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<a href="https://www.apartments.com.au/developers/doma-group">DOMA Group</a> has unveiled plans for Newcastle Quay, a major waterfront precinct set to reshape Newcastle’s harbourfront and further cement the city’s evolution into one of Australia’s fastest-growing urban destinations.

Positioned on a prominent site within the Honeysuckle Precinct, Newcastle Quay will span both sides of Honeysuckle Drive, connecting directly to the Foreshore Promenade and sitting within walking distance of Newcastle Interchange.

The mixed-use precinct is planned to include around 1,000 apartments, more than 28,000 sqm of commercial office space, 6,000 sqm of retail, and a 180-room hotel anchored by a 500-seat conference and exhibition centre, a move expected to significantly lift Newcastle’s ability to attract major business and tourism events.
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<img alt="DOMA Group unveil Newcastle’s future with transformative Newcastle Quay Precinct" data-entity-type="file" data-entity-uuid="0642ca09-67cc-4920-8a7e-d18df9729b4e" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/%3D.png?VersionId=CnDmZxQnOV5LN0ePu7jaFBXC9tPGTrWm" />

The proposal builds on DOMA’s growing Newcastle pipeline, where the developer has already delivered 866 apartments and more than 19,000 sqm of commercial and retail space since entering the market in 2013. A further $2 billion pipeline is also in the works across the city.

The masterplan and executive architecture are led by <a href="https://www.apartments.com.au/architects/sjb-architects">SJB</a>, with building concepts developed alongside Stewart Architecture, Architecture AND and Curious Practice, and landscape design by <a href="https://www.apartments.com.au/landscape-architect/turf-design">Turf Design Studio</a>. More than 11,000 sqm of open space is planned, including a new waterfront park known as Honeysuckle Green, upgrades to Tree of Knowledge Park, and new pedestrian and cycling links throughout the precinct.

At the centre of the development will be the heritage-listed Wickham School of Arts, which DOMA plans to reposition as the civic and cultural heart of the precinct through restaurants, bars, events and public gathering spaces.

The broader vision is to create a genuine day-to-night precinct, blending residential, hospitality, retail, commercial and cultural uses in a way Newcastle has yet to experience at this scale.

DOMA Group Managing Director Jure Domazet said the aim was to create a precinct that becomes synonymous with Newcastle itself.

“Our vision is to create a precinct that not only delivers high-quality commercial, residential, and cultural spaces, but also defines Newcastle’s waterfront for generations to come,” Domazet said.

DOMA’s Chris Farrington said the project would fundamentally change how Newcastle is perceived nationally.

“Newcastle Quay is more than a waterfront precinct, it is a national announcement for this city,” Farrington said.

“A world-class Conference and Exhibition Centre will open Newcastle and the Hunter Region to a national and international audience for the first time, delivering something this city has long deserved.”

The project is expected to generate more than 4,000 full-time equivalent jobs and act as a major economic driver for the Hunter region through tourism, business events, hospitality and commercial investment.

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Minister for Planning and Public Spaces Paul Scully said the final parcel of harbourfront land will be a "true mixed-use precinct destination that includes housing, hospitality and entertainment, commercial spaces, retail, economic and social outcomes."

Joel Robinson

DOMA Group unveils 1,000-apartment Newcastle Quay precinct

ASX-listed developer Stockland is continuing to ramp up its return to the apartment market.

In late 2024, <a href="https://www.apartments.com.au/developers/stockland">Stockland</a> announced it would resume apartment development after a 13-year absence, launching with Stanton Place in Rosebery, a 144-apartment project now under construction.

Last week, the developer unveiled plans alongside the NSW Government for a <a href="https://www.apartments.com.au/news/nsw/first-look-stockland-nsw-gov-unveils-plans-for-3-300-home-waterloo-south-renewal">3,300-home precinct in Waterloo</a>.

Now, Stockland has shifted its focus in St Leonards, lodging a State Significant Development Application (SSDA) to replace an approved 42-storey office tower with a 52-storey residential development comprising more than 500 apartments.

<img alt="Stockland" data-entity-type="file" data-entity-uuid="8979095e-9072-432b-a7da-58b180cf994d" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-20%20at%204.27.36%E2%80%AFPM.png?VersionId=_jbRXYOafCSHjwsz.yQCNIymMyCj8zkF" />

An existing 14-storey commercial office building would make way for a 264.5-metre tower designed by <a href="https://www.apartments.com.au/architects/bates-smart">Bates Smart</a>. The project would deliver 538 apartments, including 30 affordable housing units, alongside retail and commercial uses at the podium and ground plane.

It will rise from&nbsp;<a href="https://www.apartments.com.au/new-apartments/601-pacific-highway-st-leonards-nsw-2065">601 Pacific Highway</a>, a prominent 2,844 sqm triangular site adjoining Mitchell Plaza and fronting Pacific Highway.

The development is being pursued under the Housing Delivery Authority pathway after Stockland’s proposal was declared State Significant Development earlier this year.

<img alt="First look: Stockland plans 52-storey mixed-use tower with 538 apartments in St Leonards" data-entity-type="file" data-entity-uuid="67f40f35-0458-47ab-80c0-a4e98a31838a" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/stockland%201.png?VersionId=rxXe3njr.auuGDuiR0k42uI8Zr4K.gZA" />

The apartment mix includes 217 one-bedroom apartments, 191 two-bedroom apartments, 122 three-bedroom apartments, and eight four-bedroom residences. Six basement levels would accommodate 300 car spaces, bicycle parking, loading areas, and building services.

Bates Smart said the project has been shaped around a series of urban design principles intended to improve the pedestrian experience and respond to the evolving character of St Leonards.

“With a boundary length of almost 75m along Pacific Highway and 70m along Atchison Street to the north, complying simply with the LEP envelope and required setbacks would result in a very wide tower form on the skyline,” the architects noted in the Design Report.

“We propose breaking the tower form into two defined volumes rather than a singular form.”

The podium has similarly been articulated into separate forms to reduce perceived bulk and create a finer-grain response to Mitchell Plaza and Atchison Street. Retail tenancies would activate the lower levels, while commercial space is proposed across the podium floors.

<img alt="First look: Stockland plans 52-storey mixed-use tower with 538 apartments in St Leonards" data-entity-type="file" data-entity-uuid="90149990-0551-40d2-bd48-14b69a015d12" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/stockland%202.png?VersionId=MJC2KIIWFvU9FPGr3IVq09gkRN_gX3m8" />

The design also places a significant emphasis on communal amenity and environmental performance. Residents would have access to landscaped terraces, wellness areas, flexible workspaces, and rooftop communal facilities, while the all-electric building is targeting an average 7-star NatHERS rating. Bates Smart said the project incorporates passive design measures including natural ventilation, integrated shading, and lightweight façade systems.

Planning documents note the site is around 350 metres from St Leonards Station and 400 metres from the metro entrance, placing it within one of Sydney’s most connected emerging residential precincts.

The project arrives amid a wave of large-scale redevelopment proposals reshaping the St Leonards and Crows Nest skyline. Several nearby sites have recently been approved, lodged, or declared under the Housing Delivery Authority pathway as the precinct absorbs significant residential density uplift tied to transit-oriented development policies.

<img alt="Stockland" data-entity-type="file" data-entity-uuid="7805bd7c-dfd7-4b35-8e15-ec4a8bf8e61b" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-20%20at%204.27.26%E2%80%AFPM.png?VersionId=iY12K2m2bQ6EeDnshqfZC9rbLx_oEugP" />

Bates Smart’s report describes St Leonards as transitioning away from its historical commercial identity toward a more mixed-use urban environment.

“In recent years, the character of St Leonards has started to evolve, driven by new development trends along the Pacific Highway corridor,” the report said.

“These projects have increasingly focused on residential accommodation, marking a shift from its purely commercial roots.”

Sekisui House Australia is currently selling Waterstone down near Newlands Park, in a pocket being branded "St Leonards South." Hyecorp recently completed Audrey in the same pocket.

First look: Stockland plans 52-storey, 538-apartment St Leonards tower

ANZ believes the Reserve Bank is in no rush to move again.

Following the release of the May Monetary Policy Board Minutes, ANZ has taken the view that the RBA is now firmly in a holding pattern, with the cumulative impact of previous rate hikes giving the Board scope to assess how the economy evolves from here.

That positioning, in ANZ’s view, makes a June rate hike unlikely.

The bank continues to expect the cash rate to remain unchanged at 4.35 per cent for an extended period, with the RBA adopting what is effectively a wait-and-see approach.

The Minutes point to a Board that sees financial conditions as already restrictive, but without a clear read on just how restrictive they are. That uncertainty has shifted the focus away from immediate policy action and toward monitoring both domestic conditions and global developments, particularly the conflict in the Middle East.

As ANZ interprets it, the Board is deliberately avoiding strong forward guidance.

Instead, it is allowing itself flexibility, acknowledging that monetary policy has limited ability to influence the near-term trajectory of inflation, while also recognising that economic growth is likely to remain below potential for some time.

Despite that pause in momentum, ANZ notes that the Board still carries a tightening bias.

The Minutes reveal that, in weighing up its decision, the Board seriously considered another 25 basis point increase. The key debate centred on the trade-off between inflation and activity, particularly in the context of global uncertainty.

Ultimately, most members leaned toward the inflation side of that equation.

Underlying inflation is still expected to remain above target for an extended period, regardless of how external risks evolve. That has led to a view within the Board that the risks to its inflation objective have increased, and that the current cash rate may not be sufficiently restrictive to fully contain those pressures.

That’s important.

While the decision, for now, is to hold, the underlying tone of the Minutes suggests the door to further tightening has not been closed.

ANZ also points to commentary from Assistant Governor (Economic) Sarah Hunter, who highlighted the risk that inflation could pass through the economy more quickly and broadly than in previous cycles. Both Hunter and a majority of the Board expressed concern that inflation expectations could become less anchored after such a prolonged period above target.

That combination, persistent inflation and the risk of expectations shifting, is what continues to underpin the RBA’s cautious stance.

However, where ANZ diverges from the RBA is on the outlook for activity.

The Board appears relatively comfortable with current spending patterns, effectively downplaying recent declines in business and consumer sentiment. It notes that sentiment has historically been only weakly correlated with actual spending, and that feedback from its liaison program has not yet pointed to a meaningful slowdown in consumption.

ANZ is less convinced.

The bank believes the link between household disposable income, sentiment and spending is more direct than the RBA is currently acknowledging. With inflation continuing to erode real incomes, ANZ expects household spending to soften more materially than the central bank is forecasting.

That divergence matters because it shifts the balance of risk.

If activity weakens more than expected, the trade-off between inflation and growth changes. In ANZ’s view, that would reduce the need for further tightening and reinforce the case for the RBA to remain on hold.

It also suggests that the current policy setting may already be doing more work than the Board fully appreciates.

The broader takeaway from ANZ’s interpretation is that the RBA is walking a narrow path.

On one side sits the risk of inflation remaining elevated for longer than expected. On the other is the growing pressure on households and the potential for a sharper slowdown in activity.

For now, the Board is choosing to wait.

But it is a pause that still carries an underlying tightening bias, rather than a clear pivot toward easing.

In practical terms, that leaves the cash rate anchored at 4.35 per cent for the foreseeable future, with the next move still uncertain.

For borrowers, it reinforces the reality that relief is not imminent.

And for the broader economy, it highlights the delicate balance the RBA is trying to strike, between bringing inflation back to target and avoiding an unnecessarily sharp slowdown in growth.

According to ANZ, it is a balance that is becoming increasingly difficult to maintain.

RBA to hold rates for "prolonged period" rather than hikes: ANZ

<a href="https://www.apartments.com.au/developers/venturecrowd-property-projects">VentureCrowd</a> is down to the final Canopy Villa release at Cumulus Grand Villas in Carrara, as construction continues on the 59-residence gated community positioned above 100 hectares of natural savanna on the Gold Coast.

The remaining Canopy Villa forms part of one of four collections within the <a href="https://www.apartments.com.au/architects/bda-architecture">BDA Architecture</a>-designed community and has attracted interest from buyers seeking larger-format homes that combine privacy, security and low-maintenance living. Positioned within a private cul-de-sac and facing a protected black she oak forest, the four-bedroom villa includes a large private outdoor area suited to pet owners and families wanting more flexible space.

<a href="https://www.apartments.com.au/new-townhouses/cumulus-grand-villas-carrara-17-baltimore-court-carrara-qld-4211">Cumulus Grand Villas</a>, located at 17 Baltimore Court, comprises a mix of three and four-bedroom villas across the Skyline, Canopy, Savanna and Broadview collections. Prices currently range from $1.455 million to $1.895 million, with the final Canopy Villa priced from $1.825 million.

[smartcode_project:default project_id=135663 project_image_fid=360477]

The Canopy Collection villas offer four bedrooms, 2.5 bathrooms and approximately 245 sqm of internal space, alongside double garages and landscaped private areas. Expansive glazing, open-plan living spaces and private balconies have been designed to maximise natural light and outlooks toward the surrounding savanna landscape.

Construction is now underway across the fully funded development, which VentureCrowd says has become an increasingly important consideration for buyers assessing off-the-plan opportunities on the Gold Coast. The project is being delivered by <a href="https://www.apartments.com.au/builders/devcon">Devcon Property Group</a>, which has operated in South East Queensland since 1993 and delivered more than 1,000 homes across the region.

VentureCrowd Director of Property David Whitting previously said the project responds to changing buyer priorities in the prestige Gold Coast market.

“Flexible floorplans have proven particularly relevant for purchasers aged between 40 and 65, including next home buyers, downsizers and investors,” Whitting said.

[smartcode_project:default project_id=135663 project_image_fid=360505]

The buyer profile at Cumulus has reflected that shift toward owner-occupier-driven demand. Stuart Towns and Tracey Loynes recently purchased a Canopy Villa, drawn to both the lifestyle offering and the flexibility the home provided for their next stage of living together.

The couple, who met three years ago, sold their Robina home earlier this year after identifying what they saw as strong long-term investment potential at Cumulus while remaining within the same Gold Coast market. The villa’s private backyard was a major drawcard for their dog Luna, while proximity to golf courses including Emerald Lakes also aligned with their lifestyle interests.

Beyond the residences themselves, the community has been planned around shared lifestyle and recreation amenities. The Infinity Terrace will include a 20-metre heated pool, barbecue facilities, alfresco dining spaces and elevated retreat areas overlooking the surrounding landscape. Walking trails, a private nature reserve, orchard and herb garden are also integrated into the masterplan.

[smartcode_project:default project_id=135663 project_image_fid=360473]

BDA Architecture Director Darren Greenaway said the design approach was heavily influenced by the site’s outlook and secluded setting.

The practice sought to create what Greenaway described as a “little piece of paradise,” drawing inspiration from the elevated views, surrounding greenery and quiet location.

<a href="https://www.apartments.com.au/developments/carrara-qld-4211">Carrara</a> continues to attract buyers seeking larger homes within proximity to the coast but without direct beachfront pricing. Cumulus sits within easy reach of Broadbeach, Pacific Fair, Robina Town Centre and the M1, providing connections north to Brisbane and south toward the Gold Coast Airport and northern New South Wales.

The first stage of Cumulus Grand Villas is targeting completion in 2026.

[smartcode_project_cta:default project_id=135663]

VentureCrowd nears sell-out of Canopy Collection at Cumulus Grand Villas in Carrara

Waverley Council has made a call that many councils have been reluctant to make publicly. Growth is coming, regardless of who controls it.

The release of the Bondi Junction Vision and Master Plan is less about whether the Eastern Suburbs’ primary centre will change, and more about how that change is shaped, funded, and ultimately experienced on the ground. Waverley Council has released a 100-page plan which is effectively the first comprehensive blueprint for Bondi Junction in over two decades, and in doing so, signals a clear shift in how councils are positioning themselves in the current planning environment.

For the past 18 months, the conversation across New South Wales has been dominated by the State Government’s Low and Mid-Rise Housing reforms and the emergence of the Housing Delivery Authority pathway. Both have created faster, more centralised avenues for development approvals, particularly in well-located, infrastructure-rich areas like Bondi Junction.

Waverley Council’s response has been to move early, and decisively.

Rather than react to individual proposals as they come through the HDA or broader State-led reforms, Council has sought to establish a clear, place-based framework that sets the terms for how Bondi Junction evolves. The underlying position is relatively straightforward: if densification is inevitable, it should be tied to infrastructure, public domain improvements, and a cohesive vision for the centre, not delivered piecemeal through ad hoc applications.

<img alt="bondi junction" data-entity-type="file" data-entity-uuid="7f1f729c-ed99-4c6c-bf87-ffbce6991941" src="https://s3.ap-southeast-2.amazonaws.com/www.urban.com.au/s3fs-public/inline-images/Screenshot%202026-05-19%20at%209.58.16%E2%80%AFAM.png?VersionId=ULX4OlXKjeJ5BvNCNGL86evgXCjCfMih" />

At its core, the document is attempting to reposition Bondi Junction from what it largely functions as today, a transport interchange anchored by a major retail centre, into something far more layered. The ambition is to transform it into what the plan describes as the “civic and cultural heart of Sydney’s East,” a place that is active beyond commuting hours and capable of supporting a broader mix of uses, experiences and communities.

That repositioning is built around four key ambitions.

The first is to create a true destination. Bondi Junction already attracts significant foot traffic, with more than 86,000 daily transport users and millions of annual retail visits, but much of that activity is transient. People pass through, rather than stay.

The Master Plan seeks to change that dynamic. It leans heavily into the idea of an “18-hour economy,” extending activity well beyond traditional retail hours through dining, cultural programming, events, and a more active night-time offering. This is not just about adding more hospitality venues, but about fundamentally shifting how the centre operates, from a daytime shopping destination to a place that functions across the full span of the day and into the evening.

Oxford Street Mall sits at the centre of that shift.

Long seen as underperforming relative to its potential, the Mall is identified as one of the key catalyst projects in the plan. It is to be reimagined as a day-to-night spine, combining retail, dining, wellness and cultural uses in a way that creates a continuous flow of activity. Outdoor dining, rooftop venues, laneway activation and a curated events program are all part of the strategy, alongside significant public domain upgrades that aim to improve comfort, safety and usability.

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The second ambition is to transform Bondi Junction into a world-class interchange.

Despite being one of the most heavily used transport nodes in Sydney, the current experience is fragmented. Connections between the station, Westfield, Oxford Street Mall and surrounding streets are often unclear, and major roads create physical barriers that disrupt pedestrian movement.

The Master Plan proposes a more seamless, people-focused network. That includes clearer pedestrian links, improved wayfinding, better integration between transport modes, and a rethinking of how arrival into the centre is experienced. The aim is to shift the perception of Bondi Junction from a place people move through, to a place they arrive in.

The third ambition focuses on greening and open space.

One of the more consistent pieces of community feedback throughout the Vision phase was the need for more greenery, better public spaces, and a more comfortable urban environment. Despite being surrounded by major parks, Bondi Junction itself has relatively limited accessible open space, with much of the public realm dominated by hard surfaces and traffic infrastructure.

The plan responds with a network of new and upgraded public spaces, increased tree canopy, and what it terms the “Parkline,” a green link connecting Waverley Park through to Centennial Park. This is not just about aesthetics. It is about addressing heat, improving liveability, and ensuring that increased density is matched by access to high-quality outdoor space.

The fourth ambition is perhaps the most important from a development perspective: growth that gives back.

Bondi Junction is already the primary location for new housing supply in the Waverley LGA, and that is expected to continue. The area carries a target of 2,400 new dwellings by 2029, with further growth projected beyond that as demand for well-located housing continues to rise. The Master Plan does not seek to limit that growth. Instead, it attempts to shape it.

New housing is to be concentrated around transport, with stepped building heights designed to protect the character of surrounding neighbourhoods. At the same time, the plan introduces a more explicit link between development uplift and public benefit. This is where value capture becomes central.

The document outlines a framework where increased development potential is tied to contributions that fund public domain improvements, community infrastructure, open space, and affordable housing. It is an approach that recognises that much of the transformation of Bondi Junction will be delivered by the private sector, but seeks to ensure that the benefits of that growth are shared more broadly. The Civic Precinct is a key part of that equation.

Leveraging Council-owned land, the plan proposes a consolidated civic and cultural hub centred around Ebley Street. This would include new community facilities, cultural spaces, and potentially a new Council Chambers, creating a focal point for civic life that currently does not exist in Bondi Junction at scale.

It is one of several catalyst projects identified in the Master Plan, alongside the Oxford Street Mall transformation. These projects are intended to anchor change, acting as early interventions that unlock broader investment across the precinct.

Importantly, the Master Plan is not just a design document. It includes a delivery framework that sets out how these ambitions are intended to be realised.

Council is explicit in acknowledging that it cannot deliver the transformation alone. Implementation will require coordination between State agencies, private developers, landowners and the community, with a mix of planning agreements, infrastructure contributions and direct delivery mechanisms used to fund and stage improvements over time.

The plan outlines a mix of short-term, medium-term and long-term actions, from immediate public domain upgrades and planning controls, through to larger-scale projects that will unfold over the next decade or more. In practical terms, the next 12 to 24 months will be the most important.

This is when the Master Plan will move through exhibition, refinement and eventual adoption. It is also the period in which Council will seek to embed the framework into its planning controls, giving it weight in the assessment of future development applications.

Council officers have indicated that once the Master Plan is in place, it could be used as a benchmark when assessing Housing Delivery Authority proposals, and potentially reduce the need for further HDA declarations within Bondi Junction. In effect, it is an attempt to bring planning control back to the local level, while still aligning with State housing targets.

That tension between State-led reform and local planning control is not unique to Waverley. It is playing out across Sydney.

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If delivered as intended, Bondi Junction will become denser, more active, and more complex. It will support more residents, more workers, and a wider range of uses, extending beyond its current retail core into a more layered urban environment.

“The civic and cultural heart of Sydney’s East”: Bondi Junction masterplan revealed

Retail Tenants

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The level of tenant enquiry for neighbourhood shopping centres in the six months to June 2017 has fallen compared to the previous six month period, according to a recent JLL survey. 
The JLL Survey of Centre Managers interviewed landlords of shopping centres managed by JLL.
Tenant enquiry remained below the neutral 0.0% mark for the third straight survey, with a net balance of -5.9% compared with -6.4% in December 2016 and -7.8% in June 2016,  highlighting the challenges faced by leasing executives and centre managers in attracting new tenants in the current economic climate.
Figure 4 highlights the “net balance” in enquiry levels between December 2011 and June 2017. 
<a href="https://www.propertyobserver.com.au/images/2017/10/09/Oct11CommPropChartFig1.png" target="_blank">Click to enlarge</a>
<img src="https://www.urban.com.au/images/2017/10/09/Oct11CommPropChartFig1.png" alt="">
The results were similar to the previous two surveys, JLL said. As with previous surveys, the overwhelming response was that centre managers expected enquiry levels to remain the same. A strong turn around in retail fortunes is not anticipated in the short-term.
Enquiries were dominated by “mum and dad” retailers, which reflects both the high number of neighbourhood centres within the Centre Managers’ Survey and the cautious approach being taken by national chains to expansion. 
<a href="https://www.propertyobserver.com.au/images/2017/10/09/Oct11CommPropChartFig2.png" target="_blank">Click to enlarge</a>
<img src="https://www.urban.com.au/images/2017/10/09/Oct11CommPropChartFig2.png" alt="">
<a href="https://www.propertyobserver.com.au/images/2017/10/09/Oct11CommPropChartFig3.png" target="_blank">Click to enlarge</a>
<img src="https://www.urban.com.au/images/2017/10/09/Oct11CommPropChartFig3.png" alt="">
Enquiry tends to be predominantly from food-based retailers (both food catering and specialty food retailers) and casual mall retailers (see next section). 
There was some improvement in enquiry from food catering (takeaway food &amp; beverage) as well as kiosks. Kiosks provide prospective retailers with a lower level commitment in terms of total space leased and overall rent. Enquiry from the discount variety sector was relatively weak, with over 50% of respondents indicating enquiry was weak or very weak.
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jonathanchancellor-7SQnKwU6yx

Tenant enquiry at neighbourhood centres fell in six months to June: JLL

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Leading retailer Solomon Lew has said landlords were offering cheaper rents to his rival international brands, while charging local brands unreasonable rents, as the company decided to exit from Melbourne's Bourke Street Mall because of what it said were high rents.
Retail groups say the decision highlights the pressing need for more retailers to speak out about the unreasonable request of retail landlords.
A few months back, fast-food chain SumoSalad too accused landlord Westfield of high rents and put two of its 20 companies into voluntary administration.
Earlier in the week, Lew and Premier Investments’ chief executive Mark McInnes spoke out about the tough rental conditions for local incumbents in shopping strips like the mall during its results presentation.
McInnes said the decision to close the Portmans and Just Jeans flagships in the Melbourne shopping strip came down to “unrealistic rent”, the SmartCompany quoted him as saying.
McInnes said the company would be closing the two flagship retail sites next month because retail landlords have not come to the table to discuss better deals. This is despite the fact it would cost landlords more in the long run to replace them as tenants in the spaces that they have leased for decades.
The lifestyle and fashion retailer, which operates Portmans, Just Jeans, Peter Alexander and Smiggle, clocked sales of $1.09 billion with net profit after tax of $105 million.
The company pointed to the incentives offered by landlords to international retailers to take up space in strips like the mall, suggesting that Premier Investments could exit more retail sites if things aren’t adjusted.
“Today, we announced that unless landlords cut us the same rental, and incentive deals they’re offering international competitors in the young fashion market, we may need to close many more Dotti stores. The cost to landlords of replacing us is far higher than if they solve for us,” McInnes said.
Separately, Lew and McInnes also spoke against unreasonable landlords on Ross Greenwood's show on 2GB.
“If they’re raising the rent to a level where it’s no longer viable, we are going to move on,” said Lew.
When Greenwood said if this meant that if "the landlords can’t come to the party with some sort of a deal… if there’s no deal, they’re gone,” Lew referred to landlords' unfair rental practices.
"You’d be offended if your competitors were offered rents that were two-thirds lower than your rent and you would be offended if they received a capital contribution for refurbishment and for building a new store,” he said.
“And that’s exactly what’s going on in the industry and so we’re taking a stance and unless it’s in the interests of our shareholders and the brand, we’re going to move on.”
But he said that it didn’t mean that the retailing giant will not open stores at other places.
McInnes echoed Lew on the show, saying the decision to close the Bourke St stores means that the company isn’t going to stand for that (landlords wooing international brands with lower rents).
“We’re walking away from $5 million of sales, but ultimately they’d be unprofitable sales because the landlord would not charge us a realistic rent,” he said.
McInnes pointed to the strength of the company's brands and said that some landlords did understand that “with a portfolio of 1,100 stores, we are one of the largest rent payers, if not the largest rent payer in Australia and they don’t want mass vacancies in their centres”.
He said some landlords were not being honest with their rents and turnover and Lew and Premier Investments was targeting these landlords.
McInnes went further, saying the company did not want to close stores but were forced to because landlords were unrealistic about rents.
“I guarantee that that landlord in Bourke Street, it will cost them millions of dollars in capital incentives to remake those stores and they will get far less rent than what we were paying.”
Meanwhile, he added that online sales had picked up in the past few months and “the customer is choosing that channel as a place to shop... and landlords have to accept that this is a change in their sales structure based on what customers want.”
Lew said that several retail businesses were running behind on their rents and landlords were not raising the rents for these.
On Myer’s performance, the former deputy chairman of Coles Myer said that in spite of the public float and two rounds of capital raising since 2015, the company’s value had eroded by almost $2 billion and it was now worth $600 million, so clearly its strategy was not working.
In terms of the business itself, he said Myer's moving to a concession model mean margins were down and it was also having problems with their own purchases.
"They look very poor… they look like opportunity shops and not like a Myer department store," said Lew. 
 
 
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Unreasonable landlords offering global retailers better deal, says Solomon Lew

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SumoSalad’s boss has put two of the 20 companies in his group into voluntary administration, escalating the tension between the fast food chain and Westfield about leasing charges.
After attempts over six months to negotiate cuts in leasing charges, SumoSalad CEO and co-founder Luke Baylis put two companies, Sumo Westfield Leasing Pty Ltd and Sumo Leasing Pty Ltd, into voluntary administration to force several Westfield centres to the negotiating table, according to Chanticleer in The Australian Financial Review.
These companies hold the leases over about 12 SumoSalad outlets in Westfield shopping centres managed by the Scentre Group. SumoSalad has a total of 104 stores and Baylis says the dispute will not affect their trading, Chanticleer reported.
The dispute started after the shopping centres decided to dramatically expand the number of food outlets within shopping centres, according to Baylis.
Over the past three years foot traffic in shopping centres has only risen about six per cent but the number of food outlets has tripled or quadrupled, hitting SumoSalad’s profitability, Baylis added.
"Sumo has been working with landlords over the past few months to negotiate more realistic food court leases for our stores, with no success," Baylis said in a statement. 
"Regrettably, landlords have opened the door to more and more food businesses in recent times, as well as opening whole new eating areas within the same precinct, which has essentially cannibalised existing tenants.
"One shopping centre went from 34 food outlets to 93 in a three-year period with flat foot traffic growth.”
Putting stores into voluntary administration will allow SumoSalad's franchisees to exit without paying out the remainder of the lease, if Scentre does not cut the rent.
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<div>He said talks with landlords have failed, with landlords demanding that Sumo and its franchisees collectively pay millions of dollars to surrender the existing shopping centre leases.</div>
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"This is an untenable and unfair demand on small business owners, which would send our franchisees in those shopping centres broke,” he said.
"Placing the leasing entities into voluntary administration is the only way to protect our franchisees, and we are confident this will help us restructure our leasing entities in a manner that will create more favourable conditions for our franchisees."
One of the leases affected by the decision is in the Westfield at Chatswood. 
A spokeswoman for Scentre Group said the “Scentre Group works closely with its retail partners in an effort to resolve trading issues.”
Baylis said the addition of eating outlets over the past couple of years had hit SumoSalad outlet in the centre. He says the lease payments should be cut by 30 per cent.
Earlier this year, Scentre Group chief executive Peter Allen said his company was closely monitoring the rash of new voluntary administrations among retailers. 
Scentre has avoided exposure to specialty fashion chains because of poor consumer demand.
Another shopping centre owner to face problems because of companies going into voluntary administration is GPT.
The collapse of the Top Shop specialty fashion chain has impacted all the leading shopping centre owners.
Baylis said the SumoSalad is opening franchise outlets in hospitals, airports, service stations and universities.
The company has recently entered a partnership with Caltex called Foodiary in Condord in Sydney's west.
Baylis said SumoSalad had been considering its strategic shift away from shopping centre food courts for some time but it had only become a reality following the trialling of pilot sites.
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j.ballantyne1990-6AQqhLzZaK

SumoSalad in rent dispute with landlord Westfield 

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The Strata Schemes Management Act 2015 (NSW) which, but for part 11, will commence on 30 November 2016 gives “eligible tenants” certain rights.
Section 258 of the Act requires landlords (or sub-lessors) to notify the owners corporation of any tenants (or sub-tenants) by way of a tenancy notice.
At a minimum, the following information must be provided: the lot number, names of all tenants, an address for service of notices (which may be an email address), the date the tenancy is to start and the name of the agent acting on behalf of the lot owner (if any).
Once notice has been provided the tenant or tenants are eligible tenants.
If the strata scheme has received tenants notices for at least half the lots in the scheme a tenants meeting must be held 14 days prior to the Annual General Meeting (AGM) to allow eligible tenants to elect one tenant representative to the strata committee.
Eligible tenants must, at least 7 days before any AGM or extraordinary general meeting (EGM), be given a copy of the agenda. However if there is a noticeboard for the scheme required by the by-laws then the agenda need only be displayed on the noticeboard. Note not all meeting documents need be provided to eligible tenants.
Tenant representatives have a right to attend strata committee meetings, AGMs &amp; EGMs but
<ul>
<li>have no right to vote or to address the meeting (unless authorised);</li>
<li>cannot put motions on the agenda or nominate a person for office;</li>
<li>cannot act as an officer of the owners corporation;</li>
<li>are not counted for the purposes of quorum for strata committee meetings; and</li>
<li>may be excluded from discussions on financial statements, audit reports, levying or recovery of contributions and strata renewal</li>
</ul>
Tenant representatives must also be provided with notice of any strata committee meeting and a copy of the strata committee meeting minutes.
Eligible tenants have a right to attend an AGM or EGM but, unless they hold the proxy on behalf of the owner of their lot (or another lot in the scheme), they have no voting rights, no right to address the meeting and may be asked to leave if there are discussions on financial statements, audit reports, levying or recovery of contributions or strata renewal.
Note all tenants have a right to receive a copy of the by-laws for the scheme (and the strata management statement if applicable) within 14 days of becoming eligible for possession of the property. Your landlord or sub-lessor must provide this information.
The article first appeared on <a href="https://kerinbensonlawyers.com.au/nsw-fact-sheet-6-strata-reforms-tenants-rights/" target="_blank">Kerin Benson Lawyers</a>.
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Property 101: New South Wales strata reforms and tenants rights

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Australia offers a lot of untapped potential for global retailers, with a new survey highlighting that less than a third of major retail groups have a presence here and many wanting to set up shop Down Under.
Australia ranked 31st of the 61 countries surveyed on the penetration of global retailers in CBRE’s “How Global is the Business of Retail?”.
The rankings were topped by the UK, with 57.5 percent of international retailers present, followed by China (56.9 percent) and the United Arab Emirates (59.3 percent)
In contrast, just 28.7 percent of the retailers surveyed have a base Down Under.
CBRE national retail director Alistair Palmer said the results point to the opportunity for global brands in the Australian market.
“While global retailers have increasingly targeted Australia, the penetration rate is still very low,” Palmer said.
“What we have seen is a considerable shift over the past five years in the types of brands targeting this market and the level of interest in new opportunities. This is expected to translate to a considerable uptick in offshore leasing activity in the short to medium term.”
The retailers were selected based on a variety of sources including surveys or retailers’ turnover and brand presence, global and national retail directories and the views of the local CBRE professionals on the dominant retailers in their markets. From these sources, 334 leading international retailers were identified as representatives of the global retail community. For each of the retailers in the sample, research was undertaken to identify whether they had a presence in each of the 61 countries and 191 cities included in the study.
CBRE’s Australian head of retail tenant representation, Tim Starling, said the focus on Australia had most recently been highlighted by Decathlon, one of the world's largest sporting goods retailers.
Decathlon has an online presence in Australia with at least 30 stores to follow.
TJX, more commonly known as TJ Maxx in the US, has also established a beachhead in Australia after acquiring the 35-store Trade Secret chain.
“TJX is a Fortune 500 company that is recognised as one of the world’s leading retailers,” Starling said.
“They have ambitions for 200 stores in Australia, encompassing several brands, with CBRE assisting in their Trade Secret roll out.”
Palmer said the success of the St Collins Lane redevelopment in Melbourne had been another litmus test of international retailer interest in Australia, with the project attracting international brands such as Sandro, Maje, Reiss Kooples, Zadig and Voltaire.
CBRE says it was involved with the first deals here for Zara, Uniqlo, Microsoft and Tesla.
The How Global report says that 19 percent of retailers surveyed intend to expand into Australia – a high proportion, given that Australia accounts for just 2 percent of the world economy.
High consumption per capita, rising tourism levels and the lower AUD are all driving demand, which is in turn pushing up retail rents given a lack of available space in the major CBD markets, it said.
Fashion retailers (encompassing luxury, mid-range and specialist clothing brands) dominate the list of retailer intent of expanding into Australia, with a high percentage of these seeking 101-250sqm of space.
London has retained its number one spot in the city rankings, with 57.9 percent of international retailers having a presence there. Dubai was hot on the heels with 57 percent, closely followed by Shanghai (54.4 percent) and New York (46.6 percent). 
Singapore and Moscow were joint fifth with 46 percent of retailers present.
Sydney was the top Australian market at 65th place, followed by Melbourne at 78th.
Hong Kong was the top market for new entrants, attracting 73 new brands, up from 58 in 2014. Singapore was a close second attracting 63 new brands, while last year’s top market, Tokyo, slid to third place after a slowdown in domestic demand.
Globally, Coffee &amp; Restaurant brands (F&amp;B) accounted for 20 percent of new entrants overall, followed by Luxury &amp; Business Fashion (19 percent), Mid-Range Fashion (18 percent) and Specialist Clothing (17 percent) retailers.
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prateek24-ezbwHMbNAk

Global retailers set sights on Down Under: CBRE survey

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Beaudesert Fair, a neighbourhood shopping centre in Beaudesert has recently had two new retailers move in – Help Enterprises and Dollar Deals.
The centre is anchored by Coles and Target Country and features 18 specialty stores.
Colliers International are exclusively managing and leasing the centre.
Jason Martin, senior executive of retail leasing at Colliers International who negotiated the leases said the centre which has recently been refurbished has only two tenancies remaining for lease.
“There are currently two tenancies remaining for lease, 112sqm and 71sqm, which would suit health and beauty, fashion and food operators,” said Mr. Martin.
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