INTEGRATED Report Citibank, Sandton TABLE of Contents
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2018 INTEGRATED Report Citibank, Sandton TABLE OF Contents CHAIRMAN’S REVIEW 4 OPERATIONAL REVIEW 42 Navigation The following icons are applied throughout the report to INVESTMENT CASE 7 Management and operational structure 44 improve usability and show the integration between the Tenants and leasing 46 ABOUT OUR REPORT 8 relevant elements of the report. Vacancies 47 CHIEF EXECUTIVE OFFICER’S REVIEW 10 Operational efficiencies 47 Page reference Website CHIEF OPERATING OFFICER’S REVIEW 12 Sectoral reviews 48 WHO WE ARE 16 CORPORATE GOVERNANCE 58 Group profile 17 Board of directors 60 Group structure 18 How we are governed 61 Creating value 19 Remuneration review 69 Our positioning 22 Social, ethics and transformation review 74 Property portfolio 24 ANNUAL FINANCIAL STATEMENTS 76 HOW ACCELERATE CREATES VALUE 30 IBC Creating value 32 CORPORATE INFORMATION Our strategy 34 Our business model 36 Risks and opportunities 38 Stakeholder engagement 40 ACCELERATE PROPERTY FUND INTEGRATED REPORT 2018 1 ABOUT Accelerate Property Fund is a Real Estate Investment Trust (REIT) listed on the Johannesburg Stock Exchange. We offer investors the opportunity to share in a portfolio of 67 high-quality properties worth R12,3 billion in South Africa and Europe. 67 623 988 m2 R12,3 billion PROPERTIES GLA PROPERTY PORTFOLIO VALUE OUR VALUES These core values are supported by: STRATEGIC PILLARS Integrity Competence To channel our skills and abilities into innovative and efficient To be accountable for our actions, to be consistently fair Enhancing returns on our assets to others, and to be truthful and respectful outcomes that we deliver with energy and professionalism Honesty Cooperation To work together in an entrepreneurial spirit, sharing To be reliable, approachable, sensitive to the needs of others, Growing our quality portfolio information, knowledge and resources towards achieving our open and honest individual and overall organisational performance objectives Trust Commitment Optimising our funding To be trustworthy in our dealings and interactions with To be committed to our respective jobs, customers and all stakeholders other stakeholders by delivering beyond expectations of quality, punctuality and efficiency Delivering value to stakeholders Vision To be the most valued and respected company in the South African property sector by focusing on the business of tomorrow but not at the expense of the business of today or the communities in which we operate 2 ACCELERATE PROPERTY FUND INTEGRATED REPORT 2018 Portside, Western Cape 3 CHAIRMAN’S Review Dear stakeholders, Implementing the King Code of Corporate Governance for South Africa, 2016 (King IV) within the business has offered It is with pride that, us an opportunity to revisit our governance framework. I am on behalf of the pleased to say that, through this process, our commitment board, I present to to creating fit-for-purpose governance structures that adhere you Accelerate’s 2018 to the highest standards has once again been affirmed and integrated report. entrenched throughout the organisation. GOVERNANCE AS THE CORNERSTONE King IV outcomes OF VALUE CREATION Ethical culture Accelerate understands An ethical culture underpins our approach to business. that good governance is Across the company, we conduct ourselves ethically in Mr Tito Mboweni everything we do in line with our values and the terms about making the right decisions for the business and its of our board charter. various stakeholders. It cannot be one or the other. To flourish, an organisation needs a corporate governance framework Performance that guides its business and reassures stakeholders that the Our strategy is designed to deliver good performance correct checks and balances cement ethical conduct. Given over the short, medium and long term. Performance is the recent corporate failures in South Africa and abroad, no connected to our immediate financial results and the company can fool itself into thinking that governance is nothing long-term growth prospects of the business. more than a tick box exercise. Effective control Accelerate Property Fund started as a family-led venture While the board is ultimately responsible to shareholders, and became a listed company. From the outset, the our governance structures ensure there is an effective business’s governance structures and practices were rigorous delegation of responsibility to enable sustainable delivery. and designed to instil confidence by creating and protecting stakeholder value. Legitimacy It is important to understand that creating transparent and Linked to our ethical culture is a desire to be scrupulous effective governance in the organisation is not a once-off in the way we conduct our business. We want to be a exercise. It requires an ongoing review of existing processes responsible corporate citizen – contributing to the growth and practices against board and company objectives, of the communities we operate in. while demanding that an organisation adapts and adjusts Citibank, Sandton to the external operating context and evolving best practice. 4 EFFECTIVE LEADERSHIP BALANCING LONG-TERM AMBITIONS WITH Ethical and effective leadership is critical to delivery. I have SHORT-TERM DECISIONS The board believes that the resounding confidence in the board and management. “ Value creation must be viewed over time, through the lens of leadership structures are fit the short, medium and long term. Board decisions take these The board comprises 10 directors – six of whom are time frames into account. At times, to ensure sustained value for purpose and ultimately non-executive directors – with a variety of skills and creation for the fund and its stakeholders, we are required to experience. The majority of the directors are independent contribute to shareholder value. make decisions that are right for the fund in the long term but non-executive directors to protect stakeholder interests that may have adverse short-term consequences. and reduce the possibility of conflicts of interest. The independence of non-executive directors forms part of the Given the group’s focus on the Fourways Development, and board evaluation process. This strong component of the the investment required, we had to consider how best to board ensures that no individual has unfettered powers of preserve and grow value for all our stakeholders. The costs decision-making or authority. The lead independent director, ” involved in delivering on the group’s Fourways ambitions have Dr Gert C Cruywagen, guides the board in situations where had a negative impact on the fund’s short-term profitability, my impartiality as chairman may be considered to be which impacts the distributions to shareholders. The 2017 impaired or when conflict, or perceived conflict, arises. announcement that alerted shareholders that distribution The executive team is made up of experienced, qualified growth is expected to be flat for the coming year negatively individuals who provide strategic leadership and encourage impacted our share price, and thus our ability to raise capital. operational excellence. They demonstrated their commitment to and faith in the group’s strategy this past year through As a result, the board decided not to conclude a proposed sizable personal investments. acquisition that involved purchasing a portfolio of quality light industrial properties in Poland, as we were of the view that The board believes that the leadership structures are fit the company’s equity price at the time did not fairly reflect its for purpose and ultimately contribute to shareholder value. underlying value, hindering our ability to raise capital. As chief executive officer (CEO), Michael Georgiou, leads the fund in strategy and ensures it makes the right deals We firmly believe that our focus on the delivery of the to achieve its objectives. Andrew Costa, the chief operating Fourways Development anchors Accelerate into the future officer, manages the business’s day-to-day activities, making and will benefit all our stakeholders. sure these are in line with the board-approved strategies and goals. As a board, we believe that the leadership and strengths of Michael and Andrew complement one another and offer value to the group over and above what they individually bring to the table. ACCELERATE PROPERTY FUND INTEGRATED REPORT 2018 5 CHAIRMAN’S REVIEW (continued) PUTTING RELATIONSHIPS FIRST In the Fourways node, Accelerate has partnered with four Relationships remain a priority for the business. The tenants, schools, namely Muzomuhle Primary School, Diepsloot West, debt and equity investors and the communities that surround Diepsloot Secondary no 3 and Diepsloot Combined School. the group’s assets are critical partners in the ongoing We aim to build sustainable relationships with these local success of the fund. Through continuous dialogue with these schools to support them in providing quality education. stakeholders, we can identify and minimise risks, capture Several projects have been undertaken including building opportunities and understand and respond to the issues that a classroom for foundation phase learners and providing matter to them and the company. Furthermore, the board university bursaries for students that attend these schools. seeks to instil a sense of gravity regarding the pre-eminence We look forward to supporting these schools, creating of good stakeholder relationships, encouraging the building further value and increasing our contribution to the of these relationships as a critical part of the