2016年8月9日星期二

9 things learned from Mapletree Commercial Trust’s 2016 EGM

By Adam Wong on August 2, 2016
文章連結

MBC
On 5 July 2016, Mapletree Commercial Trust (SGX: N2IU) (MCT) announced a proposed acquisition of an office and business park property, Mapletree Business City (MBC), for a purchase consideration of $1.78 billion. This will be MCT’s second acquisition since its IPO.
As a unitholder myself, I attended the extraordinary general meeting MCT held immediately after itsFY2016 AGM to find out more details about the proposed acquisition and to vote on the proposed resolutions.
Here are 9 things I learned from Mapletree Commercial Trust’s 2016 EGM:

1. MCT is acquiring Phase 1 of MBC

MCT is acquiring Phase 1 of MBC which comprises an office tower and three business park blocks. Phase 1 was completed in April 2010 while Phase 2 of MBC is currently under development and is due for completion this year. The leasehold for MBC (Phase 1) is 80 years till 2096.

2. Total acquisition cost is $1.86 billion

MBC acquisition cost
The purchase consideration is $1.78 billion which is a 2.3% and 2.8% discount to DTZ’s and Knight Frank’s independent valuation of MBC respectively. The total acquisition cost, however, is $1.86 billion after including acquisition fees paid to the manager ($8.9 million paid in units), stamp duty to the government ($53.4 million), and estimated professional fees and expenses ($16.2 million).

3. Acquisition is NAV and DPU accretive

NAV DPU accretion
The acquisition is expected to be accretive for net property income (NPI) yield, NAV, and distribution per unit (DPU). NPI yield will increase from 5.1% to 5.2%. NAV per share will increase to $1.31 and DPU will rise from 4.14 cents to 4.27 cents.

4. Exposure to the Alexandra/HabourFront office market

The management views MBC as a strategic addition to its portfolio. The property is of the largest integrated office and business park complexes in Singapore. It is located 10 minutes from the central business district (CBD) and directly connected to Labrador Park MRT station.
CBD alexandra habourfront
It attracts tenants who wish to be located near the CBD without having to pay sky-high rents. The Alexandra/HabourFront area offers rents which are 28.8% and 8.5% lower than Grade-A and Grade-B Core CBD offices respectively. Average office rent at MBC is $6.14 per square foot per month.
alexandra habourfront rents
Historically, prime office rents in Alexandra/HabourFront are also less volatile resilient than Grade-A and Grade-B Core CBD office rents.

5. Exposure to growing business park segment

Mapletree Business City is the closest business park to the CBD and the growing demand for business parks is evident in MNCs like Google, American Express, HSBC, Nike, SAP, Samsung and Unilever relocating from the CBD to MBC.
business city rent
Singapore business park rents are also extremely stable compared to office rents and there is no new business park supply expected until 2020. Average business park rent at MBC is $5.88 per square foot.

6. Committed occupancy rate is at 99.0%

MBC occupancy
MBC is a large property with a total net lettable area (NLA) of 1,708,218 square feet comprising 420,544 square feet in offices and 1,287,674 square feet in the business park. Even so, occupancy levels as at 30 April 2016 is 97.8%, while the committed occupancy rate is 99.0%. Weighted average lease expiry is 3.5 years and 97.5% of leases have average annual rental step-ups of around 3%.

7. Acquisition to be financed by a combination of debt and equity

MBC’s total acquisition cost of S$1.86 billion will be funded by loan facilities of up to $920 million and an issue of up to 795 million new units via a private placement to institutional investors and preferential offering to existing unitholders.

8. Some unitholders had questions and concerns

One unitholder felt that the acquisition was not in the interest of minority unitholders. He agreed that MBC was a good asset but thought that the acquisition price was too high and, as a result, the DPU accretion too low. He questioned why the management had to make the acquisition at this point in time when the office sector is soft and suggested that the deal might be better suited when the office sector improves.
Chairman Tsang Yam Pui expressed surprise at the unitholder’s view as many investors have long asked when MBC would be acquired by MCT. Tsang explained that an asset of MBC’s quality is hard to find and would be very expensive in the open market. The fact that MCT is able to acquire the property at a price that allows for DPU and NAV accretion is a positive for unitholders. The property would also give good organic growth in the long run. The chairman also said that a good time to acquire a good asset is when you can get it at the right price. In the case of MBC, MCT is already acquiring it a discount to the valuation set by two independent valuers.
Another unitholder asked if the supply of nearby office properties like Alexandra Technopark and Fragrance Building (formerly NOL Building) would affect MBC. CEO Sharon Lim replied that in the next four years, only 4% of office leases at MBC are expiring in FY2018/19. Furthermore, the quality of an asset like MBC is a world of difference compared to the rest.
A unitholder jokingly asked if the sale of MBC was being ‘forced’ onto MCT by its sponsor Mapletree. The Chairman reassured the unitholder that the acquisition is a case of a willing buyer and a willing seller. But he noted that the deal is a related party transaction which is why the management has gone through the procedure of obtaining independent valuations and the transaction scrutinized by its independent directors.

9. The proposed acquisition was voted through

The proposed acquisition of MBC was approved at the EGM with 95.51% of votes in favor of the resolution. MCT has since announced they plan to raise $529.1 million from the private placement and $515.2 million from the preferential offering.
Current unitholders are entitled to 17 new units for every 100 existing units at an issue price of $1.42 per unit. The issue price is an 8.4% discount to MCT’s last traded price of $1.55 (as at 1 August 2016). Unitholders can also apply for excess units. Books closure date is 3 August 2016 at 5:00 p.m.

2016年7月24日星期日

24 Key Numbers Investors Should Know About Parkway Life REIT


Parkway Life REIT  (SGX: C2PU) is one of the many companies and real estate investment trusts (REITs) in Singapore’s stock market that have released their annual reports over the past few months.

The annual report is a great place to learn more about a company or trust. In the case of Parkway Life REIT, its latest 2015 Annual Report had a chockful of interesting numbers. Here are 24 figures that may be worth noting:

At the end of 2015, Parkway Life REIT had a total of 47 properties across Singapore, Japan, and Malaysia. The portfolio was valued at around S$1.6 billion as at 31 December 2015, placing the REIT as one of the largest healthcare REITs in the region.
Singapore accounted for 63% of gross revenue in 2015, followed by Japan at 36.5%. The remainder came from Malaysia.
Parkway Life REIT’s distribution per unit (DPU) was 13.29 Singapore cents in 2015. This is an 86.6% jump from its initial annualised DPU of 6.32 cents seen in 2007. The accumulated DPU from the REIT’s IPO (initial public offering) up till the fourth-quarter of 2015 is 81.1 cents. Parkway Life REIT’s IPO price was $1.28 per unit.
Parkway Life REIT entered the Japan market in 2008. Since then, it has been able to build up a portfolio of 43 healthcare properties in Japan that are worth a total of S$590 million.
During the year, Parkway Life REIT acquired seven new Japanese nursing homes. This allowed the REIT to make its first foray into the Aichi Prefecture in Japan. This followed its maiden divestment made in late 2014, when seven other Japan nursing homes were sold off for a profit of $9.11 million.
Parkway Life REIT has a fairly healthy debt profile. The REIT has a weighted average term to loan maturity of 3.5 years and a gearing of around 35.3% at the end of 2015. There is no year in which more than 32% of its total debt will come due.
On Parkway Life REIT’s leases, 64% of its gross revenue has a CPI-linked revision formulae. Furthermore, 98% of its leases (by nett lettable area) comes with a rent review provision. At the end of 2015, Parkway Life REIT had a weighted average lease term to expiry of 9.12 years. Only 2.5% of its leases will expire between 2016 and 2020.
Parkway Life REIT also presented some stats on the healthcare sector. The global population aged 60 and above will rise to almost 22% by 2050, up from 12.3% today. Closer to home, the number of Singaporeans aged 65 and above has doubled to 440,000 in 2015 over the past 15 years. This is expected to more than double to 900,000 by 2030. As a result, Singapore’s healthcare spending is expected to reach more than S$13 billion in 2020.
There could be competition for medical tourism. The medical tourism market in Malaysia has nearly doubled since 2010. Meanwhile, revenue growth for Thailand’s hospitals was up to 15% year-on-year. Singapore, though, remains popular for high-end treatment.

我買日本 Reits的原因

1) 分散地域風險,亞太區雖是增長最好的地方,個別地區,不同sector表現仍有很大分別!如新加坡及香港酒店業表現向下,日本澳洲則較佳。

2) 日本旅遊業增長勢頭甚佳,預料海外遊客會由現時2000萬增長至2020年奧運會的4000萬!但酒店的增長數目緩慢,入住率不斷攀升。


3) Office辦公室的表演也不錯,使用率長期穩定地維持在較高水平。空置率預料會由現時的4%跌至2017年的3%,Office workers的數目在主要商業地區如東京、神奈川県、千葉縣、埼玉縣等也上升,對辦公室的需求增加。

4)日本reits的息率較低,一般3-4%。惟日本股市前段時間因英國脫歐,日圓急升,股市下跌,提供購入機會。現在reits距離今年高位有10-15%空間。相對香港reits已屢創新高,日本reits值搏率較高。

5)現在掌握的操作平台可方便地以低息1.22-1.5%借入日圓去買日本資產,可以抵消匯率風險,只剩下價格風險!

2016年7月23日星期六

文章‘’12 things Learned from Ascendas Hospitality Trust’s FY2016 AGM‘’的讀後感

與Ascendas hospitality Trust(AHT)隻reits。AHT 80%達23%!()(operational business),入(passive income)以AHT了business trust有2店under reit的9under business trust.到reit做stapled security.2‘’‘’使
By  on July 11, 2016 article link
 Hospitality Trust (SGX: Q1P) (A-HTrust) is a stapled group comprising Ascendas Hospitality Real Estate Investment Trust and Ascendas Hospitality Business Trust. The group invests in and manages a portfolio of hospitality properties across Asia Pacific.
The author attended the trust’s most recent AGM to find out more about its prospects in the face of a weakening global economy and flat tourism sector in some countries.
Here are 12 things I learned from Ascendas Hospitality Trust’s FY2016 AGM:
  • A-HTrust’s portfolio comprises 11 hotels across seven cities in four countries – Singapore, Australia, China, and Japan. The trust’s entire portfolio is worth $1.5 billion – an increase of 11% year-on-year. Australia accounts for the largest proportion at 41% but the trust’s exposure down under is spread out evenly among six properties. The trust’s largest property, Park Hotel Clarke Quay in Singapore, accounts for 21% of the portfolio.
  • A-HTrust’s current yield is 7.55%. The figure is near the trust’s historical low yield in 2015. Its historical high yield is 9.22% in 2013.
  • Gross revenue and net property income (NPI) increased in same currency terms but decreased 5.3% and 2.7% respectively in Singapore dollar terms. This was mainly due to a weaker Yen and Australian dollar. Australia accounted for the largest proportion of NPI at 54.5% while Japan saw the largest increase in NPI year-on-year at 13.2%.
  • Master leases accounted for 37.5% of NPI. The management revealed it aims to have master leases account for at least 50% of NPI for longer-term stability.
  • Distribution per stapled security rose 6.9% year-on-year despite 5% retention of income by the trust. The increase was mainly due to a $2 million contribution from the divestment proceeds of a property – Pullman Cairns International.
  • Average occupancy rates, average daily rates and revenue per available room (RevPAR) were all largely flat year-on-year in Australia and China. Only Oakwood Apartments Ariake Tokyo in Japan saw a large increase in RevPAR year-on-year at 23.3%. The rest of the trust’s properties are anchored by master lease agreements.
  • A-HTrust’s gearing ratio decreased to 32.7% from 37.2% a year ago. As far as possible, the trust aims to borrow in the local currency where its properties are located to achieve a natural hedge. So for example, Australia accounts for 41% of the portfolio and, accordingly, 42.5% of the trust’s debt is in Australian dollars. To minimize exposure to interest rate volatility, 91.2% of borrowings are at fixed interest rates.
  • Australia and Japan are seeing steady growth in international tourist arrivals. Australia saw 6.9 million tourists visit the country in 2015 – an 8% growth from the previous year. Japan saw even better numbers with 19.7 million tourists – a 47% growth from the previous year! International arrivals in Japan are forecasted to reach 40 million in 2020 with the Olympics being held in Tokyo that year. On a side note, one shareholder remarked that he thoroughly enjoyed his stay in one of A-HTrust’s recently refurbished hotels, Hotel Sunroute Osaka Namba, and recommended everyone to give it a try if in Osaka.
  • Singapore and Beijing’s international arrivals remain flat. Singapore only saw 1% growth in tourist arrivals in 2015. While the flat tourist numbers will drag the trust’s performance in Singapore, Park Hotel Clarke Quay is anchored by a master lease with a high proportion fixed income paid to the AH-Trust. Beijing’s international arrivals have been falling from 5.2 million in 2011 to 4.2 million in 2015 – one of the reasons being the city’s bad air pollution. However, China’s domestic travel remains robust; 269 million domestic travelers visited their country’s capital in 2015 which has been growing at 7% per annum since 2011.
  • A-HTrust has partnered with NASDAQ-listed Chinese hotel operator Huazhu Hotels Group to operate the trust’s Beijing hotels and tap on their local experience and knowledge in the Chinese market. Huazhu manages/operates over 2,700 hotels in 352 cities in China and has over 49 million members in its loyalty programme. CEO Tan Juay Hiang mentioned that Ibis Beijing Sanyuan has gotten good traction from Huazhu’s loyalty programme and is expecting good results from the partnership moving forward.
  • In November 2015, A-HTrust announced that it received an expression of interest from an undisclosed party to acquire the entire trust. The management hired appointed a slew of advisors – JP Morgan, Wong Partnership, KPMG Corporate Finance, and Ernst & Young – to provide financial, legal and tax advice on the viability of the proposal. In the end, the board decided not to proceed with the transaction because they believed it was not in the best interests of shareholders. One well-known local activist investor was not impressed and questioned why so many high-powered advisors were needed to consider a non-binding expression of interest and which party bore the cost of the advisors. The CEO replied that the cost was borne by the trust. Another shareholder pressed to know the total costs involved and the CEO revealed that it was the region of $600,000. A number of shareholders then voiced their displeasure with the board that so much money was wasted for an exercise that eventually amounted to nothing.
  • Our activist investor asked why the trust decided to structure itself as a stapled security: a REIT and a business trust. He pointed out that there are tax benefits for REITs – when a REIT pays out at least 90% of distributable income to unitholders – and questioned why A-HTrust would place only two hotels under its REIT and the other nine hotels under its business trust. He carried on to say that most stapled securities use a business trust to undertake property developments (where REITs have a limitation), after which they move the property to the REIT to be more tax efficient. The CEO replied A-HTrust has a stapled structure because a REIT in Singapore is only allowed to earn passive income (rent) and is not allowed to have an operational business. For A-HTrust, some of its hotels are not under a master lease and run on management contracts instead – and therefore can’t be placed under the REIT. In other words, the trust operationally runs the hotel business for some of its hotels. The CEO continued and said that while running a hotel operation means taking on more business risk compared to a master lease, there is also an upside when demand and room rates increase.