Earnings Release • Mar 5, 2012
Earnings Release
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Cash flow and dividend growth targets achieved in 2011 and renewed for 2012 Strategy roll-out in all markets
| • | Consolidated turnover: | €1,113 m | +29% |
|---|---|---|---|
| • | Funds from operations (FFO)1 : |
€13.1 /share | +12% |
| • | Net Asset Value, going concern2 : |
€147.2 /share | +6% |
| • | Loan to value is improving: | 51.2% | -200bp |
| • | 3 Dividend proposed, with option for payment in shares : |
||
| €9.0 /share | +13% | ||
| • | 2012 FFO and dividend growth targets > +10% | ||
Paris, March 5, 2012, 6:00 pm. The Supervisory Board, meeting today, examined the consolidated accounts for the year 2011, presented by Management. The consolidated accounts have been audited. The certification report will be issued once procedures required in order to publish the annual financial report have been executed.
Altarea Cogedim marries the recurrent income of a retail property company with the added value of a developer active in the three main real-estate markets (Retail, Residential and Office).
Thanks to this complementary strategy, all financial indicators are up in 2011, notably Funds from Operations, which grew by more than 10% for the 8th consecutive year since the Altarea Cogedim group went public, despite challenging conditions.
" In contrast with the international economic and financial situation, 2011 was another year of acceleration for our businesses overall. We confirmed our positions and the strength of our business model, which enables us to combine recurrence and added value under optimized risk conditions. We also continued to implement our strategic plan in our core activities. In Retail, we continued to concentrate our asset base on regional shopping centers and large retail parks with the Family Village® concept. Also, with the acquisition of RueDuCommerce we became the first multi-channel property company, by integrating e-commerce into our revenue model. In Residential, we continued to gain share in spite of a down market. Lastly, we reinforced our investment potential in Office property to position ourselves for the coming new cycle. In each of its markets Altarea Cogedim has staked out a differentiating competitive position based on innovation, brand image and technology. It is this positioning which drives our financial performance and which will enable us to generate funds from operations and dividend growth of over 10% in 2012."
Alain Taravella, President and Founder of Altarea Cogedim
1 Net result before changes in fair value and non cash expenses
2 Fully diluted going-concern NAV net of financial instruments and non-SIIC taxation 3
Proposed to the General Meeting of Shareholders scheduled for May 25, 2012
| In euros Millions | 2011 | 2010 | Variation |
|---|---|---|---|
| Assets | 3,310 | 3,250 | +1.8% |
| Group share | 2,618 | 2,602 | +0.6% |
| Capitalization rate4 | 6,21% | 6,35% | -14bps |
| Net rents received | 148.8 | 152.1 | -2.2% |
The Group's investment strategy focuses on developing large shopping centers in Ile-de-France (Greater Paris Region) and the PACA Region (Provence and the French Riviera), developing retail parks throughout France under the Family Village concept, and restructuring and extending current centers. The strategy aims to concentrate the asset base on 30 to 35 centers over the next 3-4 years (vs. about fifty currently), with an average unit size of over €100 Million. Through aggressive asset management (investment, restructuring, disposals), the average asset unit size has increased by +12% over the year: it is now €67.5 Million vs. €60.2 Million in 2010.
Continuation of the asset refocus plan initiated in 2009 has left the asset portfolio value unchanged at €2.6 Billion (in group share). Rents generated were €148.8 Million, slightly down 2.2% compared to 2010, as openings of shopping centers, acquisitions and rents increase almost offset the impact from disposals.
| Summary of changes in completed property | GLA Area Group Share |
Value (€ Million) Group Share |
|---|---|---|
| TOTAL as of December 31, 2010 | 670,876 | 2,602 |
| Openings | 17,529 | 36 |
| Disposals | (38,558) | (121) |
| Like for like | 101 | |
| Sub-total | (21,029) | 16 |
| TOTAL as of December 31, 2010 | 649,847 | 2,618 |
| incl. France | 534,544 | 2,068 |
| incl. international | 115,304 | 550 |
Tenants'revenues in asset base properties increased by +0.5%, like for like5 , compared to a decline in the national index of 0.8% (source: CNCC). The Retail Parks owned and managed by Altarea Cogedim achieved superior performance yet again this year as compared to all other models, adding +2.2% (like for like). This performance demonstrates that the model is in tune with the expectations of the tenants but also of consumers, who benefit from a competitive price offering along with ease of purchase and a quality environment which combines sustainability, special events and leisure activities.
Investment in 2011 totaled €127 Million6 and mainly included investment in the Villeneuve-La-Garenne shopping center and the extension phase of the Family Village in Nîmes Costières.
The Group executed €121 Million7 worth of asset disposals in 2011. These were smaller centers, well-located in city centers, which Altarea Cogedim will continue to manage.
4 The capitalization rate equals net rent over appraised value net of duty 5
Cumulative revenues of merchants, like-for-like area 6 Group share (€150 M for 100%)
7 Group share (€132 Million for 100%)
8 Group share (€1,414 Million for 100%)
In order to serve consumers' new spending habits as exemplified in the surge in e-commerce, Altarea Cogedim has positioned itself as the 1st multi-channel property company by launching a friendly public tender offer in December 2011 on RueduCommerce, a French e-commerce company.
This multi-channel positioning has three objectives:
to enter the fast-growing e-commerce market (+22%),
to bring RueduCommerce's advantages to Altarea Cogedim's bricks-and-mortar shopping centers as well as to its residential sales business aimed at individual buyers
while assisting RueDuCommerce in developing its online shopping mall, with medium-term target business revenues in the order of one billion euros.
Beyond the technological synergies and the means allocated, the Group intends to implement real change at every level of organization, in order to become the 1st multi-channel property company.
RueduCommerce, with revenues of €384 Million and 6 to 8 million single visitors per month, is one of the highest-volume ecommerce sites in France. After starting as a distributor of technical products it became the first site to successfully launch an online marketplace in France. In 2011 the marketplace's merchants generated sales of €95 Million (up +39%), with average commissions of 8.0% vs. 7.3% in 2010. RueduCommerce has maintained its position as one of France's largest distributors of technical products, with sales of €289 Million in 2011 and market share estimated at 10% to 13%.
As the acquisition closed at the very end of 2011, RueduCommerce did not contribute to the Group's P&L in 2011.
| In euros Millions | 2011 | 2010 | variation |
|---|---|---|---|
| Reservations w/o Laennec | 1,153 | 1,009 | + 14% |
| Reservations incl. Laennec | 1,205 | 1,289 | - 6% |
| Backlog9 | 1,620 | 1,395 | +16% |
| Offer plus portfolio | 3,621 | 2,498 | +45% |
With €1,205 Million in signed reservations in 2011 and 4,197 residential units sold, Cogedim continued to gain market share and now represents 5.5% of the domestic new residential market in value, after doubling its market share since 2007.
Market share was won entirely through organic growth. It is the result of the Group's strategy:
- Brand capital and the relentless pursuit of product quality
Positioning as a developer of exceptional properties (Laennec program in the 7th arrondissement of Paris launched in 2010, Nouvelle Vague program on the banks of the Seine launched in 2011)
A broader range of products including mid- and entry levels
- Product innovation (launch of the first Résidences Cogedim Club for seniors, …)
9 Backlog is comprised of sales before tax of notarized transactions to be accounted for by the completion method and retail and block sale reservations not yet formalized with a notary - A multi-channel organization with innovative distribution channels close to our customers, whether they be owner-occupiers, private investors or institutions (sales force, websites for clients and for sponsors, tablet apps, client relationship management tools,…)
Revenues for 2011 showed significant growth, from €577 Million to €822 Million, a 42% increase, with net operating income improving substantially at 10.5%10 vs. 9.1% the previous year…
Backlog is €1,620 Million, up 16%, equivalent to 24 months' revenues.
In addition to the backlog, the Group's potential business is over €3.6 Billion including tax, equivalent to 3 years' of operations thanks to the residential pipeline, which includes both properties for sale11 and future offer12 .
| 2011 | 2010 | Variation | |
|---|---|---|---|
| Deliveries (in sqm net floor area) | 170,000 | 71,000 | +139% |
| Take up (in € Million, with tax) | 131 | 332 | -61% |
| Backlog (in € Million. before tax) | 157 | 194 | -16% |
Altarea Cogedim is a major factor in office property, both as a developer (off-plan or under development contract) and as a service provider, as development manager under mandate. Its strategy is based on market-leading technology skills.
A large number of programs were delivered in the course of the year: 7 office buildings totaling approximately 170,000 sqm, including 86,600 sqm for Tour First, the largest HQE® (High Environmental Quality) site in France, awarded the Pierre d'Or, a MIPIM Award and the SIMI First Prize.
Altarea Cogedim has all the resources needed to respond to an uptick in demand for new programs, as well as for refurbishments, as witnessed by the signing of the forward lease agreement for the future headquarters of Mercedes-Benz France, which will aim for the NF-HQE® and the BREEAM "Excellent" certifications.
Lastly, with the AltaFund office fund, which closed in 2011 with total equity commitments of €600 Million, the Group has forged a powerful investment tool to seize high value-added opportunities with managed risk.
10 Net property income is calculated net of accrued interest costs, after advertising and sales fees and expenses
11 Properties for sale represent units currently available for sale, expressed as revenue including tax 12 The future offer consists of projects under contract (through a preliminary sales agreement) not yet launched, expressed as revenue including tax.
| In euros Millions | 2011 | 2010 | Variation |
|---|---|---|---|
| Consolidated turnover | 1,113.0 | 863.6 | +29% |
| Retail | 135.4 | 139.7 | -3% |
| Residential | 86.1 | 52.5 | +64% |
| Office | 0.1 | 8.1 | NA |
| Other | (1.7) | (2.5) | NA |
| Operating cash flow | 219.9 | 197.8 | +11% |
| Funding from Operations (FFO) | |||
| (Group share) | 134.3 | 119.8 | +12% |
| FFO per share (Group share) | €13.1 | €11.7 | +12% |
| Net IFRS earnings (Group share) | 88.2 | 146.1 | NA |
| NAV | 1,498.4 | 1,417.4 | +6% |
|---|---|---|---|
| NAV in € per share13 | €147.2 | €139.3 | +6% |
| LTV | 51.2% | 53.2% | -2.0 pts |
As of December 31, 2011 Group funds from Operations were up by +11%, to €220 Million.
Growth was spearheaded by Residential (Operating cash Flow +64%) as a result of gains in market share over the last three years, Retail dropped by 3% due to the impact on rents of the arbitrage/disposals policy, which has not yet been offset by the rents which will be produced by assets currently under development. The contribution of Office is flat because of the reduced number of new projects in 2011.
Consequently, funds from operations were €140.4 Million, up by 15% compared to 2010, and the Group's share of funds from operations, was €13.1 per share, an increase of +12% from 2010.
| Variation of going-concern NAV | € per share |
|---|---|
| Going-concern NAV as of December 31, 2010 | 139.3 |
| Dividend | -8.0 |
| FFO | +13.1 |
| Variation in asset values | +11.8 |
| Variation values of financial instruments | -7.8 |
| Other | -1.2 |
| Going-concern NAV as of December 31, 2011 | 147.2 |
On December 31, 2011, Altarea Cogedim's totally diluted, going-concern NAV (reappraised Net Asset Value), was up by +5.7%, at €147.2 per share, net of dividend distribution of €8.0 per share.
NAV advanced thanks to gains in funds from operations, in the value of retail assets (capitalization rate compression of - 14bp), and in the value of Cogedim.
13 Fully diluted going-concern NAV net of financial instruments and non-SIIC taxation
At the end of 2011, the Group held €348 Million in cash and equivalent.
Net financial borrowing for Altarea Cogedim Group was just about static at €2,108 Million at the end of 2011. Average interest cost was 3.6% in 2011 vs. 3.7% in 2010.
The Group Consolidated LTV Ratio showed a 200 bp decline, to 51,2% at December 31, 2011, while ICR coverage improved slightly, to x2.8.
At the next General Meeting of Shareholders to be held next May 25, the Group will propose the payment of a dividend of €9 per share, an increase of +12.5% with respect to 2010, in line with commitments made last year. Shareholders will have the option of choosing payment of the dividend in shares of Altarea Cogedim. These new shares will be issued at a 10% discount to the average share price over the 20 trading days preceding the General Meeting.
Thanks to its competitive position and to the highly predictable quality of its earnings, and assuming equivalent economic conditions, Altarea Cogedim is forecasting an increase of at least 10% of funds from operations and dividend in 2012.
Group financial communications are released after trading.
Listed in compartment A of NYSE Euronext Paris (SRD Long Only), Altarea Cogedim is a significant participant in the real-estate markets. As both a retail property investor and a developer, it is the only group in the 3 main property markets: retail, residential, office. For each it has the complete skill-set required to design, develop, sell and manage bespoke real-estate products. By acquiring French web merchant RueduCommerce on December 31, 2012, Altarea Cogedim became the 1st multi-channel retail property company.
As of year end 2012, Altarea Cogedim owned investment assets comprised of shopping centers worth 2.6 Million euros with a market capitalization of 1.2 Billion euros.
Eric Dumas, Chief Financial Officer [email protected], tel: + 33 1 44 95 51 42
Nathalie Bardin, Head of Communications
[email protected], tel: +33 1 56 26 25 36
Yoann Nguyen, Analyst and investor relations [email protected], tel: + 33 1 53 32 84 76 Servane Tasle, Press Relations
[email protected], tel: + 33 1 53 32 78 94
WARNING
This press release does not constitute an offer to sell or solicitation of an offer to purchase Altarea shares. If you wish to obtain more complete information regarding Altarea, we invite you to refer to documents available on our website, www.Altarea-cogedim.com.
This release may contain declarations in the nature of forecasts. While the Company believes such declarations are based on reasonable assumptions at the date of publication of this document, they are by nature subject to risks and uncertainties which may lead to differences between real figures and those indicated or inferred from such declarations.
BUSINESS REVIEW December 2011
By operating in the three major property markets (residential, offices and retail), Altarea Cogedim is able to reap the benefits of their different cycles by effectively leveraging its resources in the right market at the right time. In this way, its business model combines recurring revenue with added value for an optimal risk profile.
In 2011 Altarea Cogedim continued to implement its strategic plan across its different business lines.
In 2011 Altarea Cogedim has continued to shift the weighting of its asset allocation to regional centers and large-format retail parks with the "Family Village" concept. With a significant presence in the strongest demographic growth regions, these two formats now account for 69% of the Group's portfolio14. At 2011 year end, the portfolio included 49 properties for a total value of €2.618 billion15 (+0.6%). Through asset management operations (investments, refurbishment, disposals) the average unit size of assets increased by 12% in the year to €67.5 million from €60.2 million in 201016 .
In 2011, Altarea Cogedim sold long-term holdings for €121 million and reinvested €127 million in property development. The Group also obtained administrative authorizations for the construction of 1,184,000 sq. ft. (110,000 m²) of new retail space17 and launched two projects representing total investments of €202 million18 (the future Villeneuve La Garenne regional center and the Nîmes Costières Family Village).
The goal is to concentrate to a portfolio of 30 to 35 core assets with an average value of more than €100 million, mainly consisting of regional centers and large retail parks with the "Family Village" concept. Altarea Cogedim considers that these two formats are ideally adapted to evolving consumer trends not only because of their positioning as brick-and-mortar
operations, but ultimately as part of the "multichannel property company" that the Group intends to develop.
With the acquisition of RueduCommerce, Altarea Cogedim is the first property company to have integrated online retail into its revenue model19. With sales revenue of €384 million20 and between 6 and 8 million single visitors per month, RueduCommerce is one of the commercial sites with the highest traffic in France. Beginning as a retailer of high-tech products, RueduCommerce was the first site to have successfully launched an online marketplace in France. This marketplace ("La Galerie Marchande") presents strong similarities with a brick-and-mortar operation, since RueduCommerce is paid through commissions on sales generated by online merchants operating through its site. In 2011, merchants operating from this platform had revenue of €95 million (+39%) that generated average commissions of 8.0% compared with 7.3% in 2010. RueduCommerce is also one of France's leading online distributors of high-tech products with revenue in 2011 of €289 million and an estimated market share of between 10% and 13%.
Many operational synergies have already been identified that will benefit both Altarea Cogedim and RueduCommerce. Several "pilot" brick-and-mortar retail sites have consequently been selected for experimental initiatives with potential for larger- scale deployment in a second phase. And for RueduCommerce's e-retail operations, by increasing resources dedicated to the online marketplace, the goal is to reach revenue of around €1 billion for this format. Thus, beyond the issue of technological synergies and allocated resources, this development will involve making transformational changes at every level of the Group's organization to become the first multi-channel property company.
In a total market showing a decline of approximately 12,000 housing units compared with 201021 , Cogedim's reservations for new housings rose slightly to reach 4,200 units (+2%).
Cogedim's market share in France reached 5.5% in value terms (from 4.2% in 2010), with new housing sales representing €1.205 billion including tax in
14 On a Group share basis, that is 22.2% for large retail parks and 47.2% for regional centers and urban entertainment centers.
15 Rights included, on a Group share basis (€3.310 billion at 100%).
16 Figure at 100%. In light of assets held through partnerships, the
average size per unit, on a Group share basis, is €53.4 million compared with €48.5 million or up 10%.
17 Group share for 904,168 sq. ft. (84,000 m²).
18 Figure on a Group share basis (€318 million at 100%).
19 After the takeover bid completed on February 21, 2012, Altarea Cogedim held more than 96% of RueduCommerce.
20 For the 2011 calendar year, of which €289 million from the distribution of products and €95 million generated by the online marketplace.
21 103,000 new housings were reserved in 2011, according to the French Ministry of Housing.
Building on the very strong commercial gains of the last three years22, Cogedim's revenue on a percentage-of-completion basis rose 42% to €821.5 million, and the backlog came to €1.6 billion excluding tax or 24 months' sales. Finally, operating profit rose 64% to €86.1 million for an operating margin of 10.5%.
As a "preferred" real estate brand, Cogedim remains France's top developer in the upscale market (53% of sales) in large part thanks to its strong presence in the Paris Region (62% of sales). By leveraging its image and its guiding "quality commitment" across its entire organization, Cogedim is continuing to expand into mid-ranges and entry-level segments, particularly through affordable "controlled-price" housing projects developed in partnership with local authorities. In 2011, Cogedim rolled out its first Cogedim Club serviced residences specially designed for "active seniors," and has reworked highly innovative concepts to reconvert existing office properties into residential housing. Finally, Cogedim expanded its geographical coverage with the creation of two new entities in the strong demographic growth regions of Aix-en-Provence and Montpellier.
To meet the challenges of a highly volatile macroeconomic environment, Cogedim's organization has been adjusted to rapidly adapt to all market conditions. As a result, it has no inventory of completed property and strict investment criteria are maintained23, the portfolio of land under preliminary sales agreements is above €3 billion or 30 months of business and the product line has been expanded and renewed with innovative concepts. The commercial organization in particular has been the focus of special attention. The most advanced technologies have been made available to the internal and external (expert channels) sales force for customer database management (CRM, intranet, extranet, remote sales assistance tools) to better target potential buyers' issues, thus increasing the conversion rate. Cogedim's residential property website was optimized to integrate the latest functionalities to better showcase the brand. Applications for iPhones24 and Android smartphones have also been developed to maintain permanent
22 At the time of its acquisition by Altarea in 2007, Cogedim had a 2.5% market share in France in value terms.
contact with existing or potential customers as part of multi-channel distribution strategy.
In a market still in recovery, investors opt primarily for core office properties that incorporate both environmental concerns and the latest technological innovations and that offer responses to address the users' new working practices.
Altarea Cogedim Entreprise has a solid track record and expertise in deploying the latest technological advances. As a result, it is able to successfully execute complex construction or refurbishment projects. This capability is illustrated by the seven properties delivered in 201125 as well as the most recently completed transactions26 .
In 2011, Altarea Cogedim Entreprise also completed the final closing of the office property investment vehicle AltaFund, to reach total equity commitments of €600 million and a discretionary investment capacity of more than €1.2 billion including leverage. Its objective will be to acquire land or existing office assets to be repositioned, and apply its know-how to create premium quality core assets with high environmental value-added destined to be sold in the medium term.
With the addition of this investment vehicle, the entire office property investment cycle is now covered from development and delegated project management to investment, fund management and asset management. On the strengths of this complete offering of products and services combined with the expertise of its teams, Altarea Cogedim is ready to respond to new demands of investors and take advantage of all opportunities arising over the coming months.
In each of its three markets, Altarea Cogedim occupies a competitive position providing differentiation based on innovation, brand equity and technology.
23 Pre-let rate of at least 50% before the acquisition of the land.
24 14,000 existing or potential customers have downloaded the Cogedim apps.
25 A particularly noteworthy example was the First Tower, which received the French National Engineering Prize (Grand Prix National de l'Ingénierie) in 2010, the Pierre d'Or Award and the MIPIM Award for a refurbished office building.
26 Including the project to build the headquarters of Mercedes-Benz France with a net floor area of 134,000 sq. ft. (13,000 m²) for offices plus 64,600 sq. ft. (6,000 m²) for a training center, that will be certified NF HQE®, BBC Energie® and BREEAM with a rating of "Excellent".
1.1 Brick-and-mortar retail
1.2 Online retail
Key figures for the portfolio at December 31, 2011 (share attributable to Altarea Cogedim)
| Operating shopping centres | Shopping centres under development | |||||||
|---|---|---|---|---|---|---|---|---|
| December 31, 2011 | GLA in sqm |
Current gross rental income (27) |
Appraisal value (28) |
Weighted average capitalisation rate (29) |
GLA in sqm |
Provisionnal gross rental income |
Net investment (30) |
Yield |
| Retail Parks & Family Village | 186 255 | 27.4 | 453 | 6.50% | 114 400 | 22.4 | 262 | 8.5% |
| Shopping Centres | 463 592 | 132.9 | 2 165 | 6.15% | 124 200 | 50.4 | 553 | 9.1% |
| Total assets | 649 847 | 160.3 | 2 618 | 6.21% | 238 600 | 72.8 | 815 | 8.9% |
After rising 1.3% last year, consumer spending on manufactured goods registered very marginal growth in 2011 (+0.2%) and is expected to remain steady in 2012 with projected growth of approximately 0.5%.
This very low growth remains in line with forecasts in growth for GDP of 0.5% in 2012.
Tenant revenues: outperformance of the Group's retail parks with the Family Village® format
| 2011 revenue | Overall | Like-for-like |
|---|---|---|
| Retail parks and Family Villages | 2.2% | 1.6% |
| Shopping centres | -0.3% | -0.4% |
| Total | 0.5% | 0.3% |
| CNCC index | -0.8% | -1.6% |
Tenant revenue on a like-for-like basis (base 100 in 2006)
Family Village: a format adapted to the profile of today's retailers and consumers
With its Family Village offering specifically designed for an optimal shopping experience and
31 INSEE and CBRE, PLF 2012 publications.
customer convenience, Altarea Cogedim stands out in the segment still largely dominated by a relatively unstructured edge-of-town offering without a marketing component.
Altarea Cogedim's Family Villages are large formats (GLA of up to 646,000 sq. ft. [60,000 m²]) located in outlying urban commercial areas with high-quality architectural features. Its tenants are non-food chains with mass market positions and much larger floor areas than found in a shopping center32. Their property33 and logistics costs are roughly 60% to 70% lower while sales per m² range between €2,000 and €3,000 per annum. With average rents of €100-€150 and rental charges of €10-€20 per m² and per annum, the low break-even point of these retailers allows for a rapid a return on investment. These formats offer consumers competitive prices combined with a comfortable purchasing experience in a quality environment that incorporate sustainable development, event and recreational components as the hallmark of the Altarea Cogedim design.
Rental income from Altarea Cogedim shopping centers
The Group's net rental income amounted to €148.8 million at December 31, 2011, virtually unchanged like-for-like (+0.2%) from one year earlier.
| Altarea portfolio Altarea retail parks Altarea shopping centers CNCC |
(€ m) | Dec 31, 2011 | Dec 31, 2010 |
|---|---|---|---|
| Rental revenues | 162.1 | 164.4 | |
| Other expenses | (13.4) | (12.3) | |
| Family Village: a format adapted to the profile of | NET RENTAL INCOME | 148.8 -2.2% |
152.1 |
| today's retailers and consumers | % of rental revenues | 91.8% | 92.5% |
| Net overhead expenses | (21.5) | (21.3) | |
| its Family Village offering specifically |
Miscellanious | 8.2 | 9.0 |
| designed for an optimal shopping experience and | OPERATING CASH FLOW | 135.4 -3.1% |
139.7 |
| % of rental revenues | 83.5% | 85.0% |
27 Rental values on signed leases at January 1, 2012.
28 Appraisal value including transfer duties.
29 The capitalization rate is the net rental yield relative (triple net rent) to the appraisal value excluding transfer duties.
30 Total budget including interest expense and internal costs.
32 Retail tenants of the Family Village format are often also present in shopping centers under a specific concept. 33 Rent + charges including tax.
By source, the growth in net rental income breaks down as follows:
| (€ m) | |
|---|---|
| Net rental income Dec 2010 | 152.1 |
| a- Shopping centres opened | 5.9 +3.9% |
| b- Disposals | (12.6) -8.3% |
| c- Acquisitions | 4.3 +2.8% |
| d- Refurbishments | (1.1) -0.7% |
| e- Like-for-like change | 0.3 +0.2% |
| Total change in net rental income | (3.3) - 2 .2 % |
| Net rental income Dec 2011 | 148.8 |
The marginal decline in rental income (-2.2%) reflects mainly disposals in 2010 and 2011 not yet been offset by amounts from assets under development.
Three city-center shopping centers (Mantes, Thionville and Tourcoing) were opened in 2011 representing a combined total GLA of approximately 188,000 sq. ft. (17,500 m²) (270,000 sq. ft. [25,100 m²] at 100%) and net rental income of €2.6 million.
Growth in rental income for shopping centers commissioned in the period also includes full-year contributions in 2011 from large shopping centers opened in 2010 (Okabé in Kremlin-Bicêtre, Limoges Family Village, Due Torri in Italy).
€121 million in long-term holdings were sold35, at average sale prices more than 8% higher than the the appraisal value at June 30, 2011. These consisted of small format shopping centers in citycenter locations.
The total decline in net rental income from disposals in 2011 and 2010 combined amounted to €12.6 million. Similarly, the impact in 2012 of disposals and preliminary sales agreements in 2011 will result in a €6.7 million decline in net rental income.
This mainly includes the full-year impact in 2011 of the Cap 3000 acquired in June 2010.
The major impact of refurbishment projects in the period concerned the sites of Mulhouse and Massy, which were gradually vacated in preparation of future works.
Occupancy cost ratio36, bad debt ratio37 and financial vacancy rate38 34
| Retail Parks & Family |
Shopping centres |
Group S1 2011 |
Group 2010 |
Groupe 2009 |
|
|---|---|---|---|---|---|
| Occupancy cost ratio | 6.5% | 10.8% | 9.3% | 9.3% | 9.5% |
| Bad debts ratio | 0.7% | 1.8% | 1.7% | 2.2% | 2.4% |
| Financial vacancy rate | 1.9% | 3.0% | 2.8% | 3.2% | 3.2% |
| No. of leases concerned |
New rent (€m) | Old rend (€m) | Increase (%) | |
|---|---|---|---|---|
| Letting | 181 | 18.8 | 0.0 | NA |
| Re-letting / Renew al | 135 | 10.7 | 9.4 | 13% |
| Total S1 2011 | 316 | 29.5 | 9.4 | NA |
In 2011, the turnover rate was 11% for assets in France.
| € m | Group share | Group share | |||
|---|---|---|---|---|---|
| Year | Rental income reaching lease expiry date |
% of total | Rental income reaching three year termination option |
% of total | |
| Past years | 14 | 9.0% | 18 | 11.0% | |
| 2012 | 6 | 3.9% | 17 | 10.4% | |
| 2013 | 5 | 3.3% | 34 | 21.4% | |
| 2014 | 13 | 8.3% | 35 | 21.6% | |
| 2015 | 8 | 5.0% | 16 | 10.0% | |
| 2016 | 9 | 5.7% | 16 | 9.9% | |
| 2017 | 20 | 12.6% | 8 | 4.9% | |
| 2018 | 24 | 15.0% | 4 | 2.2% | |
| 2019 | 19 | 12.0% | 3 | 1.7% | |
| 2020 | 19 | 11.8% | 3 | 2.1% | |
| 2021 | 10 | 6.2% | 3 | 1.8% | |
| 2022 | 5 | 3.2% | 0 | 0.3% | |
| > 2022 | 7 | 4.1% | 5 | 3.0% | |
| Total | 160 | 100.0% | 160 | 100.0% |
At December 31, 2011, the Group share's value39 of completed properties amounted to €2.618 billion, up marginally from the end of last year (+4.1% like-for-like).
| Operating shopping centres | ||||||
|---|---|---|---|---|---|---|
| December 31, 2011 | GLA sqm | Gross rental income (€ m) |
Value (€ m) | |||
| Retail Parks & Family Village | 186 255 | 27.4 | 453 | |||
| Shopping centres | 463 592 | 132.9 | 2 165 | |||
| TOTAL at 31 December 2011 | 649 847 | 160.3 | 2 618 |
34 Group share
35 Of which Reims under a preliminary sales agreement whose sale was completed in early January 2012.
36Ratio of rent and expenses charged to tenants to revenue including VAT generated by the retailer.
37Net amount of charges to and reversals of provisions for doubtful receivables plus any write-offs in the period as a percentage of total rent and expenses charged to tenants.
38Estimated rental value (ERV) of vacant units as a percentage of total estimated rental value of the portfolio including ERV and excluding property under redevelopment.
39 Including transfer duties.
| GLA sqm | Gross rental income (€m) |
Value (€m) | |
|---|---|---|---|
| Group share | Group share | Group share | |
| TOTAL at 31 December 2010 | 670 876 | 159.1 | 2 602 |
| Centres opened | 17 529 | 2.3 | 36 |
| Disposals * | (38 558) | (8.4) | (121) |
| Refurbishments | 2.0 | 101 | |
| Like-for-like change | 5.3 | ||
| Sub-total | (21 029) | 1.2 | 16 |
| o/w France | 534 543 | 124.6 | 2 068 |
| o/w International | 115 304 | 35.7 | 550 |
* including Reims (sold in early January 2012)
| Average size (€m) | 2011 | 2010 Change (%) | |
|---|---|---|---|
| Assets at 100% | 67.5 | 60.2 | +12% |
| Assets in group share | 53.4 | 48.5 | +10% |
| No. of assets | 49 | 54 | -9% |
Geographical breakdown of portfolio assets
| Group share | 100% | |||
|---|---|---|---|---|
| Paris Region | 924 | 35% | 1 054 | 32% |
| PACA / Rhône-Alpes | 382 | 15% | 805 | 24% |
| Southwest/Coastal areas | 538 | 21% | 553 | 17% |
| North and East | 224 | 9% | 331 | 10% |
| International | 550 | 21% | 567 | 17% |
| Total | 2 618 | 100% | 3 310 | 100% |
Altarea Cogedim Group's property portfolio valuation is based on appraisals by DTZ Eurexi and Icade Expertise (for shopping center properties in France and Spain), Retail valuation Italia (for shopping center properties in Italy) and CBRE (for hotels or business franchises). The appraisers use two methods:
Rental income includes:
The normative vacancy rate;
The impact of future rental capital gains resulting from the letting of vacant premises;
These valuations are conducted in accordance with the criteria set out in the Red Book - Appraisal and Valuation Standards published by the Royal Institute of Chartered Surveyors in May 2003. The appraisers' assignments were all carried out in accordance with the recommendations of the COB/CNC "Barthes de Ruyter working group" and comply fully with the instructions of the Appraisal Charter of Real Estate Valuation ("Charte de l'expertise en évaluation immobilière") updated in June 2006. Appraisers are paid lump-sum compensation determined in advance and based on the size and complexity of the appraised properties. Compensation is therefore totally independent of the results of the valuation assessment.
The value of the portfolio breaks down by appraiser as follows:
| Expert | Assets | % of the value* |
|---|---|---|
| Icade | France | 28% |
| Retail Valuation Italia | Italia | 14% |
| DTZ | France & Spain | 58% |
| CBRE | France | 0% |
* % of total value, including transfer duties
The weighted average capitalization rate declined from 6.35% in 2010 to 6.21% (-14bp.).
| Dec 31, 2011 | Dec 31, 2010 | |
|---|---|---|
| Average net | Average net | |
| cap. rate | cap. rate | |
| Retail Parks / Family Village | 6.50% | 6.68% |
| Shopping centres | 6.15% | 6.29% |
| Total | 6.21% | 6.35% |
| o/w France | 6.10% | 6.23% |
| o/w International | 6.63% | 6.81% |
1.2.2 Brick-and-mortar retail: Shopping centers under development41
At December 31, 2011 the volume of development projects under contract with Altarea Cogedim represented projected net investments42 of approximately €815 million and potential rental income of €73 million representing a projected gross return on investment of 8.9%.
40 The capitalization rate is the net rental yield relative to the appraisal value excluding transfer duties.
41 Group share of property assets.
42 Total budget including interest expense and internal costs.
| Shopping centres under development | ||||||||
|---|---|---|---|---|---|---|---|---|
| December 31, 2011 | GLA in sqm |
Provisionnal gross rental income |
Net investment |
Yield | ||||
| Retail Parks & Family Village | 114 400 | 22.4 | 262 | 8.5% | ||||
| Shopping Centres | 124 200 | 50.4 | 553 | 9.1% | ||||
| Total assets | 238 600 | 72.8 | 815 | 8.9% | ||||
| o/w refurbishments / extensions | 35 700 | 23.7 | 237 | 10.0% | ||||
| o/w creations | 202 900 | 49.1 | 578 | 8.5% |
Altarea Cogedim Group only reports on projects initiated on which work has begun, or under contracts managed by the company43. This pipeline does not include projects identified currently being negotiated or in advanced stage of study by the development staff. On average, the pipeline consists of projects scheduled for completion in 2013 and 2014 that are expected to be years of high organic growth for the property portfolio.
In 2011 Altarea Cogedim concluded a contract for a retail park project for 296,000 sq. ft. (27,500 m²) GLA in a prime location in the south of Nîmes, with a customer base experiencing a strong population retail influx. This project that has received all necessary approvals and is more than 50% pre-let. It will be marketed under the the Family Village concept developed by Altarea Cogedim.
The Group has also secured administrative authorizations for:
In 2011 Altarea Cogedim obtained authorizations for nearly 1,184,000 sq. ft. (110,000 m²) of retail
space, of which 904,000 sq. ft. (84,000 m²) on a Group share basis.
In total, 86% of space developed and 90% of amounts invested concern projects located in strong demographic growth regions (the Paris Region, south-eastern and northern France and northern Italy).
| Construction starts in 2011 | Type | Created GLA sqm * |
Total net investment * |
|---|---|---|---|
| Villeneuve-la-Garenne | Regional shopping center | 31 700 | 113,6 M€ |
| Nîmes | Family Village | 27 500 | 52,8 M€ |
| Toulouse Occitania - Extension Regional shopping center | 5 500 | 22,4 M€ | |
| Bercy Village - Refurbishment | urban entertainment center | - | 13,1 M€ |
| TOTAL | 64 700 | € 201.9 m | |
| * Group share |
In 2011 Altarea Cogedim invested a total of44 €127 million in its development project portfolio.
On the whole, the French market is mature and well supplied46. However, there is still room to expand by following a selected development strategy on the condition that certain fundamentals be taken into account:
Based on these factors, Altarea Cogedim has adopted an investment strategy with the following priorities:
43 Development projects initiated: assets under construction.
Development projects under contract: projects for which the land has been purchased or is under contract, partially or fully approved, but on which construction has not yet begun.
44 Change in non-current assets net of changes in payables to suppliers of non-current assets.
45 Total budget including financial carrying (interest expense) and internal costs.
46 France has 1.399 billion sq. ft. (130 million m²) of commercial space, equal to 2,368 sq. ft. (200 m²) per 1,000 inhabitants, one of the highest figures in Europe.
47 The notion of "existing commercial area" is broader than the notion of "existing center".
These principles also apply to expansion in Italy, where Altarea Cogedim will develop large shopping centers in northern Italy with local and international partners.
The strategy over the next three to four years is to concentrate on a portfolio of 30 to 35 core assets with an average value of more than €100 million48 while increasing the weighting of shopping centers with a regional draw, urban entertainment centers and large Family Village retail parks in the portfolio's asset allocation. To date, these formats already account for nearly 70% of the portfolio's assets.
48 Compared with the current portfolio with approximately 50 assets with a Group share valued at €50 million each.
| Gross rental | Gross rental | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| income (€m) | Value (€m) | income (€m) | Value (€m) | ||||||
| Centre | Country | Opening | Driver brand | Area | (1) | (2) | Area | (1) | (2) |
| Renovation | Group share | G/S | G/S | 100% | 100% | 100% | |||
| Villeparisis | F | 2006 (O) La Grande Recré, Alinea | 18 623 | 2,5 | 39,3 | 18 623 | 2,5 | 39,3 | |
| Herblay - XIV Avenue | F | 2002 (O) Alinéa, Go Sport | 14 200 | 2,7 | 46,9 | 14 200 | 2,7 | 46,9 | |
| Pierrelaye | F | 2005 (O) Castorama | 9 750 | 0,6 | 10,8 | 9 750 | 0,6 | 10,8 | |
| Bordeaux - St Eulalie | F | Tendance, Picard, Gemo | 13 400 | 1,7 | 27,8 | 13 400 | 1,7 | 27,8 | |
| Gennevilliers | F | 2006 (O) Decathlon, Boulanger | 18 863 | 4,1 | 73,1 | 18 863 | 4,1 | 73,1 | |
| Family Village Le Mans Ruaudin | F | 2007 (O) Darty | 23 800 | 3,3 | 52,7 | 23 800 | 3,3 | 52,7 | |
| Family Village Aubergenville | F | 2007 (O) King Jouet, Go Sport | 38 620 | 5,4 | 86,4 | 38 620 | 5,4 | 86,4 | |
| Brest - Guipavas | F | 2008 (O) Ikea, Décathlon, Boulanger | 28 000 | 4,2 | 71,1 | 28 000 | 4,2 | 71,1 | |
| Limoges | F | 2010 (O) Leroy Merlin | 21 000 | 2,9 | 44,5 | 28 000 | 3,8 | 59,3 | |
| Sub-total Retail Parks & Family Village | 186 255 | 27.4 | 453 | 193 255 | 28.4 | 468 | |||
| Toulouse Occitania | F | 2005 (R ) Auchan, Go Sport | 50 050 | 11,4 | 241,9 | 50 050 | 11,4 | 241,9 | |
| Paris - Bercy Village | F | 2001 (O) UGC Ciné Cité | 19 400 | 8,5 | 171,7 | 22 824 | 10,0 | 202,0 | |
| Paris - Les Boutiques Gare du Nord | F | 2002 (O) Monoprix | 1 500 | 1,3 | 10,3 | 3 750 | 3,2 | 25,8 | |
| Gare de l'Est | F | 2008 (R) Virgin | 5 500 | 6,9 | 58,7 | 5 500 | 6,9 | 58,7 | |
| CAP 3000 | F | Galeries Lafayette | 21 500 | 8,0 | 167,7 | 64 500 | 24,0 | 503,2 | |
| Thiais Village | F | 2007 (O) Ikea, Fnac, Decathlon,… | 22 324 | 6,9 | 107,1 | 22 324 | 6,9 | 107,1 | |
| Carré de Soie (50%) | F | 2009 (O) Castorama | 30 400 | 5,3 | 88,0 | 60 800 | 10,5 | 176,1 | |
| Plaisir | F | 1994 (O) | 5 700 | 1,0 | 11,0 | 5 700 | 1,0 | 11,0 | |
| Massy | F | 1986 (O) La Halle, Boulanger | 18 200 | 2,7 | 38,8 | 18 200 | 2,7 | 38,8 | |
| Lille - Les Tanneurs & Grand' Place | F | 2004 (R) Fnac, Monoprix, C&A | 25 480 | 6,5 | 86,7 | 25 480 | 6,6 | 86,9 | |
| Roubaix - Espace Grand' Rue | F | 2002 (O) Géant, Le Furet du Nord | 4 400 | 0,8 | 8,9 | 13 538 | 2,4 | 27,5 | |
| Châlons - Hôtel de Ville | F | 2005 (O) Atac | 2 100 | 0,5 | 7,3 | 5 250 | 1,3 | 18,3 | |
| Aix en Provence | F | 1982 (O) Géant, Casino | 3 729 | 1,7 | 27,7 | 3 729 | 1,7 | 27,7 | |
| Nantes - Espace Océan | F | 1998 (R) Auchan, Camif | 11 200 | 2,9 | 43,1 | 11 200 | 2,9 | 43,1 | |
| Mulhouse - Porte Jeune | F | 2008 (O) Monoprix | 9 600 | 2,7 | 41,5 | 14 769 | 4,1 | 63,8 | |
| Strasbourg - L'Aubette & Aubette Tourisme | F | 2008 (O) Zara, Marionnaud | 3 800 | 2,3 | 39 | 5 846 | 3,5 | 60 | |
| Bordeaux - Grand' Tour | F | 2004 (R) Leclerc | 11 200 | 3,3 | 55,8 | 11 200 | 3,3 | 55,8 | |
| Strasbourg-La Vigie | F | 1988 (O) Decathlon, Castorama | 8 768 | 1,1 | 14,6 | 16 232 | 2,1 | 27,1 | |
| Flins | F | Carrefour | 6 999 | 3,4 | 58,4 | 6 999 | 3,4 | 58,4 | |
| Toulon - Grand' Var | F | Go Sport, Planet Saturn | 6 336 | 1,1 | 21,7 | 6 336 | 1,1 | 21,7 | |
| Montgeron - Valdoly | F | 1984 (O) Auchan, Castorama | 5 600 | 2,5 | 39,8 | 5 600 | 2,5 | 39,8 | |
| Grenoble - Viallex | F | 1970 (O) Gifi | 4 237 | 0,4 | 5,1 | 4 237 | 0,4 | 5,1 | |
| Chalon Sur Saone | F | 1989 (O) Carrefour | 4 001 | 1,4 | 22,6 | 4 001 | 1,4 | 22,6 | |
| Toulon - Ollioules | F | 1989 (O) Carrefour, Decathlon | 3 185 | 2,3 | 41,6 | 3 185 | 2,3 | 41,6 | |
| Tourcoing - Espace Saint Christophe | F | 2011 (O) Auchan , C&A | 8 450 | 0,7 | 9,4 | 13 000 | 1,0 | 14,5 | |
| Mantes | F | 2011 (O) Monoprix | 3 424 | 0,3 | 5,4 | 3 424 | 0,3 | 5,4 | |
| Okabé | F | 2010 (O) Auchan | 25 100 | 9,3 | 152,9 | 38 615 | 14,3 | 235,2 | |
| Divers | F | 26 105 | 37 452 | ||||||
| Sub-total shopping centres France | 348 288 | 97.2 | 1 615 | 483 742 | 134.5 | 2 275 | |||
| Barcelone - San Cugat | S | 1996 (O) Eroski, Media Market | 20 488 | 7,8 | 117,5 | 20 488 | 7,8 | 117,5 | |
| Bellinzago | I | 2007 (O) Gigante, H&M | 19 713 | 7,3 | 115,9 | 20 491 | 7,6 | 120,5 | |
| Le Due Torri | I | 2010 (O) Esselunga | 32 400 | 8,4 | 137,9 | 33 680 | 8,7 | 143,4 | |
| Pinerolo | I | 2008 (O) Ipercoop | 7 800 | 3,1 | 48,4 | 8 108 | 3,3 | 50,3 | |
| Rome-Casetta Mattei | I | 2005 (O) Conad-Leclerc | 14 800 | 3,7 | 52,0 | 15 385 | 3,8 | 54,0 | |
| Ragusa | I | 2007 (O) Coop, Euronics, Upim | 12 130 | 3,0 | 42,5 | 12 609 | 3,2 | 44,2 | |
| Casale Montferrato Sub-total shopping centres international |
I | 2007 (O) Coop, Unieuro | 7 973 115 304 |
2,4 35.7 |
35,7 550 |
8 288 119 049 |
2,5 36.8 |
37,1 567 |
|
| Total at 31, December 2011 | 649 847 | 160.3 | 2 618 | 796 046 | 199.7 | 3 310 |
|---|---|---|---|---|---|---|
| o/w France | 534 543 | 124.6 | 2 068 | 676 997 | 162.9 | 2 743 |
| o/w International | 115 304 | 35.7 | 550 | 119 049 | 36.8 | 567 |
O: Opening - R: Renovation - F: France - I: Italia - S: Spain
(1) Rental value of signed leases at 1 January 2012
(2) Including transfer duties
| Centres | Country | Extension / Creation |
GLA sqm | Gross rental (€ m) |
Net invesment (€ m) |
Yield | GLA sqm | Gross rental |
Net invesment (€ m) |
Yield |
|---|---|---|---|---|---|---|---|---|---|---|
| Group share | G/S | G/S | G/S | 100% | (€ m) 100% |
100% | 100% | |||
| Family Village Le Mans 2 | F | Creation | 19 000 | 3,9 | 40,7 | 9,6% | 19 000 | 3,9 | 40,7 | 9,6% |
| Family Village Aubergenville 2 | F | Extension | 9 400 | 1,2 | 18 | 6,9% | 9 400 | 1,2 | 17,6 | 6,9% |
| La Valette du Var | F | Creation | 37 200 | 10,2 | 122 | 8,4% | 37 200 | 10,2 | 121,7 | 8,4% |
| Family Village Roncq | F | Creation | 21 300 | 2,8 | 29 | 9,4% | 42 600 | 5,5 | 59,0 | 9,4% |
| Family Village Nîmes | F | Creation | 27 500 | 4,3 | 52,8 | 8,1% | 27 500 | 4,3 | 52,8 | 8,1% |
| Total Retail Parks & Family Village | 114 400 | 22.4 | 262 | 8.5% | 135 700 | 25.2 | 292 | 8.6% | ||
| Villeneuve la Garenne | F | Creation | 31 700 | 8,4 | 113,6 | 7,4% | 63 400 | 16,8 | 227,1 | 7,4% |
| Toulouse Occitania | F | Extension | 5 500 | 2,0 | 22 | 9,1% | 5 500 | 2,0 | 22 | 9,1% |
| Massy -X% | F | Refurbishment / Extension |
6 800 | 7,1 | 78 | 9,1% | 6 800 | 7,1 | 78 | 9,1% |
| Bercy Village | F | Refurbishment | - | 2,1 | 13 | 15,7% | - | 2,4 | 15 | 15,7% |
| Cœur d'Orly | F | Creation | 30 700 | 8,3 | 102 | 8,1% | 122 800 | 33,0 | 408 | 8,1% |
| Cap 3000 | F | Refurbishment / Extension |
6 100 | 7,8 | 67 | 11,7% | 18 300 | 23,4 | 200 | 11,7% |
| Extension Aix | F | Extension | 2 400 | 1,9 | 19 | 10,0% | 4 900 | 3,0 | 28 | 10,9% |
| Misc. refurbishments / extensions | Refurbishment / Extension |
- | 0,2 | 3 | 6,2% | - | 0,2 | 3 | 7,3% | |
| Total shopping centres France | 83 200 | 37.7 | 417 | 9.0% | 221 700 | 88.0 | 982 | 9.0% | ||
| Ponte Parodi | I | Creation | 35 500 | 11,3 | 118 | 9,6% | 36 902 | 11,7 | 123 | 9,6% |
| Extension Le Due Tori (Stezzano) | I | Extension | 5 500 | 1,4 | 17 | 8,4% | 5 717 | 1,5 | 18 | 8,4% |
| Total shoping centres International | 41 000 | 12.7 | 135 | 9.4% | 42 620 | 13.2 | 141 | 9.4% | ||
| Total | 238 600 | 72.8 | 815 | 8.9% | 400 020 | 126.4 | 1 414 | 8.9% | ||
| o/w Extensions / refurbishments | 35 700 | 23.7 | 237 | 10.0% | 50 617 | 40.9 | 382 | 10.7% | ||
| o/w Asset creations | 202 900 | 49.1 | 578 | 8.5% | 349 402 | 85.5 | 1 032 | 8.3% |
While shopping in stores remains a fundamental and irreplaceable activity for consumers, shoppers are increasingly turning to the Internet and new communications tools as well. Such tools provide opportunities for mobility and exchange, whether to prepare for an in-store purchase or finalize an online transaction.
To adapt to these new consumer trends, Altarea Cogedim has moved to develop a position as the 1 st multi-channel property company by launching a friendly takeover bid for RueduCommerce in December 2011.
Altarea Cogedim has a controlling interest in RueduCommerce through its subsidiary Altacom with 96.54% of the RueduCommerce's shares following this takeover bid on February 21, 2012.
This multi-channel positioning has two objectives:
| Altarea Cogedim | RueduCommerce |
|---|---|
| Brick-and-mortar retail expertise | E-retail expertise |
| Relational retailers/brands | Relational online retailers/manufacturers |
| Financial strength | Brand strength |
| Revenue from retail merchants: €2 billion |
Sales volume: €0.4 billion49 |
Several "pilot" brick-and-mortar retail sites have consequently been selected for experimental initiatives combining the two formats with potential for a larger scale deployment in a second phase.
In 2011, online sales in France reached €37.7 billion including tax, up 22% from the prior year. This growth was driven by increases of two key industry benchmark indicators:
This overall growth trend is expected to continue with the FEVAD forecasting online revenue to double by 2015.
Breakdown of online sales by product type
Sources: GFK, FEVAD, FEDA, IFM, Sageret, Accuracy
Internet is highly attractive to retailers, as confirmed by the growth in the number of merchant websites, which exceeded the 100,000 milestone in 2011. However, the number of sites that clearly stand out is limited: only 1% had more than 100,000 transactions in 2011 supported by name recognition, a website referencing or a product offering sufficient to attract visitors.
In this context the online marketplace concept52 becomes increasingly relevant as the larger sites use and strengthen their capacity to concentrate the offering and traffic.
1.4.3 RueduCommerce
49Online sales excl. tax (online marketplace + direct sales) 50 Data from the French E-commerce and Home Shopping Federation (Fédération E-commerce et Vente à Distance or FEVAD), Médiamétrie//NetRatings and Oxatis.
51 Internet users having made at least one online purchase.
52 Offer proposed by some generalist websites hosting the products of other merchant sites and providing the latter the benefits of their higher traffic. In France, this concept of the online marketplace was pioneered by RueduCommerce in 2007.
Founded in 1999, the RueduCommerce Group is one of France's leading e-retailers53 with sales revenue of €384 million54 and between 6 and 8 million visitors per month. The group includes three brands: RueduCommerce.com and TopAchat.com, specialized in the distribution of mass-market computer and electronic equipment, and Alapage.com (cultural products).
On the strength of delivery services and a quality customer relationship performance55 , RueduCommerce has a solid customer base (5.5 million accounts of geotargeted clients) and a very strong brand.
In 2007, RueduCommerce launched the 1st online marketplace or shopping mall ("La Galerie Marchande") presenting significant similarities with a brick-and-mortar retail operation (offering sales to online merchant partners in exchange for a commission on their sales).
| 2011 | 2010 Change (%) | ||
|---|---|---|---|
| Revenue of merchant partners (excl. Tax) € 94.7 m € 67.9 m | +39% | ||
| No. of "acquired" merchant partners | 658 | 615 | +7% |
| Commission rate | 8.0% | 7.3% | +0.7 pts |
| Number of orders | 932,000 | 736,000 | +27% |
| Average shopping basket (incl. tax) | 138 | 129 | +7% |
Through this marketplace, RueduCommerce was able to expand its product offering into a very large range of products including fashion, beauty, household goods, consumer electronics, etc. Today this marketplace hosts 658 partners (+7% in one year) with an offering of approximately 2 million products.
In 2011, the sales volume of this marketplace grew significantly (+39% from 2010 or €95 million excluding tax) boosted in particular by strong growth in the fashion, home goods, gardening and DIY universes. The average commission rate on sales amounted to 8.0%, increasing 0.7 points from 2010 from a more profitable product mix (notably fashion and home goods, the 2nd and 3rd "universes" of the online marketplace, just behind consumer electronics).
RueduCommerce continues to be one of the leading online mass-market distributors of high-
the creation of the French online retail industry benchmark
tech products in France with a catalog of 12,000 products
Revenue in 2011 amounted to €289 million, representing between 10% and 13% of the online market for high-tech products with a significant average shopping basket (more than €200 including tax).
Results of the RueduCommerce Group56
| RueduCommerce pro forma income statement | Jan. |
|---|---|
| In €m | Dec. 2011 |
| Retail revenue | 289.0 |
| Raw materials & consumables | (244.2) |
| Gross margin | 44.8 |
| Commissions from online marketplace | 7.5 |
| Net overhead expenses | (45.9) |
| Allowances for depreciation and amortization | (1.3) |
| Impairment charges and net allowances for provisions | (0.8) |
| Transaction costs | (1.0) |
| Operating profit | 3.4 |
Because this acquisition was completed at the end of 2011, though fully consolidated in the balance sheet, RueduCommerce did not contribute to the Group's 2011 income statement.
53 RueduCommerce has ranked among the Top 15 of the since
(FEVAD-Médiamétrie//NetRatings)
54 For the 2011 calendar year, of which €289 million from the distribution of products and €95 million generated by the online marketplace.
55 RueduCommerce is the only online retail site with an ISO 9001 certified after-sales service.
56 According to pro forma annual results for the period from January 1 to December 31, 2011, as RueduCommerce's fiscal year ends on March 31,.
2. Residential property development
New housing sales in France slowed in 2011 compared with the prior period with 103,000 sales announced by the French Ministry of Housing, down from 115,000 sales last year. This reversal reflects the slump in sales to individuals after a strong contribution in the previous year (-28% for the first nine months of the year according to the FPI).
Despite the uncertain political and economic environment, fundamentals for residential property development remain positive. Demand is still strong with a structural shortage of 900,000 housing units in France while real estate still represents a safe investment in preparing for retirement.
Programs to promote homeownership are still attractive for first-time home buyers with the "PTZ+" zero interest loan refocused on new housing along with tax incentives for investors. The latter include the continuation of the 13% tax reduction ("loi Scellier") and an 11% tax reduction for furnished rentals combined with a VAT refund ("loi Censi-Bouvard ").
Since 2007, Cogedim has significantly outperformed the French market as a whole.
This increase in market share was driven exclusively by organic growth and reflects a strategy developed by the Group based on:
Cogedim's unique market position is the result of a consistent focus on quality over many years. Already a leading brand in the French market, Cogedim's goal is to become the "preferred brand" for buyers and investors alike. This target positioning is reflected in the locations it selects, the elegance of its architecture, use of durable materials and the quality of its buildings, exemplified by attractive entrance halls, landscaped green areas, habitability of the living areas and ample storage. Producing exceptional development projects
After the prestigious Laennec development project launched in 2010 in the heart of Paris' 7th district, in November 2011 Cogedim put "Nouvelle Vague" on the market: an exceptional development project along the Seine on quai Henri IV in Paris' 4th district, designed by the Berlin architect Finn Geipel of the Lin firm.
In 2011, the Group rolled out the first Cogedim Club residences: serviced residences for seniors combining an ideal location with high-quality services (video surveillance, extended concierge services, etc.). The Altarea Cogedim Group also acts as the manager for these residences, providing a guarantee of quality and service continuity for both occupants and investors. After Villejuif, Cogedim Club Residences were successfully rolled out in Arcachon and Sèvres.
To meet housing demand in all ranges, Cogedim has continued to expand its offering in mid-range and entry-levels, while maintaining its standards of high quality. Cogedim has also produced affordable "cost-controlled" residential properties design to address the needs of local authorities by promoting access to quality housing at advantageous financial conditions.
Cogedim ranked number one for developers for eco-efficiency performance in the property sector in 2011 in a survey conducted by Novethic. Criteria measured in this survey include transparency in terms of current performance and future commitments, energy performances, innovation and the company's general leadership. All projects launched since 2010 have been certified by Certivea for meeting environmental standards ("NF Bâtiments Tertiaires - Démarche HQE®") and virtually all are BBC Energie®-certified.
By adopting cautious prudential criteria early on, Cogedim exercises control over the majority of its land portfolio through unilateral land options to be exercised if the programs are commercially successful.
Today, the strength of its business assets (staff, products and land options) will allow Cogedim to maintain a lasting market share of 5% to 6% in France, combined with limited risk.
Cogedim has developed different distribution channels to better reach customers, whether individual home buyers, private or institutional investors. Cogedim has a sales force of approximately 160 employees that made it possible to place virtually all the 4,200 units sold in 2011. To complete this sales force, Cogedim has a strong Internet presence through its website www.cogedim.com, which provides complete information on all its development projects. This website has also been supplemented by a smartphone/touchscreen tablet application that has been downloaded 14,000 times, notably for locating nearby development projects using geolocation technology. To strengthen relations with buyers even further, Cogedim developed a customer relationship management (CRM) tool for improved monitoring of both their history and the positioning of the salesforce.
Cogedim has a specific website for expert channels to improve the visibility of the housing offer. Finally, the Group has developed a specific entity focused exclusively on meeting the needs of individual investors, Cogedim Invest.
Besides, operational and commercial synergies are considered with RueduCommerce, as end-users dedicated answers for instance.
Through its 10 subsidiaries57, Cogedim's goal is to become one of the top three developers in each of these regions and achieve sustainable market share of more than 6% for France.
With a new branch office in Aix en Provence and the opening of a new subsidiary Cogedim Languedoc-Roussillon, in Montpellier, Cogedim has strengthened its strategy of developing in southern France in metropolitan regions with strong demographic growth.
Reservations in 2011 amounted to €1.205 billion including tax. Excluding the exceptional impact of the Laennec program, reservations rose 14%.
| New | Serviced | Breakdown | ||||
|---|---|---|---|---|---|---|
| (€ m including tax) | Upscale Midscale | District | residence | Total | by region | |
| Paris region | 425 | 279 | 26 | 13 | 743 | 62% |
| PACA | 28 | 84 | 5 | 4 | 121 | 10% |
| Rhône-Alpes region | 150 | 74 | 0 | 0 | 224 | 19% |
| Grand Ouest region | 34 | 68 | 0 | 15 | 117 | 10% |
| Total | 636 | 506 | 31 | 32 | 1 205 | 100% |
| Breakdown by range | 53% | 42% | 3% | 3% | ||
| 2010 | 1 289 | |||||
| Change 2011 vs 2010 | - 6% | |||||
| 2009 | 887 | |||||
| Change 2011 vs 2009 | + 36% | |||||
| 2008 | 557 | |||||
| Change 2011 vs 2008 | + 116% | |||||
| 2007 | 668 | |||||
| Change 2011 vs 2007 | + 80% |
| (€ m including tax) | 2011 | 2010 | Change | |
|---|---|---|---|---|
| Net reservations (excl. Laennec) | 1 153 | 1 009 | + 14% | |
| Laennec | 52 | 280 | ||
| Net reservations (incl. Laennec) | 1 205 | 1 289 | - 6% |
Sales in 2011 totaled €1.327 billion (vs €1.311 billion in 2010).
The Paris Region remains Cogedim's top market (62% of sales) with a number of upscale projects in central Paris (i.e. Laennec - Paris 7 in addition to Nouvelle Vague - Paris 4; Cour St Louis - Paris 11; Canal Parc - Paris 19, etc.).
In today's particularly uncertain economic environment, the upscale segment is the most resilient, continuing to attract investors looking for safe investment products.
| Breakdown of reservations in value | 2011 | 2010 |
|---|---|---|
| Private investors | 33% | 41% |
| Home buyers | 37% | 44% |
| Institutional investors | 30% | 15% |
| TOTAL | 100% | 100% |
The number of units reserved for the Group totaled nearly 4,20059, up 2% from 2010.
| (number of units) | Upscale Midscale | New District |
Serviced residence |
Total | Breakdown by region |
|
|---|---|---|---|---|---|---|
| Paris region | 960 | 1 101 | 59 | 44 | 2 163 | 52% |
| PACA | 63 | 440 | 28 | 63 | 593 | 14% |
| Rhône-Alpes region | 503 | 373 | 0 | 0 | 876 | 21% |
| Grand Ouest region | 136 | 385 | 0 | 44 | 565 | 13% |
| Total | 1 662 | 2 298 | 87 | 151 | 4 197 | 100% |
| Breakdown by range | 40% | 55% | 2% | 4% | ||
| 2010 | 4 100 | |||||
| Change 2011 vs 2010 | + 2% | |||||
| 2009 | 4 345 | |||||
| Change 2011 vs 2009 | - 3% |
The average price of units sold in 2011 amounted to €276,00060, compared to €254,00060 in 2010. This increase was due mainly to the higher percentage of reservations in the upscale segment in the Paris Region (29%60 in 2011 compared with 25% in 2010).
57 Ile-de-France (the greater Paris region), Grand-Lyon, Savoies-Léman, Grenoble, Méditerranée, Provence, Midi-Pyrénées, Aquitaine, Atlantique and Languedoc-Roussillon.
58 Reservations net of cancellations
59 Consolidated Group share
60 Excluding exceptional developments of Paris 7 Rive Gauche and Nouvelle Vague
The disposal rate61 for these developments remained very high at 22% on average for 2011 compared with 19% in 2010.
Notarized sales in 2011 amounted to €1.070 billion including tax.
| (€ m including tax) | Upscale | Midscale | New District |
Serviced Residence |
Total | Breakdown by region |
|---|---|---|---|---|---|---|
| Paris region | 401 | 206 | 35 | 9 | 651 | 61% |
| PACA | 41 | 89 | 0 | 0 | 131 | 12% |
| Rhône-Alpes region | 103 | 80 | 0 | 1 | 184 | 17% |
| Grand Ouest region | 23 | 70 | 0 | 11 | 105 | 10% |
| Total | 569 | 445 | 35 | 21 | 1 070 | 100% |
| Breakdown by range | 53% | 42% | 3% | 2% | ||
| 2010 | 1 291 | |||||
| Change 2011 vs 2010 | - 17% | |||||
| 2009 | 720 | |||||
| Change 2011 vs 2009 | + 49% | |||||
| 2008 | 536 | |||||
| Change 2011 vs 2008 | + 100% | |||||
| 2007 | 771 | |||||
| Change 2011 vs 2007 | + 39% |
| (€ m excluding tax) | Upscale | Midscale | New District |
Serviced Residence |
Total | Breakdown by region |
|---|---|---|---|---|---|---|
| Paris region | 194 | 144 | 142 | 1 | 480 | 58% |
| PACA | 73 | 68 | 0 | 0 | 141 | 17% |
| Rhône-Alpes region | 49 | 61 | 0 | 13 | 123 | 15% |
| Grand Ouest region | 8 | 55 | 0 | 14 | 77 | 9% |
| Total | 324 | 328 | 142 | 28 | 822 | 100% |
| Breakdown by range | 39% | 40% | 17% | 3% | ||
| 2010 | 577 | |||||
| Change 2011 vs 2010 | 42% |
Net property income63 and operating cash flow
| (€ m) | Dec 31, 2011 | Dec 31, 2010 | |
|---|---|---|---|
| Revenues | 821.5 | 577.4 | |
| Cost of sales and other expenses * | (719.9) | (518.2) | |
| NET PROPERTY INCOME | 101.7 | +72% | 59.2 |
| % of revenues | 12.4% | 10.3% | |
| -72% | |||
| HONORAIRES | 1.0 | 3.7 | |
| In-progress inventory | 63.0 | 63.0 | |
| Overhead expenses | (84.1) | +10% | (76.3) |
| Miscellanious | 4.5 | 2.9 | |
| OPERATING CASH FLOW | 86.1 | +64% | 52.5 |
| % of revenues | 10.5% | 9.1% |
* Due to a change in accounting principles, advertising costs have been charged in retrospect (impact: € -3.8 m in 2011, and € -1.7 m in 2010)
Strong revenue growth in 2011 (+42%) and net property income (+12.4% or 2.1 points higher) compared with 2010, reflect the rebound in commercial activity since the beginning of 2009 accompanied by gains in market share by Cogedim. The very strong growth was accompanied by effective management of overhead expenses through significant gains in productivity.
At the end of 2011, the backlog64 for residential properties amounted to €1.620 billion, or 24 month sales, up 16% compared with €1.395 billion at the end of 2010. This performance ensures the Group excellent visibility for future results of residential property development.
| Notarised revenues | |||||
|---|---|---|---|---|---|
| not recognised on a | Revenues | ||||
| (€ m excluding tax) | percentage of | reserved but | Breakdown | Number of | |
| completion basis | not notarised | Total | by region | months | |
| Paris region | 759 | 321 | 1 080 | 67% | |
| PACA | 100 | 58 | 159 | 10% | |
| Rhône-Alpes region | 177 | 72 | 249 | 15% | |
| Grand Ouest region | 101 | 32 | 133 | 8% | |
| Total | 1 137 | 483 | 1 620 | 100% | 24 |
| Breakdown | 70% | 30% | |||
| 2010 | 1 030 | 365 | 1 395 | 29 | |
| Change 2011 vs 2010 | + 16% | ||||
| 2009 | 492 | 380 | 872 | 19 | |
| Change 2011 vs 2009 | + 86% | ||||
| 2008 | 389 | 234 | 623 | 13 | |
| Change 2011 vs 2008 | + 160% |
In addition to this backlog, the Group has potential revenue of more than €3.6 billion representing three years of business from the residential pipeline based on both properties for sale65 and the future offer66 .
| (€ m including tax) | Dec 31, 2011 | Dec 31, 2010 | |
|---|---|---|---|
| Property for sales | 633 | 403 | |
| Future offer (land portfolio) | 2 988 | 2 095 | |
| Residential property pipeline | 3 621 + 45% | 2 498 |
61 The disposal rate is the ratio between reservations in value terms and the inventory of properties for sale.
62 Revenue recognized according to the percentage-ofcompletion method in accordance with IFRS. Percentage-ofcompletion is calculated according to the stage of construction without taking into account land.
63 Net property income is calculated after capitalized interest and after marketing fees and advertising expenses
64 The backlog (or order book) comprises revenues excluding tax from notarized sales to be recognized on a percentage-ofcompletion basis and individual and block reservations to be notarized.
65 Properties for sale represent units currently available for sale, expressed as revenue including tax.
66 The future offer consists of projects under contract (through a preliminary sales agreement) not yet launched, expressed as revenue including tax.
At December 31, 2011, property for sale had a value of €633 million, up 57% from the prior year. Growth in the inventory of properties for sale represents an effectively managed risk: 60% of properties for sale concerned programs for which land has not yet been acquired while the inventory of completed residential properties was near zero.
Breakdown of properties for sale (€633 million including tax) at December 31, 2011 by stage of completion.
| Risk - |
+ | |||
|---|---|---|---|---|
| Operating phases | Preparation phase (land not acquired) |
Land acquired/ project not yet started |
Land acquired/ project in progress |
Inventory of completed residential properties |
| Expenses incurred (in € millions excluding tax) | 34 | 11 | ||
| Cost price of properties for sale (in € millions excluding tax) |
170 | 1 | ||
| Properties for sale (€633 million including tax) | 377 | 59 | 196 | 1 |
| (%) | 60% | 9% | 31% | -% |
| o/w due for completion in 2012: | €43 million | |||
| o/w due for completion in 2013: | €121 million | |||
| o/w due for completion in 2014: | €32 million |
The breakdown of developments by stage of completion reflects the prudential criteria adopted by the Group based largely on the following principles:
Requiring a high pre-let rate when the land is acquired and when construction works begin;
An agreement must be obtained from the Investment Committee at each stage of the development: signature of the preliminary sale agreement, marketing launch, land acquisition and beginning of work.
The launch of new business originating from the future offer is contingent on the sale of properties for sale to ensure a prudent management of Group investments.
3. Offices
In the office property market, the Group offers institutional investors three different products or services:
The Group also intervenes as an investor in AltaFund for a limited share of approximately 17%.
The investment market in France amounted to €15.1 billion in transactions in 2011. Investors continued to show interest in premium office properties located in traditional business districts.
Take-up in 2011 amounted to 26 million sq. ft. (2.4 million m²), up 14% from the prior year. Users were again primarily looking to harness savings by pooling offices or finding units with lower rent.
The immediate supply of office space available in the Paris region has remained stable over the last three years at 40 million sq. ft. (3.7 million m²) at December 31, 2011. The percentage of new/refurbished office properties in total supply decreased 2 points to 23%. This trend points to a gradual deterioration in the quality of inventory as new properties are put on the market whereas the number of deliveries remains limited.
In 2011, Altarea Cogedim Entreprise completed the final closing of the office property investment vehicle AltaFund. Following an initial closing of €350 million announced in March 2011, AltaFund today has firm equity commitments for €600 million. AltaFund brings together top-tier French and international institutional investor partners including, among others, pension funds and sovereign wealth funds from the Pacific area.
This fund will eventually have a discretionary investment capacity of over €1.2 billion including reasonable leverage, making it one of the largest dedicated office property funds in the Paris Region. It will acquire land or existing office properties to be
repositioned and apply its expertise to create core assets of high quality with high environmental value-added. These properties will then be destined for sale within a medium-term time frame.
The Altarea Cogedim Group has itself invested €100 million in this vehicle (or approximately 7% of its NAV).
In a market that remained largely inactive, Altarea Cogedim Entreprise completed five transactions for a sales volume of €263 million including tax in 2011:
At the same time, the Group delivered 7 office buildings representing approximately 1,830,000 sq. ft. (170,000 m²) including for the First Tower, France's largest HQE development, awarded the French National Engineering Prize (Grand Prix National de l'Ingénierie) in 2010, the Pierre d'Or Award and the MIPIM Award for a refurbished office building.
| (€ m) | Dec 31, 2011 | Dec 31, 2010 | |
|---|---|---|---|
| Revenues | 102.0 | 65.2 | |
| NET PROPERTY INCOME | 3.1 -46.6% | 5.9 | |
| % of revenues | 3.1% | 9.0% | |
| HONORAIRES | 6.1 -42.9% | 10.6 | |
| In-progress inventory | 3.9 | 6.0 | |
| Overhead expenses * | (11.7) -15.2% | (13.8) | |
| Miscellanious * | (1.3) | (0.7) | |
| OPERATING CASH FLOW * | 0.1 -99.1% | 8.1 | |
| % of revenues | 0.1% | 12.5% |
* Incl. the impact of change in accounting principles
The decline in operating cash flow reflects the slump in the office property market since 2008.
67 CB RICHARD ELLIS data.
The backlog for off-plan sales/property development contracts totaled €157.0 million at the end of 2011 compared with €189.5 million one year earlier. In addition, the Group also had a backlog of delegated project management contracts representing fees of €5.5 million.
Altarea Cogedim Entreprise has all the resources needed to meet the growing demand for new or refurbished programs. This is highlighted by the successful inauguration of the First tower as well as the forward lease agreement signed for the headquarters of Mercedes-Benz France certified NF HQE®, BBC Energie® and BREEAM with a rating of "Excellent".
Building renovation is also a rapidly growing market. This alternative to redevelopment is appreciated by investors because it takes less time, costs less and is more flexible from an administrative perspective. Renovation will certainly represent an important mechanism for reducing the structural shortage of new and refurbished buildings in the months ahead.
By leveraging its technological expertise and knowhow, the Group will be ideally positioned to take advantage of the cyclical upturn and meet the extremely rigorous environmental requirements for new projects. Through AltaFund, the Group now works with an investment vehicle that will allow it to take advantage of opportunities and contribute value-added business with limited risk profiles.
68 Revenue excluding VAT on notarized sales to be recognized according to the percentage-of-completion method, take-up not yet subject to a notarized deed and fees owed by third parties on contracts signed.
| (€ millions) | December 31, 2010 December 31, 2011 |
|||||
|---|---|---|---|---|---|---|
| Funds from operations (FFO) |
Changes in value, estimated expenses and transaction costs |
TOTAL | Funds from operations (FFO) |
Changes in value, estimated expenses and transaction costs |
TOTAL | |
| Brick-and-mortar retail Online retail Residential Offices |
135.4 - 86.1 0.1 |
65,0 (1.7) (9.1) (7.6) |
200.4 (1.7) 77.0 (7.4) |
139.7 - 52.5 8.1 |
81.6 - (11.7) (13.8) |
221.3 - 40.9 (5.8) |
| Other | (1.7) | (0.6) | (2.3) | (2.5) | (0.6) | (3.2) |
| OPERATING PROFIT Net borrowing costs Changes in value and income from disposal of financial instruments |
220.0 +11% (78.7) - |
46.0 (3.2) (80.4) |
266.0 (82.0) (80.4) |
197.8 (74.8) - |
55.4 (3.7) (10.8) |
253.3 (78.5) (10.8) |
| Income tax | (0.8) | (8.8) | (9.6) | (0.5) | (13.2) | (13.7) |
| NET PROFIT NET PROFIT, Group Share |
140.4 +15% 134.3 +12% |
(46.4) (46.1) |
94.0 88.2 |
122.5 119.8 |
27.8 26.2 |
150.2 146.1 |
| Average diluted number of shares (in thousands) | 10,241 | 10,274 | ||||
| FUNDS FROM OPERATIONS ATTRIBUTABLE, Group Share |
€ 13.11 +12% | € 11.66 |
Funds from operations69 represents operating cash flow after interest and corporate income tax expenses.
At December 31, 2011, operating cash flow rose 11% to €220.0 million. It includes four operating sectors of the Altarea Cogedim Group:
RueduCommerce will start to contribute to the Group income statement on January 1, 2012.
This represents net financial expenses incurred in relation to loans secured against the portfolio of shopping centers and the cost of debt on the Cogedim acquisition.
1.1.2 Changes in fair value and estimated expenses: -€46.4 million
| Asset disposals | €6.3 m |
|---|---|
| Change in fair value – Investment properties | €70.0 m |
| Change in fair value of financial instruments | (€80.4 m) |
| Deferred tax | (€8.8 m) |
| Transaction costs 71 | (€13.3 m) |
| Estimated expenses 72 | (€10.9 m) |
Average number of shares after dilution
The average number of shares after dilution is the average of number of shares issued plus shares under stock option and bonus share plans granted at December 31, 2011 minus treasury shares.
69 FFO
70 Net rental income from property and the margin on property development after deducting net overhead expenses.
71 In 2011: AltaFund for €6.4 million, Urbat for €4.6 million, RueduCommerce for €1.7 million and Foncia for €0.6 million.
72 Bonus share plans, retirement provisions, amortization of bond issuance costs, allowances for amortization and depreciation and non-current provisions.
At December 31, 2011, Altarea Cogedim's fully diluted, going concern NAV amounted to €147.2 per share representing an increase of 5.7% from the end of 2010.
| Net asset value | |||||
|---|---|---|---|---|---|
| EPRA presentation | Dec 31, 2011 | Dec 31, 2010 | |||
| € m per share | € m per share | ||||
| Consolidated equity, Group sahre | 988.1 | 97.1 | 1,000.1 | 98.3 | |
| Impact of securities convertible into shares | - | (12.6) | |||
| Other unrealized capital gains or losses | 406.5 | 307.8 | |||
| Restatement of financial instruments | 127.0 | 72.1 | |||
| Deferred tax on the balance sheet for non-SIIC assets (international assets) | 42.9 | 32.7 | |||
| EPRA NAV | 1,564.6 | 153.7 | 1,400.1 | 137.6 | +11.7% |
| Fair value of financial instruments | (127.0) | (72.1) | |||
| Effective tax for unrealized capital gains on non-SIIC assets* | (53.1) | (32.2) | |||
| Optimization of transfer duties* | 53.8 | 57.4 | |||
| Partners' share** | (16.8) | (15.8) | |||
| "EPRA NNNAV" liquidation NAV | 1,421.5 | 139.7 | 1,337.4 | 131.5 | +6.3% |
| Estimated transfer duties and selling fees | 77.8 | 81.0 | |||
| Partners' share | (0.9) | (0.9) | |||
| DILUTED GOING CONCERN NAV | 1,498.4 | 147.2 | 1,417.4 | 139.3 | +5.7% |
| Number of diluted shares | 10,176,535 | 10,173,677 |
* Varies according to the type of disposal carried out, i.e. sale of asset or sale of shares
** Maximum dilution of 120,000 shares
Most of Altarea Cogedim's property portfolio is not liable for capital gains tax under the SIIC regime. The exceptions are assets which are not SIICeligible due to their ownership method and assets owned outside of France. For these foreign assets, capital gains tax on disposal is deducted directly from the consolidated financial statements at the standard tax rate in the host country, based on the difference between the open market value and the tax value of the property assets.
Altarea Cogedim took into account the ownership methods of non-SIIC assets to determine going concern NAV after tax, since the tax reflects the tax that would effectively be paid if the shares of the company were sold or if the assets were sold building by building.
Investment properties have been recognized in the IFRS consolidated financial statements at appraisal value, excluding transfer duties. To calculate goingconcern NAV, however, the same amount for transfer duties was added back.
For example, when calculating Altarea Cogedim's liquidation NAV (or EPRA NNNAV), excluding transfer duties, transfer duties were deducted on the basis of a sale of shares of the company or a sale on a building by building basis.
This relates to the impact of exercising in-the-money stock options and the purchase of shares to cover bonus share plans not covered by shares held in treasury (excluding the liquidity agreement).
At December 31, 2011, all plan grants were covered by shares held in treasury.
These arise from updated estimates for the value of the following assets:
These assets are appraised at the end of each financial year by independent experts (CBRE for hotel business franchises and Accuracy for Altarea France and Cogedim). Both CBRE and Accuracy use the discounted cash flow method (DCF) in conjunction with a terminal value based on normalized cash flow. CBRE provides a single appraisal value, while Accuracy provides a range of values calculated using different scenarios. In addition to its DCF valuation, Accuracy also provides a valuation based on listed peer group comparables.
The value for Cogedim used in the December 31, 2011 NAV calculation corresponds to the low value of the range according to the DCF flow method.
Change in going-concern NAV
| €/share | |
|---|---|
| Going-concern NAV at December 31, 2010 | 139.3 |
| Dividend | -8.0 |
| Funds from operations | +13.1 |
| Change in fair value of assets | +11.8 |
| Change in fair value of financial instruments | -7.8 |
| Other | -1,2 |
| Going-concern NAV at December 31, 2011 | 147.2 |
The Altarea Cogedim Group has a solid financial position:
€348 million in cash and cash equivalents;
Robust consolidated bank covenants (LTV < than 65% and ICR > 2x) with significant leeway at 31 December 2011(LTV of 51.2% and ICR of 2.8x).
This strong position results primarily from a diversified business model (retail, residential and office properties) that generates substantial cash flow at the top of the cycle and is highly resilient at the bottom.
1.2 Available cash and cash equivalents: €348 million
Available cash and cash equivalents amounted to €348 million at year-end 2011, comprising corporate sources of funds of €241 million (cash and confirmed authorizations) and unused loan authorization secured against specific developments of €107 million (mortgage financing).
1.3 Debt by category
Altarea Cogedim's net debt stood at €2.081 billion at December 31, 2011 compared with €2.055 billion at December 31, 2010.
| (€ m) | Dec 2011 | Dec 2010 |
|---|---|---|
| Corporate debt | 738 | 769 |
| Mortgage debt | 1 172 | 1 165 |
| Debt relating to acquisitions | 271 | 250 |
| Property development debt | 163 | 133 - |
| Total gross debt | 2 344 | 2 318 - |
| Cash and cash equivalents | (263) | (263) - |
| Total net debt | 2 081 | 2 055 |
Corporate debt is subject to consolidated bank covenants (LTV < 65% and ICR > 2x).
Mortgage debt is subject to covenants specific to the property financed in terms of LTV, ICR and DSCR.
Property-development debt secured against development projects is subject to covenants specific to each development project, including a pre-let rate.
Debt relating to the acquisition of Cogedim is subject to corporate covenants (LTV < 65% and ICR > 2x) and covenants specific to Cogedim (EBITDA leverage and ICR).
In 2011, Altarea Cogedim signed mortgage financing agreements for €236 million73 for shopping center projects.
The very strong growth in the property development business was financed almost entirely from cash flow generated by the company. Most financing requirements related to performance bonds (GFA) for residential property developments sold off-plan (forward sales).
1.5 Financial covenants
The Group's consolidated LTV ratio was 51.2% at December 31, 2011, down from 53.2% at the end of 2010.
The interest cover ratio (FFO/recurring net financing cost) stood at 2.8x in 2011 compared with 2.7x at year-end 2010.
At 31 December, 2011, the Group was in compliance with all covenants.
Portfolio profile of hedging instruments:
| Nominal amount (€m) and amount hedged | ||||||
|---|---|---|---|---|---|---|
| Maturity | Swap | Cap/Collar | Total hedging |
Average swap rate |
Average cap/collar rate |
|
| Dec-11 | 1 711 | 642 | 2 353 | 2.69% | 3.18% | |
| Dec-12 | 1 883 | 525 | 2 409 | 3.01% | 3.19% | |
| Dec-13 | 1 572 | 344 | 1 917 | 3.28% | 3.36% | |
| Dec-14 | 1 389 | 78 | 1 467 | 3.28% | 3.98% | |
| Dec-15 | 1 205 | 75 | 1 280 | 3.35% | 3.97% | |
| Dec-16 | 1 042 | 90 | 1 133 | 3.31% | 4.48% | |
| Dec-17 | 725 | 37 | 762 | 2.93% | 3.75% | |
| Dec-18 | 500 | - | 500 | 2.49% | 0.00% | |
| Dec-19 | 500 | - | 500 | 2.49% | 0.00% | |
| Dec-20 | 500 | - | 500 | 2.49% | 0.00% |
73 Group share of €138.5 million.
The Altarea Cogedim Group's average financing cost including the credit spread was 3.59% in 2011 compared with 3.69% in 2010.
The average debt maturity was 4.7 years at December 31, 2011 compared with 5.6 years in 2010. Most outstanding debt comprises mortgage loans backed by long-term assets. Debt maturing in 2013 consists of syndicated corporate loan from a banking syndicate comprised mainly of French banks.
| (In € millions) | 31/12/2010 | |
|---|---|---|
| NON-CURRENT ASSETS | 3 241 | 3 118 |
| Intangible assets | 265 | 200 |
| o/w goodwill | 193 | 129 |
| o/w brands | 67 | 67 |
| o/w other intangible assets | 5 | 4 |
| Property, plant and equipment | 13 | 12 |
| Investment properties | 2 821 | 2 757 |
| o/w Investment properties in operation at fair value | 2 626 | 2 606 |
| o/w Investment properties under development and under construction at cost | 195 | 151 |
| Investments in associates and other long-term securities | 77 | 77 |
| Receivables and other non-current financial assets | 17 | 16 |
| Deferred tax assets | 50 | 56 |
| CURRENT ASSETS | 1 402 | 1 326 |
| Assets held for sale | 55 | 53 |
| Inventories and work in progress | 684 | 631 |
| Trade and other receivables | 390 | 346 |
| Tax receivables | 1 | 1 |
| Receivables and other current financial assets | 7 | 9 |
| Derivative financial instruments | 1 | 25 |
| Cash and cash equivalents | 263 | 262 |
| TOTAL ASSETS | 4 643 | 4 444 |
| (In € millions) | 31/12/2011 | 31/12/2010 |
|---|---|---|
| EQUITY | 1 116 | 1 031 |
| EQUITY ATTRIBUTABLE TO OWNERS OF THE PARENT | 988 | 989 |
| Share capital | 121 | 121 |
| Other paid-in capital | 510 | 587 |
| Reserves | 270 | 136 |
| Net profit attributable to owners of the parent | 88 | 146 |
| EQUITY ATTRIBUTABLE TO NON-CONTROLLING INTERESTS | 128 | 42 |
| Non-controlling interests in reserves | 122 | 37 |
| Non-controlling interests' share of profit | 6 | 4 |
| NON-CURRENT LIABILITIES | 2 260 | 2 381 |
| Borrowings and financial liabilities | 2 185 | 2 311 |
| o/w participating loans | 82 | 81 |
| o/w bank borrowings | 2 088 | 2 212 |
| o/w other borrowings and financial liabilities Non-current provisions |
16 24 |
18 22 |
| Deposits and guarantees received | 25 | 26 |
| Deferred tax liability | 26 | 22 |
| CURRENT LIABILITIES | 1 267 | 1 032 |
| Borrowings and financial liabilities o/w bank borrowings (excluding overdrafts) |
275 251 |
120 100 |
| o/w bank borrowings backed by VAT receivables | - | 6 |
| o/w bank overdrafts | 5 | 5 |
| o/w other borrowings and financial liabilities | 19 | 9 |
| Derivative financial instruments | 130 | 118 |
| Current provisions | - | - |
| Accounts payable and other operating liabilities | 860 | 791 |
| Tax due | 1 | 3 |
| Amounts due to shareholders | - | - |
| TOTAL LIABILITIES | 4 643 | 4 444 |
| 2011 | 2010 | |||||
|---|---|---|---|---|---|---|
| In millions of euros | Current cash-flow from operations (FFO) |
Changes in value, estimated expenses and transaction costs |
Total | Current cash-flow from operations (FFO) |
Changes in value, estimated expenses and transaction costs |
Total |
| Rental income Other expenses Net rental income External services Capitalized production and change in inventories Operating expenses Net overhead expenses Share of affiliates Allowances for depreciation, amortization and reserves Net proceeds from the disposal of assets Gains/(losses) in fair value and impairment of investment property Transaction costs |
162.1 (13.4) 148.8 16.5 15.1 (53.1) (21.5) 8.2 0.0 - - - |
- - - 0.0 0.0 (2.8) (2.8) (6.2) (1.8) 6.3 70.0 (0.6) |
162.1 (13.4) 148.8 16.5 15.1 (55.9) (24.3) 2.0 (1.8) 6.3 70.0 (0.6) |
164.4 (12.3) 152.1 13.6 17.3 (52.2) (21.3) 9.0 - - - - |
- - - - - (4.4) (4.4) (1.5) 1.0 37.8 48.7 - |
164.4 (12.3) 152.1 13.6 17.3 (56.6) (25.7) 7.5 1.0 37.8 48.7 - |
| NET RETAIL PROPERTY INCOME (B&M FORMATS) | 135.4 | 65.0 | 200.4 | 139.7 | 81.6 | 221.3 |
| Retail revenue Purchases consumed Gross margin Commissions from retail operations Net overhead expenses Transaction costs |
- - - - - |
- - - - (1.7) |
- - - - (1.7) |
- - - - - |
- - - - - |
- - - - - |
| NET RETAIL PROPERTY INCOME (ONLINE FORMATS) | - | (1.7) | (1.7) | - | - | - |
| Revenue Cost of sales and other expenses Net property income External services Change and finished goods and in-progress inventory Operating expenses Net overhead expenses Share of affiliates Net allowances for depreciation, amortization and reserves Transaction costs |
821.5 (719.9) 101.7 1.0 63.0 (79.7) (15.7) 0.1 0.0 - |
- - - - - (3.4) (3.4) - (1.1) (4.6) |
821.5 (719.9) 101.7 1.0 63.0 (83.1) (19.0) 0.1 (1.1) (4.6) |
577.4 (518.2) 59.2 3.7 63.0 (73.6) (6.9) 0.2 0.0 - |
- - - - - (5.8) (5.8) - (5.9) - |
577.4 (518.2) 59.2 3.7 63.0 (79.4) (12.7) 0.2 (5.9) - |
| NET RESIDENTIAL PROPERTY INCOME | 86.1 | (9.1) | 77.0 | 52.5 | (11.7) | 40.9 |
| Revenue Cost of sales and other expenses Net property income External services Change in finished goods and in-progress inventory Operating expenses Net overhead expenses Share of affiliates Net allowances for depreciation, amortization and reserves Transaction costs |
102.0 (98.9) 3.1 6.1 3.9 (11.7) (1.7) (1.3) (0.0) - |
- - - - - (0.9) (0.9) - (0.3) (6.4) |
102.0 (98.9) 3.1 6.1 3.9 (12.6) (2.6) (1.3) (0.3) (6.4) |
65.2 (59.3) 5.9 10.6 6.0 (13.8) 2.9 (0.7) 0.0 - |
- - - - - (1.2) (1.2) - (12.6) - |
65.2 (59.3) 5.9 10.6 6.0 (15.0) 1.6 (0.7) (12.6) - |
| NET OFFICE PROPERTY INCOME | 0.1 | (7.6) | (7.4) | 8.1 | (13.8) | (5.8) |
| Other | (1.7) | (0.6) | (2.3) | (2.5) | (0.6) | (3.2) |
| OPERATING PROFIT Net borrowing costs |
220.0 (78.7) |
46.0 (3.2) |
266.0 (82.0) |
197.8 (74.8) |
55.4 (3.7) |
253.3 (78.5) |
| Changes in value and income from disposal of financial instruments | - | (80.4) | (80.4) | - | (10.8) | (10.8) |
| PROFIT BEFORE TAX Income tax |
141.2 (0.8) |
(37.6) (8.8) |
103.6 (9.6) |
123.0 (0.5) |
41.0 (13.2) |
164.0 (13.7) |
| NET PROFIT | 140.4 | (46.4) | 94.0 | 122.5 | 27.8 | 150.2 |
| Non-controlling interests | (6.1) | 0.3 | (5.8) | (2.6) | (1.6) | (4.2) |
| NET PROFIT, attributable to Group shareholders | 134.3 | (46.1) | 88.2 | 119.8 | 26.2 | 146.1 |
| Average number of shares after dilution | 10,241,241 | 10,241,241 | 10,274,059 | 10,274,059 | ||
| DILUTED EARNINGS PER SHARE ATTRIBUTABLE TO GROUP SHAREHOLDERS (€) | € 13.11 | € 8.61 | € 11.66 | € 14.22 |
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