Wednesday, December 24, 2014

PJD banks on Aussie project to lift earnings

By Sharen Kaur
Published in NST on Decembr 24, 2014

KUALA LUMPUR: PJ Development Bhd (PJD), which is being acquired by veteran stockbroker Tan Sri Ong Leong Huat’s OSK Holdings Bhd, is banking on its A$1 billion (RM2.84 billion) property project in Australia to boost earnings from 2016.
The property company is targeting a mixed development in Melbourne’s Southbank on a carpark site.
It acquired the 2ha site for RM439.3 million in an off-market deal in April this year.
Australian developer Banco Group offloaded the 2ha Southbank site occupying the block bound by Kavanagh, Power and Balston streets, the West Gate Freeway and the Citylink Operations Maintenance building.
The site is capable of accommodating six or more skyscrapers.
According to PJD general manager of sales and marketing Nicole Lee Chee Yiing, the company aims to build serviced residences, apartments, offices, a hotel and retail.
The project, which could potentially house more than 3,000 units, is in the planning stage.
Lee said, given the project’s sizeable scale, it expects that the development will take nine to 10 years to complete with construction works commencing in early 2016.
“We envision a city within a city concept for our Southbank project with various components coming together to further enrich the lively community that is already in the area,” Lee told Business Times.
At home, PJD is working on seven projects comprising hotels and residences, with gross development value (GDV) of more than RM1.2 billion.
PJD is building Swiss-Garden Residences Sungai Karang and Damai Laut Sea Villa, both in Kuantan, Pahang; D’Majestic serviced apartments in Kuala Lumpur; Swiss-Inn Johor Baru; and Swiss-Garden Hotel & Residences Cameron Highlands, which it will wholly own.
This is on top of operating Swiss-Garden Hotel & Residences Malacca and Pavilion-Garden Suites in Kota Baru, Kelantan, under a management contract for third parties.
Lee said the approval process for new projects in Malaysia is getting more challenging due to the higher requirements and standards set by both authorities and purchasers.
Despite the added challenges, PJD views this as a healthy process that will help nurture the property industry towards a stronger and healthier model that all stakeholders within the value chain will benefit from, Lee said.

Saturday, December 20, 2014

‘No material impact on REITs from GST’

By Sharen Kaur
Published in NST on December 19, 2014

AXIS REIT Managers Bhd (ARMB) says its study has shown that the six per cent Goods and Services Tax (GST) will not have any material impact on Malaysian real estate investment trusts (REITs).
“I have always maintained that Malaysian REITs have performed well in the past and will continue to do so moving forward. Most REITs have their income in ringgit and are not subject to the volatility of the currency at the moment.
“The study we did indicated that Malaysian REITs will not be materially affected by GST. In some cases, it could be positive as they can now claim input taxes. I believe that as the property market softens, more deals could be on the table and this mean there may be more acquisitions next year,” said ARMB chief executive officer and executive director Datuk Stewart LaBrooy.
ARMB, the manager of Axis Real Estate Investment Trust (Axis-REIT), will see its assets under management grow to RM2 billion following its proposed acquisition of an industrial facility in Southern Industrial and Logistics Clusters in Johor for RM153.5 million.
LaBrooy said the high-yielding asset would provide Axis-REIT with a stable income stream and contribute positively to its earnings.
On whether real estate is becoming too expensive, LaBrooy said prices had topped out and with the spectre of rising interest rates looming, the yields would rise, too.
“We are now seeing some attractive deals coming to the market again,” he told Property Times.
Meanwhile, LaBrooy believed that asset enhancement was an important part of managing a successful REIT, be it in good or difficult times, as it would help to improve its capital value.
“Some examples are the Sunway Putra Mall (formally Legend Mall), which is undergoing a major refurbishment and re positioning, as well as CapitaMalls Malaysia Trust’s East Coast Mall and Sungei Wang shopping centre, and Axis-REIT’s Axis Business Campus,” he said.

Making the REIT investments

By Sharen Kaur
Published in NST on December 19, 2014

STRONG UPSIDE: Those with quality commercial, industrial and healthcare assets to do well
KUALA LUMPUR: It will not be all doom and gloom for Malaysian real estate investment trusts (REITs) next year, with potential upside from the injection of new assets and extensive refurbishment of existing portfolio assets in the past 12 months.
There are currently 16 REITs listed on Bursa Malaysia and the largest player is KLCC Stapled Group, which has property assets in excess of RM12 billion.
MIDF Research head Zulkifli Hamzah expected select REIT players to continue to do well, particularly those with quality properties in the commercial, industrial and healthcare space.
He is recommending REITs with strong assets, such as Sunway REIT, Al-Aqar Healthcare REIT, IGB REIT, KLCC Property Stapled REIT and Pavilion REIT.
Quill Capita REIT can also be considered as it has opened the Kampung Baru mall, which will contribute 100 per cent to its earnings next year.
Zulkifli said judging from the condition of the property market, there could be some easing in prices, given the softer market condition.
“Hence, we do not expect the REIT players to rush into buying as they would rather keep a wait-and-see stance. The gestation period for new acquisitions could be lengthy due to the purchasing process, further enhancement that might be needed, as well as ensuring the right tenant mix,” he said.
Zulkifli said depending on the capital requirement and the location of each REIT players’ existing assets, taking the enhancement route going forward might be less capital-intensive and have faster turnaround time.
On the other hand, RHB Research Institute Sdn Bhd expects Quill Capita Trust and Axis REIT to wrap up their respective asset acquisitions towards the end of this year or early next year.
It also expects Sunway REIT, CapitaMalls Malaysia Trust and Hektar REIT to start reaping the fruits of their labour as the extensive refurbishments of their malls are due to be completed by the end of next year.
On future acquisitions, RHB Research said it might be more challenging after the implementation of the six per cent Goods and Services Tax on April 1 next year.
It expected all purchases of commercial assets to be subject to the six per cent GST and, hence, could potentially cause the assets’ yields to become less attractive.
However, it expects no significant changes on the sector’s organic growth.
“We believe even if the electricity tariff were to increase again during the next review in mid-2015, the impact will be largely manageable as some REITs, such as Pavilion REIT and KLCC Stapled Group, have started raising their service charges and, hence, cushioning the impact of higher tariffs.
“At the same time, we also think that the GST is unlikely to dampen the REITs’ organic growth,” RHB Research said in its Malaysia Strategy 2015 report released this week.
It opined that retail REITs would outperform its peers, given their relatively stable average annual rental rate growth of five to seven per cent, compared with the two to three per cent growth in the industrial segment and flattish annual growth for the office segment.
Meanwhile, RHB Research thinks REITs could take a breather next year as the risk of further hike in the Overnight Policy Rate (OPR) has been reduced following the fall of crude palm oil and crude oil prices.
“As the decline in commodity prices is expected to adversely affect the economic outlook, the focus has, therefore, been switched to stimulating growth rather than containing inflation. As a result, we believe the OPR will likely remain stable next year. This should be favourable to the REITs, given the steady yield spread and also stable interest cost on borrowings,” it said.
Sunway REIT Management Sdn Bhd chief executive officer Datuk Jeffrey Ng Tiong Lip said it was a challenge for REIT players to acquire yield-accretive assets.
He said there were good assets in the market but the owners were selling at an expensive price, making the yields unattractive
“We will continue to look for assets, but more importantly, making acquisition in the current market condition is not easy as people want to sell them at a very high price. This means the yields would be lower. For REIT like us, we can’t acquire properties with low yields as it will be dividend per unit dilutive,” Ng told Property Times.
Sunway REIT Management is the manager for Sunway Real Estate Investment Trust (Sunway REIT), which has 12 assets in its portfolio.
Sunway REIT’s market capitalisation is RM4.4 billion as at December 5 and its total portfolio assets are valued at RM5.56 billion as at September 30.
Sunway REIT Management is buying Sunway Hotel Georgetown in Penang and Wisma Sunway in Shah Alam for RM134 million from its parent, Sunway Bhd, to provide stable cash distributions to unitholders.
These assets will be injected into Sunway REIT and raise its value to almost RM5.7 billion when both acquisitions are completed over the next 18 months.
Its last asset acquisition was in 2012 when it bought Putra Place in Kuala Lumpur.
The four-star hotel in Penang, which has a gross floor area of 192,383 sq ft, completed its refurbishment exercise in April last year and is said to have a market value of RM74 million as at July this year.
The hotel will be leased back to the vendor, Sunway Biz Hotel Sdn Bhd, for a 10-year term with the option to renew for another 10 years.
Wisma Sunway, a newly refurbished office building, is located within a captive office market in Shah Alam and more than 90 per cent of its tenants are government agencies.
The acquisition of the hotel and Wisma Sunway will be funded through Sunway REIT Management’s existing debt facility, which will increase its gearing ratio from 32 per cent as at September 30 to 33.5 per cent.
On the outlook for next year, Ng said the performance for Malaysian REITs in general was expected to be flattish.
“There is no question that the market is looking quite volatile. We are now seeing fluctuations of the ringgit and that may have an impact on interest rates. There is also government subsidy rationalisation. The Goods and Services Tax (GST) is coming up, too. There are also a lot of external factors we are going to face next year. All these will definitely affect consumer sentiments or business confidence. So it is definitely going to be a very volatile year.”
He also said the market for commercial assets such as retail malls, offices and hotels was in a soft competitive situation by virtue of the number of new properties of the various asset classes that are coming into the market.
“There are more hotels, malls and offices... it is very apparent that the supply is there and, therefore, the situation will continue to be very competitive,” Ng said.
Sunway REIT was listed on the Main Market of Bursa Malaysia on July 8 2010 and, with a RM5.7 billion portfolio, is the country’s second-largest REIT in terms of assets size as at December 5, behind KLCC Stapled Group.

Turkish delight for MAHB

By Sharen Kaur
sharen@mediaprima.com.my

PROFITABLE VENTURE: MAHB’s potential 100pc stake in Istanbul airport is worth €1.04b
MALAYSIA Airports Holdings Bhd’s (MAHB) potential 100 per cent stake in Istanbul Sabiha Gokcen International Airport (ISG) in Turkey is worth €1.04 billion (RM4.44 billion), which will be almost double its investment.
This is according to independent valuer ING Advisory Group in a circular to MAHB shareholders at its extraordinary general meeting (EGM) on Tuesday.
The EGM is to acquire shareholders’approval for the purchase of the remaining 40 per cent stake in ISG, Istanbul’s second international airport.
MAHB currently owns 60 per cent of ISG. It bought a 20 per cent stake in 2007 for €35 million before buying another 40 per cent in April for €209 million.
It is planning to acquire the remaining 40 per cent from Turkey’s Limak Group for €285 million, but ING Advisory is valuing the stake at €416 million.
“This means the 100 per cent stake in ISG will be equivalent to €1.04 billion as the existing 60 per cent it owns is worth €624 million.
“On paper, MAHB will gain about €511 million from acquiring 100 per cent of ISG.”
Sources said MAHB was poised to earn more next year from its 100 per cent ownership of the airport.
“While ISG is currently losing money, as the gestation period to run a new airport usually takes six to seven years, MAHB expects it to make a small profit next year as Istanbul is experiencing growth in travel,” said a source close to MAHB.
The deal for the remaining 40 per cent stake is expected to be concluded next week.
The sources said MAHB would be consolidating ISG’s profit and loss in the next financial year.
ISG is one of two international airports serving Istanbul and serviced a total of 18.84 million passengers last year, representing a compounded annual growth rate (CAGR) of about 30.6 per cent from 3.79 million passengers in 2007.
According to the United Nations World Tourism Organisation, Turkey hosted 37.8 million tourists last year.
“Turkey is a very vibrant country in terms of tourism. ISG is expected to receive up to 24 million tourists this year. This is especially good for MAHB, which is banking on positive numbers to grow its revenue and net profit,” another source said.
MAHB closed 24 sen higher at RM6.80 yesterday.

Monday, December 15, 2014

KL118 (Warisan Merdeka) - Six in the running

By Sharen Kaur
sharen@mediaprima.com.my
Published in NST on December 15, 2014

KL118 TOWER: Consortiums have until January 28 to submit bids for RM3b superstructure contract
SIX groups, including a UEM Group Bhd-led consortium, have been shortlisted by Permodalan Nasional Bhd (PNB) to submit their bids for the KL118 Tower (Warisan Merdeka) project here.
The superstructure or engineering, procurement and construction (EPC) contract the groups are vying for is valued at around RM3 billion, said sources with knowledge on the matter.
Business Times understands that KL118 is expected to generate a gross development value (GDV) of more than RM6 billion over 10 years.
“The GDV has increased because of the components, concepts and designs. More value is being added to enhance KL118 and make it one of the world’s best iconic structures. This is to attract multinational companies and other foreign players to operate here,” said a source.
Tenders for the EPC will close on January 28.
PNB president and group chief executive Tan Sri Hamad Kama Piah Che Othman had said PNB wanted to select the best group with an excellent track record and experience in mega constructions for KL118.
UEM Group has teamed up with South Korea’s Samsung for the bid.
IJM Corp Bhd is heading a consortium with Bumiputera company Norwest Holdings Sdn Bhd and Japan’s Shimizu Corp.
The other four consortiums are led by Malaysian Resources Corp Bhd (MRCB), WCT Bhd, TSR Capital Bhd and Seacera Group Bhd.
The MRCB-led consortium comprises China State Construction Engineering Corp, while WCT’s partner is Arabtec Construction LLC.
TSR is partnering with South Korea’s Daewoo group, while Seacera has formed a consortium with Bumiputera firm Spaz Sdn Bhd and China’s Sinohydro Corp and Shanghai Construction Group.
The partnership between Seacera and the Chinese firms was sealed in Beijing during Prime Minister Datuk Seri Najib Razak’s visit to China in May.
The mandatory conditions that must be met by the companies include having successfully completed contract works of at least RM5 billion a year in the last five years.
PNB will fund the KL118 development.
The 118-storey building will feature more than 400,000 square metres of residential, hotel and commercial space, and will be linked to a mass rapid transit station.
The first contract worth RM74 million went to Pintaras Jaya Bhd, which is undertaking foundation and piling works expected to be completed by the third quarter of next year.
Finnish firm KONE Corp won a contract in June to supply 105 elevators and escalators.

Friday, December 5, 2014

UEM set for busy 2015 in Johor

By Sharen Kaur
sharen@mediaprima.com.my

Published in NST on Dec 5, 2014

UEM Sunrise Bhd, the principal developer of Iskandar Malaysia, will be busy in Johor next year with the groundbreaking ceremony of Motorsports City in Gerbang Nusajaya and other catalytic developments in Nusajaya.
The massive 1,800ha Gerbang Nusajaya has a gross development value (GDV) of RM40 billion. Its components include lifestyle and retail parks, campus offices, industrial parks and residential precincts, which will be developed in five phases over 25 years.
Motorsports City was launched in December 2012. UEM Sunrise sealed a deal with FASTrack Autosports Pte Ltd, which is controlled by Singapore billionaire Peter Lim, to build it over 118ha in Gerbang Nusajaya.
The RM3.5 billion project will feature a 4.5km race track to host GT (grand touring), go-kart and motorcycle races, and other kinds of racing.
It will also be a model automotive hub, comprising 4S (sales, services, spare parts and systems) centres, car showrooms, bonded warehouses, and retail and al fresco spaces with food and beverage outlets.
UEM Sunrise had also inked a joint-venture agreement in 2012, with Singapore’s Ascendas Group to develop a 207.6ha integrated eco-friendly technology park with an estimated GDV of RM3.7 billion.
The fully landscaped park will focus on a built environment suitable for a wide range of industries such as electronics, pharmaceuticals and medical devices, food processing, precision engineering, fast-moving consumer goods, logistics and warehousing.
UEM Sunrise managing director and chief executive officer Anwar Syahrin Abdul Ajib said the groundbreaking for the technology park will be held next year.
“It is going to be another exciting year for us in Johor. The other exciting development is the Asian Trade Centre (ATC) - China Mall, which is akin to Dragon Mart in Dubai. ATC will be developed over 48ha and we are in the midst of getting approvals from the relevant authorities.
“We are building the trade centre because we believe Malaysian products are not being marketed properly. We want international and local manufacturers to showcase their products and do trade shows at the ATC. We are tying up with Chinamall Holdings Pte Ltd from China,” Anwar said, here, recently.
The 1.4 million sq ft mall worth over RM600 million will house more than 3,000 merchants, offering products such as textile, gifts, souvenirs, electrical and household appliances, furniture, toys and jewellery.
UEM Sunrise is also undertaking the development of Nusajaya, one of the five flagship zones and key drivers of Iskandar Malaysia.
Key landmarks at Nusajaya are Kota Iskandar, Puteri Harbour,EduCity@Iskandar, Afiat Healthpark, Legoland Malaysia, Southern Industrial Logistics and Clusters and Nusajaya residences.
According to Anwar, Nusajaya has yet to reach critical mass but, he anticipates Gerbang Nusajaya will help to address this concern soon.
The gross development value (GDV) for Nusajaya is RM24 billion. So far, around 10,000 properties worth about RM10 billion have been constructed or are in the process of being developed.
“We are developing activities and lifestyle and not just building homes at Gerbang Nusajaya. These developments, worth billions of ringgit, will create job opportunities and economic activities which will spur demand for new housing in Nusajaya. At a mature stage, Nusajaya is envisaged to be a self-sustained city and a choice location to live, work and play for both locals and the international community,” Anwar said.
Anwar said UEM Sunrise is planning new developments at Puteri Harbour. It wants to expand the number of wet berths from 76 to 148 for yachts up to 40m high, build a yacht club marina, a mega yacht marina/fuel tank/fuel dock, yacht centre and a new marina management office.
The company is also planning for a convention centre and is in the process of getting approvals, Anwar said.
“We are planning to open a route to Singapore Harbour Front from the Puteri Harbour International Ferry Terminal this month, which will take about one hour and 15 minutes journey.
“Currently, the routes are to Tanjung Balai and Batam. We expect all these new developments to boost the vibrancy in Nusajaya as a whole,” Anwar said.
Anwar said more than 70 per cent of UEM Sunrise’s remaining landbank (including joint ventures) is located in Johor, hence its focus on property projects in the state will be long term.
In terms of revenue, Johor accounts for close to 60 per cent of yearly contribution over the last two years.
Anwar, meanwhile, said that UEM Sunrise has revisited some of its development plans to cater to current market demand and trends.
“It is key to price new launches competitively and to offer the ‘right’ products, especially in a softening market, to ensure good take-up rates. Until and unless there is on-the-ground clarity, near-term outlook remains challenging.”
It is a lot more challenging to sell in Iskandar Malaysia presently relative to other states in Malaysia due to rising competition and concerns of potential oversupply, especially in the high-rise segment.
“To mitigate a slowdown, we think it is best for us to selectively acquire land in other key property states (based on transaction volume) and upcoming areas in Malaysia. With a more diversified landbank portfolio, UEM Sunrise will have greater flexibility in terms of product offerings. This will allow us to better manage any policy and industry changes or risks in a particular state or location.
“Moving forward, we have just started development planning for a new mid-market residential project within our Gerbang Nusajaya project, which we hope to launch towards the end of 2015 or in early 2016.
“In addition, we also envision that the residential components in our Fraser Metropolis development, which we are undertaking via our joint venture with Kuala Lumpur Kepong Land, will also have a large percentage of mid-market housing which targets local buyers,” Anwar said.

Wednesday, December 3, 2014

Battle-hardened Fernandes

By Sharen Kaur
Published in NST on Dec 3, 2014

EVERYONE CAN FLY: AirAsia boss proud to have changed lives, bring joy to the people
USING your own money to buy an airline business may seem unrealistic to many, but Tan Sri Tony Fernandes did it because he believed in the company’s prospects.
In 2001, he mortgaged his house and used the money to take over AirAsia — a DRB HICOM Bhd unit that was then RM40 million in debt.
Fernandes paid RM1 for the carrier’s assets, including its two Boeing 737-300 aircraft, and took on all of its liabilities.
A year after taking over the business, he managed to transform AirAsia into a significant player while clearing all of its debts.
AirAsia became a public-listed company in 2004 with its initial public offering oversubscribed by 130 per cent.
Today, the low-cost carrier has 180 planes in its fleet with an extensive network covering more than 20 countries.
As of February this year, Forbes Asia valued Fernandes’ net worth at US$650 million (RM2.22 billion), ranking him 28th on the list of Malaysia’s richest.
“AirAsia has been in many public battles. It’s hard... it’s hard to be AirAsia as nothing comes easy for us. But when you want to be the best, when you have to challenge Singapore Airlines (SIA) and other global brands, you need partners who want to be the best as well.
“I am trying to make Malaysia the best, and that means pushing some of my partners to be the best as well. It is seen negatively sometimes, but I don’t apologise for that because I think if we want Malaysia to be the best country, then we got to go out there and push everyone to be the best and not accept compromises.
“We owe it to the people. I owe it to my staff and shareholders. But it is tough because, as a private company, we don’t get access sometimes and, in many ways, a lot of our partners are companies that have large government holdings.
“But as a Malaysian, I am very proud of what my staff have done and it is my job to go out there and push and continue to push,” he told Business Times.
The Kuala Lumpur-born Fernandes, 50, received his early education at The Alice Smith School, here, and then Epsom College, and finally at the London School of Economics (LSE) in the United Kingdom.
From a young age, he accompanied his mother and businesswoman, Ena Dorothy Fernandes, to Tupperware dealer parties and conventions.
After graduating from LSE, he worked briefly for Richard Branson’s Virgin Atlantic as an auditor, subsequently becoming the financial controller for Virgin Records from 1987 to 1989.
Upon returning to Malaysia, he became the youngest managing director of Warner Music (Malaysia) Sdn Bhd, and then its Southeast Asia regional vice-president for nine years up to 2001.
Upon leaving Warner Music, Fernandes decided to pursue his dream to start an aviation business but his application for a licence was rejected by the government.
It was through Datuk Pahamin A. Rejab, the former secretary-general of the Domestic Trade and Consumer Affairs Ministry, that Fernandes met the then-prime minister Tun Dr Mahathir Mohamad, who suggested that he buy AirAsia.
“We have achieved a lot in the last 13 years. The great thing about these 13 years is that I have been able to chart more or less our own destiny. In the music industry, I was really working for someone else. It’s great being an entrepreneur. It is great being able to do what you want with your staff and build the business the way people want.
“Whatever happens with AirAsia or wherever we go from here, what has been amazing is that we have changed lives forever. Every time I get a little bit demoralised, I just have to walk into the former LCCT (low-cost carrier terminal) or Kuala Lumpur International Airport 2 and look at the people who never thought they would one day get to fly.
“Seeing an old man going back to India for the first time to see his ancestors, or someone going to Hanoi for the first time ... it’s an amazing feeling for me.
“Music is my passion but you can bring joy to people in different ways. At AirAsia, what we have been able to do is create jobs both within the airline and surrounding industries, and make people happy. Today, within the AirAsia group, we employ around 15,000 people.
“My business philosophy, in terms of management, is really transparency and staying focused. My job is to turn raw diamonds into diamonds. The success of AirAsia is because we are very people-oriented and market driven. I think everyone knows that these are my key attributes. We pick a product that people want,” Fernandes said.
The entrepreneur was instrumental in proposing the idea of open skies agreements with Thailand, Indonesia and Singapore.
As a result, these nations have granted landing rights to AirAsia.
“We have created a global brand, which I think I am most proud about. It is not easy to build a global brand from a small country like Malaysia and I think the people who work for AirAsia are very proud of that fact.
“In the Malaysian context, what I am extremely proud about is that we are truly a Malaysian company. It is integrated... it’s meritocracy. It really shows the best of Malaysia. I think we are a great example of what Malaysia can be when all of us work together,” Fernandes said.

‘Live every day as if it’s your last’ - Tan Sri Tony Fernandes

By Sharen Kaur
Published in NST on Dec 2, 2014

AIRASIA Bhd is looking at various avenues to grow its business and profits.
This includes building up its base at Kuala Lumpur International Airport 2 and turning it into a global aviation hub.
“It will be great if Kuala Lumpur can be the Dubai of the East as it will create a lot of jobs. We are focused on this but I need airports and all my partners to play their part as well. We need to put every dollar into growing Malaysia, as opposed to fighting wasteful competition,” said AirAsia Bhd founder Tan Sri Tony Fernandes said.
“We plan to make it that with just one stop, you can go anywhere. Someone can fly from Trichy (India) to Perth or travel from Beijing to Bandung all within one stop, which is effectively what Emirates has done in Dubai.
“For Emirates, you can see the world from Dubai. My tagline is you can see Asia from Kuala Lumpur.
“There is no airline that can do what we can do. We have a combined network of AirAsia Thailand, AirAsia Indonesia, AirAsia Philippines and AirAsia X. That alone is an amazing network in Asia.”
He also expects AirAsia to benefit from the fast-growing sporting industry.
Fernandes owns Queens Park Rangers, which was promoted back into England’s Premier League this year.
“I think there is big potential in football. Formula One was a disaster but I don’t regret it at all because life is about doing things. We learn a lot from our mistakes,” he said.
Fernandes founded Caterham F1 Formula One team, which began racing as Lotus Racing in 2010 and Team Lotus in 2011. He sold Caterham F1 to a Swiss and Middle East consortium in July this year.
Fernandes said his life is a pressure cooker now because of his love for football.
“I am always under pressure, but nothing beats football. Being in love with football is the most pressure I have ever felt. During a game, I would feel like throwing up as I would get very nervous. Saturdays used to be the best day of my life, but now it is not because of football. But it is great when you win.
“The sport has been very good for AirAsia in building the brand. It should be a business because I think we have the potential to develop a stadium in London. It is something we have been discussing with the mayor. It’s a dream.
“You know, if I were to get hit by a bus tomorrow, I would have lived a great life. There are no regrets and that is what I always tell the kids... to go out there and live your life because everyday is that last day of your life. You don’t want to have regrets. Just go out there and do what you want and experience life.
“Life is great. I am a very positive person. You must live every day as though it’s your last day.

AirAsia X-pansion

By Sharen Kaur
Published in NST on Dec 2, 2014

OIL PRICE BOOST: Carrier may spread wings to Hawaii, Sapporo and return to London, Paris
AIRASIA X Bhd plans to fly to Hawaii and Sapporo, Japan, next year in a bid to strengthen its bottom line, says AirAsia group chief executive officer Tan Sri Tony Fernandes.
This follows the current review of the airline’s network following the decline in global oil prices, he said during a visit to The New Straits Times Press, here, yesterday.
“We are very blessed at the moment with oil prices coming down and that is helping us tremendously. When I introduced the recovery plan (for AirAsia X), the oil prices were much higher. Now, they are coming down and that is a boost for us,” he said.
Fernandes said plans are in the works to resume flights to Gatwick, London, next year.
AirAsia X will also re-look plans to fly to Paris and build its presence in the Indian continent next year.
“AirAsia X is planning several exciting destinations next year and we are working very hard to re-ignite London and Paris. I think these are both good routes that are very popular among Malaysians. I believe it will be a profitable journey.
“As for Sapporo, we know that Malaysians love snow and this would be a good opportunity for us to expand into that region,” he added.
The long-haul low-cost carrier had trimmed its route network over the last two years to focus on mid-haul flights to Australia, China, Japan, South Korea and Taiwan.
It cancelled flights to London, Paris, New Zealand, Iran and some parts of India, citing cost pressures due to the rising oil prices, high departure taxes and lower demand, amid a financial crisis.
“We have been cutting cost and slowing down growth a little bit as we were hampered by MAS’ (Malaysia Airlines) fare structure. I think, when MAS restructures, it will give AirAsia X an opportunity to compete against a commercial airline as opposed to right now, where they are selling fares at a lost.
“We hope MAS will rationalise and focus on profitability next year. Obviously, the twin disasters (of flights MH370 and MH17) have put a little dampener on Malaysia, but I see things bouncing back.
“People have short-term memories. A lot of the uncertainties in aviation have gone away so we are going back to our basics, which is offering low fares and stimulating demand.”
AirAsia X posted a net loss of RM210.85 million for the third quarter ended September, its fourth straight quarterly loss, on higher operating expenses, finance costs and foreign exchange losses.
It had recorded a net profit of RM26.4 million in the same period a year earlier.
The airline said after announcing the results it would freeze domestic capacity expansion and cut flights to Australia next year. It expects to turn around in the current quarter.
Fernandes said AirAsia X’s business in China, which currently contributes 19 per cent to its revenue, was growing.
“We also see a big opportunity in India now with AirAsia India. It has developed our brand dramatically and we hope to get more rights to develop our business in India next year. That will give us additional revenue and hopefully, our margins will improve,” he said.

Monday, December 1, 2014

Simply easier and faster overseas

By Sharen Kaur
Published in NST on November 28, 2014

MORE Malaysian developers are venturing overseas, such as in Britain, Canada and Australia, as they can land a project faster with all the approvals in place and make more money because of foreign exchange gain.
Profit margins for developers in Malaysia have been shrinking due to the higher land and building material costs, as well as the long approval process.
Property experts say more developers are expanding overseas, where they are not governed by as many laws and guidelines.
Earnings from foreign property sales also provide a sustainable base for international expansion plans. The return on investment could be in the double digit, they said.
In 2012, a consortium comprising SP Setia Bhd, Sime Darby Bhd and the Employees Provident Fund acquired the Battersea Power Station in London for £400 million (RM2.1 billion). When Phase One was launched, almost all the apartments were sold.
The Battersea project is a 10-year development and the consortium has undertaken the global launch of Phase Three with great success.
Battersea Project Holding Company Ltd chairman Tan Sri Liew Kee Sin attributed the success to the stakeholders, as well as the political support it received.
SP Setia has two other projects in Melbourne called Fulton Lane and the Parque, with combined gross development value of RM2.2 billion.
Meanwhile, Malaysia-based developer Mammoth Group is planning to build more residential apartments in Melbourne, following the good response to its first project known as MY80 Silver Skies.
Mammoth bought another site in Elizabeth Street for A$15.1 million (RM43.3 million) last year. It plans to build a tower to complement MY80.
UEM Sunrise Bhd has also ventured into Singapore, Canada and Australia.
The company entered the Australian market in October last year when it acquired a 0.4ha site on La Trobe Street and a 0.4ha site on Mackenzie Street for A$65 million.
A few months after the acquisition, it obtained the planning permit for the project on La Trobe Street and is now calling for the main building tender.
The project, known as the Aurora Melbourne Central with a gross development value of A$770 million, was unveiled recently and more than 95 per cent of the 941 apartments were sold within two weeks.
The project on Mackenzie Street, known as the Conservatory and worth about A$300 million, will be unveiled by June next year.
UEM Sunrise managing director/chief executive officer Anwar Syahrin Abdul Ajib said there should be a more collaborative approach among stakeholders to improve the performance of the Malaysian real estate industry.
“The planning and approval process is very much driven by the complexities and circumstances surrounding each project. For Aurora Melbourne Central, we have been extremely blessed with a team of talented consultants and a supportive local authority and board.”
Anwar said planning permit approval for development scheme in excess of 25,000 square metres of gross floor area in Melbourne was issued by the Department of Transport, Planning and Local Infrastructure (DTPLI).
The Melbourne City Council (MCC) and all the technical departments are the referral authorities in this process for urban design and other technical compliance.
“The most important aspect in facilitating an approval process is to ensure a continuous and consultative engagement process with the DTPLI and MCC to ensure a timely and mutually favourable outcome for the city and the project,” said Anwar.

Room for improvement

By Sharen Kaur
Published in NST on November 28, 2014

SIMPLER PROCESS NEEDED: Developers have to submit many applications just to get projects started
THE success of a real estate project, whether residential or commercial, is crucial for the stakeholders, who are primarily the developers, the land owners and property buyers.
What is important is the timely completion of the project within budget and in accordance to specifications.
In Malaysia, there are more than 1,000 developers, including public-listed and government-linked companies, boutique developers and small and medium enterprise (SME) builders.
While property development is an interesting business, developers are finding it a challenge to get approvals from the time they buy a piece land till completion of the project.
A property project’s life cycle comprises three stages, which are planning or pre-development, construction and post-development, which is when the keys are handed over to buyers after the Certificate of Completion and Compliance (CCC) has been obtained.
In the pre-development stage, a developer has to obtain planning approvals before any physical work could commence on the site.
The developer has to put in applications for, among others, planning permission, building plan, road and drainage plan, and work and construction plan.
This process alone can take more than five years for a medium-size development.
Developers are also governed by many laws, procedures and guidelines that make property development a tedious process.
To position the housing and property industry as an efficient value-adding sector of the economy, the Real Estate and Housing Developers’ Association Malaysia (Rehda) has proposed that impractical policies, legislative provisions and guidelines and practices that inhibit progress be reviewed.
Rehda said any introduction or amendment of policies or regulations must be looked at in a holistic manner and must consider the SME developers.
In April 2007, the government introduced a one-stop centre (OSC) to facilitate property development approvals.
Prior to the OSC, submissions were done separately and in sequence. For example, only upon the approval of the layout plan could the building plan be submitted, with the rest of the drawings to follow suit.
With the OSC, consultants can submit the layout, building, road and drainage, earthwork and landscape plans simultaneously.
The OSC has since been upgraded to OSC 3.0 to further strengthen the effectiveness of the approval process by local authorities and external technical agencies.
Areas of improvement include referring building plans to only three departments and faster issuance of the CCC.
The other area is the notification of start-work order, which allows works to commence within 14 days if there are no objections from the local authority.
Though improvements have been made, developers said there were still many issues plaguing the industry, such as the long time to process approvals for land, design and building.
Tan Sri Lim Kim Hong, founder and chairman of I-Berhad, the developer of i-City in Shah Alam, Selangor, said getting approvals for the building, planning and development stages was still a challenge that might keep budding entrepreneurs away.
“As entrepreneurs, we are always looking at new concepts and ensuring that the vision is in line with market expectations. In property development, I have to factor in the authorities’ approval. Ultimately, the biggest challenge is coming up with the appropriate development vision for the land.
“While location is important, the right development vision provides the icing on the cake. The right concept not only results in better returns but can also spur the development of neighbouring areas,” he told Property Times.
Lim said in the context of i-City, notwithstanding that it took the company about two years from initiation to getting the development order for the first phase, there were many amendments submitted to the authorities.
“This was partly because we did not get the full gross floor area (GFA) that we applied for and approvals for i-City did not only come from the Shah Alam City Council (MBSA). For example, we wanted to be a Multimedia Super Corridor (MSC) Malaysia Cybercentre, a tourism destination and an international park. These approvals came much later from different authorities.
“Overall, it took us about eight years to crystallise our development plans, with MBSA approvals (after various amendments) as well as government approvals for MSC, tourism and international park status. Today, all our approvals are in place.
“The other key challenge is execution and to what extent we can bring forward the various development components.”
Lim said another concern was the holding cost of land, whereby developers had to develop the land in phases, given that it would take time to build up demand, especially in a greenfield location.
“In the case of the 28.8ha i-City, we are developing it in phases as we are looking at GFA rather than land acreage. Because of the holding cost, the challenge is to be able to quickly launch the first phase. This is where the authorities’ approval comes in.
“The first phase approval in a greenfield area is the most challenging because the local authorities may not be familiar with what the developer is trying to do.
“Secondly, if the developer is pioneering new concepts, the approval process may take longer.
“In the case of i-City, we were planning to create an MSC Malaysia Cybercentre and night tourism destination in an area that was previously not known for commercial or leisure activities. MBSA had to seek approval from the state for many of the concepts that were designed as the backbone of i-City.”
Lim said timing was also an important factor.
“Approvals for major townships may take more than 12 months. Once you get the approval, the market may have evolved. For i-City, we are fortunate as the land was acquired years ago and the holding cost was low. This provided i-City with the flexibility to KAURpursue various approvals to extract best-value potentials from the land.”
Lim said the government and local authorities should streamline the approval process.
He said major townships and urban centres were long-term development projects and as such, there would be periodic amendments as the projects progressed.
“As property development generally
involves land holding cost and long development periods, it is becoming a business that requires a strong financial or holding power.
“The government is moving in the right direction by ensuring that it is no longer a ‘mum-and-pop’ business. However, it is still an industry with low-barrier entries.
“This results in some projects being undertaken by weak developers. It is sad that we still worry about abandoned projects. In the long run, the industry players need to be financially strong, have a long-term perspective and be of significant size,” added Lim.