free from material misstatement, whether due to fraud or error.
Our responsibility is to express an opinion on these annual accounts and consolidated accounts based on our audit. We conducted our audit in accordance with International Standards on Auditing and generally accepted auditing standards in
Sweden. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the annual accounts and consolidated accounts are free from material misstatement.
An audit involves performing various procedures to obtain audit evidence about the amounts and disclosures in the annual accounts and consolidated accounts. The procedures selected depend on the auditor's judgement, including the assessment of the risks of material misstatement of the annual accounts and consolidated accounts, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the company's preparation and fair presentation of the annual accounts and consolidated accounts in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Board of Directors and the CEO, as well as evaluating the overall presentation of the annual accounts and consolidated accounts.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
In our opinion, the annual accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the parent company as of 31 December 2015 and of its financial performance and its cash flows for the year then ended in accordance with the Annual Accounts Act. The consolidated accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the Group as of 31 December 2015 and of its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards, as adopted by the EU, and the Annual Accounts Act. The statutory administration report is consistent with the other parts of the annual accounts and consolidated accounts.
We therefore recommend that the annual meeting of shareholders adopt the income statement and balance sheet for the parent company and the Group.
In addition to our audit of the annual accounts and consolidated accounts, we have also examined the proposed appropriations of the company's profit or loss and the administration of the Board of Directors and the CEO of Wihlborgs Fastigheter AB (publ) for the financial year from 1 January 2015 to 31 December 2015.
Responsibilities of the Board of Directors and the CEO The Board of Directors is responsible for the proposal for appropriations of the company's profit or loss, and the Board of Directors and the CEO are responsible for administration under the Companies Act.
Our responsibility is to express an opinion with reasonable assurance on the proposed appropriations of the company's profit or loss and on the administration based on our audit. We conducted the audit in accordance with generally accepted auditing standards in Sweden.
As a basis for our opinion on the Board of Directors' proposed appropriations of the company's profit or loss, we examined the Board of Directors' reasoned statement and a selection of supporting evidence in order to be able to assess whether the proposal is in accordance with the Companies Act.
As a basis for our opinion concerning discharge from liability, in addition to our audit of the annual accounts and the consolidated accounts, we examined significant decisions, actions taken and the circumstances of the company in order to determine whether any member of the Board of Directors or the CEO is liable to the company. We also examined whether any member of the Board of Directors or the CEO has, in any other way, acted in contravention of the Companies Act, the Annual Accounts Act or the Articles of Association.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinions.
We recommend to the annual meeting of shareholders that the profit be appropriated in accordance with the proposal in the statutory administration report and that the members of the Board of Directors and the CEO be discharged from liability for the financial year.
Malmö, 10 March 2016
Torbjörn Svensson Authorised Public Accountant
Wihlborgs is a Swedish public limited company that is listed on Nasdaq Stockholm and applies the Swedish Corporate Governance Code (the Code). This is a separate report and does not form part of the formal Annual Report. Wihlborgs' Corporate Governance Report has been reviewed by the Company's auditors.
The shareholders influence the governance of the Company through participating in and exercising their voting rights at the Annual General Meeting (AGM), Wihlborgs' highest decisionmaking body.
The management and responsibilities of the Wihlborgs Group are allocated between the Board and the CEO in accordance with the Swedish Companies Act, other legislation and regulations, Nasdaq Stockholm's Rule Book for Issuers, the Code, the Articles of Association and internal governance instruments, such as the rules of procedure for the Board, instructions to the Chief Executive Officer and the financial policy.
market. At year-end, the company's share capital totalled SEK 192 million. The number of shares registered and outstanding was 76,856,728 with a quotient value of SEK 2.50 per share. Each share entitles the holder to one vote and, at general meetings, each person entitled to vote may vote for the full number of shares held and represented by that individual. All shares are entitled to an equal share in Wihlborgs' profits.
With 10.1 percent of the shares outstanding, the largest shareholder in Wihlborgs is Erik Paulsson and family. At the end of December 2015, the ten largest shareholders owned 30.7 percent of the shares. The number of shareholders was 23,458, down 1,000
2011 2012 2013 2014 2015
0
'000
Wihlborgs' shares were listed on the Stockholm Stock Exchange on 23 May 2005. Since January 2016, Wihlborgs has been included in the Large Cap segment on the Nasdaq Nordic
year-on-year. Of total share ownership, 78 percent was represented by legal entities and 22 percent by natural persons.
At the end of December, foreign shareholders represented 39.4 percent of the total, up 3.9 percentage points year-on-year.
Further information on the share and shareholders is available on pages 29–31.
Wihlborgs' Articles of Association were most recently amended at the 2011 AGM. The object of the company's operations is to acquire, manage, develop and sell properties, primarily in the Öresund region, and conduct associated operations. The company's registered address is in Malmö. The full text of the Articles of Association is available on page 137.
Wihlborgs' AGM was held on 29 April 2015 and was attended by 430 shareholders who represented 46.2 percent of the shares outstanding. The AGM minutes are available on Wihlborgs' website at: www.wihlborgs.se
In brief, the most significant resolutions were:
Election of Board members and auditors – It was resolved that the number of Board members should be seven. The following Board members were re-elected: Tina Andersson, Anders Jarl, Sara Karlsson, Helen Olausson, Erik Paulsson, Per-Ingemar Persson and Johan Qviberg. Erik Paulsson was appointed Chairman. It was resolved to appoint Deloitte AB as auditors, with Torbjörn Svensson as Auditor-in-Charge.
Nomination Committee – A Nomination Committee is to be formed by the three largest shareholders each appointing a representative not less than six months prior to the AGM. Should any of the three largest shareholders abstain from appointing a member, the next largest shareholder will instead be entitled to appoint a member. The Nomination Committee should also include one member to represent the smaller shareholders.
The Nomination Committee may also decide to include the Chairman of the Board as a member of the Nomination Committee. The names of the Nomination Committee's members and the owners they represent is to be announced not later than six months before the AGM and are to be based on the known ownership at the end of August of the respective year. The Committee's term of office extends until such time as a new Nomination Committee has been appointed. The Committee's Chairman should be the member appointed by the largest shareholder unless agreed otherwise by the Committee.
Acquisition and transfer of treasury shares – A resolution was passed to authorise the Board, for the period until the next AGM, to buy back and transfer Wihlborgs shares corresponding to a maximum of 10 percent of the shares outstanding.
New share issue – A resolution was passed to authorise the Board, for the period until the next AGM, to approve a new share issue corresponding to no more than 10 percent of the shares outstanding.
The Code states that AGM resolutions on nominations for the Board and auditors should be prepared through a structured and transparent process, managed by the shareholders, that provides all shareholders with the opportunity to present their views on and proposals for each individual issue and to create the requisite conditions for well-prepared decisions. The Nomination Committee is the AGM's body for preparing decisions relating to appointments. Wihlborgs' Nomination Committee has therefore prepared proposals for the Chairman of the AGM, Chairman of the Board, Board members, Directors' fees, and auditors and their fees.
In accordance with the AGM's resolution, the names of the Nomination Committee members were published in October 2015. The Nomination Committee comprises Bo Forsén representing Erik Paulsson, Anna Ohlsson-Leijon from SEB Funds, Eva Gottfridsdotter-Nilsson from Länsförsäkringar Funds and Krister Eurén representing minor shareholders.
The representatives of the three largest shareholders on the Committee account for 19 percent of the votes in Wihlborgs. Bo Forsén was appointed Chairman of the Committee.
The Nomination Committee has met twice, and to support its work, the Committee has held dialogues with the Board members and held meetings with the Chairman and CEO. The Committee was notified of the company's strategy, risk management and control functions. It has also studied the Board's self-evaluation, which comprised a questionnaire that was answered by all of the Board members.
Ahead of the AGM on 28 April 2016, the Nomination Committee proposes that the Board consist of seven members. The Committee also proposes re-election of the following Board members: Tina Andersson, Anders Jarl, Sara Karlsson, Hel-
en Olausson, Erik Paulsson, Per-Ingemar Persson and Johan Qviberg. Erik Paulsson has been nominated for Chairman of the Board. It is proposed that total fees of SEK 905,000 (905,000) be paid to the Board. It is proposed that a fee of SEK 230,000 (230,000) be paid to the Chairman and SEK 135,000 (135,000) be paid to the other Board members with the exception of the CEO Anders Jarl.
The Nomination Committee proposes that Deloitte AB be re-elected as auditor, with Torbjörn Svensson as Auditor-in-Charge.
| Name | Representing | Percent of Percent of votes, 31 votes, 31 Dec. |
|
|---|---|---|---|
| Aug. 2015 | 2015 | ||
| Bo Forsén | Erik Paulsson and family, privately and through com panies |
10.1 | 10.1 |
| Eva Gottfridsdotter-Nilsson | Länsförsäkringar Funds |
4.4 | 4.7 |
| Anna Ohlsson-Leijon | SEB Funds | 4.1 | 4.4 |
The Board has submitted the following proposals ahead of the AGM on 28 April:
The overriding duty of the Board is, on behalf of the owners, to administer the company's affairs in a way that optimally secures the owners' interests in a healthy long-term return on capital, in accordance with set rules of procedure. According to Wihlborgs' Articles of Association, the Board may consist of no fewer than four and no more than eight members. At the April 2015 AGM, Erik Paulsson was re-elected Chairman of the Board and Per-Ingemar Persson was appointed Deputy Chairman at the subsequent Board meeting. The company's Chief Financial Officer, Arvid Liepe, served as Secretary to the Board.
Wihlborgs' Board possesses skills and experience in areas that are of major importance in terms of being able to support, monitor and control the activities of a leading property company in Sweden. The various Board members possess in-depth knowledge of property, the property market, financing and business development.
The Board meets the requirement of the Code and the listing requirement of the Stockholm Stock Exchange that not more than one board member has an operational role in day-to-day business. CEO Anders Jarl is a member of the Board. The majority of Board members are independent in relation to the company and its executive management. In 2015, the Board held eight meetings, including the statutory and per capsulam meetings. Seven of these eight meetings were scheduled Board meetings.
| Indep. of com pany |
Indep. of ma No. of meet jor owners ings/attendance |
|
|---|---|---|
| Erik Paulsson, Chairman no |
no | 8 of 8 |
| Per-Ingemar Persson, Deputy | ||
| Chairman yes |
yes | 8 of 8 |
| Tina Andersson yes |
yes | 8 of 8 |
| Anders Jarl no |
yes | 8 of 8 |
| Sara Karlsson yes |
yes | 7 of 8 |
| Helen Olausson yes |
yes | 8 of 8 |
| Johan Qviberg yes |
yes | 8 of 8 |
| February | No. 1 | Bond loan |
|---|---|---|
| February | No. 2 | Year-end report, final audit, financial report, projects, resolutions for the AGM, evaluations of completed projects, and the employment terms for the CEO and executive management. |
| April | No. 3 | Q1 interim report, financial report, projects and acquisitions |
| April | No. 4 | Statutory meeting |
| June | No. 5 | Projects, acquisitions and sales, financial report and market analysis |
| August | No. 6 | Q 2 interim report, projects, acquisitions and sales, financial report, review of rules of procedure and ethical guidelines. |
| November | No. 7 | Q 3 interim report, acquisitions, financial report, evaluation of the CEO's performance, audit plan ning and evaluation of the Board's work. |
| December | No. 8 | Budget, strategy, financial and environmental goals, market, financial report, interim audit, acquisitions and sales, and review of financial policy. |
Wihlborgs has no separate audit or remuneration committees as this allows the full competence of the Board to be utilised for these issues and makes the meetings more efficient. To monitor developments in the credit market, Wihlborgs has an Interest Rate Committee. This Committee meets every other month and
regularly presents proposals and reports to the Board. The Interest Rate Committee comprises Tina Andersson, Per-Ingemar Persson, Anders Jarl and CFO Arvid Liepe. The Committee is not empowered to make decisions on financial issues.
The Board observes Rules of Procedure comprising instructions for the delegation of work and financial reporting. The Rules of Procedure, which supplement the provisions of the Swedish Companies Act and Wihlborgs' Articles of Association, are reviewed annually.
Under the above rules, the Board is also required to ensure that the CEO discharges his obligations. The performance of the CEO is evaluated each year against set long and short-term targets.
The Board is further required, on an ongoing basis, to evaluate Wihlborgs' administrative procedures, and guidelines on property management and investment of the company's assets. The Board is required to establish goals, major policies and strategic plans for Wihlborgs and to continuously monitor not only compliance with the same, but also that they are updated and reviewed following reports from the CEO. In addition to the statutory meeting, five scheduled Board meetings are normally held each calendar year. The meetings address issues including economic and financial reports, sales and investments, and current market and personnel issues. Extraordinary meetings may be held to discuss and resolve issues that cannot be referred to scheduled Board meetings.
According to the Rules of Procedure, the Chairman is required, through contact with the CEO, to monitor developments at Wihlborgs and to ensure that the Board members receive the information they need through the agency of the CEO. The Chairman is also required to consult with the CEO on strategic issues and ensure that the conduct of business does not conflict with the provisions of the Swedish Companies Act, the Articles of Association or the Code.
The CEO is responsible for the company's day-to-day management and for leading the organisation in accordance with the Board's guidelines, instructions and directions. Wihlborgs' rules of procedure for the Board include instructions to the CEO, who is required to ensure that the Board receives the necessary information and decision data ahead of Board meetings, that the Board is kept informed between its meetings and that financial reporting is conducted in such a way that the Board can make well-founded decisions. This also includes separate reporting instructions specifying timetables.
The Group Management consists of: Anders Jarl, Chief Executive Officer Ulrika Hallengren, Director of Projects & Developments Margareta Lantz, Director of Corporate Communication Arvid Liepe, Chief Financial Officer Anna Nambord, Director of HR and CSR
In 2015, Iréne Johansson was a member of Group Management in her capacity as Director of Corporate Communication. On her retirement in 2016, she was replaced by Margareta Lantz as Director of Corporate Communication.
Under the Swedish Corporate Governance Code, the Board is tasked with presenting proposals to the AGM on the principles for remuneration and other terms and conditions of employment for the Group Management. Wihlborgs' Board of Directors proposes that remuneration and other employment terms and conditions should be competitive and on market terms. Remuneration is paid in the form of fixed salary to all members of Group Management. Any remuneration over and above the fixed salary is subject to a cap and related to the fixed salary, and is to be paid in the form of cash. Where appropriate, remuneration in addition to the fixed salary is based on outcomes relative to set targets and must accord with the interests of the shareholders. The conditions for other benefits, if such funds are provided, represent a limited part of total remuneration and mainly consist of company car benefits.
Wihlborgs has a profit-sharing fund for which all employees are eligible, apart from the CEO. Allocations to the fund are based on the return on equity and are limited to a maximum of one basic amount (as defined by Statistics Sweden) per year for each employee.
The retirement age is 65 for all members of Group Management. The cost of the CEO's pension comprises a premium amounting to 35 percent of the pensionable salary per year during the CEO's period of service. Other members of Group Management are covered by an ITP plan or equivalent. The notice of termination of employment, on either side, for the CEO and other members of Group Management is four to six months. Severance pay for the CEO consists of 18 month's salary and for other members of Group Management up to 12 month's salary. Severance pay is to be offset against other sources of income.
The principles governing remuneration and terms and conditions of employment for the Group Management and remuneration and terms and conditions of employment for the CEO are decided by the entire Board except the CEO. The principles for the conditions of employment are unchanged.
| Salary | Other benefits |
Pension | Total | |
|---|---|---|---|---|
| Chief Executive Officer | 4,161 | 72 | 1,452 | 5,691 |
| Other members of Group Management | 4,015 | 131 | 1,556 | 5,702 |
Other benefits consist of company car and fuel.
Chairman of the Board Båstad, born 1942 Elected to the Board in 2004
Other Board assignments: Chairman of the Board for Backahill AB, Fabege AB and SkiStar AB.
Board Member of Catena AB.
No. of Wihlborgs shares: 7,768,058 shares held privately and through companies.
Tina Andersson Board Member Malmö, born 1969 Elected to the Board in 2014
Principal employment: Marketing and Communications Director Duni AB.
Other Board assignments: Board member of Midsona AB.
No. of Wihlborgs shares: 1,000 shares through companies.
Anders Jarl Board Member Malmö, born 1956 Elected to the Board in 2004
Principal employment: Chief Executive Officer of Wihlborgs AB.
Other Board assignments: Board member of Platzer Fastigheter AB.
No. of Wihlborgs shares: 468,180 shares held privately and through companies.
Sara Karlsson Board Member Båstad, born 1969 Elected to the Board in 2007
Principal employment: Entrepreneur in Båstads Företagsby.
Other Board assignments: Director of Topeja Holding AB, Scandinavian Resort AB and Backahill AB.
No. of Wihlborgs shares: 21,880 shares with family.
Board Member Stockholm, born 1968 Elected to the Board in 2007
Principal employment: CEO of EkoNord Invest AB and CEO of Årehus AB.
Other Board assignments: Chairman of AB Jämtsol. Board member of Lantmäteriet, Skärvångens Bymejeri AB, Böle Garveri AB and others.
No. of Wihlborgs shares: 1,000 shares.
Deputy Chairman Lund, born 1956 Elected to the Board in 2010
Principal employment: Group Director, Veidekke ASA (until 31 Dec. 2015), own consultancy business.
Other Board assignments: Chairman of Northern Environmental and Water Solutions Board member of ELUKonsult AB.
No. of Wihlborgs shares: 2,000 shares in a personal endowment insurance.
Board Member Stockholm, born 1981 Elected to the Board in 2004
Principal employment: CEO of Quinary Investment AB.
Other Board assignments: Chairman of the Board in Ingager AB Board member of eWork AB, Nattaro Labs AB and Svolder AB.
No. of Wihlborgs shares: 780,000 shares.
Under the Swedish Companies Act, the company's auditor is required to examine the company's annual accounts and dayto-day accounting records, as well as the administration of the company by the Board of Directors and the CEO. This examination results in an audit report that is presented to the AGM after the end of the financial year.
The Nomination Committee proposes auditors to the AGM.
At the 2015 AGM, Deloitte AB was re-elected as the company's auditor, with Torbjörn Svensson as the Auditor-in-Charge, for a period of one year and, accordingly, the next election of auditors will be at the 2016 AGM. He has no assignments with any companies that are closely related to Wihlborgs' major owners or to the CEO. Alongside the auditing assignment on behalf of Wihlborgs, Torbjörn Svensson is also responsible for the following major auditing assignments: Mellby Gård, Braganza, Fairford and Copenhagen Malmö Port.
Torbjörn Svensson attends the meeting in person to discuss the year-end accounts and delivers a report on the final examination of the company's accounts. The auditor also provides information to the Board on a regular basis regarding the examinations conducted during the year.
In addition to its auditing services, Deloitte has also advised Wihlborgs in areas related to tax and accounting issues.
As a resolution for the 2016 AGM, the Nomination Committee has proposed re-election of Deloitte AB as the company's auditors, with Torbjörn Svensson as the Auditor-in-Charge.
| Group | 2015 | 2014 |
|---|---|---|
| Deloitte AB | ||
| Audit engagement | 2,250 | 2,200 |
| Audit activities other than the audit engagement | 420 | 435 |
| Tax advice | 157 | 141 |
| Other services | 106 | – |
| Aaen & Co. statsautoriserede revisorer p/s | ||
| Audit engagement | 67 | 64 |
| Audit activities other than the audit engagement | 29 | 102 |
| Tax advice | 32 | 70 |
| Other services | 133 | 158 |
The overall aim of the Code is to promote positive development of governance in Swedish companies so that they meet their owners' requirements for return on the capital invested. Any deviations from the rules of the Code must be described and justified in accordance with the comply or explain principle. The reasons for each deviation must be clearly presented. Wihlborgs' deviations from the Code are presented below:
No separate audit committee has been established and,
instead, the functions of an audit committee were performed by the entire Board excluding the CEO.
No separate remuneration committee has been established and, instead, the functions of a remuneration committee were carried out by the entire Board excluding the CEO. During discussions of these matters, no member of Group Management was present.
The Board's motivation for not establishing any separate audit or remuneration committees is that this allows the full competence of the Board to be utilised and makes the meetings more efficient.
Under the Swedish Companies Act and the Swedish Corporate Governance Code, the Board is responsible for internal control. Wihlborgs applies the Committee of Sponsoring Organizations of the Treadway Commission's (COSO) framework for internal control, which is an internationally recognised and widely accepted system, to describe the company's control structure. COSO describes internal control as being divided into five components: Control Environment, Risk Assessment, Control Activities, Information and Communication and Monitoring Activities.
The control environment is designed by the Board, Group Management and the company's personnel to ensure that the company observes laws and regulations, has an efficient organisation and that the company operates an effective system of financial reporting.
Control environment – has key significance for the organisation and provides the foundation for effective internal control.
Rules of procedure have been established to ensure adequate internal control and to perform accurate risk assessment. These describe the allocation of responsibilities between the Board and the CEO to provide for an effective assessment of risks in the organisation and its financial reporting. The rules of procedures and the ethical guidelines that apply to the Board and the company's employees are updated each year.
In its rules of procedure, the Board has clearly set out its delegation of decision-making to management for financial reporting. The organisational structure at Wihlborgs enables effective internal control. The company's organisation into management areas led by a property director shows defined responsibilities together with authorities. This has been described in an instruction governing the signing of leases, authorisation rules and project applications. Consolidated reporting for Wihlborgs' approximately 150 subsidiaries is standardised. Internal accounting is reconciled with external accounting on each reporting occasion. In accordance with Wihlborgs' personnel policy, employees working with financial issues have individual training plans to ensure competence in the field.
Overall policies are in place for finance, IT, communication, purchasing, equal opportunities and personnel.
Wihlborgs has signed up to the UN's Global Compact, which means that the company has committed itself to supporting the ten principles in the areas of human rights, labour law, the environment and anti-corruption. As a result, the company will
be reporting annually on the current status in its "Communication On Progress". Wihlborgs has decided to report on sustainability in accordance with the Global Reporting Initiative (GRI). Sustainability reporting for the 2015 financial year follows the new GRI guidelines (G4) in accordance with the Core option. This reporting is integrated with the reporting required for the Global Compact.
Risk assessment – Wihlborgs continuously conducts risk assessment in respect of its financial reporting. A risk analysis indicates that internal control is especially important regarding:
These risks are assessed each year in consultation with the management and the auditors.
Control activities – are intended to create methods that enable the company to manage risks. Such activities are designed to prevent, record and correct any errors that may arise. The aim of control activities is to secure the company's income and assets, to check the accuracy and reliability of its financial reports and also to ensure that established systems of rules are complied with.
Quarterly reports are submitted by operations. Monitoring takes the form of measuring the financial outcome against budget. Once each quarter, project managers and the property management organisation meet to coordinate redevelopment and new-build issues with day-to-day management. Group Management and property management meet regularly during the quarter to report deviations, major new lets and lease terminations.
A central unit prepares consolidated accounts and financial reporting on a quarterly basis. On these occasions, a property table is also drawn up showing details, at that date, of: rental value, current rental income, vacancies, operating surplus, property value and yield.
Information and communication – The Communications Department is responsible for ensuring that external information is provided in accordance with the Nasdaq Stockholm agreement. The company's communication policy describes, for example, how financial reporting should be performed.
Anders Jarl Chief Executive Officer
Malmö, born 1956 Employed at Wihlborgs since 2001
No. of Wihlborgs shares: 468,180 held privately and through companies.
Iréne Johansson Director of Corporate Communication until 31 Dec. 2015 Malmö, born 1953 Employed at Wihlborgs since 1992
No. of Wihlborgs shares: 8,588 shares held privately and through companies.
Arvid Liepe Chief Financial Officer Falsterbo, born 1967 Employed at Wihlborgs since 2013
No. of Wihlborgs shares: 14,256 shares through companies.
Ulrika Hallengren
Director of Projects & Developments Lomma, born 1970 Employed at Wihlborgs since 2010
No. of Wihlborgs shares: 7,128 shares through companies.
Director of Communications from 1 Dec. 2015 Lund, born 1964 Employed at Wihlborgs since 2015
No. of Wihlborgs shares: 7,128 shares through companies.
Director of HR and CSR Lomma, born 1973 Employed at Wihlborgs since 2013
No. of Wihlborgs shares: 7,128 shares through companies. The Board receives information about risks of error in the company's financial reporting and the internal control by the auditors in connection with the year-end accounts and their auditing of the interim reports.
Wihlborgs' employees receive continuous information on updated guidelines and policies via the company's intranet.
The Wihlborgs' website is continuously updated to adapt and improve the external disclosure in line with market requirements.
Monitoring activities – The control system is monitored and evaluated on an ongoing basis to guarantee its quality. Feedback on each sub-market is regularly communicated to management and any failings that have emerged in internal controls are rectified.
Group Management reports to the Board in accordance with the instructions for financial reporting. The company's auditors review the financial reports pertaining to the year-end accounts and carry out a review of the accounts for the third quarter. At least twice each year, the auditors present their assessment of the company's internal control to the Board.
Internal audit – To complement the external audit, internal assessments of internal control for the company's most important procedures are maintained continuously. Moreover, as the organisation is simple and the business is geographically limited in extent, the Board has concluded that the appointment of an internal auditor is not necessary.
Malmö, 9 March 2016
Chairman CEO
Erik Paulsson Anders Jarl Sara Karlsson Tina Andersson
Helen Olausson Per-Ingemar Persson Johan Qviberg
The Board of Directors is responsible for the corporate governance report for 2015, which is included in the printed version of this document on pages 126-133, and for verifying that it has been prepared in accordance with the Swedish Annual Accounts Act.
We have read the corporate governance report and based on that reading and our knowledge of the company and the Group we believe that we have a sufficient basis for our opinions. This means that our statutory examination of the corporate governance report is different and substantially more limited in scope than an audit conducted in accordance with International Standards on Auditing and generally accepted auditing standards in Sweden.
In our opinion, the corporate governance report has been prepared and its statutory content is consistent with the annual accounts and the consolidated accounts.
Malmö, 10 March 2016
Deloitte AB
Torbjörn Svensson Authorised Public Accountant
| 2015 | 2014 | 2013 | 2012 | 2011 | |
|---|---|---|---|---|---|
| Comprehensive income, SEK m | |||||
| Rental income | 1,910 | 1,856 | 1,704 | 1,497 | 1,428 |
| Operating surplus | 1,445 | 1,406 | 1,238 | 1,099 | 1,042 |
| Income from property management | 975 | 888 | 749 | 685 | 656 |
| Changes in value | 1,884 | -396 | 616 | 4 | 179 |
| Tax | -581 | -97 | -302 | 134 | -170 |
| Profit for the year | 2,278 | 395 | 1,063 | 823 | 665 |
| Comprehensive income for the year | 2,274 | 400 | 1,063 | 826 | 663 |
| Financial position, SEK m | |||||
| Investment properties | 28,623 | 24,299 | 22,584 | 19,876 | 18,046 |
| Other non-current assets | 247 | 197 | 469 | 382 | 234 |
| Current receivables | 88 | 111 | 126 | 89 | 97 |
| Cash and cash equivalents | 75 | 71 | 11 | 102 | 206 |
| Total assets | 29,033 | 24,678 | 23,190 | 20,449 | 18,583 |
| Equity | 8,876 | 6,967 | 6,894 | 6,138 | 5,600 |
| Deferred tax liability | 2,199 | 1,627 | 1,598 | 1,314 | 1,459 |
| Other non-current liabilities | 16,016 | 15,349 | 13,350 | 12,412 | 10,974 |
| Current liabilities | 1,942 | 735 | 1,348 | 585 | 550 |
| Total equity and liabilities | 29,033 | 24,678 | 23,190 | 20,449 | 18,583 |
| Key financial ratios | |||||
| Return on equity, % | 28.8 | 5.7 | 16.3 | 14.0 | 12.3 |
| Return on total assets, % | 11.3 | 8.4 | 6.4 | 6.2 | 8.6 |
| Equity/assets ratio, % | 30.6 | 28.2 | 29.7 | 30.0 | 30.1 |
| Interest coverage ratio, multiple | 3.2 | 2.8 | 2.6 | 2.7 | 2.8 |
| Loan-to-value ratio, properties, % | 56.8 | 58.2 | 60.8 | 59.3 | 58.1 |
| Debt/equity ratio, multiple | 1.8 | 2.0 | 2.0 | 1.9 | 1.9 |
| Share-related key ratios | |||||
| Earnings per share, SEK | 29.64 | 5.14 | 13.83 | 10.71 | 8.65 |
| Earnings per share before tax, SEK | 37.20 | 6.40 | 17.76 | 8.96 | 10.86 |
| Income from property management per share, SEK | 12.69 | 11.55 | 9.75 | 8.91 | 8.54 |
| Cash flows from operating activities | |||||
| per share, SEK | 13.32 | 12.30 | 10.02 | 9.72 | 8.94 |
| Equity per share I, SEK | 115.49 | 90.65 | 89.7 | 79.86 | 72.86 |
| Equity per share II, SEK | 144.10 | 111.82 | 110.49 | 96.96 | 91.85 |
| EPRA NAV (long-term net asset value) per share, SEK | 155.54 | 126.76 | 111.92 | 104.23 | 97.32 |
| Market price per share, SEK | 171 | 142.75 | 115.25 | 101.50 | 91.00 |
| Dividend per share, SEK (2015 = proposed dividend) | 5.25 | 4.75 | 4.25 | 4.00 | 3.75 |
| Dividend yield per share, % | 3.1 | 3.3 | 3.7 | 3.9 | 4.1 |
| Total yield per share, % | 23.1 | 27.5 | 17.5 | 15.7 | -3.1 |
| P/E ratio I, multiple | 5.8 | 27.8 | 8.3 | 9.5 | 10.5 |
| P/E ratio II, multiple | 17.3 | 15.8 | 15.2 | 15.5 | 14.5 |
| Number of shares at year-end, thousands | 76,857 | 76,857 | 76,857 | 76,857 | 76,857 |
| Average number of shares, thousands | 76,857 | 76,857 | 76,857 | 76,857 | 76,857 |
| Property-related key figures | |||||
| Number of properties | 276 | 269 | 264 | 253 | 247 |
| Carrying amount for properties, SEK m | 28,623 | 24,299 | 22,584 | 19,876 | 18,046 |
| Investment yield, % – all properties | 5.1 | 5.6 | 5.9 | 5.6 | 5.8 |
| Investment yield, % – excl. project properties | 5.5 | 5.9 | 6.0 | 6.1 | 6.2 |
| Lettable area, m2 | 1,745,992 | 1,551,666 | 1,523,125 | 1,425,072 | 1,365,170 |
| Rental income, SEK per m2 | 1,136 | 1,201 | 1,199 | 1,085 | 1,057 |
| Operating surplus, SEK per m2 | 832 | 876 | 876 | 786 | 760 |
| Economic occupancy rate, % – all properties | 88 | 91 | 91 | 92 | 91 |
| Economic occupancy rate, % – excl. project properties | 91 | 91 | 91 | 92 | 92 |
| Surplus ratio, % | 73 | 73 | 73 | 72 | 72 |
| Employees | |||||
| No. of employees at end of period | 122 | 113 | 111 | 87 | 87 |
FIVE-YEAR REVIEW
Turn to page 135 for definitions of key ratios
When profit for the year or equity is included in key ratios, profit and equity are stated including non-controlling interests unless otherwise indicated.
Profit as a percentage of average equity, excluding non-controlling interests.
Earnings before interest, value changes in derivatives and taxes (EBIT) as a percentage of average total assets.
Equity as a percentage of total assets.
Interest coverage ratio Income from property management, plus interest expense, divided by interest expense.
Interest-bearing liabilities as a percentage of the properties' carrying amounts.
Debt/equity ratio Interest-bearing liabilities relative to equity.
These key ratios are based on the share of equity and profit attributable to shareholders in the Parent Company. There is no dilution effect from potential shares to be taken into consideration. An adjustment has been made to reflect the two-for-one share split carried out in 2011.
Earnings divided by the average number of shares outstanding.
Earnings per share before tax Earnings per share before tax divided by the average number of shares outstanding.
Income from property management, per share Income from property management divided by the average number of shares outstanding.
Cash flows from operating activities (after changes in working capital) divided by the average number of shares outstanding.
The relationship between the closing balances for equity and the number of shares.
Calculated as Equity per share I, but not charged with deferred tax. Equity is increased by the addition of the carrying amount for deferred tax liabilities.
Long-term net asset value (EPRA NAV) per share Equity per share following the reversal of interest-rate derivatives and deferred tax according to the balance sheet.
Proposed dividend as a percentage of the year-end market price.
Share price performance and actual dividend relative to the market price at the start of the year.
P/E ratio I, multiple Market price per share divided by earnings per share.
Market price per share divided by income from property management, charged with tax at the nominal rate, per share.
These key ratios are based on the property portfolio as of 31 December of the year concerned. Rental income pertains to annual contractual rental income as per 1 January the following year. The operating surplus is based on the properties' earning capacity as per 1 January the following year.
The total number of properties in Wihlborgs' ownership at the end of the period.
The carrying amount for the Group's property portfolio at the end of the period.
Rental income plus estimated market-level rents for unlet space.
Operating surplus as a percentage of the carrying amount for the properties at the end of the period.
Rental income per m2 Rental income on an annualised basis divided by lettable area.
Operating surplus per m2 Operating surplus divided by lettable area.
Economic occupancy rate Rental income as a percentage of rental value.
Operating surplus as a percentage of rental income.
b) the disposition to be made of the company's profits or losses as shown in the balance sheet adopted by the Meeting.
c) the discharge of the members of the Board and the Chief Executive Officer from personal liability, and
The above notice must be published in Svenska Dagbladet and in Sydsvenska Dagbladet or other daily newspaper published in Skåne. If publication of Svenska Dagbladet ceases, notifications will be announced instead in Dagens Industri.
§ 11 Shareholders who would like to participate in the business of a general meeting must be registered in the transcript or otherwise of the share register confirming conditions five days prior to the meeting and must notify the company of their intention, and that of no more than two advisors, to attend the meeting not later than the day stipulated in the notice of the general meeting. This day must not be a Sunday, a public holiday, a Saturday, Midsummer's Eve, Christmas Eve or New Year's Eve and must not be more than the five weekdays before the Meeting.
§ 12 The company's shares will be recorded in a control register pursuant to the Swedish Financial Instruments Accounts Act (1998:1479).
Production Wihlborgs in association with Navigator. Photography Felix Gerlach (interiors and exteriors), Peter Westrup (portraits). Printed by Exaktaprinting AB. Printed on Swan marked paper, licence no. 341 140.
Malmö – Head Office Wihlborgs Fastigheter AB Box 97, SE-201 20 Malmö, Sweden Visitors: Dockplatsen 16 Tel: +46 40 690 57 00 Fax: +46 40 690 57 01
Helsingborg until 31 May 2016 Wihlborgs Fastigheter AB Garnisonsgatan 25 A SE-254 66 Helsingborg, Sweden Tel: +46 42 490 46 00 Fax: +46 42 490 46 01
Helsingborg from 1 June 2016 Wihlborgs Fastigheter AB Terminalgatan 1 SE-252 78 Helsingborg Telefon: +46 42 490 46 00 Fax: +46 42 490 46 01
Wihlborgs Fastigheter AB Ideon Science Park Scheelevägen 17 SE-223 70 Lund, Sweden Tel: +46 40 690 57 00
Wihlborgs A/S Hørkær 26, 1 sal DK-2730 Herlev, Denmark Tel: +45 396 161 57 Fax: +45 396 161 58
With the commitment of our employees and the quality of our properties, we will create conditions for strong growth for business in the Öresund region.
wihlborgs.se
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