Mapletree Investments Pte Ltd Annual Report 2014/2015 Maple Tree AR Cover Size: 441.5 Mmx280hmm

Total Page:16

File Type:pdf, Size:1020Kb

Mapletree Investments Pte Ltd Annual Report 2014/2015 Maple Tree AR Cover Size: 441.5 Mmx280hmm Maple Tree_AR_Cover_Size: 441.5 mmx280Hmm Aiming Higher Mapletree Investments Pte Ltd Annual Report 2014/2015 Maple Tree_AR_Cover_Size: 441.5 mmx280Hmm Performance Highlights FY2014/2015 The financial year ended 31 March 2015 (FY2014/2015) Each of these initiatives is geared towards strengthening saw Mapletree laying the foundation for its next phase of the Group’s earnings base, to meet Mapletree’s objective growth. With a more challenging set of targets, the Group of delivering consistently high returns to its stakeholders. ventured into new geographical markets beyond Asia, as Revenue for FY14/15 increased by 7.4% to S$1.6 billion, well as new real estate sectors. In line with its real estate and the Group posted profit after tax and minority capital management business model, Mapletree also interests (PATMI1) of S$1 billion, a 14.3% increase from created new private fund platforms during the year. a year ago. NAV CAGR2 (FROM FY10/11) AVEragE ROIE3 (FROM FY10/11) 12.3% 13.9% EBIT SOA FY FY/ vs FY/ FEE INCOME FY FY/ vs FY/ S$1,141.4 million 9.5% S$240.5 million 18.4% FY/ ,. FY/ . FY/ ,. FY/ . FY/ . FY/ . FY/ . FY/ . FY/ . FY/ . (S million) (S million) ASSETS UNDER MANAGEMENT (AUM) (FY/) FY/ vs FY/ S$28.4 billion 15.5% FY/ . FY/ . FY/ . FY/ . FY/ . (S billion) Managed Assets Owned Assets 1 PATMI denotes net profit (after tax and non-controlling interests) attributable to perpetual securities holders and equity holder of the Company. 2 NAV CAGR is adjusted for dividends distributed to shareholder and calculated excluding non-controlling interests and perpetual securities and with NAV as at 31 March 2010 as starting base. 3 ROIE denotes return on invested equity and is computed based on Operational PATMI over the Group’s equity from shareholder adjusted for unrealised revaluation gains or losses and such other non-cash flow and non-operating items including mark-to-market fair value adjustments and negative goodwill. 4 EBIT + SOA denotes earnings before interest and tax plus share of operating profit of associated companies and joint ventures (excluding SOA gain/loss relating to disposal, foreign exchange, derivatives and revaluation). 5 Including REIT management fees. Maple Tree_AR_Size: 215x280Hmm_PG:1 SL323735_175#_15-003_GP1B Aiming Higher At Mapletree, we always strive to better our performance. This year, we embarked on a new five-year strategic plan that will double our recurring earnings and scale of business. Our aim remains to deliver consistently high returns. To do this, we will diversify into new real estate sectors and expand our geographical footprint. As we set our sights higher, we will continue to develop, invest and manage a robust portfolio of assets to create sustainable value for all our stakeholders. Contents 32 Financial Review 45 Corporate Liquidity and Financial Resources 1 Aiming Higher Operations Review 2 Creating Value 48 Investment Activities 4 Going Beyond 60 and Fund Management 6 Forging Ties 64 Sustainability – Corporate Social Responsibility, Corporate Governance, Risk Management, and Human Resource 8 Corporate Overview 76 Property Portfolio 10 Upcoming Developments 79 Awards and Accolades 12 Message from the Chairman 16 Interview with the Group CEO 20 Board of Directors 81 Financial Statements 24 Group Senior Management 168 Our Offices 28 Highlights of the Year Maple Tree_AR_Size: 215x280Hmm_PG:2 SL323735_175#_15-003_GP1B Maple Tree_AR_Size: 215x280Hmm_PG:3 SL323735_175#_15-003_GP1B Mapletree Investments Pte Ltd Annual Report 2014/2015 Creating Value Maintaining discipline and focus Mapletree delivers value to its stakeholders by maintaining an asset-light business that maximises capital efficiency. This is integrated with our tried and tested business model that combines the complementary roles of a developer, investor and capital manager. In FY14/15, we launched two private real estate funds focused on logistics development projects and office assets in Japan. At the same time, we enhanced our development track record with the completion of our first retail project in Vietnam, SC VivoCity, while construction of the new phase of our flagship Mapletree Business City in Singapore continued. Key Performance Targets (as at 31 March 2015) Average ROIE NAV CAGR (FY10/11 - FY14/15) (FY10/11 - FY14/15) 13.9 % 12.3 % EBIT + SOA Fee Income S$1,141.4 million S$240.5 million AUM AUM Ratio (Managed vs Owned Assets) S$28.4 billion 2.6 : 1 Clothing courtesy of Sacoor Brothers at VivoCity Singapore on pages 2 and 3. 2 Maple Tree_AR_Size: 215x280Hmm_PG:4 SL323735_175#_15-003_GP1B Maple Tree_AR_Size: 215x280Hmm_PG:5 SL323735_175#_15-003_GP1B Mapletree Investments Pte Ltd Annual Report 2014/2015 Going Beyond Scaling our business Mapletree pursues growth opportunities, both locally and internationally, as part of its business plan. This year, we started building our corporate lodging/serviced apartment platform as part of our commitment to deliver sustainable value to our stakeholders. The move took us out of Asia and into new territories such as the United States, and will continue to bring us to new markets around the world. At the same time, we will continue to expand our footprint in Asia and deepen our presence in familiar markets in the region by entering new real estate sectors. Today, our S$28.4 billion portfolio spans logistics, industrial, office, retail, residential and corporate lodging/ serviced apartment properties. AssETS UNDER maNAGEMENt (AUM) BY COUNTRY China S$4,340.3m Hong Kong SAR S$6,213.4m Japan S$1,904.2m South Korea S$365.8m Australia S$104.3m Vietnam S$668.2m Singapore S$13,983.0m Malaysia S$438.3m USA India S$293.8m S$104.1m 5 Maple Tree_AR_Size: 215x280Hmm_PG:6 SL323735_175#_15-003_GP1B Maple Tree_AR_Size: 215x280Hmm_PG:7 SL323735_175#_15-003_GP1B Mapletree Investments Pte Ltd Annual Report 2014/2015 Forging Ties Reaching out to our communities Mapletree is committed to delivering sustainable returns to all its stakeholders. This includes contributing to and forging strong relationships in the communities in which we have established a business presence. These efforts come under our corporate social responsibility (CSR) programme. This year’s outreach was characterised by initiatives that saw more active engagement from Mapletree staff. We also continued supporting arts and education causes in Singapore, and provided financial aid for disaster reconstruction efforts in China. Mapletree also strives to incorporate environmentally sustainable features in its development projects. S$1.8 million committed to communities in FY14/15 (cash and in-kind contributions) S$40,000 raised by Mapletree staff for charities in FY14/15 LEED awards 5 LEED awards for environmentally- friendly developments 6 Maple Tree_AR_Size: 215x280Hmm_PG:8 SL323735_175#_15-003_GP1B Maple Tree_AR_Size: 215x280Hmm_PG:9 SL323735_175#_15-003_GP1B Mapletree Investments Pte Ltd Annual Report 2014/2015 Corporate Overview Corporate Overview Mapletree Investments Pte Ltd (Mapletree) FY14/15 marks the start of Mapletree’s new Today, Mapletree has a total of S$28.4 billion OUR GROWTH PLATFORMS is a leading real estate development, five-year strategic plan, where it aims to in AUM. Of this, S$20.5 billion are managed SINGAPORE COMMERCIAL SINGAPORE INDUSTRIAL LOGISTICS investment and capital management company. double its recurring earnings and assets under under its four Singapore-listed real estate Headquartered in Singapore, Mapletree aims management (AUM) to continue delivering investment trusts (REITs) and six private real to invest in real estate markets and sectors with strong and sustainable returns to investors. estate funds. With a staff strength of over strong growth potential. Its business objective Mapletree seeks to achieve these targets 1,700, Mapletree operates out of the major is to provide consistently high returns to through its asset-light and capital efficient gateway cities of seven Asian countries. The investors. The Group has a diversified portfolio business model, which combines the roles of Group also has properties in Australia and the of office, retail, industrial, logistics, residential, a developer, investor and capital manager. United States. corporate lodging/serviced apartment as well as mixed-use developments. Many of Mapletree’s developments are award-winning and boast environmentally-friendly features. Developer/investor/manager of primarily Developer/investor/manager of industrial Developer/investor/manager of logistics commercial properties (and certain industrial properties in Singapore properties in Asia FIVE YEAR AUM GROWTH 30,000 and business park properties) in Singapore , FY14/15 Capital management platform Capital management platform Capital management platform Singapore-listed REIT: Singapore-listed REIT: Singapore-listed REIT: S$28,415 million , • Mapletree Commercial Trust • Mapletree Industrial Trust • Mapletree Logistics Trust 25,000 Singapore , Hong Kong SAR CHINA AND INDIA NORTH ASIA & neW MarKets SOUTH EAST ASIA , China 20,000 Japan Vietnam Malaysia , South Korea 15,000 USA Australia India Indonesia 10,000 Developer/investor/manager of properties in Developer/investor/manager of properties in Developer/investor/manager of properties in China and India Australia, Greater China, Japan and USA South East Asia (excluding Singapore) 5,000 Capital management platform Capital management platform Capital management platform Private real estate funds: Singapore-listed REIT: Private real estate funds: • Mapletree India China Fund • Mapletree Greater China Commercial Trust • CIMB-Mapletree
Recommended publications
  • The Operator's Story Case Study: Guangzhou's Story
    Railway and Transport Strategy Centre The Operator’s Story Case Study: Guangzhou’s Story © World Bank / Imperial College London Property of the World Bank and the RTSC at Imperial College London Community of Metros CoMET The Operator’s Story: Notes from Guangzhou Case Study Interviews February 2017 Purpose The purpose of this document is to provide a permanent record for the researchers of what was said by people interviewed for ‘The Operator’s Story’ in Guangzhou, China. These notes are based upon 3 meetings on the 11th March 2016. This document will ultimately form an appendix to the final report for ‘The Operator’s Story’ piece. Although the findings have been arranged and structured by Imperial College London, they remain a collation of thoughts and statements from interviewees, and continue to be the opinions of those interviewed, rather than of Imperial College London. Prefacing the notes is a summary of Imperial College’s key findings based on comments made, which will be drawn out further in the final report for ‘The Operator’s Story’. Method This content is a collation in note form of views expressed in the interviews that were conducted for this study. This mini case study does not attempt to provide a comprehensive picture of Guangzhou Metropolitan Corporation (GMC), but rather focuses on specific topics of interest to The Operators’ Story project. The research team thank GMC and its staff for their kind participation in this project. Comments are not attributed to specific individuals, as agreed with the interviewees and GMC. List of interviewees Meetings include the following GMC members: Mr.
    [Show full text]
  • Group Senior Management
    Maple Tree_AR_Size: 215x280Hmm_PG:24 SL323735_175#_15-003_GP1B Mapletree Investments Pte Ltd Group Senior Management HIEW YOON KHONG, 53 Group CHief EXecutive Officer Mr Hiew is a member of the MIPL Board and assets in excess of S$25 billion. In the process, its Group Chief Executive Officer. He is also a Mapletree also built a substantial and growing Non-Executive Director of Mapletree Logistics capital management business. Trust Management Ltd, Mapletree Industrial Trust Management Ltd, Mapletree Commercial From 2003 to 2011, Mr Hiew was concurrently Trust Management Ltd, and Mapletree Greater Senior Managing Director (Special Projects) in China Commercial Trust Management Ltd. Temasek Holdings. Prior to joining Mapletree, Mr Hiew held various senior positions in the Mr Hiew joined Mapletree in 2003 as Group CapitaLand group of companies. His past Chief Executive Officer. He has since led the directorships included serving as a member on Mapletree Group from a Singapore-centric the Boards of Changi Airports International and asset-owning real estate company worth Sentosa Development Corporation, as well as S$2.3 billion to a fast-growing regional the Board of Trustees of the National University company with total owned and managed of Singapore. WONG MUN HOONG, 49 Group CHief Financial Officer Mr Wong oversees the Finance, Tax, Treasury, Prior to joining Mapletree in 2006, Mr Wong Private Funds Management, Risk Management, had over 14 years of investment banking and Information Systems & Technology experience in Asia, the last 10 years of which functions of the Mapletree Group. were with Merrill Lynch & Co. He is also a Non-Executive Director of Mapletree Logistics Trust Management Ltd, Mapletree Industrial Trust Management Ltd, Mapletree Commercial Trust Management Ltd and CapitaLand Township Development Fund.
    [Show full text]
  • Awards & Accolades
    Maple Tree_AR_Size: 215x280Hmm_PG:79 SL323735_175#_15-003_GP1B Annual Report 2014/2015 Awards & Accolades Awards & Accolades 2015 2014 Frost & Sullivan Asia Pacific Logistics MIPIM Asia Awards – Best Chinese Infrastructure Developer of the Year Futura Mega Project – Bronze th 8 Place in the 2014/2015 APAC Fund Frost & Sullivan MIPIM Asia Manager Guide Mapletree Logistics Trust Management Ltd Mapletree Business City Shanghai and PERE Magazine VivoCity Shanghai Mapletree Investments Pte Ltd Top 50 Singapore Brands Brand Finance, Singapore Top 10 Commercial Real Estate in Foshan SG Mark Award Mapletree Logistics Trust Management Ltd Winshang.com, China Design Business Chamber Singapore VivoCity Nanhai Mapletree Business City II Top 10 Performing Buildings (Mixed Development) in BCA Building Energy 2014 Commercial Landmark in BCA-IDA Green Mark Platinum Award Benchmarking Report 2014 Foshan City Building and Construction Authority and Building and Construction Authority, Singapore Guangzhou Daily, China Infocomm Development Authority of Singapore HarbourFront Centre VivoCity Nanhai Build-to-suit data centre for Equinix, SG3 Top 10 Performing Office Buildings PLUS 2014 Most Influential District Green Mark Gold Award (Private) in BCA Building Energy Shopping Mall Building and Construction Authority, Singapore Benchmarking Report 2014 Guangzhou Daily, China PSA Building & Alexandra Retail Centre Building and Construction Authority, Singapore VivoCity Nanhai Mapletree Business City Apple Daily Best Mall Awards 2014 – Top 10 Commercial Landmarks
    [Show full text]
  • Your Paper's Title Starts Here
    2019 International Conference on Computer Science, Communications and Big Data (CSCBD 2019) ISBN: 978-1-60595-626-8 Problems and Measures of Passenger Organization in Guangzhou Metro Stations Ting-yu YIN1, Lei GU1 and Zheng-yu XIE1,* 1School of Traffic and Transportation, Beijing Jiaotong University, Beijing, 100044, China *Corresponding author Keywords: Guangzhou Metro, Passenger organization, Problems, Measures. Abstract. Along with the rapidly increasing pressure of urban transportation, China's subway operation is facing the challenge of high-density passenger flow. In order to improve the level of subway operation and ensure its safety, it is necessary to analyze and study the operation status of the metro station under the condition of high-density passenger flow, and propose the corresponding improvement scheme. Taking Guangzhou Metro as the study object, this paper discusses and analyzes the operation and management status of Guangzhou Metro Station. And combined with the risks and deficiencies in the operation and organization of Guangzhou metro, effective improvement measures are proposed in this paper. Operation Status of Guangzhou Metro The first line of Guangzhou Metro opened on June 28, 1997, and Guangzhou became the fourth city in mainland China to open and operate the subway. As of April 26, 2018, Guangzhou Metro has 13 operating routes, with 391.6 km and 207 stations in total, whose opening mileage ranks third in China and fourth in the world now. As of July 24, 2018, Guangzhou Metro Line Network had transported 1.645 billion passengers safely, with an average daily passenger volume of 802.58 million, an increase of 7.88% over the same period of 2017 (7.4393 million).
    [Show full text]
  • MCT Secures Its First S$670.0 Million Green Loan
    For Immediate Release MCT secures its first S$670.0 million green loan Singapore, 21 October 2019 – Mapletree Commercial Trust Management Ltd., as manager of Mapletree Commercial Trust (“MCT”, and as manager of MCT, the “Manager”), is pleased to announce that DBS Trustee Limited, in its capacity as trustee of MCT (the “Trustee”), has secured its first S$670.0 million green club loan to part finance its acquisition of Mapletree Business City (Phase 2)1 (“MBC II”) and the Common Premises2. Completed in 2016, MBC II has been designed with environmentally friendly features and has been certified BCA Green Mark Platinum, BCA Universal Design Mark Platinum Award and LEED® Gold. DBS Bank Ltd. (“DBS”) and OCBC Bank acted as the green loan coordinators. The other club banks are Bank of China Limited Singapore Branch, Citibank N.A. Singapore Branch and Sumitomo Mitsui Banking Corporation Singapore Branch. The loan heralds MCT’s first step in green financing and demonstrates MCT’s commitment to sustainability in the property sector. Currently, all of MCT’s existing properties have received BCA Green Mark certifications, most of which are rated at the top two categories. Going forward, MCT is committed to ensuring that all MCT’s properties are and continue to be BCA Green Mark-certified, incorporating features such as greater climatic responsiveness, higher energy effectiveness, increased resource efficiency and smarter and healthier indoor environments. MCT has established a Green Loan Framework (the “Framework”) which is guided by the Green Loan Principles (2018) published by the Loan Market Associations and the Asia Pacific Loan Market Association.
    [Show full text]
  • Mapletree Logistics Trust to Acquire
    For Immediate Release MAPLETREE LOGISTICS TRUST TO ACQUIRE (I) NINE LOGISTICS PROPERTIES IN CHINA, MALAYSIA AND VIETNAM, AND (II) THE REMAINING 50% INTEREST IN 15 LOGISTICS PROPERTIES IN CHINA Acquisitions of high-quality modern logistics properties with average age of 2.8 years enhance MLT’s portfolio and regional network presence 94.7% leased to a strong tenant base serving mainly the domestic consumer markets, with e- commerce tenants accounting for 58% of revenue Proposed Acquisitions are expected to be distribution per Unit (“DPU”) and net asset value (“NAV”) per Unit accretive Singapore, 19 October 2020 – Mapletree Logistics Trust Management Ltd., as manager (the “Manager”) of Mapletree Logistics Trust (“MLT”), is pleased to announce the proposed acquisitions of A 100% interest in seven properties (the “New PRC Properties”) and the remaining 50% interest in 15 properties in China (the “Partially Owned PRC Properties”, and together with the New PRC Properties, the “PRC Properties”) at an acquisition price of approximately RMB4,477.1 million (S$905.7 million)1; A property in Malaysia (the “Malaysia Property”) at an acquisition price of approximately MYR402.5 million (S$131.7 million)1; and A property in Vietnam (the “Vietnam Property”) at an acquisition price of approximately USD22.2 million (S$30.1 million)1 (collectively, the “Properties”, and the acquisitions of the Properties, the “Acquisitions”) from subsidiaries of Mapletree Investments Pte Ltd (the “Sponsor”), the sponsor of MLT, and subsidiaries of Itochu Corporation, as the case may be. Ms Ng Kiat, Chief Executive Officer of the Manager, said, “The acquisition of these properties in high growth markets is a continuation of our long-term strategy to deepen MLT’s network connectivity to better serve our customers’ regional requirements, enabling them to access large consumption hubs within a short delivery time.
    [Show full text]
  • Annual Report 2018 Re-Imagining Olam
    Strategy Report Olam International Annual Report 2018 Re-imagining Olam Offering tomorrow’s products and services Strategy Report Olam International Limited Annual Report 2018 olamgroup.com About this report Contents Strategy Report Strategy report This chapter offers narrative about our strategy, our 2 Our financial and performance and key market factors and trends. It can be performance highlights read independently as an 8 Chairman’s letter Executive Summary or as part of the full report. 10 Group CEO review 26 Our business model Governance Report This section gives detailed 28 Our strategy in action information about our rigorous governance framework and those 40 Group COO review responsible for ensuring it is 76 Manufactured Capital followed. Shareholder information is also held within this chapter. 80 Human Capital 85 Social Capital Financial Report 92 Natural Capital Our figures and respective notes are enclosed within this chapter. 101 Intellectual Capital It should be read in conjunction 104 Intangible Capital with the Strategy Report to give a balanced account of internal and Integrated Impact external factors. 108 Statement 111 Engaging stakeholders 114 Risk Management 118 General information Navigating the Strategy Report Our Value Chain Edible Nuts Confectionery Food Industrial Raw Commodity and Spices and Beverage Staples and Materials, Financial Ingredients Packaged Infrastructure Services Foods and Logistics Our Capitals Front cover image: At Olam Spices’ Innovation and Quality Centre in Fresno, California, USA, Hein Tran
    [Show full text]
  • Mitsubishi Electric and Zhuzhou CSR Times Electronic Win Order for Beijing Subway Railcar Equipment
    FOR IMMEDIATE RELEASE No. 2496 Product Inquiries: Media Contact: Overseas Marketing Division, Public Utility Systems Group Public Relations Division Mitsubishi Electric Corporation Mitsubishi Electric Corporation Tel: +81-3-3218-1415 Tel: +81-3-3218-3380 [email protected] [email protected] http://global.mitsubishielectric.com/transportation/ http://global.mitsubishielectric.com/news/ Mitsubishi Electric and Zhuzhou CSR Times Electronic Win Order for Beijing Subway Railcar Equipment Tokyo, January 13, 2010 – Mitsubishi Electric Corporation (TOKYO: 6503) announced today that Mitsubishi Electric and Zhuzhou CSR Times Electronic Co., Ltd. have received orders from Beijing MTR Construction Administration Corporation for electric railcar equipment to be used on the Beijing Subway Changping Line. The order, worth approximately 3.6 billion yen, comprises variable voltage variable frequency (VVVF) inverters, traction motors, auxiliary power supplies, regenerative braking systems and other electric equipment for 27 six-coach trains. Deliveries will begin this May. The Changping Line is one of five new subway lines scheduled to start operating in Beijing this year. The 32.7-kilometer line running through the Changping district of northwest Beijing will have 9 stops between Xierqi and Ming Tombs Scenic Area stations. Mitsubishi Electric’s Itami Works will manufacture traction motors for the 162 coaches. Zhuzhou CSR Times Electronic will make the box frames and procure certain components. Zhuzhou Shiling Transportation Equipment Co., Ltd, a joint-venture between the two companies, will assemble all components and execute final testing. Mitsubishi Electric already has received a large number of orders for electric railcar equipment around the world. In China alone, orders received from city metros include products for the Beijing Subway lines 2 and 8; Tianjin Metro lines 1, 2 and 3; Guangzhou Metro lines 4 and 5; and Shenyang Metro Line 1.
    [Show full text]
  • (Presentation): Improving Railway Technologies and Efficiency
    RegionalConfidential EST Training CourseCustomizedat for UnitedLorem Ipsum Nations LLC University-Urban Railways Shanshan Li, Vice Country Director, ITDP China FebVersion 27, 2018 1.0 Improving Railway Technologies and Efficiency -Case of China China has been ramping up investment in inner-city mass transit project to alleviate congestion. Since the mid 2000s, the growth of rapid transit systems in Chinese cities has rapidly accelerated, with most of the world's new subway mileage in the past decade opening in China. The length of light rail and metro will be extended by 40 percent in the next two years, and Rapid Growth tripled by 2020 From 2009 to 2015, China built 87 mass transit rail lines, totaling 3100 km, in 25 cities at the cost of ¥988.6 billion. In 2017, some 43 smaller third-tier cities in China, have received approval to develop subway lines. By 2018, China will carry out 103 projects and build 2,000 km of new urban rail lines. Source: US funds Policy Support Policy 1 2 3 State Council’s 13th Five The Ministry of NRDC’s Subway Year Plan Transport’s 3-year Plan Development Plan Pilot In the plan, a transport white This plan for major The approval processes for paper titled "Development of transportation infrastructure cities to apply for building China's Transport" envisions a construction projects (2016- urban rail transit projects more sustainable transport 18) was launched in May 2016. were relaxed twice in 2013 system with priority focused The plan included a investment and in 2015, respectively. In on high-capacity public transit of 1.6 trillion yuan for urban 2016, the minimum particularly urban rail rail transit projects.
    [Show full text]
  • Further Stronger
    further stronger Mapletree Investments Pte Ltd | Annual Report 2013/2014 Key Performance Targets FY2009/2010 - FY2013/2014 Mapletree challenged itself to achieve six growth targets meeting the S$200 million target it set for itself, while by FY13/14, and successfully turned in commendable EBIT + SOA1 grew from S$337.3 million five years ago results as it played to its strengths as an Asia-focused to S$472.0 million. real estate developer, investor and capital manager. Average return on invested equity (ROIE) for the five- In five years, the Group expanded assets under year period came in high at 14.1% – above the 10% management (AUM) to S$24.6 billion, hitting the upper minimum rate the Group wanted to achieve. Mapletree range of the S$20-25 billion growth target set. An asset- also realised a NAV CAGR2 of 11.4% in five years. Going light strategy further helped Mapletree to meet the goal forward, Mapletree is confident that it will continue to of managing as opposed to directly owning more than strengthen its earnings base and build recurring income half of the AUM. Fee income grew to S$203.2 million – to deliver consistent and high returns. AVERAGE ROIE (From FY09/10) 29.4 14.1% 14.6 ROIE 12.0 6.4% (%) 8.0 11.9 11.4% 11.0 11.4 (From FY09/10) NAV CAGR (%) 9.2 664.4 519.5 S$472.0M EBIT + SOA 426.8 S$203.2M 337.3 (S$M) 188.1 134.3 FEE 124.2 INCOME 80.5 S$6,381M (S$M) 5,020 8,450 S$18,224M 16,744 7,519 OWNED 6,863 ASSETS 11,401 (S$M) 7,903 MANAGED 6,076 ASSETS (S$M) FY09/10 FY10/11 FY11/12 FY12/13 FY13/14 S$12,939M S$15,422M S$19,851M S$21,764M S$24,605M 1 Earnings before interest and taxes including share of profits of associated companies and joint ventures, and share of associates gain on disposal 2 Net asset value compounded annual growth rate.
    [Show full text]
  • 5G for Trains
    5G for Trains Bharat Bhatia Chair, ITU-R WP5D SWG on PPDR Chair, APT-AWG Task Group on PPDR President, ITU-APT foundation of India Head of International Spectrum, Motorola Solutions Inc. Slide 1 Operations • Train operations, monitoring and control GSM-R • Real-time telemetry • Fleet/track maintenance • Increasing track capacity • Unattended Train Operations • Mobile workforce applications • Sensors – big data analytics • Mass Rescue Operation • Supply chain Safety Customer services GSM-R • Remote diagnostics • Travel information • Remote control in case of • Advertisements emergency • Location based services • Passenger emergency • Infotainment - Multimedia communications Passenger information display • Platform-to-driver video • Personal multimedia • In-train CCTV surveillance - train-to- entertainment station/OCC video • In-train wi-fi – broadband • Security internet access • Video analytics What is GSM-R? GSM-R, Global System for Mobile Communications – Railway or GSM-Railway is an international wireless communications standard for railway communication and applications. A sub-system of European Rail Traffic Management System (ERTMS), it is used for communication between train and railway regulation control centres GSM-R is an adaptation of GSM to provide mission critical features for railway operation and can work at speeds up to 500 km/hour. It is based on EIRENE – MORANE specifications. (EUROPEAN INTEGRATED RAILWAY RADIO ENHANCED NETWORK and Mobile radio for Railway Networks in Europe) GSM-R Stanadardisation UIC the International
    [Show full text]
  • Guangdong(PDF/191KB)
    Mizuho Bank China Business Promotion Division Guangdong Province Overview Abbreviated Name Yue Provincial Capital Guangzhou Administrative 21 cities and 63 counties Divisions Secretary of the Provincial Hu Chunhua; Party Committee; Mayor Zhu Xiaodan Size 180,000 km2 Annual Mean 21.9°C Temperature Hunan Jiangxi Fujian Annual Precipitation 2,245 mm Guangxi Guangdong Official Government www.gd.gov.cn Hainan URL Note: Personnel information as of September 2014 [Economic Scale] Unit 2012 2013 National Share Ranking (%) Gross Domestic Product (GDP) 100 Million RMB 57,068 62,164 1 10.9 Per Capita GDP RMB 54,095 58,540 8 - Value-added Industrial Output (enterprises above a designated 100 Million RMB 22,721 25,647 N.A. N.A. size) Agriculture, Forestry and Fishery 8 5.1 100 Million RMB 4,657 4,947 Output Total Investment in Fixed Assets 100 Million RMB 18,751 22,308 6 5.0 Fiscal Revenue 100 Million RMB 6,229 7,081 1 5.5 Fiscal Expenditure 100 Million RMB 7,388 8,411 1 6.0 Total Retail Sales of Consumer 1 10.7 100 Million RMB 22,677 25,454 Goods Foreign Currency Revenue from 1 31.5 Million USD 15,611 16,278 Inbound Tourism Export Value Million USD 574,051 636,364 1 28.8 Import Value Million USD 409,970 455,218 1 23.3 Export Surplus Million USD 164,081 181,146 1 27.6 Total Import and Export Value Million USD 984,021 1,091,581 1 26.2 Foreign Direct Investment No. of contracts 6,043 5,520 N.A.
    [Show full text]