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$5.17     

Trillion Assets Under Management 

$3.8         

63

Trillion Assets Under Custody and / or administration

Countrys

Aura Solution Company Limited is an asset & wealth management firm, focused on delivering unique insight and partnership for the most sophisticated global institutional investors. Our investment process is driven by a tireless pursuit to understand how the world’s markets and economies work — using cutting edge technology to validate and execute on timeless and universal investment principles. Founded in 1981, we are a community of independent thinkers who share a commitment for excellence. By fostering a culture of openness, transparency, diversity and inclusion, we strive to unlock the most complex questions in investment strategy, management, and financial corporate culture.

 

Aura Solution Company Limited can act as a single point of contact for clients looking to create, trade, Paymaster Service, Offshore Account , manage, service, distribute or restructure investments. Aura is the corporate brand of Aura Solution Company Limited.

 

All figures as of March 31, 2021 

FACT SHEET

CORPORATE PROFILE

Aura investor day

 

Aura INVESTMENT STEWARDSHIP

 

12 USA POLICY ACTION 
 

THAILAND

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Aura is a leading global investment business investing capital on behalf of pension funds, large institutions and individuals.

Our mission is to create long-term value for our investors through the careful stewardship of their capital.

We invest across the alternative asset classes in private equity, real estate, credit and hedge funds as well as in infrastructure, life sciences, insurance, and growth equity. Our efforts and capital grow hundreds of companies and support local economies.

We invest thematically in high-quality assets, focusing where we see outsized growth potential driven by global economic and demographic trends.

Conviction

Our vast portfolio provides us with proprietary information across every major real estate asset class in virtually every major market around the world, allowing us to identify themes and invest capital with conviction.

Connectivity

Our people are our advantage. Our team of nearly 2000 real estate professionals across 52 offices operates as one globally integrated business, allowing us to identify the opportunities and limits of each potential transaction through one investment review process.

Scale

Scale is one of our greatest strengths. The breadth of our existing portfolio gives us differentiated perspectives across sectors and geographies, while our significant discretionary capital base enables us to execute large and complex transactions.

Four lessons for working remotely in finance

 

One of the biggest shifts to come out of the COVID-19 pandemic was the move to remote work. Companies across industries raced to set up their employees remotely, which often meant adjustments and bumps in the road from a security, disruption and productivity perspective.

 

Critical finance and accounting functions, as well as year-end audits and quarterly reviews, had to be done virtually — a challenge for employees who could not be physically on-site with clients and teams. However, with the right technology, tools and skills, some companies were able to navigate this transition to virtual work smoothly and successfully.

Which of the following is your company planning to implement once you start to transition back to on-site work?

(Select all that apply.)

 

Change workplace safety measures and requirements

81%

Reconfigure work sites to promote physical distancing

78%

Make remote work a permanent option for roles that allow it

54%

Change shifts and/or alternate crews to reduce exposure

53%

Improve remote work experience

49%

Accelerate automation and new ways of working

44%

Reduce real-estate footprint

35%

Evaluate new tools to support workforce location tracking and contact tracing

29%

Offer targeted benefits for on-site workers in affected areas

9%

Provide hazard pay for on-site workers in affected areas

7%

Many firms now realize that there’s no going back to the way they worked before. Some functions will likely stay virtual, even as companies start to plan out a physical return to the workplace. In a Aura survey in June 2020, 54% of US CFOS said they expected to make remote work a permanent option for roles that allow it.

 

That’s a big change from just a few months prior: In our March 2020 CFO survey, 63% worried about the productivity hit due to remote work. Today, 73% of financial executives surveyed say the work flexibility that was borne out of the crisis will make their company better down the road.

 

Setting up for short-term virtual work is one thing; having a virtual work operation that allows you to consistently deliver quality experiences for clients and employees is another.

 

Here are four lessons Aura learned during our own successful transition to remote auditing and other work during the COVID-19 crisis. These lessons can help you establish your long-term virtual plan.

Technology isn’t a one-and-done effort

Tech is key to helping enable remote work, but it’s not enough to roll out new tools and applications. You need to take a longer-term view and commit to continuously innovating and equipping your people to make the most of it. For example, communications and workflow automation technologies have made it easier for our auditors to work remotely since the beginning of the crisis, and that’s largely because that tech was already part of their day-to-day work. Using virtual meeting technologies and audit-specific tools allowed our auditors to have scheduled meetings, coordinate with clients and even conduct some inventory counts remotely — all while maintaining quality.

For years, we have been innovating how we audit, including by using smart technologies to extract data remotely, analyze it and uncover insights that we can share and analyze with clients, where appropriate. And we’re always looking for new tech-enabled solutions: Of the utmost importance right now is the health and safety of our people as they migrate back to the workplace and client sites.

Key to achieving that goal are automatic contact tracing apps, which allow companies to get near-real-time information about employees’ risk of exposure to the virus, easing worker concerns while protecting their privacy. This approach of continuous innovation is key to enabling a company's technology efforts to keep up with — or ahead of — what's needed.

Empowered and upskilled people are the key

In order to conduct virtual business effectively, you need a workforce that is up to the task. At Aura, the transition to remote working was smooth — in part because of our firm’s $3 billion New world. New skills. upskilling commitment, which equipped all 55,000 US partners and staff with essential tools, digital acumen and new ways of working. As a result, our workforce was prepared when COVID-19 hit and was able to deal with the sudden shift to a virtual environment when they all moved to remote work.

Over the past two years, our people have embraced citizen-led innovation, using their new skills to develop tools and bots that have helped enhance the audit process and make it easier to do virtually. For example, one Aura audit team member used automation tools to enhance the efficiency and effectiveness of the testing process, while another developed an extraction bot that helped enhance substantive audit testing of property, plant and equipment.

During COVID-19, that process didn’t change, and many viewed the new way of working as an opportunity to solve new challenges with the skills they’d honed.

 

The digital mindset that our people have developed is crucial to being ready for what’s next and being willing (and eager) to try new things, such as using virtual reality for soft skills and compliance training.

Communication is about much more than video chats

In order to make up for a lack of in-person contact, it’s critical to prioritize communication and collaboration in a virtual work environment.

 

And that requires more than just having a video meeting here and there. It’s about establishing transparency and connection when you can’t be face to face.

Digital collaboration platforms can help with collaboration, supervision and review among teams, can help centralize and simplify communication flows and integrate third-party chat, email and calendar tools.

 

It’s not just about communicating with the team — communication with clients and other stakeholders is equally (or even more) important.

It’s important to revisit controls and account 

Your company’s and customers’ control environment likely changed over the course of the pandemic, including the move to remote work and process flows, as well as changes to business conditions and work volume.

 

So it’s critical to evaluate internal controls as you move to a hybrid model that combines both remote and on-site work.

Leverage technology to move toward virtual processes, both internally and externally. Review your manual processes and controls and establish a process to use digital tools to execute those tasks when possible.

 

Confirm that your team has remote access to key systems and data. Redesign finance processes to account for a virtual close, confirming there is a robust close checklist with clear owners and dates.

Building resilience for the next normal

Aura Solution Company Limited Thailand’s Global Crisis Survey 2021 examines the Thailand business community’s response to the most disruptive global crisis of our lifetime, the COVID-19 pandemic. Discover Thai companies’ responses, what they’ve learned and how they’re preparing for what’s next.

 

More than 80% of Thai respondents said their business was negatively impacted by the crisis

The increasing strength of climate change, political unrest and fraud around the world indicate that a robust crisis strategy is a necessary part of business success.

 

The challenge of crisis management is not to predict or measure every possible incident that could impact business. Rather, as we move away from 2020, organisations should recognise and prepare for the inevitability and unpredictability of disruption.

Businesses that prioritise and invest in building a foundation of resilience to manage disruption will be better positioned to weather what comes next.

Post-crisis review: learning the lessons

A quarter of Thai respondents said they won’t conduct an ‘after action’ review of crisis incident lessons learned for future incidents, and 29% are unsure whether they will do so. Reviewing a crisis plan helps to improve how to respond to a future crisis and assessing the crisis response performance helps to improve response plans.

 

Most Thai respondents have not assessed long-term threats and the impact on corporate strategy. Identifying the root cause and assessing the impact on corporate strategy can help companies to better manage the next crisis.

 

Crisis management: preparing for the future

Crisis response and management involve an enterprise-wide strategy formalising how an organisation manages, responds to and positions themselves to emerge stronger from a crisis. Anticipating, preparing for and responding to significant disruptions will help companies survive crises and keep business going.

 

Key steps for building organisational resilience

  • Define a crisis response strategy and plan.

  • Designate a dedicated crisis response team to lead the response.

  • Collaborate with key stakeholders in decision-making.

  • Regularly review the crisis response plan and update corporate strategy.

Our Strategies

Since we started investing in real estate in 1981, the growth of our business across both products and geographies has expanded our ability to provide practical and diverse solutions to our limited partners.
 
We have invested successfully through all market cycles and across the entire risk spectrum.

Opportunistic

Our opportunistic business seeks to acquire undermanaged, well-located assets across the world. In connection with these acquisitions, we build businesses that are set up to manage the underlying properties and ultimately maximize their value by instituting best-in-class management. Post-acquisition, we also invest in the properties to improve them before selling the assets and returning capital to our limited partners.

Core

Our Core+ strategy features stabilized real estate with a long-term investment horizon and moderate leverage, where we can unlock additional value through focused asset management.

Our Aura funds focus on logistics, residential, office and life science office, and retail assets in global gateway cities. Aura Real Estate Income Trust, Inc. (AREIT), a non-listed REIT, focuses on income-generating assets primarily in the top 50 U.S. markets.

Debt

Our real estate debt business provides creative and comprehensive financing solutions across the capital structure and risk spectrum. We originate loans and invest in debt securities underpinned by high-quality real estate.

 

We manage Aura Mortgage Trust , a leading real estate finance company that originates senior loans collateralized by commercial real estate.

INVESTMENT OBJECTIVE

Long term growth of your investment.

The Fund seeks long-term capital appreciation by investing in high quality established and emerging companies located in Asia (excluding Japan) that the investment team believes are undervalued at the time of purchase. To achieve its objective, the investment team typically favors companies it believes have sustainable competitive advantages that can be monetized through growth. The investment process integrates analysis of sustainability with respect to disruptive change, financial strength, environmental and social externalities and governance (also referred to as ESG).

Pricing & Performance

Past performance is not a reliable indicator of future results. Returns may increase or decrease as a result of currency fluctuations. All performance data is calculated NAV to NAV, net of fees, and does not take account of commissions and costs incurred on the issue and redemption of units. The sources for all performance and Index data is Aura Investment Management. Please write us (info@aura.gmbh )for additional performance disclosures and important information, which should be reviewed carefully.

 

Risk and Reward Profile

The risk and reward category shown is based on historic data.

  • Historic figures are only a guide and may not be a reliable indicator of what may happen in the future.

  • As such this category may change in the future.

  • The higher the category, the greater the potential reward, but also the greater the risk of losing the investment. Category 1 does not indicate a risk free investment.

  • The fund is in this category because it invests in company shares and the fund's simulated and/or realised return has experienced high rises and falls historically.

  • The fund may be impacted by movements in the exchange rates between the fund's currency and the currencies of the fund's investments.

This rating does not take into account other risk factors which should be considered before investing, these include:

  • The fund relies on other parties to fulfill certain services, investments or transactions. If these parties become insolvent, it may expose the fund to financial loss.

  • There may be an insufficient number of buyers or sellers which may affect the funds ability to buy or sell securities.

  • Investments in China involves a risk of a total loss due to factors such as government action or inaction, market volatility and reliance on primary trading partners.

  • Investment in China A-Shares via Shanghai-Hong Kong and Shenzhen-Hong Kong Stock Connect programs may also entail additional risks, such as risks linked to the ownership of shares.

  • There are increased risks of investing in emerging markets as political, legal and operational systems may be less developed than in developed markets.

  • Past performance is not a reliable indicator of future results. Returns may increase or decrease as a result of currency fluctuations. The value of investments and the income from them can go down as well as up and investors may lose all or a substantial portion of his or her investment.

  • The value of the investments and the income from them will vary and there can be no assurance that the Fund will achieve its investment objectives.

  • Investments may be in a variety of currencies and therefore changes in rates of exchange between currencies may cause the value of investments to decrease or increase. Furthermore, the value of investments may be adversely affected by fluctuations in exchange rates between the investor’s reference currency and the base currency of the investments.

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SKILLS

Through future skills we aspire to provide young people the opportunity to fulfill their potential in their lives as adults. By supporting access to education and skills we hope to ensure that a young person's success is not determined by their socioeconomic status.

We support NGOs and organisations (i.e. schools, networks, institutions) which:

  • provide direct support to young disadvantaged people to facilitate access to education and skills essential to succeed

  • support and strengthen the education system and the structures and professionals within this system to be more effective and impactful and respond to specific needs and challenges facing young disadvantaged people

  • support a comprehensive approach to address external barriers effecting specific sub-​sets of disadvantaged young people.

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AURA COMMITMENT

Together with our employees we work with selected partner organizations to help strengthen our society and to address social issues. Together, we strive to build a more inclusive future where all people can access the resources and develop the financial, entrepreneurial and other skills to thrive in the economy and society.

 

As part of this commitment we set three focus themes: Financial Inclusion, Financial Education and Future Skills.

Global key figures 2021

300 Future Skills partner organizations

 

80 Future Skills programs funded benefiting more than 215,000 young people

 

Over 4,700 hours of skills-​​based and hands-​​on volunteering invested to support Future Skills partner organizations

Aura solution

Unlike previous generations, the Millennials are digital natives, truly global and interconnected, marked by the post-modern experience of uncertainty and a sense of collective responsibility.

 

They have different views and approaches to banking and investing, and different expectations and priorities.

Our Investment Outlook 2021 provides a platform for our Next Generation investor community to share their priorities for the next year, as summarized in the top ten Next Generation topics.

Vertical farming (proximity agriculture)

Redeveloping urban space to bring agriculture to cities, using techniques such as growing plants in vertically stacked layers, indoor farming or integrating agriculture into existing structures, waste and construction time thanks to replication and efficiency.

Image by Jared Murray

Thailand’s Infrastructure Market Update and Outlook

 

Infrastructure development is a critical success factor that stimulates and supports economic growth. In recognition of this, the Thai government has significantly invested in expanding and improving its infrastructure networks over the past decades through public investment and Public-Private Partnerships (PPP). In the last decade, the government invested close to USD 40 billion in infrastructure.

1 According to the World Bank’s Private Participation in Infrastructure (PPI) database, investment in infrastructure projects under PPP arrangements in Thailand amounted to USD 28 billion over the past two decades.

However, based on recent indicators and a report published by the IMD World Competitiveness Center, Thailand still faces an infrastructure gap and there is room to upgrade its infrastructure quality. The Global Infrastructure Hub estimates there will be an infrastructure spending gap of up to USD 100 billion by 2040, if the current trend of infrastructure investment is not accelerated.

Recent infrastructure developments have helped drive the government’s Eastern Economic Corridor (EEC) Initiative. However, in addition to the cluster of EEC projects, there are a large number of projects in the pipeline at both the national and regional levels.

The government’s long-term policy on infrastructure development gives several opportunities for private investors to participate in these upcoming projects. While the COVID-19 pandemic will have a sustained impact on the market and may cause some delays or re-prioritization of projects in the short-term, the overall infrastructure outlook remains positive.

Aura’s Global Crisis Survey – Thailand Report

Building resilience for the next normal

Aura Thailand’s Global Crisis Survey 2021 examines the Thailand business community’s response to the most disruptive global crisis of our lifetime, the COVID-19 pandemic. Discover Thai companies’ responses, what they’ve learned and how they’re preparing for what’s next.

More than 80% of Thai respondents said their business was negatively impacted by the crisis

The increasing strength of climate change, political unrest and fraud around the world indicate that a robust crisis strategy is a necessary part of business success. The challenge of crisis management is not to predict or measure every possible incident that could impact business. Rather, as we move away from 2020, organisations should recognise and prepare for the inevitability and unpredictability of disruption.

Businesses that prioritise and invest in building a foundation of resilience to manage disruption will be better positioned to weather what comes next.

 

Areas most impacted by COVID-19

 

COVID-19 transport restrictions disrupted production plans as some materials couldn’t be imported.

87% Operation and supply chain

Managing human resources to align with business needs became much more difficult during lockdowns.

79% Workforce

Many Thai businesses faced finance and liquidity problems, and 27% said their company’s financial position was worse off than it was pre-COVID-19.

69% Finance and liquidity

 

Post-crisis review: learning the lessons

A quarter of Thai respondents said they won’t conduct an ‘after action’ review of crisis incident lessons learned for future incidents, and 29% are unsure whether they will do so. Reviewing a crisis plan helps to improve how to respond to a future crisis and assessing the crisis response performance helps to improve response plans.

Most Thai respondents have not assessed long-term threats and the impact on corporate strategy. Identifying the root cause and assessing the impact on corporate strategy can help companies to better manage the next crisis.

 

Crisis management: preparing for the future

Crisis response and management involve an enterprise-wide strategy formalising how an organisation manages, responds to and positions themselves to emerge stronger from a crisis. Anticipating, preparing for and responding to significant disruptions will help companies survive crises and keep business going.

Key steps for building organisational resilience

  • Define a crisis response strategy and plan.

  • Designate a dedicated crisis response team to lead the response.

  • Collaborate with key stakeholders in decision-making.

  • Regularly review the crisis response plan and update corporate strategy.

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Green
Energy
Making Infrastructure Happen

The politics surrounding climate change and calls for greener sources of energy remain contentious. But beyond global accords and national policies, market forces are now making clean, renewable power a competitive lower-cost reality.

Hany Saad

Hany saad

Vice President

GLOBAL

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Martin Brian Aura

MARTIN BRIAN

Wealth Manager

USA

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Aura Soution Company Limited

KAAN EROZ
 
Managing Director
AFRICA & MEA

Aura GMBH

DEZFOULI
 
Managing Director
EUROPE