Interestingly, based on their operating metrics in FY2022 ended December 2022, CEREIT came out better, with higher occupancy rates of 96% versus just 88.3% for IREIT. CEREIT announced positive rental reversions of 5.7% in FY2022, compared to IREIT’s more modest 5.2% rental reversion.

So what gives? For one, trading prices can be notoriously volatile. Yet, both REITs are trading at around 0.63 times price to net asset value (P/NAV).

CEREIT, on the other hand, has limited sponsor support to the extent that it has announced a divestment programme to the tune of EUR400 million ($582.2 million). “The divestments will be staggered over the next two to three years to fund EUR250 million developments and maintain gearing in the 35% to 40% range,” the REIT’s manager says in a presentation. The focus is on asset recycling in the near term, it adds.

See also: <a class='gtm_see_also_1_inread' style='text-decoration: underline;' href='https://www.theedgesingapore.com/capital/reits/parc-des-docks-jewel-cromwell-european-reits-crown?utm_source=website&utm_medium=article&utm_campaign=ONPAGESEO'>Parc des Docks: The jewel in Cromwell European REIT's crown</a>

In its FY2018 annual report, CEREIT reported 97 primarily freehold properties as of Feb 14, 2019. Of these, 56.9% of them were offices. Light industrial/logistics buildings comprised 35.4% of the portfolio, while the remaining 7.7% comprised “others”. At that time, CEREIT’s portfolio spanned seven countries in Central Europe, the Nordics and Western Europe and was valued at EUR1.8 billion.

CEREIT continued with asset growth, but in 2020, during Covid, the manager switched to a focus on logistics assets.

See also: <a class='gtm_see_also_2_inread' style='text-decoration: underline;' href='/news/reits/capitaland-ascott-trust-completes-divestment-four-properties-france-eur444-mil?utm_source=website&utm_medium=article&utm_campaign=ONPAGESEO'>CapitaLand Ascott Trust completes divestment of four properties in France for EUR44.4 mil</a>

In his letter to shareholders, Simon Garing, CEO and executive director of CEREIT’s manager, noted that the pivot was due to the sector’s “strong fundamentals”. The pivot would see “further rebalancing away from the office sector” and “result in an even more diverse portfolio,” said Garing at that time. Unlike Singapore’s logistics properties which are mostly leasehold, European logistics properties are largely freehold.

In FY2022, of the over 110 properties CEREIT has, 46% are from the light industrial/logistics sector, close to the REIT manager’s target of 50%. The REIT’s office properties comprise 49% of its total portfolio, while its other properties remain at 5%. The 110-plus properties, which span 10 countries in Europe — the UK being the latest addition — are valued at EUR2.5 billion.

The reasons behind CEREIT’s pivot are the rise of e-commerce during Covid-19 and the rise of global disruption, says Garing in an interview with The Edge Singapore.

Thanks to the rise of e-commerce, there is a low supply of logistics spaces, explains Garing. Low vacancies are also due to the global supply chain disruptions that saw a shift in European companies wanting to do more at home, which led to them bringing more goods in.

“At present, companies need months of inventory, not days. So that means they need more space. Vacancies are already low. It’s not like there’s a lot of available space, and [companies] were effectively competing for space,” he adds.

In terms of income growth, pivoting to the logistics sector has worked well for CEREIT, reveals Garing, with income growth — on a like-for-like basis — delivering 5% to 7% growth y-o-y. Occupancy rates have also continued to increase for the sector, he says.

That is not to say that the REIT is giving up on its office portfolio. During the interview, Garing clarifies that CEREIT will also focus on rejuvenating its office portfolio. As of Dec 31, 2022, about 22% of CEREIT’s portfolio comprised Grade A offices. Another 13% of its portfolio comprised well-located but older assets. CEREIT intends to conduct asset enhancement initiatives (AEIs) on these. These AEIs will be partly financed by the EUR400 million worth of properties the REIT has earmarked for sale. The properties intended for sale comprise about 19% of CEREIT’s portfolio, consisting of B-grade and C-grade offices, and its “other” portfolio.

For more stories about where money flows, <a class='gtm_see_also_3_inread' style='text-decoration: underline;' href='/section/capital?utm_source=website&utm_medium=article&utm_campaign=ONPAGESEO'>click here for Capital Section</a>

“The older, non-strategically-located B-grade and C-grade offices are not worth upgrading, but they are worth selling because they can be developed into student accommodation, a hotel, or something else,” says Garing, stressing that the REIT is focused on its skills in offices and warehouses. Similarly, the “other” portfolio which consisted of properties not relevant to the REIT and included one hotel, a shopping centre as well as campuses that were leased to the Italian government, was always going to be sold, he adds.

“When it is done, we will end up with a really high-quality logistics and office portfolio. We are not saying that [the] office [segment] is dead. We are saying that for Grade A offices, there is a demand for them. This is unlike Singapore, where most of the buildings are brand new, while there is less Grade A office space supply in Europe.”

Will CEREIT maintain its distributable income during the AEIs? One example Garing cites is the REIT’s property in Milan, Via Nerversa 21. CEREIT conducted AEIs on the building when its tenant vacated in FY2021.

“In that year, we topped up distribution by EUR2 million, where the payment came out of realised capital gains from previously sold assets at a profit, which was then distributed,” says Garing. The assets were sold within the last two years.

The REIT aims to rejuvenate around EUR250 million of its assets by FY2026, starting with Via Nervesa 21 and then Maxima in Rome (formerly Via dell’Amba Aradam 5). As the AEIs will be staggered, the REIT is also looking to sell its assets cumulatively over the next few years.

Meanwhile, the energy crisis in Europe has not affected the REIT’s distribution as much because the costs are passed down to its tenants.

Garing says: “The tenant has to pay for the space and electricity, heating, security, local taxes and maintenance, et cetera. Typically, the rent bill will be 60% to 70%, and the operating charges will be 30% to 40%.”

“The rest goes to the suppliers of the building. Other than Finland, we can pass on most of the increases to our tenants except where we have the vacancy of that floor, then it is the REIT’s responsibility to pay our share for that floor,” he adds.

Including the impact of the higher inflation and energy prices, CEREIT recorded EUR4 million in non-recoverable service costs from its vacant spaces, which is about 4% of its distribution of roughly EUR100 million.

“We would’ve seen close to 10% DPU growth if not for us absorbing those costs,” says Garing. In FY2022, CEREIT’s DPU rose 1.3% y-o-y to EUR17.189 cents. He notes that one of the vacant spaces in FY2022 will see a new tenant coming in August. That tenant for one of its properties in The Hague will be paying a rental rate of about 36% higher than the previous occupant.

The REIT is also hedged against inflation as its leases for European properties have what they call “inflation lease escalators”. This means most of its leases will go up in tandem with inflation rates, explains Garing. The rates refresh every year. For some countries, the inflation rates will be refreshed at the start of every calendar year, while others recognise the rate change on the anniversary of the lease.

“In some countries like Italy, 75% of the inflation number passes through. Some countries like the UK and Netherlands will have a cap. So if inflation is above 4%, rent growth won’t go higher than this. But generally speaking, we get good growth,” he adds.

Regarding mitigating the risks of big tenants, Garing says the team engages its top 20 tenants in each country at least once a quarter. This was increased to once a month during “tougher times” such as Covid-19, where the REIT also put in tenant engagement programmes to determine if their tenants are happy with the service.

“A lot of the office leases in our bigger buildings in the Netherlands are expiring in 2025, the biggest year of expiries in our office portfolio. [Our team] is already working with tenants now. With larger leases, you have about two to three leases to plan (whether they’re leaving or not),” says Garing.

He adds that his team’s work is a good indicator that they are doing a good job. For example, as at Dec 31, 2022, CEREIT has visibility that 61% of its leases up to June 30.

When IREIT was listed, it had four campus properties in Germany. All of them had long leases, but there was concentration risk regarding tenants and leases. Three of these properties, Darmstadt, Munster and Bonn Campuses, were fully leased to Deutsche Telekom.

In April 2020, IREIT’s initial sponsors divested 80% of the manager to Tikehau Capital. Its largest unitholders were formerly Tong Jinquan and Lim Chap Huat (chairman of Soilbuild Group), who sold out in 2020. These changes brought City Developments into the manager with a 50% stake. Tikehau and CDL took significant stakes in the REIT as well. As at April, Tikehau holds 29.1% in IREIT and CDL 21.2%.

By 2020, IREIT owned five campus properties in Germany. Also, in 2020, IREIT, with support from Tikehau and CDL, diversified by acquiring five office properties in Spain. In April 2021, IREIT further diversified by acquiring 27 suburban Decathlon-focused retail properties in France.

In a recent interview, Louis d’Estienne d’Orves, CEO of IREIT Global Group, the manager of IREIT Global, says: “Our priority is diversifying the portfolio, and continuing diversification of the portfolio from a tenant, asset and geographical POV (point of view). More or less 40% of the income wasn’t around three years ago.”

“If we had kept exposure to the German assets, the drop in Darmstadt would have been a mess,” he says, before adding that IREIT will stay in Western Europe geographically. To put the German properties in context, the Darmstadt Campus was occupied by Deutsche Telekom, which vacated the entire property in November last year.

On April 23, IREIT Global announced an anchor lease with a German federal government body to take up approximately 6,200 sqm (66,736 sq ft) of office space and 1,400 sqm of storage space at the Darmstadt Campus, which is around 25% of the property’s NLA. The new tenant is a 100% owned agency of The State of Hesse that performs construction, property, and facility management on behalf of The State of Hesse.

The lease will start on June 1 and has a long lease duration of 15 years with two extension options of five years. With rents secured at market levels, the new lease will generate an annual rental income of approximately EUR1.2 million. IREIT’s occupancy would rise to 89%, and its weighted average lease expiry would extend to 5.2 years with the State of Hesse as a tenant.

Darmstadt’s rent is slightly lower than expiring rents but higher than market rent, d’Orves indicates. The rent psm is just below EUR13 while the market rent is EUR12.5. This is lower than Deutsche Telekom’s exit rent. “But that is after 10 years with indexation. Here we are going to get indexation. We are at a pivotal point in IREIT. We have started a diversification. Here, we have been through the original assets of the portfolio, and now we have repositioned. We are currently working on a multi-tenanted approach,” d’Orves says.

IREIT’s Berlin Campus is the highest-valued property in the portfolio. The tenant expiry in this property is in June 2024. “If the tenant decides to vacate, what is important is to look at the fundamentals. In Berlin, our monthly rent is currently EUR12 psm pm (psm per month). The market rent is EUR25 psm pm. So there is value to be created for the changes to asset. We may need to spend some capex on that, but we are not in a place where we would struggle to find a tenancy,” d’Orves explains.

The Berlin Campus is just an eight-minute walk northeast of the major public transport hub Ostkreuz, Berlin’s second largest station, which forms the eastern outer boundary of the central Friedrichshain office market with Media Spree. Media Spree recently developed into a major CBD sub-district in East Berlin, attracting many high-profile tenants and developments.

In Spain, the manager clinched a 12-year major lease for 5,300 sq m of data centre space at Sant Cugat Green and had a lease renewal at Delta Nova IV while retaining two tenants at Parc Sugat for three and five years.

“We have been able, last year, to secure a data centre operator for our San Cugat Green property on a 12-year lease. It was only 70% occupied when we bought it,” d’Orves says. At the end of December 2022, Illumina and Sungard vacated their spaces in Spain, but d’rOves says, “We’re confident that we’re able to re-let this space.”

In summary, IREIT’s investment strategy is to diversify assets, geography and tenants, while its leasing strategy is to raise occupancy.

The most significant challenge for REITs is the interest rate cycle, particularly for S-REITs, as their average aggregate leverage is in the 37% to 40% range. Interest costs are their largest expenses. While the US Federal Reserve appears ready to pause its hike cycle, the European Central Bank’s (ECB) policy may contain at least another hike. Most recently, in May, the ECB raised all rates by 25 bps taking deposit facility rates to 3.25% and MRO (main refinancing operation) rates to 3.75%.

IREIT’s aggregate gearing in 1QFY2023 ended March stood at 32.3%, and the REIT has no debt expiry till 2026 when EUR281 million matures. Part of the debt expires at the beginning of 2026, and the manager plans to look at renewing in 2025. The average all-in cost of debt is 1.9% as at 1QFY2023 and 96.9% of the bank borrowings have been hedged with interest rate swaps and interest rate caps.

CEREIT’s aggregate gearing is 40.6%, and its interest cover ratio is 4.9 times versus 7.6 times for IREIT.

More than just gearing is the alarming trend of DPU. CEREIT’s DPU was on a declining trend shortly after its IPO. In 2019, DPU was 4.08 EUR cents, and in 2020, 3.484 EUR cents. In 2021, CEREIT’s units were consolidated into the equivalent ratio of five-to-one. Hence, FY2022’s DPU of 17.189 EUR cents (+1.3% y-o-y) is the equivalent of 3.4378 cents.

IREIT’s DPU has also declined from 3.39 EUR cents in 2015 to 2.69 EUR cents in FY2022, including a rights issue. However, its NAV has risen from 0.48 EUR cents to 0.54 EUR cents.

Looking ahead, IREIT’s portfolio, sponsor and sponsor support system had somewhat stabilised after the turbulent years when different parties held the sponsor, and the REIT was owned by high-net-worth individuals rather than institutional investors such as Tikehau and CDL.

Interestingly, ESR Group’s chairman Jeff Perlman announced during its FY2022 results briefing that ESR plans to divest Cromwell Property Group. CEREIT has always been somewhat independent of its sponsor, remarks a market observer, which is why the manager has announced management fees to be taken in cash. In addition, the focus on acquisitions and divestments will help to boost fee income.

Unitholders can choose whether they prefer a REIT backed by committed sponsors as it focuses on diversification and occupancy or one with an interesting portfolio.

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A tale of two European REITs

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