TIDMNOTP

RNS Number : 5134U

Nottingham Building Society

30 July 2020

 
                                                 Nottingham Building Society 
 
                                   Results for the period ended 30 June 2020 
 
                The Nottingham presents its results for the six months ended 
                 30 June 2020, which shows our mutual ownership ethos coming 
                 to the fore as we continue to show progress in the delivery 
          of our strategy, despite the exceptional and uncertain environment 
                                       in the wake of the COVID-19 pandemic. 
 
                                         Key performance highlights include: 
 
                                             *    Total assets of GBP3.9 bn; 
 
 
                                              *    Gross lending of GBP232m; 
 
 
                  *    Strong liquidity position with liquid assets ratio of 
                                                                      18.6%; 
 
 
                    *    Strong retail franchise - branch savings membership 
                                                      continues to increase; 
 
 
                   *    Sector-leading customer advocacy with a net promoter 
                                                           score of 78%; and 
 
 
                  *    Strong capital ratios with Common Equity Tier 1 ratio 
                                        of 15.0% and leverage ratio of 5.0%; 
 
 
 
                 David Marlow, Chief Executive of The Nottingham, commenting 
                                                         on the results said 
 
                  "The first half of 2020 has been dominated by the COVID-19 
              pandemic which has brought significant impacts to our nation's 
               health, how we live our daily lives and the economy; with the 
             strong likelihood that the UK will suffer the deepest recession 
                                              since the Great Frost of 1709. 
 
                In unprecedented periods of national challenge such as this, 
                organisations and firms come under pressure and scrutiny and 
                 it is where we as a mutual, owned by our members, can bring 
         our financial strength to bear to support our members, stakeholders 
            and the communities that we serve. That is what we have focussed 
           on, ensuring that we play our full part in tackling this national 
                                                                     crisis. 
 
                                                          Supporting members 
 
        The initial phase of the crisis was focussed on providing continuity 
              of service to members as the country went into total lockdown, 
               providing access to their money and support for those in need 
            at a very difficult time, through our branch network and contact 
              centre. We were happy to fulfil this by remaining open in over 
                              60 branches throughout the period of lockdown. 
 
              We then turned our attention to how we could best support both 
          our savings and borrowing members. We began by making a commitment 
              to all our savers, that despite the Bank of England's decision 
                  to reduce Bank Base Rate to a record low of 0.1%, we would 
                  not reduce any savings rates for at least three months. We 
               believed that this was the right thing to do, when the nation 
                was effectively locked down and facing enormous uncertainty. 
          We have subsequently extended this for our branch savings members, 
                who represent the vast majority of our savers, for a further 
                                    three months until the end of September. 
 
             For mortgage customers, we swiftly put in arrangements to allow 
                  borrowers to take a three month deferral on their mortgage 
                 if required; knowing that, in the vast majority of cases, a 
              mortgage payment is the largest monthly outgoing. Furthermore, 
              in appropriate circumstances, we have enabled borrowers facing 
             significant challenges, the opportunity to extend that deferral 
               for a further three months. Although a very small number each 
                year, we also took the decision to introduce a moratorium on 
                 possession action for those facing payment difficulties due 
                  to the pandemic , until the end of October, to keep people 
             in their homes even if they are unable to repay their mortgage. 
 
                 This strong and rapid response to support members would not 
               have been possible without the tremendous commitment and hard 
               work of our team members. They responded brilliantly to their 
       designation as key workers, ensuring we remained open and operational 
       throughout, with hundreds of team members also making the significant 
                  adjustment to working from home. This required our support 
             teams to ensure there was a safe and secure working environment 
              in place, whether that has been in branch, at our Head Office, 
            or at home. In response to those fantastic efforts, we committed 
                to pay all our team members in full throughout the period of 
        lockdown, irrespective of their personal situation or circumstances, 
                     providing certainty for all through the initial period. 
 
               In addition to supporting our members and colleagues, we have 
                also taken our broader community responsibilities seriously, 
             making significant contributions to key charities at the outset 
                 of the lockdown period. Those benefitting include Framework 
             - our charity partner tackling homelessness; the Trussell Trust 
                  - a network of foodbanks who operate across our heartland; 
           and The Silverline, a national charity providing mental wellbeing 
                       counselling and support for the elderly and isolated. 
 
                 We believe these changes and support options were the right 
                thing to do to be there for our stakeholders and communities 
                      at this most difficult time, irrespective of the cost. 
 
                Our mutual ethos and financial strength, in the shape of our 
                  capital which has been built up over 160 years plus, means 
                 that we could deliver that. Because of this, we decided not 
                  to take available government support of furlough payments, 
                as we are fortunate enough to be able to finance and support 
                 ourselves and members - the mutual benefit. A demonstration 
             of how well received this has been by our members, is reflected 
                  in our Net Promoter Score. Despite all the difficulties in 
               2020, our NPS stands at an incredible 78% - a resounding vote 
                                             of confidence from our members. 
 
                          Building a relevant vibrant society for the future 
 
                More recently, we turned our attention to how we ensure that 
                the Society can operate in a relevant and sustainable way in 
                  the new world that is rapidly emerging. Following a review 
            of our strategy and priorities for the next three to five years, 
                 we concluded that it was important for us to accelerate the 
            plans we had highlighted in the 2019 Report and Accounts; namely 
                                                                    that we; 
 
                  *    Should continue to manage our balance sheet carefully 
                           to balance the needs of our savings and borrowing 
                                                                    members; 
 
 
                     *    Review our range of services to ensure our members 
                        receive the right blend of expert advice and service 
                                       from carefully selected partners; and 
 
 
                               *    Continue to invest in the use of digital 
                                                               technologies. 
 
 
 
          We have therefore, been taking appropriate decisions to accelerate 
                                      our activity and plans in these areas. 
 
                Notwithstanding the fact that our interest payable to savers 
                 will be higher than it might otherwise have been due to our 
                 commitment not to lower rates, we are beginning to see some 
            encouraging signs in our refocussed approach to mortgage lending 
                  and on our investment decisions of the past 12 months. Our 
                  mortgage lending to June 2020 is up 24% on the same period 
           last year, despite the disruption of the pandemic and our balance 
               sheet is growing again, albeit by a small amount. We are also 
             earning improved yields on this lending, hence why we are happy 
         to increase our activity levels. We are also seeing good reductions 
                in the number of borrowers leaving us, with redemptions down 
                                  by 30% compared to the first half of 2019. 
 
                Our branch savings balances also continue to grow and are 4% 
              up on a year ago with that growth spread evenly over the year. 
                 In addition, we now have almost 20,000 LISA members, saving 
                to buy their first home with the Society, and this number is 
              increasing every week. This demonstrates that our core savings 
          and mortgage franchises are in good health despite the challenging 
                                                  macro-economic conditions. 
 
                  In terms of reviewing our services, earlier this month, we 
             announced a strategic alliance with Belvoir Property Management 
              to provide estate agency and lettings services to our members. 
          Having operated our own estate agency for many years, we concluded 
            that now was the right time to transfer most of those operations 
            to a national expert, based in the East Midlands, who are better 
               placed to deliver these services to our members. The alliance 
              will also bring benefits to members in the shape of nationally 
                available discounts on estate agency and letting fees, along 
                 with a unique premises share arrangement that should enable 
           both parties to continue to offer and extend High Street services 
                                  in a more flexible and cost efficient way. 
 
                 We also took this opportunity to review our branch network, 
            which over recent years has doubled in size to over 60 locations 
              across nine counties. The vast majority of our locations, both 
                 established and new, achieved their commercial requirements 
            and demonstrated that they deliver significant value to members. 
                However, a relatively small number did not and we have taken 
                 the sad decision to close these locations. Apart from those 
                  locations directly impacted by our new strategic alliance, 
              the vast majority of branches selected for closure are in very 
                  close proximity to each other. For example, in the greater 
                Nottingham area, we currently have 13 branches within a five 
               mile radius of our Head Office. This will be reduced to eight 
                  by the end of the year and should not significantly impact 
             choice and access to branches for our members in our home city. 
         Whilst it is always difficult to take decisions to close locations, 
               our actions will enable us to focus our efforts on continuing 
                  to grow a vibrant branch network, which is now established 
                                      across a large geographical footprint. 
 
                Finally, over the past couple of years, we have successfully 
            invested in developing stronger digital capabilities for members 
                and brokers. One of the key societal changes we have seen as 
                  a consequence of the pandemic is a significant increase in 
             consumer usage of digital channels and the increased resilience 
              of firms able to serve customers in a digital, as well as face 
                 to face format. We have therefore decided to double down on 
              our digital investment and plan to launch a new unique savings 
                proposition for digital savers in the first quarter of 2021. 
               This will enable the Society to serve a broader age range and 
                                  demographic of members in the years ahead. 
 
                  There is no doubt that 2020 will stand out as a unique and 
             challenging year. As a mutual we are clear that when confronted 
                  with such significant challenges that we should deploy our 
             financial strength built up over more than 160 years to benefit 
                                                                our members. 
 
             Our decision and actions to support members, continue to invest 
               significantly in the Society ready for the new world emerging 
               and the additional costs of responding to the national crisis 
                  will mean that we are expecting to report a full year loss 
                 in 2020, as reflected in our statutory loss reported in the 
                  first half of the year. However we are able to demonstrate 
                  that the underlying performance of the Society, net of the 
           one off costs and committed investments we are making in response 
                  to the pandemic and subsequent economic stress, is robust. 
 
               We are able to do this not only because we have the financial 
                firepower and capital strength to do so, but also because we 
              are already seeing the returns on decisions we have previously 
        taken to effectively manage our balance sheet. Lending is increasing 
               with good demand for our products at improving yields and our 
              branch savings franchise continues to grow. We have taken some 
                  difficult decisions, which are set to improve our offering 
               in estate agency and lettings and reduce the costs of running 
                 the Society moving forward. Investing in our digital future 
             is something which we believe will enable us to grow membership 
                in the years ahead with a compelling savings proposition but 
                                                   at a lower cost to serve. 
 
               We are also announcing today that our Chairman, John Edwards, 
              will be stepping down from the Board in September after almost 
                 9 years, the vast majority of it as Chair. In line with our 
             succession plans, John will be succeeded, subject to regulatory 
           approval, by Andrew Neden who is currently the Senior Independent 
       Director and Vice-Chair. Andrew has been a member of The Nottingham's 
          Board since 2014 and has the ideal blend of experience, background 
                and knowledge of the Society to pick up its stewardship from 
                  John and steer it into a post-pandemic world ensuring that 
              the Society remains relevant and vibrant. Andrew's appointment 
                was approved by the Board following a selection process with 
                                                    external search support. 
 
               John has done a magnificent job steering the Society over the 
                  past 9 years, a period in which it has significantly grown 
                 its asset base, branch footprint and positioned the Society 
                                             strongly for the digital world. 
 
              Kerry Spooner, who has been on the Board since 2016 and chairs 
            the Remuneration Committee will, subject to regulatory approval, 
                  become the Senior Independent Director (and whistleblowing 
                                                                  champion). 
 
                 The Society also announced the appointment of Mike Brierley 
            as a Non- Executive Director and subject to regulatory approval, 
                  will succeed Andrew as Chair of the Board Audit Committee. 
               Mike has over 35 years' experience in Chief Financial Officer 
           (CFO) roles within the financial services industry. Most recently 
                 Mike was CFO of Metro Bank PLC between 2009 and 2018, where 
               he played a key role in helping lead the challenger bank from 
                  start-up to listing. He has been a director of Barclaycard 
              responsible for business risk and, between 1999 and 2006, held 
             a variety of roles with Capital One Bank (Europe) PLC including 
         CFO Europe, CFO UK and Managing Vice President and Chief Enterprise 
         Risk Officer Europe. Mike is a Fellow of The Institute of Chartered 
                                     Accountants in England and Wales (FCA). 
 
                Since retiring as an executive, Mike has joined the board of 
                  Admiral Group plc, the FTSE 100 general insurance company, 
       where he is a member of both the audit committee and the remuneration 
              committee. He also serves as Chair of their financial services 
          subsidiary. Mike brings a breadth of experience and deep knowledge 
                                       of financial management to the Board. 
 
                 The next 12 months will continue to bring challenges as the 
                 full economic impact of the pandemic takes its toll. We are 
                 however well placed to absorb these factors while investing 
                 in developing a modern building society that can fulfil its 
                 purpose of serving a growing membership - to save, plan for 
                  and protect their financial futures, whatever the economic 
                                                                conditions." 
 
 
                                                                David Marlow 
                                                             Chief Executive 
                                                                30 July 2020 
 
 
 Consolidated income statement for 
  the six months ended 30 June 2020 
                                                 Period to          Period to       Year ended 
                                                   30 June            30 June           31 Dec 
                                                      2020               2019             2019 
                                               (Unaudited)        (Unaudited)        (Audited) 
                                                      GBPm               GBPm             GBPm 
 Interest receivable and similar income               36.2               41.9             84.0 
 Interest payable and similar charges               (15.7)             (18.7)           (37.9) 
                                             -------------      -------------      ----------- 
 Net interest income                                  20.5               23.2             46.1 
 
 Fees and commissions receivable                       2.5                3.1              6.2 
 Fees and commissions payable                        (0.3)              (0.5)            (1.1) 
 Other income                                            -                  -              0.2 
 Net losses from derivative financial 
  instruments                                        (3.3)              (1.7)            (0.6) 
                                             ------------- 
 Total net income                                     19.4               24.1             50.8 
 
 Administrative expenses                            (18.2)             (18.8)           (36.5) 
 Depreciation and amortisation                       (3.1)              (2.6)            (5.5) 
 Pension finance cost                                    -                  -            (0.1) 
                                             -------------      -------------      ----------- 
 Operating (loss)/profit before impairment 
  and change in EIR accounting estimate              (1.9)                2.7              8.7 
 Impairment charge - loans and advances              (2.7)                  -            (0.4) 
 Impairment charge - goodwill                            -                  -            (4.0) 
 Change in EIR accounting estimate                       -                  -           (12.3) 
 (Loss)/profit before tax                            (4.6)                2.7            (8.0) 
 
 Tax credit/(expense)                                  0.8              (0.6)              0.8 
                                             -------------      -------------      ----------- 
 
 (Loss)/profit after tax for the financial 
  period                                             (3.8)                2.1            (7.2) 
                                             -------------      -------------      ----------- 
 
 Reconciliation of statutory (loss)/profit before taxation 
                                                 Period to          Period to       Year ended 
                                                   30 June            30 June           31 Dec 
                                                      2020               2019             2019 
                                               (Unaudited)        (Unaudited)        (Audited) 
                                                      GBPm               GBPm             GBPm 
 Statutory (loss)/profit before taxation             (4.6)                2.7            (8.0) 
 Adjusted for: 
   Losses from derivative financial 
    instruments                                        3.3                1.7              0.6 
   Other income                                          -                  -            (0.2) 
   Strategic investment costs                            -                0.5              1.3 
   Impairment - goodwill                                 -                  -              4.0 
   Change in accounting estimate                         -                  -             12.3 
                                             -------------      -------------      ----------- 
 
 Underlying (loss)/profit before taxation            (1.3)                4.9             10.0 
                                             -------------      -------------      ----------- 
 
 Impairment charges - loans & advances                 2.7                  -                - 
                                             -------------      -------------      ----------- 
 
 Underlying profit before impairment 
  charges on loans & advances                          1.4                4.9             10.0 
                                             -------------      -------------      ----------- 
 
 
 
 
 Consolidated statement of comprehensive 
  income for the six months ended 30 
  June 2020 
                                                     Period to          Period to       Year ended 
                                                       30 June            30 June           31 Dec 
                                                          2020               2019             2019 
                                                   (Unaudited)        (Unaudited)        (Audited) 
                                                          GBPm               GBPm             GBPm 
 (Loss)/profit for the period                            (3.8)                2.1            (7.2) 
 Items that will not be re-classified 
  to the income statement 
   Remeasurement of defined benefit                          -                  -                - 
    obligation 
   Tax on items that will not be re-classified           (0.1)              (0.1)                - 
 Items that may subsequently be re-classified 
  to the income statement 
 FVOCI reserve 
   Valuation gains taken to reserves                       0.4                0.9              0.7 
   Tax on items that may subsequently 
    be re-classified                                         -                  -            (0.1) 
                                                 ------------- 
 Other comprehensive income for the 
  period net of income tax                                 0.3                0.8              0.6 
                                                 -------------      -------------      ----------- 
 
 Total comprehensive (expense)/income 
  for the period                                         (3.5)                2.9            (6.6) 
                                                 -------------      -------------      ----------- 
 
 
 Consolidated statement of financial 
  position 
  as at 30 June 2020 
                                             30 June            30 June           31 Dec 
                                                2020               2019             2019 
                                         (Unaudited)        (Unaudited)        (Audited) 
                                                GBPm               GBPm             GBPm 
 Assets 
 Liquid assets                                 666.2              580.9            615.1 
 Derivative financial instruments                1.5                1.5              2.0 
 Loans and advances to customers             3,152.1            3,339.3          3,161.4 
 Fixed and other assets                         39.1               43.9             40.5 
                                       -------------      -------------      ----------- 
 
 Total assets                                3,858.9            3,965.6          3,819.0 
                                       -------------      -------------      ----------- 
 
 
 Liabilities 
 Shares                                      2,809.1            2,834.4          2,781.1 
 Borrowings                                    764.8              849.7            771.3 
 Derivative financial instruments               35.8               14.4             12.8 
 Other liabilities                              12.0               16.5             12.9 
 Subscribed capital                             24.5               24.9             24.7 
                                       -------------      -------------      ----------- 
 Total liabilities                           3,646.2            3,739.9          3,602.8 
 
 Reserves 
 General reserves                              212.7              225.8            216.6 
 Fair value reserves                               -              (0.1)            (0.4) 
                                       -------------      -------------      ----------- 
 
 Total reserves and liabilities              3,858.9            3,965.6          3,819.0 
                                       -------------      -------------      ----------- 
 
 
 Consolidated statement of changes 
  in members' interests for the period 
  ended 30 June 2020 
 
                                                    General     FVOCI reserve 
                                                    reserve                       Total 
                                                       GBPm              GBPm      GBPm 
 
 Balance as at 1 January 2020 (Audited)               216.6             (0.4)     216.2 
 Loss for the period                                  (3.8)                 -     (3.8) 
 Other comprehensive (expense)/income 
  for the period (net of tax) 
  Net gains from changes in fair value                    -               0.4       0.4 
  Remeasurement of defined benefit obligation         (0.1)                 -     (0.1) 
                                                 ----------  ----------------  -------- 
 Total comprehensive (expense)/income 
  for the period                                      (3.9)               0.4     (3.5) 
                                                 ----------  ----------------  -------- 
 Balance as at 30 June 2020 (Unaudited)               212.7                 -     212.7 
                                                 ----------  ----------------  -------- 
 
 
 Balance as at 1 January 2019 (Audited)               223.8             (1.0)     222.8 
 Profit for the period                                  2.1                 -       2.1 
 Other comprehensive (expense)/income 
  for the period (net of tax) 
  Net gains from changes in fair value                    -               0.9       0.9 
   Remeasurement of defined benefit obligation        (0.1)                 -     (0.1) 
                                                 ----------  ----------------  -------- 
 Total comprehensive income for the 
  period                                                2.0               0.9       2.9 
                                                 ----------  ----------------  -------- 
 Balance as at 30 June 2019 (Unaudited)               225.8             (0.1)     225.7 
                                                 ----------  ----------------  -------- 
 
 
 Balance as at 1 January 2019 (Audited)               223.8             (1.0)     222.8 
 Loss for the year                                    (7.2)                 -     (7.2) 
 Other comprehensive income for the 
  period (net of tax) 
  Net gains from changes in fair value                    -               0.6       0.6 
 Total comprehensive (expense)/income 
  for the period                                      (7.2)               0.6     (6.6) 
                                                 ----------  ----------------  -------- 
 Balance as at 31 December 2019 (Audited)             216.6             (0.4)     216.2 
                                                 ----------  ----------------  -------- 
 
 
 
 Summary consolidated cash flow statement 
  for the period ended 30 June 2020 
                                                     30 June        30 June       31 Dec 
                                                        2020           2019         2019 
                                                 (Unaudited)    (Unaudited)    (Audited) 
                                                        GBPm           GBPm         GBPm 
 Cash flows from operating activities                    2.2            6.5          4.5 
 Changes in operating assets and liabilities            26.9           59.8        109.0 
                                               -------------  -------------  ----------- 
 Net cash generated by operating activities             29.1           66.3        113.5 
 Cash flows from investing activities                  124.2            7.1      (104.0) 
 Cash flows from financing activities                  (1.4)          (1.4)        (3.0) 
 
 Increase in cash and cash equivalents                 151.9           72.0          6.5 
 
 Cash and cash equivalents at beginning 
  of period                                            272.6          266.1        266.1 
                                               -------------  -------------  ----------- 
 
 Cash and cash equivalents at end of 
  period                                               424.5          338.1        272.6 
                                               -------------  -------------  ----------- 
 
 
 Summary ratios 
                                              30 June   30 June         31 Dec 
                                                 2020      2019           2019 
                                                    %         %              % 
 
 Common Equity Tier 1 capital ratio              15.0      15.3           15.1 
 Liquid assets as a percentage of shares 
  and borrowings                                18.64     15.77          17.32 
 Group profit for the year as a percentage 
  of mean total assets                         (0.20)      0.10         (0.18) 
 Group management expenses as a percentage 
  of mean total assets                           1.11      1.07           1.07 
 Group interest margin as a percentage 
  of mean assets                                 1.07      1.16           1.17 
 
      Notes 
        *    The financial information set out above, which was 
             approved by the Board of Directors on 29 July 2020, 
             does not constitute accounts within the meaning of 
             the Building Societies Act 1986. 
 
 
        *    The financial information for the year ended 31 
             December 2019 has been extracted from the Annual 
             Report & Accounts for the year and on which the 
             auditors have given an unqualified opinion. 
 
 

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