Business overview
Our value-creation process
What we do VALUE-ADDING ACTIVITIES |
Invest | Develop | Grow | |||||
1
Source Through internal and external resources, we source the best investment and development opportunities 2
Assess We evaluate identified opportunities and invest in assets with the greatest potential to deliver exceptional and sustainable returns. We seek to optimise our capital allocation 3
Secure We secure the opportunity, once we have assessed and approved our investment decision 4
Fund By prudently managing our funding, we have the financial flexibility to execute value-enhancing investments, develop new assets or redevelop existing assets |
5
Develop We develop buildings to meet tenant and consumer needs and, by doing so, we generate a pipeline of investment properties |
6
Enhance Through proactive property and asset management, we strive for exceptional and sustainable total returns. Total return includes both income and capital growth with the focus on distribution growth 7
Evaluate We optimise our total return through proactive asset management, using our sector insight and expertise to regularly review our entire asset portfolio and value the potential return of our assets to generate maximum shareholder value 8
Recycle capital We optimise our capital allocation by recycling capital from mature assets into assets with higher growth prospects |
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9 Support All our activities are underpinned by shared corporate services such as finance, human resources, legal and marketing |
Outputs |
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Outcomes | ||||||
STRATEGIC MATTER |
RESOURCE | RESOURCE TRADE-OFFS IN IMPLEMENTING OUR STRATEGY |
RISKS AND OPPORTUNITIES |
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FINANCIAL | ||||||
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As a REIT, we will pay distributions twice a year. The positive impact on our shareholders (social and relationship resources) may be countered by the negative impact on our financial resources. |
Liquidity risk Meeting shareholder expectation Emerging markets |
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MANUFACTURED | ||||||
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To create an integrated smart city that works, high investments in manufactured resources to build infrastructure in the Waterfall precinct impact our short-term financial resources. We believe creating a sustainable city will benefit us in the long run, positively impacting our financial resources. |
Delivery of Waterfall development Fibre reliability Liquidity Land invasion Cost and availability of electricity Cost and availability of water supply B-BBEE score |
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HUMAN | ||||||
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Through water-saving strategies and our investment (financial resources) in renewable energy resources we improve the impact on our natural and financial resources, making us responsible corporate citizens. |
Cost and availability of water supply Cost and availability of electricity |
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SOCIAL AND RELATIONSHIP | ||||||
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Training and developing employees is a retention strategy and a way to build our intellectual capital. Financial resources are initially negatively affected, but boosted in the long run through the value that employees generate for the company. |
B-BBEE score | ||||
NATURAL | ||||||
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We invest time (human resources) and money (financial resources) into our social and relationship resources as the quality of our relationships supports or hampers our ability to operate (Social and relationship resources). |
B-BBEE score Stakeholder activism |
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INTELLECTUAL | ||||||
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Investing in intellectual resources by automating systems improves the quality of information but has a negative impact on short-term financial resources. To have a competitive edge, automation is vital and will benefit our financial resources in the long term. |
All risks |