Oracle Case Study -
Investa Property Group
David Miller
CIO
Confidential Investa Property Group | 1

AGENDA
Company Overview
The Journey
Solution / Why Hyperion
Benefits
Lessons Learnt
Where to Next
Summary & Questions
Confidential Investa Property Group | 2

INVESTA PROPERTY GROUP
About Us
Australian diversified real estate company with specialist expertise in office and industrial
assets
Group funds under management approximately AU$9 billion comprising over 50 assets
totaling over 900,000m2 of space
Internalised asset and property management model
World leader in sustainability
Wholly owned subsidiary of Morgan Stanley's Real Estate funds
INTERNAL FUNDS COMMERCIAL
FUNDS MANAGEMENT DEVELOPMENT
Commercial office Office/Industrial One of the largest
AUM $2.5 billion
portfolio $4.5 billion development pipeline Residential Property
Wholesale/Retail of $2 billion developers in Australia
26 direct holdings
in premium and 6 funds 565 hectares 33 projects
grade A office SRI Accreditation industrial land
$3.3 billion end value
buildings in 100,000m2 proposed
Sydney and Establishing an Largest contract builder
international platform office accommodation
throughout Australia in NSW
Internal Asset and
Property
Management
Increasing weighting
to Sydney
P3 As at 30 June 2008

MORGAN STANLEY PLATFORM
Global Reach
Morgan Stanley manages approximately US $100 billion in real estate assets globally on behalf of its clients
North Europe
America US$32.1Bn Asia/Japan
US$37.5Bn US$23.0Bn
Australia
US$7.0Bn
AU$9.0Bn
NB: totals are approximate
P4 As at 30 June 2008

INVESTA PROPERTY GROUP
Sustainable Responsible Investment – World Leader
Awards
Banksia Foundation Climate Award for \"Addressing Climate Change” (2008)
Department of Environment & Climate Change (NSW) (2008)
Association of Chartered Certified Accountants (ACCA) Australia & New Zealand Awards for
Sustainability Reporting (2008)
NSW Government Sustainability Green Globes Awards (2008)
Rated number 1 on Dow Jones Sustainability World Index (DJSI World 2007)*
Member of Global 100 (G100) list of the most sustainable corporations in the world – Corporate
Knights/Innovest (2007)*
National Safety Council of Australia FiveStar Rating – every year since 2003
Recognised Sustainable Responsible Investment (SRI) accreditation from the Responsible Investment
Association Australasia (RIAA)
* Investa is no longer part of this group following its delisting from the ASX and integration into Morgan Stanley Real Estate Funds
P5 As at 30 June 2008

INVESTA PROPERTY GROUP
Growth History
Established in December 2000 by internalising management of the $900 million
Westpac Property Trust (originally employed 50 staff)
Investment Portfolio – growth by acquisition to $4.5B:
Telstra Portfolio (FY03) $0.57 billion
Suncorp Portfolio (FY03) $0.22 billion
Principal Office Fund (FY04) $1.95 billion
Funds management business
Organic growth – from zero to $2.5 billion in AUM, making it one of Australia’s largest
managers of wholesale property funds
Commercial Developments Business
Industrial - 565 ha over 9 industrial projects ($1billion end value)
Office – 98,000m² over 8 commercial office projects ($0.9 billion end value)
Residential
Acquisition of Clarendon in FY05/FY06 for $640 million delivering a substantial land bank and
contract housing business
P6 As at 30 June 2008

The Journey
Deployment Timeline
Planning Data Warehouse
BRIO
System 9
Enterprise
2004 2005 2006 2007 2008 2009 +
P7 As at 30 June 2008

The Journey
Historical Perspective
Totally reliant on excel for
- Budgeting / Forecasting
- Monthly Reporting
- Consolidation
All supporting schedules were excel or word based
Complex spreadsheets with single point failure
Lack of confidence in the accuracy of formula and too
prone to numbers being changed or manipulated without
controls
Business undergoing significant growth & change
P8 As at 30 June 2008

The Journey
Brio
Implemented in 2004 to address the reporting and
analysis requirements of our Property Management
Business
Later expanded to report on capital expenditure and
project status
Chosen for it’s ease of use, queries could be easily written
by in house staff, push capability to publish reports
Brio was acquired by Hyperion in late 2004 / early 2005
P9 As at 30 June 2008

The Journey
The Next Phase - Hyperion
Business expansion and diversification
Brio was meeting Property Management Reporting but we
still extensively relied on excel for Corporate Planning and
Reporting
Statutory structure was becoming more complex
Increased complexity of financial analysis and reporting
Hyperion started to integrate Brio as their BI tool
P10 As at 30 June 2008

The Journey
The Requirements
A centralised integrated budgeting and planning tool (not
excel)
Ability to easily do “what if” analysis
Ability to have multiple versions of budgets / forecasts
Development of planning templates
Automate the consolidation of monthly management
reports
Statutory consolidation using a different reporting
hierarchy than Management Reporting and complete
Statutory / Management Reconciliation
P11 As at 30 June 2008

Why Hyperion
Ability to meet requirements
Leveraged our previous investment
Provided an integrated planning, reporting, analysis and
consolidation solution
Easy to use, set up and maintain
Solid database (Essbase)
Minimal IT support
“Super Charged” pivot table providing extensive slice and
dice capability
Flexible and Scalable
P12 As at 30 June 2008

Benefits
Robust as compared to Excel
Accuracy / Data Integrity
Transparency of data (drill down, etc)
Improved Timeliness
Flexibility – Ability to adapt to changing structure and
reporting requirements e.g. moving historical data into
new structure
Reduced staffing requirements to complete consolidations
Relies on data extracted directly from the GL (single
source of the truth)
Supporting work papers integrated to system
P13 Finance staff can focus on value add activities
As at 30 June 2008

Key Lessons
Planning is the key (as with any project)
Invest time up front to get the account structure right
Finance to own the implementation
Business Buy in
Dedicated team
Manage the size of the cube
Clear Scope to avoid scope creep and cost blow outs
Realistic project plan as distinct to trying to meet some
specific deadline
Good Implementation Partner
P14 As at 30 June 2008

Current Position
P15 As at 30 June 2008

Where to Next
Development of Separate Cubes for each Division
Data Warehouse
Development of Dashboard / KPI reporting at Executive
level
P16 As at 30 June 2008

The Future
P17 As at 30 June 2008

The Future
P18 As at 30 June 2008

Summary
Has been a progressive deployment
Initial focus was on corporate reporting but we are now
leveraging this investment to drive improvements in
Divisional Reporting
Ensure you have a good implementation partner that is a
real partner
Make sure you understand your requirements
Make sure Finance own the system
QUESTIONS?
P19 As at 30 June 2008