DOCSLIB.ORG

15 Strategy and Guidance

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
15 Strategy and Guidance COMPANY PRESENTATION July 2015 STRATEGY AND GUIDANCE Company Profile Leading Investor and Developer of High-Quality Offices in Central Europe COMPANY PROFILE . Largest listed office real estate player in Central Europe . Exposure to high-quality core offices in stable and growing markets of Germany Poland Germany and Austria combined with high growth capital cities in CEE Czech Republic . Highly stable and resilient yielding portfolio diversified across key economic centres Berlin, Frankfurt, Munich, Vienna, Warsaw, Prague, Budapest and Bucharest Austria Hungary . Blue chip tenant-driven development business in Germany as major organic growth driver Romania . Strong capital base with defensive financing ratios PORTFOLIO BY REGION (€ M) PORTFOLIO BY COUNTRY KEY METRICS Gross Asset Value (GAV) € 3.4 bn 7% Austria 661 6% 19% 20% Germany Net Asset Value (NAV) € 1.9 bn 1,310 8% Poland 38% Austria 7% Portfolio Yield 6.6% Romania Germany 11% Hungary Portfolio Occupancy 91% 1,443 CEE 42% 42% Czech Republic Loan-to-Value (LTV) 35% Other* Market Cap € 1.6 bn 3 All figures as at 31 March 2015, unless otherwise stated * Slovakia, Serbia, Bulgaria, Slovenia, Croatia, Ukraine Strategy Company Transformation Well Under Way Strategy 2012-2015 Strategy 2015-2017 2012 2015* 2017 GAV Portfolio € 4.8 bn € 3.4 bn € 3.9 bn thereof income-producing 83% 85% 95% Office Share/Investment Portfolio 79% 79% 90% Economic Vacancy 13.3% 9.1% < 9% Equity ratio 30% 52% 50% Net Loan-to-Value (LTV) 60% 35% 45% Average Cost of Debt 4.5% 3.5% 3.0% Recurring FFO € 31 m € 80 m > € 100 m ROE 3% 4.5% > 7% STRATEGIC AGENDA 2012-2015 STRATEGIC AGENDA 2015-2017 . Improved platform efficiency: Streamlined corporate structure, reduced . Conclude disposals of non-core assets: Sale of non-office use and sub- minority interests, and cut of administrative costs by 20% scale assets in core markets, sale of non-strategic landbank in Germany . Enhanced portfolio focus: Substantial reduction of non-core assets (CEE . logistics), increased core office focus and higher portfolio occupancy Replace non-strategic assets with core properties: Development and transfer of core offices to the investment portfolio in Germany, buy-out of . Improved financial profile : Substantial balance sheet improvement, JV partners in CEE, selective property acquisitions in Austria and CEE simultaneous increase of recurring net income (higher earnings quality) . Deconsolidation of JVs following new reporting standards . Optimize financing structure: Further reduce long-term financing costs * Metrics as at March 31, 2015; Recurring FFO based on FY 2015 guidance 4 Strategy 2015-2017 Company Targets 2015 STRATEGIC/OPERATIONAL TARGETS 2015 FINANCIAL TARGETS 2015 . Property disposals . Funds from Operations (FFO) . Target sales volume € 150-200 m (excl. CEE logistics closed in 1Q) . (Recurring) FFO I target € 80 m (14% uplift vs. FFO I FY 2014) . Continued progress on non-strategic assets sales . FFO II target > € 100 m . Property development . Dividend . Transfer of 3 German core developments into investment portfolio . Payout target 2015 € 0.50 per share . Start of 2 new projects in Germany . FFO I payout range of c. 60-65% based on 2015 FFO I guidance . Mid-term guidance 2.5% of Net Asset Value (NAV) . Property investments . Replace non-strategic assets by core office properties Guidance uplift by 25% yoy (2014: 2% of NAV) FFO I (€ M): FURTHER INCREASE RECURRING CORE INCOME DIVIDEND (€/SHARE): MAINTAIN PROGRESSIVE PAYOUT POLICY 90 0.60 80 0.55 70 0.50 60 50 0.45 40 0.40 30 0.35 20 22 31 63 70 80 0.38 0.38 0.40 0.45 0.50 10 0.30 2011 2012 2013 2014 2015p 2011 2012 2013 2014 2015p 5 Strategy 2015-2017 Portfolio Growth Towards € 4 bn in 2017 GROWTH STRATEGY 2015-2017 BOOSTING THE RECURRING PROFITABILITY OF CA IMMO . Core office portfolio expansion in existing core cities in Central Europe . Replacement of remaining non-core assets . Further increase of platform strength and competitive position . Conversion of non-incoming producing assets into yielding assets PORTFOLIO GROWTH BY DEVELOPMENT PORTFOLIO GROWTH BY ACQUISITIONS . Organic portfolio growth in Germany through . Selective property acquisitions in core core office developments with high-quality markets outside Germany tenants . Investment parameter . Development starts 2015 . Located in core city of CA Immo to . Baufeld 03/KPMG, Berlin (2H 2015) Warsaw strengthen existing platform . Mannheimer Straße, Frankfurt (2H 2015)* Berlin Frankfurt Prague . Potential to crystallize value through local . Development metrics 2015-2017 Munich asset management expertise Vienna . Targeted development volume € 500 m . EBRD JV Buy-out (incl. project completions 2015 of € 235 m) Budapest . Core office portfolio in Prague, Budapest . Average yield on cost approx. 6% and Bucharest co-owned by CA Immo and . Rental income additions € 27-30 m Bucharest EBRD . Average financing costs approx. 1.5% . Negotiations to buy EBRD’s minority stake . LTV 50-60% successfully concluded in July 6 * In planning stage Strategy 2015-2017 German Development Major Organic Growth Driver and Key Differentiator WELL POSITIONED TO DRIVE GROWTH RENTAL INCOME SPLIT BY SOURCE GERMAN LAND RESERVES (€ 349 M) . Top 3 office developer in supportive German market with strong track record of blue chip tenant projects 4% 24% . Average rental returns greater than competing in 23% Berlin booming investment market 35% Frankfurt . Highly valuable land reserves in inner-city locations Munich . Substantial development surpluses value-added 76% Own development 38% Other . In-house construction managment subsidiary (omniCon) Other ensures high quality standards LARGEST DEVELOPMENTS BY INVESTMENT VOLUME WITH PRE-LETS AND MAJOR TENANTS 100% 500 90% 100% 100% 100% 100% 450 80% 400 70% 350 60% 70% 300 50% 60% 250 55% 40% 53% 54% 200 48% 47% 30% 40% 42% 42% 150 20% 100 10% 50 0% 0 Tower 185 Skyline Skygarden Atmos Kontorhaus Nord 1 Intercity John F. Mercedes Tour Total KPMG Ambigon Belmundo Monnet 4 (FRA) Plaza (MUC) (MUC) (MUC) (FRA) Hotel (BER) Kennedy - Benz (BER) (BER) (MUC) (DUS) (BER) (FRA)* Haus (BER) Vertrieb Total investment volume (€ m), rhs Pre-let (construction start), lhs (BER) 7 All figures as at 31 March 2015, unless otherwise stated * JV with ECE PORTFOLIO Property Portfolio Attractive Portfolio Mix, Germany Accounts for Largest Single Market Share PORTFOLIO STRUCTURE INVESTMENT PORTFOLIO BY COUNTRY AND OWNERSHIP (€ M) . Total property asset base of € 3.4 bn (thereof assets fully 1,000 900 owned € 2.6 bn, the remainder held in joint ventures) 179 800 700 0 . Landbank and development assets account for around 600 15% of total property assets 500 400 773 . Investment portfolio (yielding assets) 300 637 77 200 98 . Highly stable and resilient portfolio in CE key cities 286 105 64 100 182 157 144 100 34 . Diversified and high credit quality tenant base 0 Austria Germany* Poland Hungary Romania Czech Other** Republic . € 2.15 bn of assets fully owned*, € 680 m held in joint Assets fully owned Assets held at equity (CAI proportionate share) ventures and consolidated at equity (pre EBRD buy-out) PORTFOLIO BY PROPERTY TYPE (€ 3.4 BN) PORTFOLIO BRIDGE (€ BN) 2% 3% 4.0 3.5 0.1 0.1 0.4 12% 3.0 2.5 Investment properties 2.0 3.4 1.5 2.8 Landbank 1.0 0.5 Active development projects 0.0 Investment Landbank Active Properties held for Property portfolio 83% Properties held for properties development sale sale/trading projects 9 All figures as at 31 March 2015, unless otherwise stated * Excl. Kontorhaus Munich development (in completion stage) ** Slovakia, Serbia, Bulgaria, Slovenia, Croatia Investment Portfolio 80% of Yielding Assets located in Key Economic Centres of Central Europe CORE CITIES GAV (€ m) % Rent (€ m)* % Vienna 505 18% 29.4 16% Munich 286 10% 14.7 8% Frankfurt 192 7% 13.0 6% Berlin 276 10% 17.1 9% Warsaw 352 12% 26.5 14% Prague 192 7% 15.1 8% Budapest 270 9% 19.5 10% Bucharest 198 7% 16.9 9% Other 565 20% 37.8 20% Total 2,837 187.6 PORTFOLIO BY REGION (€ M) ANNUALIZED RENT (€ M) PORTFOLIO BY COUNTRY PORTFOLIO BY SECTOR Austria 0.6% 7% 3% 37 Germany Office 637 7% 7% 20% 22% 22% 7% Poland 6% Logistics 1,248 5% 95 Hungary 44% Austria 10% Retail 52% Austria 52 Romania Germany Hotel 952 28% Germany 13% 34% 34% Czech 79% Residential CEE Republic CEE Other Other All figures as at 31 March 2015, unless otherwise stated * Annualized 10 Investment Portfolio Austria PORTFOLIO METRICS TOP 10 TENANTS BY ANNUALIZED RENTAL INCOME 22% 5.8% Oesterreichische Post 10% Portfolio share Gross initial yield Verkehrsbuero 9% Robert Bosch 9% 44 96.9% IKEA 4% Yielding assets Economic occupancy UPC 3% € 637 m 4.7 years Peek & Cloppenburg 3% Portfolio value WALT C&A 2% ORF 2% 45% 55% 512,000 sqm € 37 m Unify 2% Lettable area Annualized rent dieBerater 2% Top 10 Tenants Other PORTFOLIO SPLIT BY VALUE MAJOR OFFICE ASSETS BY VALUE Rennweg/Mechelgasse, Vienna GalleriaErdberger, Vienna Laende , Vienna SilbermoeweSilbermoewe, Vienna , Vienna 12% 2% 17% 637 51% € m 18% Office Retail Hotel Residential Other 11 All figures as at 31 March 2015, unless otherwise stated Investment Portfolio Germany PORTFOLIO METRICS* TOP 10 TENANTS BY ANNUALIZED RENTAL INCOME 34% 5.7% PwC 22% Portfolio share Gross initial yield H&M 13% Total 7% 22 84.2% Land Berlin 7% Yielding assets Economic occupancy InterCity 5% € 952 m 8.7 years Bombardier 4% Portfolio value WALT Google 3% DLL 2% 66% 34% 446,000 sqm € 52 m Berlinovo 2% Lettable area Annualized rent DB BahnPark 2% Top 10 Tenants Other PORTFOLIO SPLIT BY VALUE MAJOR OFFICE ASSETS BY VALUE Skygarden, Munich Tower 185, Frankfurt Tour Total, Berlin 2% 8% 13% 952 € m 77% Office Logistics Hotel Other 12 All figures as at 31 March 2015, unless otherwise stated * Incl.
Load more

Recommended publications
  • Annual Report for 2008
    REPUBLIC OF CROATIA GENDER EQUALITY OMBUDSPERSON ANNUAL REPORT FOR 2008 Zagreb, March 2009 CONTENTS 0. INTRODUCTION .............................................................................................................................................................. 3 I. WORK INDICATORS FOR 2008 ................................................................................................................................... 5 1. STRUCTURE OF COMPLAINTS ........................................................................................................................... 7 2. STATISTICAL DATA .......................................................................................................................................... 7 3. STRUCTURE OF OTHER CASES ADDRESSED IN 2008. ......................................................................................... 8 II. ANALYSIS BY THE WORK AREA ............................................................................................................................ 10 1. EMPLOYMENT AND LABOR ............................................................................................................................. 10 1.1. COMPLAINTS SUBMITTED TO THE OMBUDSPERSON ................................................................. 12 1.2. THE NATIONAL ACTION PLAN FOR EMPLOYMENT, FOR PERIOD 2005 - 2008., RESULTS OF THE MEASURES OF THE ANNUAL PLAN FOR STIMULATING EMPLOYMENT IN THE REPUBLIC OF CROATIA IN 2008. ..............................................................................................................................
    [Show full text]
  • Modernization of Zagreb in the First Half of the 20Th Century Through the Prism of Electrification1
    T. ANIĆ UDK: 621.311(497.5Zagreb)’’1900/195’’ Izvorni znanstveni članak Received: December 5, 2018 Accepted: January 29, 2019 DOI: 10.22586/review.v16i1.11291 MODERNIZATION OF ZAGREB IN THE FIRST HALF OF THE 20TH CENTURY THROUGH THE PRISM OF ELECTRIFICATION1 Tomislav ANIĆ * Based on the current scholarly literature, daily press, and published archival sources, the author has reconstructed the process of modernization of Zagreb through the prism of electrification. After the initial amazement that the pub- lic demonstrations of electric power caused, it became an indispensable energy source in everyday use. Ultimately, the amount of its consumption in industry and per capita is an indicator of development in a particular area. Keywords: Zagreb, first half of the 20th century, electrification, modernization, periphery Introduction The impact of electrification on the modernization processes in Zagreb during the first half of the 20th century has only been fragmentarily investi- gated in historiography. In this study, despite the limitations imposed by the form of a scholarly paper, we shall examine the main aspects that influenced the process of electrification of Zagreb, observing it on several levels, from its appearance in the world economy to its introduction in the Croatian vocab- ulary and finally its widespread applications in the period between the two world wars. 1 This research has been financed by the Croatian Science Foundation, project IP-2016-06-2015: Modernization of Urban Life in Croatia through the Prism of Communal Infrastructure Develop- ment in the 19th and 20th Centuries. * Tomislav Anić, Ph.D., Catholic University of Croatia, Zagreb 59 T. ANIĆ, Modernization of Zagreb in the First Half of the ..
    [Show full text]
  • Possibilities to Introduce a Tourist Tram Line in the City of Zagreb
    May , Zadar, Croatia th International Conference on Road and Rail Infrastructure PossibiliTieS to introduCe A touRist tram liNe iN The CiTy Of ZAgReb Marko Slavulj, ino Šojat, Božo Radulović, Filip Sirovica University of Zagreb, Faculty of Transport and Traffic Sciences, Croatia Abstract Presenting history of public transport in the City of Zagreb, especially by trams, is currently a matter of negligence in the past decades, because there is an unused potential in form of old trams standing in depots. Firstly, the paper gives examples of good practice in Europe- an cities regarding old trams, emphasizing their efforts to conserve cultural and technical heritage. Additionally, an overview of old trams in Zagreb (preserved and non-preserved, operational and non-operational) in the original form is presented. The paper also proposes the introduction of a tourist tram line as an additional service easily accessible to citizens and tourists, provided by the public transport authority in Zagreb. In creating the tourist line solution, the following was taken into consideration: optimization, resource savings, quality of the offer, and the costs. The proposed tourist line solution would lead to creating a better public transport image among the public, resulting in increased transport demand, better finances, improved vehicle utilization and even more sustainable modal split. In addition to the mentioned, there are also operational benefits for the old tram fleet, since the museum trams are best preserved by using them. The paper especially highlights the importance of popularizing public transport in the City of Zagreb as a part of cultural heritage for both citi- zens and tourists.
    [Show full text]
  • Basketball Centre “Dražen Petrović”
    • Zagreb is the capital of the Republic of Croatia • Population:779 145 (2001) • Area:641 km2 • Altitude:Zrinjevac 122m, Grič 158m, Sljeme 1035m • Climate: continental - average summer temperature 20 ̊, average winter temperature 1 ̊ • Time zone:Central European Time • International phone code:Croatia +385; • Currency:kuna (kn) • Distances to: Vienna 370 km, Budapest 350 km, Venice 380 km, Dubrovnik 600 km, Paris 1,400 km, London 1,600 km • Croatia is a sport nation with more than 16000 sport unions,only in football 1050 sport clubs and more than 130000 registered players and 650000 in other organized sport associations • a) Sports and Recreation Center "Maksimirska naselja“ a) Sports Park "Mladost", Zagreb b) Swimming pool complex "Utrina" c) Winter Swimming Pool "Mladost" a) Sports and recreation center "Šalata" a) Sports Hall "Peščenica" b) Sports Hall "Trešnjevka" c) Sports Hall "Trnsko" d) Sports Hall "Dubrava” e) Sports Hall "Sutinska vrela“ f) Sports Center "Medarska" Sports Park Mladost,City stadium “Maksimir and basketball centre “Dražen Petrović” • Sports Park Mladost is a representative sports complex that meets the highest criteria in organizing competitions, training sessions, and various forms of sports education and recreation. • As part of the Sports Park Mladost are: a) Swiming Pool Mladost b) Volleyball court - primarily intended for training and competitions of volleyball clubs c) Athletic stadium, 8 tennis playgrounds and 2 concrete courts d) Grass hockey court (covered with artificial grass and located near the athletic stadium), football, handball and basketball courts e) Athletic stadium - the only athletic stadium in the city that meets the international conditions for athletic competitions.
    [Show full text]
  • ZAGREBACKI HOLDING D.O.O. and Its Subsidiaries, Zagreb
    ZAGREBACKI HOLDING d.o.o. and its subsidiaries, Zagreb Consolidated fi nancial statements Forthe year ended 31 December 2013 Together with Independent Auditor's Report Contents Page Responsibility for the consolidated financial statements of the Group 1 lndependent Auditor's Report 2-3 Consolidated statement of comprehensive income 4 Consolidated statement of financial position 5-6 Consolidated statement of changes in equity 7 Consolidated statement of cash flows 8-9 Notes to the consolidated financial statements 10 - 107 Responsibility for the consolidated fi nancial statements Pursuant to the Croatian Accounting Law, the Management Board is responsible for ensuring that consolidated financial statements are prepared for each financial year in accordance with lnternational Financial Reporting Standards (IFRS) as adopted by the European Union which give a true and fair view of the state of affairs and results of Zagrebadki holding d.o.o. and its subsidiaries ("Group") for that period. After making enquiries, the Management Board has a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. For this reason, the Management Board continues to adopt the going concern basis in preparing the financial statements. ln preparing consolidated financial statements, the responsibilities of the Management Board include ensuring that: . suitable accounting policies are selected and then applied consistently; . judgments and estimates are reasonable and prudent; . applicable accounting standards are followed, subject to any material departures disclosed and explained in the financial statements; and . the consolidated financial statements are prepared on the going concem basis unless it is inappropriate to presume that the Group will continue in business.
    [Show full text]
  • TO DOWNLOAD American Dream
    AMERICAN DREAM: a guy from croatia Boris Miksic AMERICAN DREAM: a guy from Croatia 5th EDITION Revised edition copyright © 2011 Boris Miksic All rights reserved. Except for brief quotations in critical articles or reviews, no part of this book may be reproduced without prior written permission from the author. Cover photo by courtesy of Ernst & Young LLC: Master Entrepreneur of the Year Award (2000) Boris A. Miksic, FNACE, MSc.Ph.D.Candidate (2010) Editor: Ivana Radic Borsic Printed in the Republic of Croatia www.borismiksic.hr ISBN 978-953-99987-4-3 To two great Croats — The late Governor Rudy Perpich and President Franjo Tudjman, whose charisma and vision helped change the course of history for Minnesota and Croatia The author wishes to acknowledge Cynthia Nelson for her assistance in making this book possible. Ivan Lackovic Croata: “With hobo bindle stick to a foreign land”, one of the painter’s last graphics, 2004 Hard Work and Fate My life has been a combination of hard work and fate. Often, it seems, fate has played the bigger part. Such was the case on April 3, 1996. I was traveling on business and had just returned to my hotel room to prepare for dinner. As I got ready, I switched on the television to catch a little of the evening news. What I heard stunned me...and most of the nation. “Government officials have confirmed that the Air Force jet carrying U.S. Commerce Secretary Ron Brown and more than thirty American business leaders crashed earlier to- day outside of Dubrovnik, Croatia.
    [Show full text]
  • Step by Step
    en jabukovac ulica josipa torbara kamenjak upper town medveščak ulica nike grškovića nova ves tuškanac 8 opatička street Stroll along the splendid palaces that line this 10 croatian history ancient street, from the jurjevska ulica museum three-winged palace that’s ul. baltazara dvorničića medvedgradska ulica Soak up this stunning home to the Croatian krležin gvozd Institute of History (at mirogoj cemetery showcase of Baroque, the 7 stone gate → 10 minutes by bus from Kaptol Vojković-Oršić-Kulmer- #10) to the neo-classical Rauch Palace built in the palace of the aristocratic Light a candle and take in the silence inside the only city gate Meander around the maze of walking paths that 18th century. Once the “it” Drašković family (at #18). preserved since the Middle Ages, a place of worship for the crisscross this monumental cemetery, opened in spot for the city’s elite Check out the Zagreb City devout from all over Croatia. First mentioned in the medieval 1876 and today Croatia’s largest. Shaded by tall trees who gathered in its grand Museum inside the former times, the gate was rebuilt after the big fire that swept the city and dotted with sculptures and pavilions, Mirogoj ulica vladimira nazora hall for balls and concerts, convent of St Claire and in 1731 but miraculously spared a painting of Virgin Mary – and is a serene, gorgeously landscaped park with neo- today the majestic palace take a peep at the turret so the gate became a chapel dedicated to the Mother of God, Renaissance arcades designed by Herman Bollé. houses the Croatian called the Priest’s Tower at with flickering candle lights and plaques of gratitude covering History Museum, with 9 st mark’s square the northern end, built in the walls.
    [Show full text]
  • Trade Perspectives 2020 Perspektive Trgovine
    PERSPEKTIVE TRGOVINE 2020. TRGOVINE PERSPEKTIVE 2020 PERSPECTIVES TRADE University of Zagreb - Faculty of Economics and Business Croatian Chamber of Economy Ekonomski fakultet Sveučilišta u Zagrebu Hrvatska gospodarska komora TRADE PERSPECTIVES 2020 The interdependence of COVID-19 pandemic and international trade The interdependence of COVID-19 pandemic and international trade and international pandemic of COVID-19 The interdependence Međuovisnost COVID-19 pandemije i međunarodne trgovine i međunarodne pandemije COVID-19 Međuovisnost PERSPEKTIVE TRGOVINE 2020. Međuovisnost COVID-19 pandemije i međunarodne trgovine Proceedings of The International Scientific Conference Zagreb, Croatia, 26th and 27th November 2020 Zbornik međunarodne znanstvene konferencije Zagreb, Hrvatska, 26. i 27. studeni 2020. godine Edited by / Uredili: Tomislav Baković Dora Naletina Kristina Petljak ,6%19 9 7 8 9 5 3 3 4 6 1 4 9 6 ZAGREB, 2020. TRADE PERSPECTIVES 2020 The interdependence of COVID-19 pandemic and international trade PERSPEKTIVE TRGOVINE 2020. Međuovisnost COVID-19 pandemije i međunarodne trgovine Editors / Urednici: Tomislav Baković, Dora Naletina, Kristina Petljak Faculty of Economics and Business Zagreb & Croatian Chamber of Economy, 2020 Ekonomski fakultet Zagreb i Hrvatska gospodarska komora, 2020. TRADE PERSPECTIVES 2020: The interdependence of COVID-19 pandemic and international trade PERSPEKTIVE TRGOVINE 2020.: Međuovisnost COVID-19 pandemije i međunarodne trgovine EDITORS / UREDNICI: Izv. prof. dr. sc. Tomislav Baković Doc. dr. sc. Dora Naletina
    [Show full text]
  • Zagreb ESSENTIAL Spring 2015 CITY G UIDES
    Maps Events Restaurants Cafés Nightlife Sightseeing Shopping Hotels Zagreb ESSENTIAL Spring 2015 CITY G UIDES Pocket’s Progress With the mission of giving you ‘ten city changes since our first edition’ Zagreb Book Festival Follow IYPs official guide to the best book fest for every guest Divine Croatian Design Go local… Be local… Support local… N°79 - complimentary copy zagreb.inyourpocket.com Contents ESSENTIAL CIT Y GUIDES Foreword 4 The editor’s choice on what not to miss this Spring Arrival & Getting Around 6 Lost? Help is at hand Pocket’s Progress 10 Ten big ways in which Zagreb has changed Culture & Events 12 You won’t be bored Croatian Design 24 Support the local designers Zagreb Pulse 28 Designer tips Kišobrani Cerovečki Archives Restaurants 30 The Kaplja Raincoat – This award winning hand-made Coffeeraincoat designed & Cakes by Ana Rimac, is full-circuit in cut 38 Enjoy the riches Treatand yourself made from a high quality cotton material that is Local Flavour 35 impregnated with a waterproof layer. The pattern is taken Nightlifefrom the Šestine Umbrella and is one of the latest gems 44 A taste of culture Whenfrom youthe Cerovečki just gotta Crafts boogie Shop! Coffee & Cakes 39 Sightseeing 45 Treat yourself Check out the highlights Nightlife 41 Shopping 52 When you just gotta boogie Perfect gifts and souvenirs Hotels 60 A place to rest your weary head List of small features Tasty Getaways 35 The foodie’s guide 38 Horrible Histories 50 More style for less cash 58 City Center Shopping 59 Maps & Index Street register 64 City map 65 City centre map 66-67 Take a peek at a few hand-picked eateries that are nestled around town and offer the very best in indigenous specialties made from local and seasonal ingredients and wines from central Croatia.
    [Show full text]
  • Transport Development Strategy of the Republic of Croatia (2017 – 2030)
    Transport Development Strategy of the Republic of Croatia (2017 – 2030) Republic of Croatia MINISTRY OF THE SEA, TRANSPORT AND INFRASTRUCTURE Transport Development Strategy of the Republic of Croatia (2017 - 2030) May 2017 The project is co-financed by the European Union from the European Regional Development Fund. Republic of Croatia Ministry of the Sea, Transport and Infrastructure I Transport Development Strategy of the Republic of Croatia (2017 – 2030) TABLE OF CONTENTS 1 Introduction ............................................................................................................. 1 1.1 Background on development of a Croatian Comprehensive National Transport Plan .................................................. 1 1.2 Objectives of the Transport Development Strategy (TDS 2016) ............................. 4 1.3 Revision of the TDS (2016) Ex-Ante conditionality .................................................. 4 1.4 Methodology for the development of the TDS (2016) ............................................ 5 2 Analysis .................................................................................................................... 7 2.1 General aspects of transport ................................................................................... 7 2.2 Public transport and zero-emission modes ........................................................... 34 2.3 Rail Transport......................................................................................................... 72 2.4 Road transport ......................................................................................................
    [Show full text]
  • Croatian War of Independence First Mountain Ended with the Success of Operation William G
    Copyrighted Material T he View From First Mountain First From he View T T he View From e Croatian War of Independence First Mountain ended with the success of Operation William G. Hanne Storm on August 7, 1995. Less than ve months later, Bill Hanne found himself part of the Democracy Transition Long Range Management Program and packing for Zagreb. With his background in military intelligence, plus graduate degrees in political geography and education policy and planning, Dr. Hanne brought a unique perspective to the job. Interweaving the political and historical narrative with moving CROATIA personal stories of a courageous and proud people, Hanne also shows the reader a country of stunning physical beauty and spiritual depth. Today, with Croatia and the Balkans at the crossroads of Western and Middle William G. Hanne William Eastern cultures, Hanne’s observations are more relevant than ever. Copyrighted Material Pirovec Gornji (First Mountain) T he View From First Mountain William G. Hanne Copyrighted Material Acknowledgement: Th ank you to Betsy Hoyt Feinberg for editing and fact- checking my manuscript and to Michael Feinberg for performing miracles in restoring my photographs and producing my book through Book Services. Copyright © 2015 by William G. Hanne All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems, without permission in writing from the publisher. Th e maps appearing on the cover and in Chapter 7 are licensed under the terms of the GNU Free Documentation License. Additional licensing information at the end of the book.
    [Show full text]
  • Implementation Status Report on Marketing and Communication Campaign
    Implementation status report on marketing and communication campaign ELAN Deliverable No. 2.6 – D1 Pr oject acronym: ELAN Project full title: Mobilising citizens for vital cities Grant Agreement No.: ELAN TREN/FP7TR/218954/”ELAN” Workpackage: WP 2 Measure: 2.6-ZAG Promotion of electronic PT tariff system Author(s): Lidija Pavić-Rogošić, Branko Mikinac Co-author(s): Srećko Krznarić, Tihana Damjanović Status: Final 14 July 2010 CIVITAS-ELAN Deliverable Template ELAN deliverable no. 2.6 – D1 Date / Version 14/07/2010 Final Dissemination level CO Work Package WP 2 - Collective transport & intermodal integration Author(s) Lidija Pavić-Rogošić, Branko Mikinac Co-author(s) Srećko Krznarić, Tihana Damjanović File Name 2.6 - D1 - Implementation status report on marketing and communication campaign.pdf Keywords General Work package links WP1 Alternative fuels WP7 Energy-efficient x CIVITAS & clean vehicles freight logistics WP2 Collective trans- WP8 Transport telemat- x ELAN Project x port & intermodal ics integration WP3 Demand man- WP9 Project coordination agement WP4 Influencing travel WP10 Project manage- behaviour ment WP5 Safety, security & WP11 Research and health Technological Develop- ment WP6 Innovative mobil- WP12 Impact and proc- ity services ess evaluation WP13 Dissemination, citizens’ engagement, training and knowledge transfer Document history Date Person Action Status 1 Circulation 2 12/07/2010 Lidija Pavić-Rogošić Preparation of the document Draft ML 13/07/2010 Branko Mikinac Review of the draft Draft LDM 14/07/2010 Lidija Pavić-Rogošić Final review Final ML, SC 1 Status: Draft, Final, Approved, Submitted 2 Circulation : PC = Project Coordinator; PM = Project Manager; SC = Site Coordinators; EM = Evaluation Manager; DM = Dis- semination Manager; SEM = Site Evaluation Managers; SDM = Site Dissemination Managers; SCo = Scientific Coordinator, P = partners, ML = Measure Leaders 2 CONTENT 1.
    [Show full text]