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Investment > Private equity > ANF
ANF    | http://www.anf-immobilier.fr
France - Investment : €376 million(1), 59,2 %
(1) Valuation at December 31, 2009 net of allocated debt..

ANF
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Conversation with the Chairman | Bruno Keller, Chairman of the Executive Board of ANF

M. Bruno Keller

How did the crisis impact ANF’s business in 2009?
One of ANF key features - and one of its strengths - is the distribution of its asset base: 23% in offices, 32% in residential properties and 45% in shops. Thanks to this distribution, with its high proportion of businesses and homes - the most resilient segments in any crisis situation - ANF has been able to weather this difficult period under good conditions. The office property sector held up particularly well, and especially in Lyons. Excluding voluntary vacancies for more structuring projects, the vacancy rate did not increase and the default rate remained reasonable.

You are projecting 10% increase in ANF’s revenues in 2010. What justifies this assumption?
Since the beginning, ANF’s strategy has always been to add value to its assets, especially in Marseilles, increasing the value of its commercial leases and developing its real estate reserves. This strategy has never changed, and we will continue to apply it in 2010. We will once again be able to increase rent by around 10%, in light of the fact that the commercial leases will be renegotiated in 2010 and given the delivery of two new development projects that will take place at the end of 2010, with a fullyear’s impact on rental income in 2011.

What are the biggest challenges you will face in 2010?
One of the notable sources of rising rental income in the coming years will be the reduction of vacant dwellings in Marseilles. This traditional vacancy alone represents a potential source of around €5 million in additional rental income. In 2010, we will strive to find solutions that will, in the years ahead, solve this vacancy problem by identifying new niches, such as the construction of small student housing units or service residences, for which demand is strong.


ANF – a major real estate presence in the city centers of Lyons and Marseilles


ANF is a major real estate company in the city centers of Lyons and Marseilles, and has a portfolio of hotels in France. Valued at E1,504 million, ANF has 260,000 square meters of built structures, 130,000 square meters of projects and 166 hotels.

ANF’s prime location in city centers, with a predominance of commercial leases - in high potential cities - and the diversity of its tenant base make its rentals particularly resistant to declines in consumption and general economic hardship. The portfolio of hotel properties, spread throughout France, is leased for 12 year terms (expiring 2019), with fixed and indexed rents, ensuring both the security and the sustainability of rental income. The diversity of ANF’s assets therefore presents a strong and resistant profile that is particularly well suited to the current market environment.

The strategy to increase rental values relies on two key techniques:

  • restructuring the Group’s built assets through renovation;
  • making use of the Group’s land reserves, which has been an important development project for ANF.

image anf

2009 business review

Despite the tremendous turmoil in the economy, rents continued to rise in 2009, by 10% at a constant consolidation scope to E65 million. In Lyons and Marseilles, rents increased by 12%, reflecting the vitality of the two cities and the resilience of AN F. In addition, AN F continued the partnership it began with the B&B hotel chain in 2007. AN F has invested E35 million in this partnership, including E21 million for the acquisition of six new hotels.

The continuing rise in rents and the quality of the Group’s assets led experts to take account of a stabilization of rates during the second half, while the first half had seen a sharp increase in capitalization rates. The value of ANF’s assets as of December 31, 2009 was E1,504 million.

ANF also finished its first development project in Marseilles’ Euroméditerranée quarter in 2009, with the on-schedule delivery of a tourist residence to the Pierre & Vacances group in October. Two other projects are expected to be delivered in 2010. In 2010, ANF’s assets are expected to be increased by the installation, following that of Lyons, of the first Starbucks coffee shop in Marseilles, which is scheduled to open during the first half of 2010.

In addition, as part of its policy of regularly rotating its assets, ANF has initiated a program to divest a total of close to E100 million in properties over three years. The first year of this program was successful, with the effective transfer of two buildings at prices comparable to their appraised values of December 2008. A total of E55 million in assets were sold in 2009, generating a gain of E10 million.

In January 2006, AN F opted for the tax status of Société d’Investissement Immobilier Cotée (or SIIC, a French RE IT), which, subject to certain conditions, afforded it a tax exemption. In December 2009, Eurazeo, AN F’s main shareholder, satisfied the requirements imposed by this SIIC status, enabling AN F to expand its public float and enhance the attractiveness of its market profile. As of December 31, 2009, Eurazeo held 59.2% of ANF. This attempt to improve its market profile led the company to intensify its financial communication initiatives, with a focus on meeting with a large number of investors and financial analysts. These actions increased the stock’s liquidity considerably, as it nearly tripled in only twelve months.

The company’s objective is to increase rent by about E41 million in five years, at a constant consolidation scope, to bring them to about E106 million in 2014, excluding the impact of indexation.



Capital

Sustainable development

> Generalize use of the High Environmental Quality (HQE) method for all new projects.
> Implement environmental solutions for the renovation of the group’s built assets.
> Map ANF’s assets from an energy and environmental standpoint.
> Mobilize personnel to draft a sustainable development charter.

Generalize use of the High Environmental Quality (HQE) method for all of ANF’s new projects

The High Environmental Quality (HQE) method has gradually emerged as a benchmark for sustainable construction in France. To ensure that the HQE method is relevant to its projects and to make it an exemplary tool, ANF focuses on five principles:
1. Integration into the urban environment (planting of vegetation around the project, accessibility and service, etc.);
2. Site management (waste treatment, reduction of noise pollution, etc.);
3. Energy efficiency of the building;
4. Indoor air quality;
5. Optimal comfort for users (acoustic, visual and thermal).

Implement environmental solutions for the renovation of ANF’s Haussmannian assets

ANF’s property assets are its natural resource, which is why the choice of assets, their management and their renovation are all guided by a relentless search for quality. This is evident first off in the architecture, where ANF works together with local artisans and agencies for the protection of Haussmann-style buildings. It is also reflected in the maintenance and continuous improvement of buildings: renovation of heating systems, glazing, improved visual comfort, aesthetic finishes, etc.
ANF has many strengths that can be used from the sustainable development standpoint: locations in the heart of the city, architectural quality, innovative projects, a business-oriented perspective, etc.

Mindful of recent developments in the sector, ANF has decided to formalize a sustainable development strategy that gives the company specialized business tools and indicators, to anticipate future opportunities and to drive innovation in all of the environmental aspects of a project.

In 2010, ANF’s action plan will address the following topics: sustainable development governance, new construction policy, internal purchasing, environmental renovation of historic buildings, a “Carbone inventory” of greenhouse gas emissions and the energy efficiency of its real estate assets.

The first courses of action are:
> Starting work on a map of the company’s assets from an energy and environmental standpoint;
> Developing internal tools to facilitate sustainable construction, and working on a sustainable renovation concept appropriate for use on Haussmannian buildings.

2009 annual accounts

Consolidated income statement
In millions of euros as of December 31 2008 2009 %
Rental income 59.1 65.1 + 10 %
EBITDA 44.5 52.2 + 17 %
EBITDA margin 75 % 80 %  
Net income (loss) 69.2 (54)  
of which, change in fair value 30.1 (89.5)  


Consolidated balance sheet as of December 31, 2009 (under IFRS)

In millions of euros   2009
ASSETS  
Investment property   1,496.3
Other non-current assets   8.5
Current assets   41.9
TOTAL ASSETS   1,546.7
LIABILITIES AND EQUITY  
Equity   1,029.6
Financial debt   450.4
Other liabilities   66.7
TOTAL LIABILITIES AND EQUITY   1,546.7
anf
2009 Revenues
€65 million +10%*
* At a constant consolidation scope.
2009 Appraised value
€1,504 million of appraised value
NAV
€39.73 net asset value per share
Highlights of 2009
• New leases at “premium” rents.
• €55 million of disposals at appraised values (December 2008).
• Delivery of an Adagio service residence in Marseilles in Q4.
• Qualification for REIT status as of January 1, 2010.
• Reduction of overheads.
• Decrease in average cost of debt.
Economic conditions
The French real estate market was hard hit by the financial crisis, which limited investors’ resources. Investment fell sharply (50%) during the first half, and remained relatively stable during the second part of the year. Accordingly, the risk premium demanded by investors increased, resulting in higher yields and lower market values.

The housing rental market held up particularly well, thanks notably to continuing strong demand. Office rents in the Ile-de-France region fell sharply, while the provincial markets showed greater resilience.

Finally, the commercial market experienced great disparity, with city centers faring much better than neighborhoods further out. After all decisions regarding new locations were abruptly halted during the first half, they slowly began to start back up during the second.