Macquarie Atlas Roads (MQA) is a dual stapled vehicle externally managed by Macquarie Group Limited (Macquarie). It was established in early February 2010 as a result of a security holder approved restructure of Macquarie Infrastructure Group (MIG).
The restructure was undertaken by way of reorganising the assets within the MIG portfolio so that two new MIG controlled entities, Macquarie Atlas Roads Limited (ACN 141 075 201) (MARL), an Australian public company and Macquarie Atlas Roads International Limited (Registration no. 43828) (MARIL), an exempted mutual fund company incorporated in Bermuda, between them owned all MIG assets apart from MIG’s stakes in Westlink M7 and the 407ETR. An ‘in specie’ distribution of the shares in MARL and MARIL was made to existing MIG investors and the two companies were listed as a stapled structure on the Australian Securities Exchange (ASX). The securities of MARL and MARIL are stapled and must trade and otherwise be dealt with together.
Management and advisory agreements with Macquarie Funds Advisers Pty Limited (ABN 84 127 735 960) (AFS Licence Number 318 123) (the MQA Manager) were entered into respectively by MARL and MARIL (MQA Management Agreements) at the time of the ‘in specie’ distribution.
MARL and MARIL have also entered into a cooperation deed which provides for sharing of information, adopting of consistent accounting policies and coordination of reporting to security holders (MQA Cooperation Deed).
| Entity | Type of Entity | Asset (various % holdings) | Source of Income |
|---|---|---|---|
| MARL | Australian public company |
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MARL derives its income primarily from returns from its investments in the MQA Portfolio |
| MARIL |
Bermudian exempted mutual fund company |
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MARIL derives its income primarily from returns from its investments in the MQA Portfolio |
Macquarie’s expertise in managing funds and their businesses and sourcing new value-adding opportunities is a key attraction for investors in its managed vehicles, as well as the expertise of appropriately qualified external directors.
External management delivers to investors a global team dedicated to sourcing, analysing and executing investment opportunities and business management specialists who can drive improved performance across the businesses globally.
In the case of MQA, the primary focus currently is to deliver growth in the value of the existing MQA assets. Priorities include active management of project operations to improve earnings, efficient capital management and the refinancing of project debt as suitable opportunities emerge over the medium term.
MARL and MARIL have no employed staff at the stapled company level. The management and advisory agreements respectively entered into with the MQA Manager are non-discretionary and substantially similar in their terms. They require the MQA Manager to assist with the general administration of the companies, to provide active management of the MQA assets and to make investment and divestment recommendations.
Key decision making is reserved to the MQA Boards. The MQA Boards have no obligation to act on the recommendations of the MQA Manager and can appoint other advisers if they wish.
The MQA Manager has sub-advisory agreements with appropriately licensed or registered Macquarie Group companies in various non-Australian jurisdictions to assist with its management and advisory functions at no additional cost to MQA. All staff are supplied to these Macquarie management and advisory entities via resourcing arrangements with the Macquarie employing entity in the relevant jurisdiction.
The following is a high level summary of the MQA management arrangements addressing the disclosure recommended in ASX Guidance Note 26. We recommend that you also read the Advisory Deed and the constituent documents on the MQA website. References to ‘Macquarie’ throughout this statement are references to Macquarie Group Limited and its affiliates.
| Parties |
MARL and MQA Manager to the MARL Management Agreement MARIL and MQA Manager to the MARIL Advisory Agreement |
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| Investment mandate |
The investment policy is to invest in infrastructure assets in OECD and OECD equivalent countries; and non-infrastructure assets where ancillary to a major infrastructure investment or acquisitions but with focus on toll road investments, both greenfield and mature. The investment policy may be varied from time to time on reasonable notice to MQA security holders. |
MQA Management Agreements 3.3 |
| Services |
Subject to the instruction and supervision of the relevant MQA Board, the MQA Manager is responsible to MARL and MARIL for:
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MQA Management Agreements 3 |
| Term |
No fixed term or until the MQA Manager is removed or resigns. |
MQA Management Agreements 11.1 |
| Extension or removal |
There are no extension or renewal provisions in the MARL Management Agreement and MARIL Advisory Agreement. |
MQA Management Agreements 11 |
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Termination
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The appointment of the MQA Manager will automatically terminate on a MQA security holder vote. The resolution must be passed by at least 50% of votes cast at a meeting by MQA security holders entitled to vote to terminate the MARL Management Agreement and MARIL Advisory Agreement. The MQA Manager and its associates (including Macquarie) may vote their securities on the resolution. |
MQA Management Agreements 11.3(b) |
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The MQA Manager can also be removed for cause being where the MQA Manager is in liquidation, ceases to carry on business, lacks the appropriate licence or authorisation, or commits a material breach which cannot be remedied. |
MQA Management Agreements 11.3(a) |
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The MQA Manager may resign by giving not less than 90 days written notice. |
MQA Management Agreements 11.2 |
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Where the agreement terminates, all directors, executives, employees, representatives, assignees and delegates of the MQA Manager and its associates (including Macquarie) will cease to work under the agreement at the date of termination or at any other time determined by MQA. |
MQA Management Agreements 11.3(c) |
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Base fees and performance fees accrued to the date of termination are payable. |
MQA Management Agreements |
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| Fees |
Base feePayable quarterly. The parties agree that the MQA Manager and MARL may agree from time to time to a base fee which is less than the amount determined below. At the commencement date for the MQA Management Agreement, the MQA Manager and MARL have agreed to a base fee calculated as follows:
‘Market Value’ at the end of a calendar quarter means the aggregate of the market value of the MQA securities calculated on the basis of the average number of MQA securities on issue during the last 10 trading days of the ASX in the relevant calendar quarter multiplied by the volume weighted average price (VWAP) of all MQA securities traded on the ASX over those 10 trading days. The MQA Manager and its associates (including Macquarie) may, where the non-executive directors of MARL and MARIL so determine, use the cash received from base fees to subscribe for MQA securities. The price of the MQA securities is the VWAP of the MQA securities traded on ASX during the last 10 trading days in the relevant calendar quarter. |
MQA Management Agreements 8.1 |
Performance FeeA performance fee is payable at 30 June each year in the event that MQA securities outperform the Benchmark Return (based on the S&P/ASX 300 Industrials Accumulation Index) in the financial year (being the 12-month period ending on 30 June in each year) having made up for underperformance in previous years. Any underperformance deficit from prior periods must be made up before future performance fees can be earned. Performance fee = 15% of the dollar amount of outperformance and is payable in three equal annual instalments. The second and third instalments are only paid if MQA continues to outperform the index on a cumulative basis over the two- and three-year period to each respective instalment date. The performance fee to be calculated in respect of any given financial year means:
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MQA Management Agreements 8.2 |
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Annual Return means: AR = A × (B − C) / C Where: AR = the Annual Return for the financial year A = in respect of each financial year is the average number of MQA securities on issue during the last 10 ASX trading days in the previous financial year multiplied by the VWAP of all MQA securities traded on the ASX during that 10 trading days period or in the case of the initial financial year using the 30 trading days following Listing for the calculations B = the average of the daily closing accumulation indices for the MQA securities over the last 10 trading days of the financial year as calculated by a person reasonably approved or selected by the MQA Manager and reported by Bloomberg C = the average of the daily closing accumulation indices for the MQA securities over the last 10 trading days of the previous financial year as calculated by a person reasonably approved or selected by the MQA Manager and reported by Bloomberg, or in the case of the initial financial year over the 30 trading days following Listing. Benchmark Return means: BR = X × (Y − Z) / Z Where: BR = the Benchmark Return for the financial year X = in respect of each financial year is the average number of MQA securities (as used in the determination of ‘A’ for the purposes of determining the Annual Return for the financial year) on issue during the last 10 ASX trading days in the previous financial year multiplied by the VWAP of all MQA securities (as used in the determination of ‘A’ for the purposes of determining the Annual Return for the financial year) traded on the ASX during that 10 trading days period or in the case of the initial financial year using the 30 trading days following Listing for the calculations Y = the average of the daily closing S&P/ASX 300 Industrials Accumulation Indices over the last 10 trading days of the financial year as reported by Bloomberg Z = the average of the daily closing S&P/ASX 300 Industrials Accumulation Indices over the last 10 trading days of the previous financial year or in the case of the initial financial year, the 30 trading days following Listing as reported by Bloomberg. If the MQA Manager’s appointment is terminated, any future second and third performance fee instalments will be crystallised and paid on termination. The MQA Manager and its associates (including Macquarie) may, where the non-executive directors of MARL and MARIL so agree, use the cash received from performance fees to subscribe for MQA securities. The price of the MQA securities is the VWAP of the MQA securities traded on ASX during the last 10 trading days of that financial year. The same base fee and performance fee provisions apply for the MARIL Advisory Agreement. |
MQA Management Agreements 1.1 |
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Apportionment of feesThe MQA Manager acknowledges that in respect of the performance fees that are earned under the MQA Management Agreements for the relevant period while stapling applies, the amount calculated under each of the MQA Manager Management Agreements are representative of the aggregate fees payable to the MQA Manager in respect of MQA. Unless agreed in writing to the contrary by MARL, MARIL and the MQA Manager, the allocation of the base fee and the performance fee between MARL and MARIL is to be at the ratio of that amount of the aggregate net assets (adjusted for the net market value of its investments) of MARL or MARIL as the case may be at the end of the relevant period bears to the amount of the aggregate net assets of the MQA group (adjusted for the net market value of its investments) at the end of the relevant period on the basis that in respect of the performance fee, the allocation will apply for each of the three instalments in the same ratio. |
MQA Management Agreements 8.4 and Schedule 2 |
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| Expenses |
The MQA Manager is entitled to be reimbursed for expenses incurred in relation to the proper performance of its duties. Expense reimbursement does not include administration costs such as premises, staff and facilities or any costs, commissions, charges, fees, expenses and taxes arising as a result of any gross negligence, fraud, wilful misconduct or dishonesty by the MQA Manager or any officer, employee, delegate, agent or contractor of the MQA Manager. |
MQA Management Agreements 9 |
| Exclusivity |
The MQA Manager is not engaged by MQA on an exclusive basis, and MARL and MARIL can appoint additional managers or advisors. |
MQA Management Agreements 4.5 |
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The MQA Manager may from time to time perform services for itself and other parties the same as or similar to services performed under the MQA Management Agreements. |
MQA Management Agreements 4.7 |
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The MQA Manager, and its associates have no obligation to provide investment opportunities and MARL and MARIL have no obligation to accept any investment opportunities. MARL and MARIL will not have any priority in respect of investment opportunities sourced by the MQA Manager and its associates. |
MQA Management Agreements 4.9 |
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| Discretions |
The advisory mandate for MARL and MARIL is non-discretionary. All significant investment/divestment and operational decisions are made by the MARL Board and MARIL Board based on recommendations by the MQA Manager. The MQA Boards are not obliged to accept the recommendations of the MQA Manager. |
MQA Management Agreements 4.1 |
| Related party protocols |
MQA has approved a detailed related party protocol covering transactions with and services provided by Macquarie Group companies and managed vehicles. All related party transactions or services must be on arm’s length terms and approved by the MQA independent directors only. Asset acquisition or sale transactions with related parties for 5% or greater of fund value are supported by an independent valuation. Mandates for the provision of services to MQA or its controlled businesses are subject to third party independent review unless the independent directors determine otherwise on the basis of appropriate market information or practice. MQA independent directors have available a panel of reviewers (which does not include the MQA auditor), and the reviewer for a particular service or transaction is usually chosen by them on a rotational basis. Swap and foreign exchange transactions with Macquarie Group companies solely for hedging purposes are given standing approval if certain conditions are met. Significant volume securities transactions with a Macquarie Group broker require independent director approval. Fees paid or payable by MQA group entities for related party services will be disclosed in the MQA financial statements. |
MQA Management Agreements 7.1 |
| Change of control |
A party may not assign any of its rights and obligations under the MQA Management Agreements without the prior written consent of the other party except to an associate the MQA Manager, provided the MQA Manager has demonstrated to the reasonable satisfaction of MARL and MARIL (as the case may be) that the relevant associate has or has access to all necessary expertise, experience and resources for it to perform the MQA Manager's obligations under the MQA Management Agreements. The MQA Manager may also delegate its rights and obligations under the MQA Management Agreements to an associate but remains liable for the actions of the associate. The MQA Management Agreements are not able to be terminated by either the MQA Manager or MARL and MARIL (as the case may be) in the event of a change of control of MARL or MARIL. However, as noted above under ‘Termination’, the agreement will terminate if MQA security holders so determine by 50% majority resolution. Base fees and performance fees accrued to the date of termination will be payable by MARL and MARIL in those circumstances. MQA co-invests from time to time with other Macquarie companies or managed vehicles. Co-investment arrangements may include pre-emption and tag-along or drag-along rights in favour of each other including rights which are triggered on removal of the Macquarie manager typical of those agreed with third party co-investors. Removal of manager trigger events are typically put in place because counterparties (both equity and debt providers) require ongoing Macquarie involvement in the management of the fund or particular businesses. |
MQA Management Agreements 19 |
| ASX Principle | 2010 Annual Report Page Reference | Follows ASX Recommendation | |
|---|---|---|---|
| Principle 1: Lay solid foundations for management and oversight | |||
| 1.1 | Establish the functions reserved to the board and those delegated to senior executives and disclose those functions. | 32 | Yes |
| 1.2 | Disclose the process for evaluating the performance of senior executives. | 33 | Yes |
| 1.3 | Provide the information indicated in the Guide to reporting on Principle 1. | 32–33 | Yes |
| Principle 2: Structure the Board to add value | |||
| 2.1 | A majority of the Board should be independent directors. | 33, 35 | Yes |
| 2.2 | The chair should be an independent director. | 37 | Yes |
| 2.3 | The roles of chair and chief executive officer should not be exercised by the same individual. | 37 | Yes |
| 2.4 | The Board should establish a nomination committee. | 36 | No |
| 2.5 | Disclose the process for evaluating the performance of the Board, its committees and individual directors. | 37 | Yes |
| 2.6 | Provide the information indicated in the Guide to reporting in Principle 2. | 33–38 | Yes |
| Principle 3: Promote ethical and responsible decision-making | |||
| 3.1 |
Establish a code of conduct and disclose the code or a summary of the code as to:
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38 | Yes |
| 3.2 | Establish a policy concerning diversity and disclose the policy or a summary of that policy. | 39 | No |
| 3.3 | Disclose the measurable objectives for achieving gender diversity. | 39 | No |
| 3.4 | Disclose the proportion of women employees in the whole organisation, women in senior executive positions and women on the Board. | 39 | No |
| 3.5 | Provide the information indicated in the Guide to reporting on Principle 3. | 38–39 | Yes |
| Principle 4: Safeguard integrity in financial reporting | |||
| 4.1 | The Board should establish an audit committee. | 39 | Yes |
| 4.2 |
The audit committee should be structured so that it:
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39 | Yes |
| 4.3 | The audit committee should have a formal charter. | 39 | Yes |
| 4.4 | Provide the information indicated in the Guide to reporting on Principle 4. | 39–40 | Yes |
| Principle 5: Make timely and balanced disclosure | |||
| 5.1 | Establish written policies designed to ensure compliance with ASX Listing Rule disclosure requirements and to ensure accountability at a senior executive level for that compliance and disclose those policies or a summary of those policies. | 40 | Yes |
| 5.2 | Provide the information indicated in the Guide to reporting on Principle 5. | 40 | Yes |
| Principle 6: Respect the rights of shareholders | |||
| 6.1 | Design a communications policy for promoting effective communication with shareholders and encouraging their participation at general meetings and disclose the policy or a summary of that policy. | 41 | Yes |
| 6.2 | Provide the information indicated in the Guide to reporting on Principle 6. | 41 | Yes |
| Principle 7: Recognise and manage risk | |||
| 7.1 | Establish policies for the oversight and management of material business risks and disclose a summary of these policies. | 41 | Yes |
| 7.2 | The Board should require management to design and implement the risk management and internal control system to manage the company’s material business risks and report to it on whether those risks are being managed effectively. The Board should disclose that management has reported to it as to the effectiveness of the company’s management of its material business risks. | 42 | Yes |
| 7.3 | The Board should disclose whether it has received assurance from the chief executive officer (or equivalent) and the chief financial officer (or equivalent) that the declaration provided in accordance with section 295A of the Corporations Act is founded on a sound system of risk management and internal control and that the system is operating effectively in all material respects in relation to financial reporting risks. | 42 | Yes |
| 7.4 | Provide the information indicated in the Guide to reporting on Principle 7. | 41–42 | Yes |
| Principle 8: Remunerate fairly and responsibly | |||
| 8.1 | The Board should establish a remuneration committee. | 43 | Yes |
| 8.2 |
The remuneration committee should be structured so that it:
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43 | Yes |
| 8.3 | Clearly distinguish the structure of non-executive director’s remuneration from that of executive directors and senior executives. | 43 | Yes |
| 8.4 | Provide the information indicated in the Guide to reporting on Principle 8. | 42–43 | Yes |