REGION GROUP — Investor Presentation 2016

Feb 8, 2016

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SCA PROPERTY GROUP First Half FY16 Results Presentation

8 February 2016

Wonthaggi Plaza, Victoria

AGENDA

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1 Overview of First Half FY16 Results 2 Financial Performance 3 Operational Performance 4 Growth Initiatives 5 Key Priorities and Outlook 6 Questions 7 Appendices

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OVERVIEW OF FIRST HALF FY16 RESULTS Anthony Mellowes Chief Executive Officer

FIRST HALF FY16 HIGHLIGHTS

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Financial Capital Active Portfolio
Performance Management Management
98.7% 4.5%
$48.8m, up by 29.1% 34.2%
Funds from operations [1] Gearing [3] , within 30 – 40% target range
Portfolio occupancy [6 ] Specialty vacancy [6]
$45.8m, up by 23.5% $1.85, up by 4.5% 7.28%
Adjusted Funds From Operations [1] NTA per unit [4] Portfolio weighted average cap rate [5]
3.9% 6.2 yrs
6.0 cpu, up by 7.1% $115.2m $60.9m
Distribution paid to unitholders [1,2] Weighted average Weighted average Acquisitions [7] Divestments [7]
cost of debt [5] debt maturity [5]
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• 1 For the six months ended 31 December 2015 vs six months ended 31 December 2014

• 2 Distribution of 6.0 cpu in respect of the six months ended 31 December 2015 was paid on 29 January 2016. “cpu” stands for Cents Per Unit.

• 3 As at 31 December 2015. Gearing is calculated as Finance debt (net of cash), with USD denominated debt recorded as the hedged AUD amount, divided by total tangible assets (net of cash and derivatives) 4 Compared to 30 June 2015

5 As at 31 December 2015

• 6 As at 31 December 2015, includes acquisitions during six months ended 31 December 2015. Excluding acquisitions, portfolio occupancy is 98.8% and specialty vacancy is 4.2%.

7 During the six month period we acquired 4 neighbourhood shopping centres for $115.2m (excluding transaction costs of $8.5 million). We also sold five non-core assets to our first retail fund “SURF 1”

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KEY ACHIEVEMENTS – DELIVERING ON STRATEGY

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|||
|---|---|
|•|
|Specialty tenants are performing strongly|
|–|
|Sales growth of over 5% p.a. continuing|
|–|
|Optimising the|9.8% average rental increase across 31 renewals completed during the six month period|
|–|
|Core Business|Occupancy cost down to 8.9%|
|•|Anchor tenant sales growth remains subdued|
|•|
|Comparable NOI growth of 3.4% above the same period last year|
|•|
|Continued consolidation in fragmented market: we acquired 4 centres for $115.2m during the period|
|–|
|Wesfarmers-owned retailers now represent 18% of our anchor tenants (by number)|
|Growth|
|•|
|Refurbishment of Lismore completed. Construction commenced on Chancellor Park in January 2016.|
|Opportunities|
|Heads of Agreement entered into with Coles in relation to third anchor at Kwinana|
|•|
|Completed first retail fund “SURF 1” in October 2015, planning underway for “SURF 2”|
|•|Balance sheet in a strong position:|
|–|
|Gearing of 34.2% comfortably within our 30% to 40% target range|
|–|
|Weighted average cost of debt reduced to 3.9%, weighted average term to maturity of debt is|
|Capital|
|6.2 years, with 75% of drawn debt either fixed or hedged|
|Management|–|
|First debt maturity was extended to November 2018|
|•|
|Distribution Reinvestment Plan remains active, raising $6.9m of new equity in August 2015, and|
|$17.4m of new equity (partially underwritten) in January 2016|
|•|
|1H FY16 Funds From Operations continues to grow strongly, up 29.1% on the same period last year|
|Earnings Growth|•|
|1H FY16 Distributable Earnings of 6.74 cpu represents growth of 6.5% on the same period last year|
|Delivered|•|
|1H FY16 Distribution of 6.0 cpu represents growth of 7.1% on the same period last year|

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2

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FINANCIAL PERFORMANCE Mark Fleming Chief Financial Officer

STATUTORY PROFIT & LOSS For the Six Months Ended 31 December 2015

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• Net property income growing strongly, up by 10.9%

• Anchor rental income growth primarily due to acquisitions, offset by divestment of SURF 1 properties

• Specialty rental income growth due to acquisitions, reduced specialty vacancy, and specialty rental increases

• Property expenses have increased faster than gross property income due to investment in centre standards ahead of renewal cycle

• Funds management income includes $0.9m upfront fee and $0.1m first quarter management fee for our first unlisted retail fund (“SURF 1”)

• Comparable NOI up by 3.4% with the balance due to acquisitions, disposals, funds management income and non-cash items

• Corporate costs are being closely managed, with our MER[1] down to 0.53% (vs 0.61% in the same period last year)

• Fair value adjustments include:

• Investment property revaluations, driven by cap rate compression

• Mark-to-market of derivatives entered into as part of the USPP transaction offsets the increase in the A$ value of our US$ debt

• Net interest expense has improved due to: – Same period last year expensing $2.2m of upfront bank fees following refinancing of bank facilities with USPP proceeds

• Cost of funds has decreased to 3.9% at Dec-15 (vs Dec-14 cost of funds of 4.75%); partially offset by increased volume of debt

• Tax expense increase due to funds management income being taxable

$m	1H16	1H15	% Change
Anchor rental income	56.3	52.0	8.3%
Specialty rental income	37.5	27.3	37.4%
Straight lining & amortisation of incentives	1.0	3.1	(67.7%)
Other income	3.4	3.4	0.0%
Gross property income	98.2	85.8	14.5%
Propertyexpenses	(29.0)	(23.4)	23.9%
Net property income	69.2	62.4	10.9%
Funds management income	1.0	-	nm
Net operating income	70.2	62.4	12.5%
Corporate costs	(5.9)	(5.7)	3.5%
Fair value of investment properties	38.0	46.8	(18.8%)
Fair value of derivatives and financial assets	14.4	35.9	(59.9%)
Unrealised foreign exchange losses	(11.4)	(23.1)	(50.6%)
Share of net profit from investments	0.2	-	nm
Transaction costs	-	(0.1)	nm
EBIT	105.5	116.2	(9.2%)
Net interest expense	(13.4)	(17.0)	(21.2%)
Tax expense	(1.3)	(1.0)	30.0%
Netprofit after tax	90.8	98.2	(7.5%)

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1 MER stands for “Management Expense Ratio” and is calculated as Corporate Costs (annualised) divided by total assets under management (including SURF 1) at the end of the period

DISTRIBUTABLE EARNINGS, FFO, AFFO For the Six Months Ended 31 December 2015

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• Funds From Operations of $48.8m is up by 29.1% on the same period last year

• Amortisation of incentives has increased to $1.3m, from $0.3m in the same period last year

• Increases in investment property valuations and mark-tomarket value of derivatives was less than the same period last year

• Woolworths rental guarantee has now ended

• AFFO of $45.8m is up by 23.5% on the same period last year

• Maintenance capex of $0.9m increasing as our portfolio ages

• Leasing costs and fit-out incentives of $2.1m is lower due to significant leasing up in the prior period

• Distributable Earnings of 6.74 cpu is up by 6.5% on the same period last year, with more units on issue due to equity raisings during the year

• Distribution paid in respect of the six month period was 6.0 cpu (increase of 7.1% on the prior period) or $43.5m

• Represents a payout ratio of 89% of Distributable Earnings per unit which is within our target band of 85% - 95%

• – Less than 100% of AFFO

	$m	1H16	1H15	% Change
	Net profit after tax (statutory)	90.8	98.2	(7.5%)
	Reverse: Straight lining & amortisation	(1.0)	(3.1)	(67.7%)
	Reverse: Fair value adjustments - Investment properties - Derivatives and financial assets - Foreign exchange	(38.0) (14.4) 11.4	(46.8) (35.9) 23.1	(18.8%) (59.9%) (50.6%)
	Reverse: Transaction costs / upfront fees	-	2.3	nm
	Funds From Operations(“FFO”)	48.8	37.8	29.1%
	Woolworths rental guarantee less structural vacancy allowance Distributable Earnings (“DE”)	- 48.8	3.3 41.1	nm 18.7%
	Number of units (weighted average)(m)	723.8	648.6	11.6%
	DE per unit (cents) Distribution per unit (cents)	6.74 6.00	6.33 5.60	6.5% 7.1%
	Payout ratio (%)1	89%	88%	1.1%
	Distribution ($m)1	43.5	36.3	19.8%
	Estimated tax deferred ratio (%)	39%	39%	0.0%
	Less: Maintenance capex	(0.9)	(0.5)	80.0%
	Less: Leasingcosts and fitout incentives	(2.1)	(3.5)	(40.0%)
	Adjusted FFO(“AFFO”)	45.8	37.1	23.5%
	Distribution / AFFO (%)	95%	98%

• Tax deferred component of the distribution is 39%

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1 Distribution was 6.0 cpu in respect of the first half (724.9m units on issue). Payout ratio is calculated as 6.0 cpu divided by weighted average DE per unit of 6.74 cpu

BALANCE SHEET

As at 31 December 2015

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• Value of investment properties increased by $180.7 million since 30 June 2015, predominately due to acquisitions ($115.2 million, plus transaction costs of $8.5 million) and positive revaluations (see slide 28). Investment property valuations increased by $38.0m or 2.0% on a like-for-like basis, with average cap rates firming from 7.49% to 7.28%

• Other assets includes derivative financial instruments (interest rate swaps and cross-currency swaps) with a mark-to-market valuation of $64.8m. 30 June 2015 included $60.9m for the assets sold to SURF 1 in October 2015

• Increase in debt is primarily due to acquisitions and debt has also increased by $11.4m due to the revaluation in A$ of the US$ USPP debt (we are fully hedged against this movement)

• NTA per unit increased by 4.5% or 8 cpu to $1.85 per unit since 30 June 2015, primarily due to increase in property valuations (5 cpu), derivative mark-to-market (2 cpu), NZD appreciation (1 cpu) and undistributed profit (1 cpu), offset by increased value of US$ debt (-1cpu)

• 3.4m units were issued via the DRP in August 2015

	$m	31 Dec 2015	30 June 2015	% Change
	Cash	4.5	3.7	21.6%
	Investment properties	2,076.1	1,895.4	9.5%
	Other assets	97.1	121.9	(20.3%)
	Total assets Debt	2,177.7 759.7	2,021.0 680.1	7.8% 11.7%
	Accrued distribution	43.5	41.8	4.1%
	Other liabilities	33.5	22.3	50.2%
	Total liabilities Net tangible assets	836.7 1,341.0	744.2 1,276.8	12.4% 5.0%
	Number of stapled units (m)	724.9	721.5	0.5%
	NTA per unit ($)	$1.85	$1.77	4.5%
	Corporate costs1	11.8	11.2	5.4%
	MER (%)	0.53%	0.55%	(3.6%)

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1 Corporate costs for FY16 of $11.8m is annualised from the first half figure of $5.9m

DEBT AND CAPITAL MANAGEMENT

As at 31 December 2015

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• Gearing of 34.2%[1] is within target range of 30% to 40%

• During the half year we entered into $150 million of new fixed interest rate swaps, while NZ$44 million of old fixed interest rate swaps expired. As at 31 December 2015, 75% of our drawn debt was fixed or hedged

• During the half year we refinanced several of the bilateral bank debt facilities for lower margins, longer tenors and increased limits

• Weighted average cost of debt is currently around 3.9%, and weighted average term to maturity of our debt is 6.2 years, with no debt expiry until November 2018

	31 Dec		30 June
$m	2015		2015
Facility limit2		829.8	804.8
Drawn debt(net of cash)3		721.8	654.4
Gearing1		34.2%	33.3%
% debt fixed or hedged		75.5%	65.0%
Weighted average cost of debt		3.90%	4.00%
Average debt facility maturity (yrs)		6.2	6.3
Average fixed / hedged debt maturity (yrs)		3.7	3.8
Interest cover ratio4		4.7x	3.9x

Debt Facilities Expiry Profile ($m)

• We are well within debt covenant limits of less than 50% gearing and interest cover ratio (ICR) greater than 2.0x (currently 4.7x)

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300 230
209.8
200 215 175
100
0
0
FY16 – FY18 FY19 FY20 FY21 FY28 – FY30
Bank facilities MTN USPP
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• 1 Gearing calculated as drawn debt where the USPP USD denominated debt is recorded as the AUD amount received and hedged in AUD (being A$159.8m), net of cash; divided by total tangible assets (net of cash and derivatives). The calculation is $721.8m drawn debt (being drawn debt of $726.3m at hedged AUD rates net of $4.5m cash) divided by $2,108.4m (being total assets of $2,177.7m less cash of $4.5m less derivative mark-to-market of $64.8m)

• 2 Facility limit is the bilateral bank facilities limits of $445.0m plus the USPP A$ denominated facility $50.0m plus the USPP US$ denominated facility at A$159.8m (being the AUD amount received and hedged in AUD), plus the MTN $175m facility

• 3 Drawn debt is calculated as balance sheet debt of $759.7m plus bank guarantee of $10.0m plus unamortised establishment fees of $2.7m less USD foreign exchange revaluation US PP loss of $46.1m (fully hedged) less cash of $4.5m

• 4 Interest cover ratio is calculated as calendar year EBIT $188.5m less unrealised gains and losses of $66.7m, divided by calendar year net interest expense of $26.0m

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OPERATIONAL PERFORMANCE Anthony Mellowes Chief Executive Officer

PORTFOLIO OVERVIEW

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Assets	Number of	Number of	GLA	Occupancy	Value		Weighted average
As at 31 December 2015	centres	specialties	(sqm)	(% GLA)	(A$m)	WALE(yrs)	cap rate(%)
Freestanding	10	-	44,958	100.0%	182.0	17.2	6.80
Neighbourhood	64	740	350,591	98.5%	1,398.0	11.1	7.26
Sub-regional	7	336	142,943	98.7%	496.1	11.9	7.50
Total Assets	81	1,076	538,492	98.7%	2,076.1	11.8	7.28

Tenants by Category (by gross rent)[1]

Specialty Tenants by Category (by gross rent)[1]

Geographic Diversification (by value)

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Other Retail
Woolworths 43% 15%
Fresh Food/Food
Petrol Catering/Liquor
30%
2%
Specialties 41%
Apparel
9%
Mini Major
12%
Target 1%
Services
Kmart 1% Coles 7% Big W 6% Pharmacy & Medical 17%
Dan Murphy's 1% 15%
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NZ
11%
NSW
21%
TAS
13%
SA
8%
VIC
21%
WA
7%
QLD
19%
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1 Excluding Vacancy, annualised gross rent

PORTFOLIO OCCUPANCY

Portfolio occupancy is 98.7%

• Total portfolio occupancy is at 98.7% of GLA

• Specialty vacancy is within the normalised target range of 3% - 5%

• Acquisitions during the six months to 31 December 2015 have a combined specialty vacancy of 8.0%

• We believe we can add value to acquisitions by leveraging our leasing expertise

• Excluding acquisitions in the six months to 31 December 2015, portfolio occupancy is at 98.8% of GLA, and specialty vacancy is at 4.2%

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Portfolio Occupancy (% of GLA)

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100.0
98.6% 98.8% 98.7%
98.0
96.0
94.0
92.0
90.0
December 2014 June 2015 December 2015
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Specialty Vacancy (% of Specialty GLA)

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5.6%
Lismore, 0.2%
Margaret River, 0.9%
4.5%
4.3%
Acquisitions, 0.3%
Kwinana, 0.7% Lismore, 0.4%
Whitsunday, 0.5%
Kwinana, 0.3%
Mt Gambier, 0.3% Mt Gambier, 0.2% Cowes, 0.3%
Murray Bridge, 0.5% Murray Bridge, 0.5% Murray Bridge, 0.3%
Other, 3.0% Other, 2.9% Other, 3.1%
December 2014 June 2015 December 2015
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SALES GROWTH & TURNOVER RENT

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• Moderating Australian supermarket sales growth, due to:

• Maturing of our original portfolio

• Acquisitions of more mature centres

• Woolworths supermarkets relative under-performance

• Ongoing price reductions by our anchor tenants (volumes continue to grow)

• NZ supermarkets continue to perform strongly

• Specialty tenants continue to trade strongly, despite the slowdown in supermarket sales growth

Comparable Store MAT sales growth by category (%)

	As at	As at
	31 December 2015	30 June 2015
Supermarkets (Aus)	1.3%	2.1%
Supermarkets (NZ)	5.2%	6.0%
Discount Department Stores (DDS)	(3.4%)	(5.2%)
Mini Majors	3.4%	2.9%
Specialties	5.6%	5.6%
Total	2.1%	2.5%

• Turnover rent continues to increase, despite the slowing rate of growth for our Australian supermarket tenants. We now have 15 anchors paying turnover rent as at 31 December 2015 (12 supermarkets, 2 Kmarts and 1 Dan Murphy’s), and another 8 Australian supermarkets are within 10% of their turnover thresholds

• For the six months to 31 December 2015 we generated $0.6m of turnover rent, which represents only 0.6% of our gross property

income

• Our base rentals cannot reduce due to store turnover performance during the lease term

• Around 40% of our supermarket leases have a minimum 5% increase in base rentals which will apply from December 2017

Turnover Rent ($m)

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0.60
0.55 0.55
0.50
0.40
1H FY14 2H FY14 1H FY15 2H FY15 1H FY16
9 anchors 8 anchors 10 anchors 14 anchors 15 anchors
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SPECIALTY KEY METRICS Positive rent reversions are expected to continue

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• Specialty sales continue to grow strongly, assisted by supermarket volume growth

• Average specialty occupancy cost is now 8.9% and rent per square metre remains below comparable centres

• 31 specialty tenant renewals were completed during the half year, with an average rental uplift of 9.8% achieved (and no incentives paid)

Australian specialty tenant key metrics

	1H16	FY15
Specialty sales MAT growth (%)	5.6%	5.6%
Average specialty occupancy cost %	8.9%	9.7%
Average gross rent per square metre	$665	$651

• Incentive levels on new leases remain around 13 months

• Bias towards high quality national tenants providing secure income

Australian specialty lease composition

Renewals

Renewals
Number	31	50
GLA	2,902	4,305
Average Uplift	9.8%	7.3%
Incentive (months)	0	0

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31 December 2012 31 December 2015
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Local
Local
33%
46% National National
54%
67%
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New Leases

New Leases
Number	36	114
GLA	4,206	10,107
Incentive (months)	12.8	13.3

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4 GROWTH INITIATIVES Anthony Mellowes Chief Executive Officer

ACTIVE PORTFOLIO MANAGEMENT Four new acquisitions in the six months to 31 December 2015

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Griffin Plaza (Griffith, NSW)

• Acquisition completed in Sept 2015 for $23.0m (7.45% implied cap rate)

• % of income from Coles: 37%

• Overall WALE: 7.6 years

Occupancy: 93.1%

• Year Built: 1997 (refurbishment of Coles in 2014)

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Northgate Shopping Centre (Tamworth, NSW)

• Acquisition completed in Dec 2015 for $14.8m (7.40% implied cap rate)

• % of income from Coles: 52%

Overall WALE: 5.9 years

Occupancy: 97.8%

• Year built: 1993 (refurbishment of Coles in 2014)

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Marian Town Centre (Mackay, QLD)

• Acquisition completed in Nov 2015 for $32.0m (7.10% implied cap rate)

• % of income from Woolworths: 39%

• Overall WALE: 12.0 years

• Occupancy: 100.0%

• Year Built: 2014

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Wonthaggi Plaza (Wonthaggi, VIC)

Acquisition completed in Dec 2015 for $45.4m (7.12% implied cap rate)

• % of income from Coles/Target: 49%

Overall WALE: 9.6 years

Occupancy: 96.4%

Year Built: 1980 (refurbished in 2012)

Post Balance Date Acquisition

• In December 2015 we agreed to acquire Greenbank Shopping Centre (located south of Brisbane, QLD) for $23.0m representing an implied cap rate of 6.55%. This acquisition was completed in January 2016. In addition, we have a call option to acquire an adjacent parcel of development land for $10.0m at any point within the next 5 years (and the vendor has a put option at the end of that 5 year period)

Disposals

• Fairfield, Griffith North, Burwood Dan Murphy’s, Katoomba Dan Murphy’s, Inverell Big W : sold for $60.9m in October 2015 to our first retail fund “SURF 1” (7.17% implied cap rate)

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NEIGHBOURHOOD CENTRES IN AUSTRALIA Fragmented ownership provides acquisition opportunities

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Neighbourhood centre landscape in Australia

• There are over 850 Coles and Woolworths anchored neighbourhood centres in Australia

• SCP is the largest owner (by number) of neighbourhood centres in Australia. SCP has an opportunity to continue to consolidate this fragmented segment by utilising its funding capability, management capability and industry knowledge to source and execute acquisition opportunities from private and corporate owners. Since listing SCA has completed the acquisition of 25 neighbourhood centres for $602m in aggregate

Ownership of neighbourhood centres in Australia (Number of centres)

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Indicative
SCP
CQR
VCX
Syndicates,
Funds and
Other
Institutions
Private
Ownership
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Recent transactions

• During the six months ended 31 December 2015, 28 Woolworths / Coles anchored neighbourhood centres changed hands for aggregate consideration of $773.9m

• SCP was the largest individual buyer of neighbourhood centres during that period

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1H FY16 Buyers 1H FY16 Sellers
(by value) (by value)
Syndicates and
SCP Funds
15% 10%
Private
40%
20% Syndicates and
Funds
53% Other
37%
Private Institutions
25%
Other Institutions
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Source: Management estimates

INDICATIVE DEVELOPMENT PIPELINE We have identified over $100m of development opportunities at 18 of our centres over the next 5 ears[1] y

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	Estimated Capital Investment (A$m)
Development Type Centre(s)	FY16 FY17 FY18 FY19 FY20
Refurbishment Lismore	2.8 - - - -
Stage 3 (third anchor) Kwinana	2.2 12.8 - - -
Centre expansions Central Highlands, Epping North, Mackay, North Orange, Treendale, Greenbank	1.5 6.5 15.0 16.0 20.0
Supermarket expansions Chancellor Park, Ocean Grove, Newtown (Tasmania), Gladstone, Riverside, West Dubbo	3.5 11.0 12.0 - 8.0
Supermarket and centre expansions Wyndham Vale, Merimbula, Collingwood Park, Kingston	- - - 5.0 13.0
Total	10.0 30.3 27.0 21.0 41.0
19 • Lismore $7.3m refurbishment was completed during 1HFY16 • Chancellor Park $3.8m supermarket expansion commenced construction in January 2016 • Heads of Agreement entered into with Coles in relation to the third anchor at Kwinana

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1 The exact timing of future developments is subject to prevailing market conditions and regulatory approvals

FUNDS MANAGEMENT BUSINESS Potential to deliver additional earnings growth in the future

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• First fund “SURF 1” successfully completed

• Five SCP non-core assets acquired for $60.9m, a 12% premium to book value

• Fund commenced on 1 October 2015

• SCP retains a 24.4% equity interest in the fund

• We intend to launch “SURF 2” during 1H FY17

• To comprise Katoomba Woolworths / Big W, another SCP non-core asset

• Current book value is $43.0m

• SCP will continue to launch additional retail funds

• Assets may include either other SCP non-core assets, or acquired assets

• Utilise SCP’s large unitholder base and retail expertise

• The funds management business will allow SCP to recycle non-core assets, and utilise its expertise and platform to earn capital-light management fees in the future

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5

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KEY PRIORITIES AND OUTLOOK Anthony Mellowes Chief Executive Officer Mark Fleming Chief Financial Officer

CORE STRATEGY UNCHANGED Defensive, resilient cashflows to support secure distributions

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Weighted to
Focus on convenience- Long leases to
non-discretionary
based retail centres quality anchor tenants
retail segments
Appropriate Growth
capital structure opportunities
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POTENTIAL EARNINGS GROWTH TRENDS Continued solid earnings growth expected over time

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Description and Assumptions

Indicative Contribution to FFO Growth Rate (% pa) (from FY18 onwards)

• Anchor rental income represents about 60% of overall gross property income • Once turnover thresholds are met, rent will grow in proportion to Anchors’ sales growth • Around 40% of Anchor tenancy leases have a minimum 5% increase in base rent after 5 years • Specialty rental income represents about 40% of overall gross property income • Specialty leases generally have contracted growth of 3-4% pa • Positive specialty rent reversions expected on expiry due to relatively low rent / sqm at present • After investment in FY15 and FY16, Property Expenses and Corporate Costs expected to grow at same rate as rental income • Interest expense is continuing to be actively managed • Selective extensions and refurbishments of our existing centres are intended to be undertaken in the future • We have identified over $100m of development opportunities so far • Selective acquisitions will continue to be made in the fragmented neighbourhood shopping centre segment • The market has a strong pipeline of new centre openings linked to population growth • New funds management business, with "SURF 2" to be launched in 1H FY17

1% + 1 - 2% + 0% 0 - 1% +

2 - 4% +

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KEY PRIORITIES AND OUTLOOK Continue to deliver on strategy in FY16

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• Increase specialty rent per sqm by optimising tenancy mix and achieving rental uplifts on renewals

• Improve centre standards by reinvesting expense savings and reviewing property management arrangements

Optimising the Core Business

• Manage potential sale or closure of Dick Smith and Masters

• Dick Smith: four stores paying annual gross rental of $1.0 million

• Masters: one store paying annual gross rental of $1.7 million

• Continue to seek accretive acquisition opportunities consistent with our strategy and investment criteria

Growth Opportunities

• Progress our identified development pipeline

• Launch our second retail fund (“SURF 2”) in 1H FY17

Capital Management

• Continue to actively manage our balance sheet to maintain diversified funding sources with long weighted average debt expiry and a low cost of capital consistent with our risk profile

Earnings Guidance

• FY16 EPU guidance increased to 13.6 cpu (from 13.5 cpu), and FY16 DPU guidance maintained at 12.2 cpu

• FY17 guidance will be given with the full year results announcement in August 2016

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6 QUESTIONS

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7 APPENDICES

53.4%

LONG TERM LEASES TO WOOLWORTHS AND WESFARMERS GROUP

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• 59% of gross rent generated by Woolworths (50%) and Wesfarmers Group (9%) (on a fully leased basis), with an Anchor WALE of 15.0 years

• Opportunity to realise positive rent reversions from specialty tenants as lease expiries increase over the next few years

• Overall, 11.8 year portfolio WALE combined with investment grade tenants and non-discretionary retail categories provides a high degree of income certainty

Overall Lease Expiry (% of gross rent)

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7.8% 7.4% 7.7% 8.8% 6.4%
3.3% 3.0%
1.5% 1.1%
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 or
later
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Portfolio Lease Expiry Profile

Specialty Lease Expiry (% of specialty gross rent)

31 December 2015	WALE(Years)
Portfolio WALE	11.8
Anchor WALE	15.0

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19.4%
17.6%
15.6% 15.2%
10.0%
5.5% 5.2% 5.6%
3.4%
2.5%
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 or
later
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INVESTMENT PROPERTIES VALUE

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A$m
2,200
2,100 38.0 4.7 11.0 2,076.1
127.0
2,000
1,895.4
1,900
1,800
1,700
30-Jun-15 Acquisitions & Fair Value Straight lining & FX 31-Dec-15
Developments capex
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• Acquisitions of $115.2m being Griffin Plaza ($23.0m), Marian Town Centre ($32.0m), Northgate ($14.8m), Wonthaggi ($45.4m). $8.5m of stamp duty and other transaction costs. The balance of $3.3m relates to developments including $2.8m on Lismore

• Fair Value uplift is primarily due to cap rate compression. At a portfolio level the cap rates have tightened on average from 7.49% as at 30 June 2015 to 7.28% at 31 December 2015

• FX increase is due to the appreciation of the NZD vs the AUD during the year (from $1.12 at 30 June 2015 to $1.06 at 31 December 2015)

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DEBT FACILITIES & INTEREST RATE HEDGING

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Debt Facilities as at 31 December 2015	$m	Facility Limit (A$m) Drawn Debt (A$m) Undrawn (A$m) Maturity
	Bank Facilities
	Bank bilateral Bank bilateral Bank bilateral1	190.0 149.5 40.5 Nov – Dec 2018 25.0 20.0 5.0 Feb 2019 230.0 172.0 58.0 Dec 2019 445.0 341.5 103.5
	Medium Term Note	175.0 175.0 0.0 Apr 2021
	US Private Placement
	US$ denominated2 US$ denominated2 A$ denominated Total unsecured financing facilities3	106.5 106.5 0.0 Aug 2027 53.3 53.3 0.0 Aug 2029 50.0 50.0 0.0 Aug 2029 209.8 209.8 0.0 829.8 726.3 103.5

Interest Rate Fixed / Hedging Profile

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$541m represents 75.5% of drawn
facilities (excl $10m bank guarantee)
$m fixed or hedged as at Dec 2015
600 4.00%
400 3.50%
541 541
541 325
200 3.00%
0 2.50%
Dec 15 Jun 16 Jun 17 Jun 18
$m fixed or hedged Average hedge rate (excluding margin and line fees)
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1 Includes $10.0m guarantee for the Responsible Entity’s compliance with its Australian Financial Services Licence

2 US denominated repayment obligations have been fully hedged at a A$/US$ rate of 0.9387

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3 Drawn debt of $726.3m, plus unrealised foreign exchange losses of $46.1m in relation to the hedged USPP US$ proceeds, less $10.0m bank guarantee, less $2.7m remaining unamortised establishment fees, equals $759.7m “interest bearing liabilities” in the consolidated balance sheet

ACQUISITIONS DURING THE PERIOD Six months to 31 December 2015

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	Centre type	Acquisition date	Anchor GLA (sqm)	Specialty GLA (sqm)	Total GLA (sqm)	% GLA committed	Total purchase price ($m)	Implied Acquisition Cap rate
Acquired Properties
Griffin Plaza, NSW	Neighbourhood	Sep 2015	3,679	3,554	7,233	93.1%	23.0	7.45%
Marian Town Centre, QLD	Neighbourhood	Nov 2015	3,208	3,496	6,704	100.0%	32.0	7.10%
Northgate Shopping Centre, NSW	Neighbourhood	Dec 2015	2,591	1,540	4,131	97.8%	14.8	7.40%
Wonthaggi Plaza, VIC	Neighbourhood	Dec 2015	7,848	4,024	11,872	96.4%	45.4	7.12%
Total			17,326	12,614	29,940	96.6%	115.2	7.22%
Post Balance Date Acquisition Property
Greenbank Shopping Centre, QLD1	Neighbourhood	Jan 2016	3,970	1,720	5,690	100.0%	23.0	6.55%
Total			3,970	1,720	5,690	100.0%	23.0	6.55%

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1 A deposit of $1.2m was paid in Dec 15 for the acquisition of Greenbank Shopping Centre with the remaining balance of the purchase price of $21.8m paid on settlement in Jan 16

DIVESTMENTS DURING THE PERIOD Six months to 31 December 2015

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	Centre type	Divestment date	Anchor GLA (sqm)	Specialty GLA (sqm)	Total GLA (sqm)	% GLA committed	Total sale price ($m)	Divestment Cap rate
Divested Properties
Woolworths Griffith North, NSW	Freestanding	Oct 2015	2,560	-	2,560	100.0%	9.2	6.50%
Woolworths Fairfield Heights, NSW	Freestanding	Oct 2015	3,361	342	3,703	100.0%	18.0	6.75%
Dan Murphy’s Burwood, NSW	Freestanding	Oct 2015	1,400	-	1,400	100.0%	8.6	6.25%
Dan Murphy’s Katoomba, NSW	Freestanding	Oct 2015	1,420	-	1,420	100.0%	6.7	6.75%
Big W Inverell, NSW	Freestanding	Oct 2015	7,559	130	7,689	100.0%	18.4	8.50%
Total			16,300	472	16,772	100.0%	60.9	7.17%

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ANCHOR TENANTS Increasing exposure to Wesfarmers Limited

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• All of our centres are anchored by either Woolworths Limited or Wesfarmers Limited retailers

• We are gradually increasing our relative exposure to Wesfarmers Limited via acquisitions and divestments

	31 Dec	30 June	30 June	30 June	31 Dec
	2012	2013	2014	2015	2015
Woolworths Limited
Woolworths	40	50	51	53	52
Big W	8	8	9	9	8
Dan Murphy’s	5	6	5	5	3
Masters	1	1	1	1	1
Countdown	13	13	14	14	14
Total Woolworths Limited	67	78	80	82	78
% of Anchors (by number)	100%	97.5%	93%	86%	82%
Wesfarmers Limited
Coles	0	1	4	9	12
Target	0	1	1	2	3
Kmart	0	0	1	2	2
Total Wesfarmers Limited	0	2	6	13	17
% of Anchors (by number)	0%	2.5%	7%	14%	18%
Total Anchor Tenants	67	80	86	95	95

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PORTFOLIO LIST

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33

PORTFOLIO LIST (CONTINUED)

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34

PORTFOLIO LIST (CONTINUED)

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MANAGEMENT TEAM

Anthony Mellowes, Chief Executive Officer

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• Mr Mellowes is an experienced property executive. Prior to joining SCA Property Group as an Executive Director, Mr Mellowes was employed by Woolworths Limited since 2002 and held a number of senior property related roles including Head of Asset Management and Group Property Operations Manager. Prior to Woolworths Limited, Mr Mellowes worked for Lend Lease Group and Westfield Limited.

• Mr Mellowes was appointed Chief Executive Officer of SCA Property Group on 16 May 2013 after previously acting as interim Chief Executive Officer since the group’s listing on 26 November 2012. Mr Mellowes was a key member of the Woolworths Limited team which created SCA Property Group

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Mark Fleming, Chief Financial Officer

• Mr Fleming worked for 8 years at Woolworths Limited from 2003 to 2011, firstly as General Manager Corporate Finance, and then as General Manager Supermarket Finance. After Woolworths Limited, Mark was CFO of Treasury Wine Estates from 2011 to 2013. Prior to Woolworths Limited, Mark worked in investment banking at UBS, Goldman Sachs and Bankers Trust.

• Mr Fleming was appointed Chief Financial Officer of SCA Property Group on 20 August 2013, and as an Executive Director of SCA Property Group in May 2015.

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Mark Lamb, General Counsel and Company Secretary

• Mr Lamb is an experienced transactional lawyer with over 20 years’ experience in the private sector as a partner of Corrs Chambers Westgarth and subsequently Herbert Geer and in the listed sector as General Counsel of ING Real Estate. Mr Lamb has extensive experience in retail shopping centre developments, acquisitions, sales and major leasing transactions having acted for various REITs and public companies during his career.

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Campbell Aitken, Chief Investment Officer

• Mr Aitken has over 10 years experience working in the Property Funds Management industry in a number of senior positions within the Australian Retail REIT sector, with Charter Hall Group, Macquarie Bank and Westfield. Mr Aitken is an active member of the Property Council of Australia, currently Chairman of the Retail Property Committee and is a committee member of the Property Investment and Finance Committee. Mr Aitken has experience in managing acquisitions, leasing, property management, and developments.

• Mr Aitken joined SCA Property Group in May 2013, was appointed Chief Operating Officer in October 2013 and was appointed Chief Investment Officer in March 2015.

Sid Sharma, General Manager Operations

• Mr Sharma has over 10 years property experience and has held executive roles at DEXUS, Woolworths and Westpac across leasing, asset management and developments. Previously, Sid worked for Stockland and Deacons Lawyers. Sid holds a Bachelor of Laws and Bachelor of Commerce (Economics & Finance).

• Mr Sharma joined SCA Property Group in May 2014 as General Manager - Leasing and has been appointed General Manager – Operations in March 2015.

• Mr Lamb was appointed General Counsel and Company Secretary of SCA Property Group on 26 September 2012.

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SCA Property Group Level 5, 50 Pitt Street Sydney NSW 2000 Tel: (02) 8243 4900 Fax: (02) 8243 4999

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www.scaproperty.com.au

Disclaimer

This presentation has been prepared by Shopping Centres Australasia Property Group RE Limited (ABN 47 158 809 851) (SCPRE) as responsible entity of Shopping Centres Australasia Property Management Trust (ARSN 160 612 626) (SCA Management Trust) and responsible entity of Shopping Centres Australasia Property Retail Trust (ARSN 160 612 788) (SCA Management Trust) (together, SCA Property Group or the Group). This presentation should be read in conjunction with the Financial Report published on the same date.

Information contained in this presentation is current as at the date of release. This presentation is provided for information purposes only and has been prepared without taking account of any particular reader's financial situation, objectives or needs. Nothing contained in this presentation constitutes investment, legal, tax or other advice. Accordingly, readers should, before acting on any information in this presentation, consider its appropriateness, having regard to their objectives, financial situation and needs, and seek the assistance of their financial or other licensed professional adviser before making any investment decision.

This presentation does not constitute an offer, invitation, solicitation or recommendation with respect to the subscription for, purchase or sale of any security, nor does it form the basis of any contract or commitment.

Except as required by law, no representation or warranty, express or implied, is made as to the fairness, accuracy or completeness of the information, opinions and conclusions, or as to the reasonableness of any assumption, contained in this presentation.

The forward looking statements included in this presentation involve subjective judgment and analysis and are subject to significant uncertainties, risks and contingencies, many of which are outside the control of, and are unknown to, the Group. In particular, they speak only as of the date of these materials, they assume the success of the Group’s business strategies, and they are subject to significant regulatory, business, competitive and economic uncertainties and risks. Actual future events may vary materially from forward looking statements and the assumptions on which those statements are based. Given these uncertainties, readers are cautioned not to place undue reliance on such forward looking statements.

By reading this presentation and to the extent permitted by law, the reader releases each entity in the Group and its affiliates, and any of their respective directors, officers, employees, representatives or advisers from any liability (including, without limitation, in respect of direct, indirect or consequential loss or damage or loss or damage arising by negligence) arising in relation to any reader relying on anything contained in or omitted from this presentation.

The Group, or persons associated with it, may have an interest in the securities mentioned in this presentation, and may earn fees as a result of transactions described in this presentation or transactions in securities in SCP.

All values are expressed in Australian dollars unless otherwise indicated. All references to “units” are to a stapled SCP security comprising one unit in the SCA Retail Trust and one unit in the SCA Management Trust.