What’s next for Brisbane CBD?
Larger tenants hunting for space. Click on the Download button for more information on the:
- Economic indicators
- Prime Gross Effective Rent
- New Development and Major Refurb
- Key leasing transactions Q1 2019
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What’s next for Brisbane CBD?
Larger tenants hunting for space. Click on the Download button for more information on the:
The GPR/APREA AsiaPac Performance Snapshot tracks the dynamics of listed real estate securities (including REITs) across 12 AsiaPac countries/regions and eight sectors, over multiple time horizons
In August, the Property Council of Australia (PCA) released data showing that the Melbourne CBD vacancy rate was just 3.6% as at 1 July 2018. This represents the lowest vacancy rate since July 2008. The rate also beat the expectations of survey respondents from a year ago‡ , where a vacancy rate of 6% was expected for Q3 2018.
This article will cover:
OPPORTUNISTIC REAL ESTATE: HIGH RISK, HIGH RETURN
With appetite for higher-risk strategies increasing in the search for high returns, opportunistic private real estate funds are of growing interest to investors. We take a look at the risk/return profile associated with the strategy. Access the article to find out more on page 2.
REAL ESTATE INVESTOR UPDATE…
This article will cover:
OPPORTUNISTIC REAL ESTATE: HIGH RISK, HIGH RETURN
With appetite for higher-risk strategies increasing in the search for high returns, opportunistic private real estate funds are of growing interest to investors. We take a look at the risk/return profile associated with the strategy
REAL ESTATE INVESTOR UPDATE
This excerpt from the newly released Preqin Investor Update: Alternative Assets, H2 2018 details investors’ real estate investment plans for the year ahead, including their next planned commitment as well as the regions and strategies presenting the best opportunities. Access the article to find out more on page 4.
The GPR/APREA AsiaPac Performance Snapshot tracks the dynamics of listed real estate securities (including REITs) across 12 AsiaPac countries/regions and eight sectors, over multiple time horizons.
The private equity (‘PE’) landscape is of significant importance to the UK economy, with PE investment in the UK exceeding €27 billion in 2017, nearly double the figure we saw deployed in 2016.
Consistent feedback from investors, as evidenced by the successes and failures of recent years is that the strength of the management team behind a business is key to what a portfolio company actually achieves.
So how do you attract and motivate a management team in a private equity portfolio company? We regularly see headlines about executive pay in listed companies, and there is readily accessible information in PLC remuneration reports, but less information and less disclosure is available in the context of privately owned and private equity backed businesses.
In response to this, KPMG have…
The private equity (‘PE’) landscape is of significant importance to the UK economy, with PE investment in the UK exceeding €27 billion in 2017, nearly double the figure we saw deployed in 2016.
Consistent feedback from investors, as evidenced by the successes and failures of recent years is that the strength of the management team behind a business is key to what a portfolio company actually achieves.
So how do you attract and motivate a management team in a private equity portfolio company? We regularly see headlines about executive pay in listed companies, and there is readily accessible information in PLC remuneration reports, but less information and less disclosure is available in the context of privately owned and private equity backed businesses.
In response to this, KPMG have undertaken a survey of both PE investors and management teams to ask them some of the questions we thought you would like to know about the role of reward in a PE portfolio company. Our findings and insights coming from them are contained in this report.
Real estate sector in India has traditionally been lagging behind other sunrise sectors in adopting new technologies. However, due to major government reforms such as RERA and GST there has been consolidation in the sector and reputed developers sense an opportunity to expand their scale of operations. This expansion needs to be backed by various technological interventions to ensure improved efficiency and transparency, which will help in achieving the ultimate goal – customer satisfaction. We are already witnessing a sea change in the way our industry is embracing and adapting to innovative designs, planning tools, software and technologies that provide better control over construction progress and ensure quality within defined budget. We are also using analytics to track and understand customer preferences. I am personally very delighted to be on the cusp of a digital revolution in our sector which will potentially transform the way we operate. – Vikas Oberoi Chairman & Managing Director, Oberoi Realt

Kemmu Kawai joined Longevity Partners Japan in September 2022 as the Country Director. Based in Tokyo, he oversees all operations and activities in Japan, the Asia-Pacific region and beyond. He brings him more than 16 years of experience in finance where he specialised in real estate and credit investments. Before joining Longevity Partners, he served as a Portfolio Manager at Norinchukin Bank and as Investment Manager at Center Point Development.
Kemmu Kawai
Managing Director
Longevity Partners