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Stakeholder
Strategic response/mitigation
Key performance indicator
Q
Providers of capital (debt and equity
investors and financial institutions)
Q
Regular review of strategy against macro-economic
environment, operating landscape, returns and risk tolerance
Q
Disposal of non-core assets
Approved investments and
disposals with long-term growth
objective
Q
Monthly monitoring of capital expenditure
Q
Detailed analysis and research prior to approval
Q
Meet pre-letting requirements
Q
Ongoing review of design and monitoring of construction by
development and centre management and the project
professional team
Q
Providers of capital (debt and equity
investors and financial institutions)
Q
Employees
Q
Suppliers
Q
Tenants
Q
Identified as a strategic imperative. Plan in place to achieve
incremental and sustainable improvements
Independent BEE rating
Q
Tenants
Q
Community
Q
Employees
Q
Suppliers
Q
Environmental, social and governance (ESG) strategy document
serves to provides context and guidelines for implementation
Improved energy efficiency
Q
Mall customers
Q
Tenants
Q
Municipal authorities
Q
Numerous projects under way to reduce consumption
Cost of occupancy – electricity
consumption
Q
Successful objection to incorrect valuations
Q
1 500kWp, solar photovoltaic plant at Clearwater Mall
Q
Introducing smart metering
Q
Energy-saving and similar initiatives
Q
Tenants
Q
Mall customers
Q
Providers of capital (debt and equity
investors, financial institutions)
Q
Numerous projects under way to reduce consumption
Q
Tenants guided by tenant criteria document, with guidelines on
reducing electricity consumption
Q
Introducing smart metering
Cost of occupancy – water, rates
and electricity consumption
Q
Tenants
Q
Providers of capital (debt and equity
investors and financial institutions)
Q
Mall customers
Q
Working closely with professional consultants to optimise local
authority approval processes and to minimise negative impact
of billing errors
Town council approvals received,
utilities recovered
Q
Mall customers
Q
Tenants
Q
Community
Q
Improve quality of service provider and security equipment
Q
Better engagement between shopping centre staff, service
provider, community and local police
Improvement in crime statistics
at shopping malls
Q
Tenants
Q
Mall customers
Q
Providers of capital (debt and equity
investors, financial institutions)
Q
Matching debt with income (USD)
Q
Consider hedging exposure in terms of material dividends
received
Size of dividend (current
percentage of income)
Q
Tenants
Q
Mall customers
Q
Providers of capital (debt and equity
investors, financial institutions)
Q
Hyprop malls are well established, in dominant locations and
often attract flagship stores
Q
Strong lease agreements with financially sound tenants (most
tenants are reputable national companies with strong balance
sheets and proven business models)
Arrears, trading densities, rent
affordability
31
Hyprop Investments Limited
Integrated Report 2015