Page 40 - CJ 2019 INTEGRATED REPORT

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INPUTS - - OUR OUR VALUE-CREATING USING OUR OUR SIX CAPITALS TO CREATE VALUE VALUE ACTIVITIES
REAL ESTATE BUSINESS MODEL
Financial capital
• Equity: Rs Rs Rs Rs 844M (2018: (2018: Rs Rs Rs Rs 864M) • Net Debt: Rs Rs Rs Rs 137M (2018: (2018: Rs Rs Rs Rs 118M)
Human capital
• Our 40 engaged employees their skills and know-how
Intellectual capital
• Our growing brands: Arcades Currimjee Quay 11 and and Phoenix Central
• Our systems and processes including our investment in Revit
• An engaging office enhanced with living spaces to boost employee productivity and wellbeing
Relationship capital
• Our relationships with stakeholders including our our tenants customers the local authorities and our our partners
• Meaningful engagement with our 116 tenants (91 for for own properties properties and 25 for for other managed properties)
Manufactured capital
• Property assets in in prime urban locations developed into mixed-use office and retail spaces • Property assets value: Rs Rs Rs Rs 1 1 1 1 644M (2018: (2018: Rs Rs Rs Rs 1 1 1 1 592M) • Investments during the year: Rs44M (2018: (2018: Rs Rs Rs Rs 43M)
Social and Natural capital
• Investment in CSR activities: Rs Rs 267K (2018: Rs 223K)
• Investment in environmental projects: Rs Rs Rs 28K (2018: Rs 43K)
• Continued upkeep of our our environment-friendly installations across our our properties CURRIMJEE JEEWANJEE AND COMPANY LIMITED
• The restructuring of our properties under a a common shareholding vehicle to to minimise risk and enable us to to unlock value by bringing in in in external funds and expertise • Property development: planning constructing developing and refurbishing spaces to address the needs of our clients and communities We continuously review the components of our real estate portfolio in in accordance with our business environment and generate sustainable yields on on our assets Our approach also involves developing properties in in in a a a a a a a phased way to reduce risk and generate attractive yields in alignment with the Group’s strategic objectives • Facilities management: we perceive facilities management management as more than a a a a a a a a support function Its strategic value lies in in the efficient day-to-day management and maintenance of of our buildings by a a a a a a a a team of of highly dedicated employees A customer-centric approach is key to to delivering service excellence which we monitor through a a bespoke software • Tenancy management: We select our tenants based on a a a a a a comprehensive due diligence exercise which helps us build the right mix of tenants for our properties We engage with them in in a a a a a a proactive meaningful and and consistent way to identify their their areas of concern and and enhance their their experience We also focus on growth in renewal rentals to improve our property
yield over time