Property Expertise

Expertise & Stratergy

We are one of the leading providers of Property investment. Headquartered in Dubai, Rapid expansion and consolidation of its leadership position continues under the enterprising stewardship of Aby Rosen, who took over as Advisory Director in 20012.

Being inclusive is the need of the hour. It brings creativity, drives originality of thought, helps us understand our customer better. It is important for an organization to be inclusive - as a brand we understand our clients better.

Business Strategy

The Group considers key criteria such as: ability to conduct business in hard currency, repatriation of funds, political risk, land tenure and debt raising ability in the first instance before proceeding further with any investment opportunity.

Investment opportunities are then assessed against Investment Guidelines as indicated below:

Expertise & Stratergy

* -or where the ability to hedge local currency can be done at minimal cost
# -the Group will minimise exposure to local trading currencies and mitigate risk by only investing in centres with high trading densities and where USD income is prevalent e.g. expat communities

Risk Mitigation

VCI mitigates operational and other risk associated with African real estate through the following:

Expertise & Stratergy

Notes:
1 - i.e. stable governance/political maturity, strong USD/FDI inflows, USD-based economies, high growth rates, acceptable sovereign ratings and outlook by ratings agencies, solid economic fundamentals, clear tax regime
2 - i.e. target not more than 25% of the GAV Group in any single investment; target not more than 25% of the GAV of the Group in any single country

Case study

Case study

Look At Key Indicators In The Area

You want to look at things like population growth or decline. You want to look at the economy and whether the economy is growing because good economies mean people are going to move into the area. If there are jobs then people will move to fill those jobs.

Whereas, if there are no jobs people leave the area in order to pursue employment. It is important to know what different sectors that employment is in. Is it all in mining or is it all in agriculture or education and how is a drought going to affect agriculture and so forth.

You might also want to look at the type of housing. What type of places people want live in, is it detached or semi-detached two bedrooms, 3 bedrooms, 4 bedrooms, etc.

Find experts that provide answers

FAQ

  • How to choose the best Buy-to-Let property
  • How much rent should I charge?
  • Things to consider when becoming a landlord
  • Being a landlord - ongoing responsibilities
  • A guide to investing in Student Property
  • Student Property FAQs
  • Which University towns provide the highest Rental yields
  • Calculating property yields
  • Assured buy back schemes
  • Assured rental guarantees
  • A guide to Buy-to-Let property tax
  • A guide to stamp duty land tax

Statement of Accountabilities and Compliance

Corporate governance can be defined as the exercise of ethical and effective leadership by the
governing body towards the achievement of the following governance outcomes:

  • Ethical culture
  • Good performance
  • Effective control
  • Legitimacy

It is the intention that the principles of integrity and the highest ethical standards are upheld by all who serve the Company and
its stakeholders. The Board sets general strategies and policies and ensures the implementation with the support of the Executive
Management Team, with one of their duties being the oversight and implementation of good governance.

Roles and Responsibilities

Our Board is composed of the Chairman, two executive directors, four Independent Non-Executive directors, two Non-Executive directors and is supported by our Company Secretary. Their key responsibilities are set out below:

Chairman

  • Responsible for the effective running of the Board and ensuring it is appropriately balanced to deliver the Group's strategic objectives.
  • Promoting a boardroom culture that is rooted in the principles of good governance and enables challenge, debate and transparency.
  • Ensuring that the Board as a whole plays a full and constructive part in the development of strategy and that there is sufficient time for boardroom discussion.
  • Promoting effective engagement between the Board and its shareholders.

Chief Executive Officer (CEO)

  • Executing the Group's strategy and commercial objectives together with implementing the decisions of the Board and its Committees.
  • Keeping the Chairman and Board appraised of important and strategic issues facing the Group.
  • Ensuring that the Group's business is conducted with the highest standards of integrity, in keeping with our culture.

Senior Independent Director (SID)

  • Providing a sounding board for the Chairman in matters of governance or the performance of the Board.
  • Available to shareholders if they have concerns which have not been resolved through the normal channels of communication with the Company.
  • To lead at least annually a meeting of the non-executive directors without the Chairman present to appraise the performance of the Chairman.
  • Acting as an intermediary for non-executive directors when necessary.

Non-executive directors (NED's)

  • Providing constructive challenge to our executives, help to develop proposals on strategy and monitor performance against our KPIs.
  • Ensuring that no individual or group dominates the Board's decision making.
  • Promoting the highest standards of integrity and corporate governance throughout theCompany and particularly at Board level.
  • Determining appropriate levels of remuneration for the senior executives.
  • Review the integrity of financial reporting and that financial.

Company operates a unitary tier board whereby the roles of Chairman and CEO are separately held,
and their responsibilities are clearly established, set out in writing and regularly reviewed by the Board.

The overall roles and responsibilities of the Board are:

  • Ensuring compliance with applicable laws and regulations and adopted non-binding rules, codes and standards.
  • Responsible for leading and controlling the Company's business, the Company's strategy, key policies and the approval of financial objectives and targets.
  • Custodian of the Company's corporate governance and ensures that Grit is a responsible corporate citizen in light of the impact its operations might have on the environment and the society in which it operates.
  • Responsible for risk governance which includes establishing and monitoring of the Group's risk management programme, which incorporates internal controls and risk management procedures.
  • Ensuring communication to stakeholders is timely, relevant, meaningful and transparent.
  • Responsible for Information Governance within the Company.

Board meetings are held at least quarterly, with additional meetings convened when circumstances necessitate. External advisers, executive directors and senior management who are not members of specific Committees may attend Committee meetings by invitation.