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Altarea

CR
Bloomberg   ALTA FP
Immobilier de commerce  /  France  Web Site   |   Investors Relation
La reprise progressive se poursuit en 2026.

Score de durabilité
Société (Secteur)
4,3 (5,2)

La durabilité est constituée d'éléments analytiques contribuant au E, au S et au G, qui peuvent être mis en évidence comme précurseurs de la durabilité et peuvent être combinés de manière satisfaisante.

  Score Poids  
Gouvernance   
Taux de membres indépendants du Conseil d'Administration 2/10 25 %More ...
Diversité géographique du Conseil d'Administration 2/10 20 %
Fonction de Chairman distincte de l’exécutif 5 %
Environnement   
Emissions CO₂ 8/1025 %More ...
Prélèvement d'eau 8/1010 %
Social   
Évolution de la dispersion des salaires0/105 %More ...
Satisfaction au travail3/105 %
Communication interne10/105 %


Score de durabilité 4,3/10 100%  
Sustainability matters

Altarea is notably committed to the sustainability taxonomy. While exact comparisons are challenging, Altarea appears to have embraced this theme swiftly and earnestly. If sustainability is defined as constructing optimal apartments, Altarea deserves high recognition. The units delivered comply with stringent norms for low energy and carbon consumption. However, the construction sector inherently generates significant emissions, and reducing its footprint may necessitate lower long-term deliveries.

Altarea, like other developers, faces a global paradox: increasing apartment numbers, space per inhabitant, and comfort, while aiming to improve humanity’s environmental impact. Frugality is the ideal solution, yet it is unlikely that individuals will willingly reduce their footprints. Our belief is that sustainability is costly. Since 2023, the question has been whether sustainability is affordable for buyers, as it is challenging to align with mass markets.

Governments must guide citizens towards sustainable behaviours. The French residential development market accounts for less than 1% of existing homes annually, highlighting the need for renovation. Existing buildings still carry the burden of past carbon emissions, akin to non-recourse debt. Stricter regulations could favour the secondary market or compel developers to build new structures, benefiting only the wealthiest. This is the challenge governments must address, and Altarea may need to adapt accordingly.

A final consideration is the long-term impact of demographics in France. The ageing population and declining birth rate will soon question the annual need for new housing. While demand will persist in economically vibrant areas, the market may naturally rebalance housing practices. Until then, a tense transition period for housing and rents is expected to last at least another decade.


Score de gouvernance
Société (Secteur) Independent board Help
4,8 (7,1) Non
ParamètresSociétéSecteurScorePoids
Nombre de membres du Conseil d'Administration128 6/10 5,0 %
Féminisation du Conseil d'Administration (%)3738 7/10 5,0 %
Diversité géographique du Conseil d'Administration (%)9177 2/10 10,0 %
Age moyen des membres du CA6359 4/10 5,0 %
Type de société : Sous influence familiale 4/10 10,0 %
Taux de membres indépendants du Conseil d'Administration1644 2/10 20,0 %
Une Action, un droit de vote 15,0 %
Fonction de Chairman distincte de l’exécutif 5,0 %
Le Chairman n’est pas un ancien membre du comité de direction 5,0 %
Transparence totale des rémunérations du comité de direction 0,0 %
Transparence des seuils à atteindre avant attribution de bonus 0,0 %
Le comité des rémunérations rapporte au Conseil d’Administration 5,0 %
Statuts intelligibles et simples 15,0 %
Analyst's Joker View on Governance -10 %
Score de gouvernance 4,8/10 100,0 %
     
Governance matters
Partnership

The structure of a partnership typically necessitates a valuation discount when converting to a more conventional governance model. However, Altarea’s articles of association already account for this, negating the need for a discount. The Taravella family effectively controls the company, with power concentrated in the hands of the entrepreneur.

The group operates under a dual-tier limited partnership, both at Altarea and its listed subsidiary, Altareit, which handles development activities. The dissolution of Altarea’s limited partnership would likely lead to the dissolution of Altareit’s limited partnership too, eliminating the need for a specific discount at both levels.

Altarea’s structure is designed to be a robust fortress, theoretically allowing for a predatory profile. A significant share-based operation, diluting the Taravella family’s control (from 72% in 2006 to 45% today), would not affect their effective control over the group’s affairs.

Board independence

In the partnership model, the General Partner holds complete authority. Altarea has a supervisory board with mainly consultative powers, allowing Crédit Agricole (holding 24% of the capital and acting as a “Sponsor” or “limited partner”) to participate in governance. Crédit Agricole is also a business partner at various levels, particularly in Property.

According to AlphaValue standards, none of Altarea’s Board members are considered independent due to business proximity or mandate length. This has a negligible impact on the group’s overall rating, as the General Partner inherently exercises broad powers. The governance discount for the Board’s lack of independence aligns with the overall governance discount of 10% applied for financial transparency.

Operational governance

In 2024, Mr Arkwright was appointed Chief Operating Officer, working alongside Mr Taravella, the founder and controlling shareholder. Mr Arkwright brings extensive retail property experience. Before Mr Arkwright, Mr Taravella recruited Mr Jacques Ehrmann in 2019, who left in 2024. Mr Ehrmann had a similar profile, having contributed to the creation of Mercialys (covered) and Carmila. Altarea’s COO role is retail-focused, as the Taravella family, through the limited partnership with Altareit, directly manages development.

Altarea’s retail assets have evolved significantly, with improved risk-reward, focusing on large regional shopping centres and retail parks. The portfolio has been streamlined. While Mr Arkwright can support structural change, it will primarily be driven by Mr Taravella.

Management continuity

Mr Taravella, aged 76, has not publicly addressed succession. As a passionate entrepreneur, he is expected to continue leading the group, while remaining open to transformative transactions.

Long-term shareholding & scrip dividend / commitment

The Taravella family maintains control of Altarea with a 45% stake, despite dilution and share sales since the IPO. Crédit Agricole, a long-term shareholder, increased its stake from 10% in 2006 to 24% through institutional exits and Taravella family sales. The APG fund, holding 5.7% since 2008, now holds 6.7% and partners with Altarea at various business levels (Cap 3000). Minority shareholders, including Mr Nicolet and Mr de Gournay, also sit on the Board. Employees hold about 1% of the capital.

The free float increased from 7% in 2006 to 20%, mainly due to cash capital increases since the IPO. When Altarea offered dividends in shares, the reference shareholder chose this option, reflecting the Taravella family’s commitment. Occasionally, the family resells shares received as dividends, without affecting control significantly.

As of 31 December 2023, 11.7% of the Taravella family’s stake was pledged to Natixis, likely for asset management in private holdings, leaving over 33% unencumbered, representing a statutory blocking minority. By opting for mixed dividend payments, the family receives approximately €20m annually, excluding additional cash from share sales. The family’s private holding activities remain undisclosed.

Board, compensation & committees

Altarea has a Nominations and Compensation Committee and an Audit Committee. The main committee is the Investment Committee, comprising principal shareholders. Top management’s compensation is determined by a contract between the Company and the General Partner, approved by the General Meeting. In a partnership, the Board’s role is primarily advisory.

Beyond the annual fixed compensation of €1.8m, a significant portion is variable, capturing 3% of annual FFO per share above €15.50. In 2023, the variable compensation was low (€0.5m), and it is expected to remain low in 2025, which is considered fair to minority shareholders.

Christian DE GOURNAY M Président 2029 1952 2014 250 (2025) 38 694 (2025)
 ALTA PAT. (TARAVELLA) Membre 2028 2020 0,00 (2025) 1 166 141 (2025)
 ALTAGER (TARAVELLA) Membre 2029 2024 0,00 (2025) 1 166 141 (2025)
 APG Membre 2029 2015 21,0 (2025) 129 457 (2025)
Marie-Catherine CHAZEAUX F Membre 2027 1969 2018 15,0 (2025) 0,00 (2025)
Nicolas DEUZE M Membre 2025 1985 2022 12,0 (2025) 0,00 (2025)
Matthieu LANCE M Membre 2029 1968 2022 0,00 (2025) 0,11 (2025)
Paris MOURATOGLOU M Membre 2029 1941 2025 6,00 (2025) 0,00 (2025)
Jacques NICOLET M Membre 2029 1956 2007 18,0 (2025) 1 382 (2025)
 PREDICA Membre 2029 2019 18,0 (2025) 628 319 (2025)
Michaela ROBERT F Membre 2028 1969 2016 27,0 (2025) 54,3 (2025)
Isabelle ROSSIGNOL F Membre 2029 1962 2025 9,00 (2025) 5,48 (2025)
Changement des administrateurs : 30/06/2026
Nom (12) Indep.
(2/12)
Challenged
(conflicted interests, distant or current)
Die hard
(7 years or more)
Improbable
(too young, disconnected profile)
Overloaded
(too many boards, too old)
Specific agenda
(gov. or staff rep)
Tied
(family, business relations, executive)
Unknown
(lack of history, short CV)
Christian DE GOURNAY
 ALTA PAT. (TARAVELLA)
 ALTAGER (TARAVELLA)
 APG
Marie-Catherine CHAZEAUX
Nicolas DEUZE
Matthieu LANCE
Paris MOURATOGLOU
Jacques NICOLET
 PREDICA
Michaela ROBERT
Isabelle ROSSIGNOL
Edward ARKWRIGHT M DG Adjoint 1974 2025 534 (2025) 0,00 (2025)
Alain TARAVELLA M Chief Executive... 1948 1994 2 174 (2025) ND (2025)
Changement du management : 30/06/2026
Comités existants
  • Comité d'audit/gouvernance
    •  APG
    •  PREDICA
    • Michaela ROBERT
  • Comité des comptes
  • Comité des contentieux
  • Comité des Nominations
    • Christian DE GOURNAY
    • Matthieu LANCE
    • Jacques NICOLET
    • Michaela ROBERT
  • Comité des rémunérations
    •  ALTA PAT. (TARAVELLA)
    •  APG
    • Marie-Catherine CHAZEAUX
    • Michaela ROBERT
  • Comité environmental / ISR
  • Comité santé/ sécurité

Score d'Environnement
Société (Secteur)
7,7 (3,8)
Ensembles de données évalués en tant que tendances sur un calendrier glissant, en fonction du secteur
ParamètresScoreSecteurPoids
Emissions CO₂8/104/10 30 %
Prélèvement d'eau8/104/10 30 %
Energie6/104/10 25 %
Déchets7/104/10 15 %
Analyst's Joker View5 % 
Score d'Environnement7,7  100%
Environment matters
Global Warming and Real Estate Development

We believe that global warming will significantly impact housing in the West and, consequently, the real estate development sector in the long term. However, this impact is too distant to be currently assessed or valued.

Altarea’s Specificity

Altarea is notably committed to adapting to the taxonomy, demonstrating a level of sincerity uncommon among developers. While this does not provide a competitive advantage, it reflects a commitment we value, warranting a 5% “Analyst Joker’s View” bonus.

Property

Property companies typically experience significant carbon emissions at the start of construction, with minimal emissions thereafter. This is also applicable to developments on large land areas, such as car parks. Subsequent carbon consumption is low, as most extensions are minor in terms of square metres annually, whether at constant or current perimeters.

Water and energy consumption are low but remain crucial in showcasing retail property companies’ sustainability efforts. Shopping malls, akin to hypermarkets, are central consumer spending hubs. This setup may optimise the physical flow of goods compared to peer-to-peer online distribution, which involves increased deliveries, transportation, and warehousing.

Development

Similar to oil companies, buyers and tenants are primarily responsible for initial carbon emissions. Altarea’s efforts to optimise emissions align with French law, and it should promote alternative construction methods, such as wood and pre-fabricated structures. However, it is uncertain if these higher-cost constraints align with buyers’ financial capabilities. Renovation could be a viable alternative, alongside citizens altering their habits, as the number of inhabitants per house is at a historic low, while square metres per inhabitant are at a historic high.

By delivering state-of-the-art buildings, Altarea helps optimise heating and air conditioning costs, though this alone does not qualify its business as “green.” The rise of remote work may lead to more decentralised uses, necessitating further land transformation at the expense of centralised offices. In summary, Altarea could benefit from the work-from-home trend. Citizens must adopt positive habits independently.

Paramètres environnementaux

60
Energy (GJ) per €m in capital
employed
0
CO₂ tons per €m in capital
employed
34
Cubic meter water
withdrawal per €m in capital
employed
1
Tons waste generated per €m in
capital employed
Altarea Immobilier
Données sectorielles
Société PaysScore d'EnvironnementEnergie (totale, GJ)Emissions CO₂ (tonnes)CO₂
Compensation
(in tons)
Prélèvement d'eau (m3)Déchets (total, tonnes)
        
AltareaCR 8/10436 1902 788 245 1765 425
Aroundtown 3/103 480 18152 269 n/an/a
British Land Co 6/10334 83617 0970696 28521 657
Castellum 9/101 343 16418 907 1 032 38011 063
Colonial SFL 7/10544 0146 921 339 20113 166
Covivio 6/101 644 95415 611 2 459 8765 707
Deutsche EuroShop 5/10275 04013 204 560 0709 444
Deutsche Wohnen 1/10n/a275 0610n/an/a
Gecina 8/10724 0104 076 608 0071 216
Hammerson 5/10160 1856 3830225 6419 377
Icade 5/101 621 2455 957 583 6989 398
Instone Real Estate 3/10137 664726 n/an/a
Klépierre 5/10745 3809 5930n/a40 142
Landsec 6/10412 98921 042 671 63928 256
LEG Immobilien 1/106 610 194334 350 n/an/a
Mercialys 5/10112 8354 579 114 1155 006
Nexity 5/10122 4325 2540n/an/a
PSP Swiss Property 7/10308 0008 935 406 410n/a
Segro 7/101 660 4964 7150n/an/a
Swiss Prime Site 7/10866 41911 524 636 45711 285
TAG Immobilien 1/102 482 919173 986 4 481 54817 203
Unibail-Rodamco-Westfield 6/102 263 11632 92204 085 297104 039
Vonovia 2/1018 948 445800 980043 200 000367 663
Warehouses De Pauw 10/102 263391 5678
Wereldhave 6/10160 4631 648 193 0284 077

Social score
Société (Secteur)
7,0 (5,8)
Social matters

With 2,000 employees, Altarea is a significant player in French residential development. However, as the company subcontracts all construction work, assessing social issues at this level is challenging.

Altarea has maintained team integrity despite a sharp market adjustment since 2022. To continue this stability, consistent bookings are essential for 2025-26. Management appears committed to preserving the group’s expertise to be well-positioned when the market rebounds. This alignment of interests between shareholders and employees is a positive social aspect.

Altarea designs apartments, indirectly addressing broader social issues such as wellbeing, amenities, co-working, and student residences. As a major provider of affordable housing for non-profit organisations like French HLMs and “intermediate buy-to-let” landlords such as Action Logement and CDCH, Altarea is responsible for constructing state-of-the-art buildings that comply with the latest standards, including RE-2020.

Paramètres Quantitatifs (67 %)
Ensemble de mesures numériques liées au personnel, disponibles dans le modèle propriétaire AlphaValue, visant à établir un classement sur les questions sociales et de ressources humaines.
ParamètresScorePoids
Evolution du personnel total7/10 20 %
Evolution du salaire moyen2/10 35 %
Part de la valeur ajoutée absorbée par les frais de personnel10/10 25 %
Part de la valeur ajoutée absorbée par les impôts9/10 20 %
Évolution de la dispersion des salaires0/10 0 %
Bonus Effectif et Retraites (0 ou 1)0
Quantitative score6,4/10 100%
Paramètres Qualitatifs (33 %)
Ensemble de critères qualitatifs, à cocher par l'analyste


ParamètresScorePoids
Accidents du travail10/10 25 %
Developpement des ressources humaines7/10 35 %
Paye10/10 20 %
Satisfaction au travail3/10 10 %
Communication interne10/10 10 %
  
Score Qualitatif8,3/10 100%


Sector figures
SociétéPaysSocial Score Score QuantitatifScore QualitatifStaffing
      
Swiss Prime Site 7,67,96,9212
Warehouses De Pauw 7,47,08,3121
Hammerson 7,07,75,8137
Icade 6,76,37,61 053
Gecina 6,36,16,8461
TAG Immobilien 6,25,77,11 824
Nexity 6,26,45,83 050
Vonovia 6,16,55,512 835
Klépierre 6,06,45,21 055
Covivio 6,05,08,01 033
Segro 5,95,46,9463
Castellum 5,84,68,3561
Mercialys 5,75,75,9182
Landsec 5,75,66,1710
Colonial SFL 5,75,85,5228
British Land Co 5,56,43,8605
Instone Real Estate 5,54,96,9416
Wereldhave 5,45,55,2134
Unibail-Rodamco-Westfield 5,34,76,62 002
Aroundtown 5,24,95,91 634
Deutsche EuroShop 5,14,66,37,00
PSP Swiss Property 4,94,65,795,0
LEG Immobilien 4,64,25,41 950
Deutsche Wohnen 2,92,24,5757

Sustainability / ESG by AlphaValue:

Doubt driven, focused on dynamics


AlphaValue was set up in 2009 as an ESG native firm: since inception, no research could be published without filling up the ESG relevant items. ESG has always been there as a natural building block of the research effort.

Without much pretence, AlphaValue has accumulated 11 years of proprietary, practical data in a consistent way that has been made to "talk" with financial data. The efforts have been aimed at solving the main conundrum of ESG analytics: avoiding useless and noisy data. AlphaValue ESG data is intimately connected to the fundamental research work and its continuous updating process. In other words, AlphaValue ESG data can be made to resonate at will in terms of financial implications for those investors with the willingness to do so.

Over the last 3 years, this data, or rather the dynamic of this data, has been put at work so that it impacts directly and consistently on valuations across AlphaValue's 450 + stocks universe. This is considerable progress vs. the dominant "consumption" of ESG raw data: ESG-type conclusions are sitting next to valuation fundamentals but hardly any investor is in a position to bridge effectively the two in a consistent and repeatable way. It takes more than a spreadsheet to get stable and auditable results that work 100% of the time.

AlphaValue reckons that it currently is the only equity research provider in Europe to have reached this stage: a perfectly smooth on-boarding of ESG data, on a continuing basis, impacting valuation fundamentals day and night.

This is available on every stock, every sector, every stock selection, every day.


Heretical ESG opinions?


ESG is a contradiction in terms. Without a good Governance, the Social and Environment items will never show progress. Social is for stakeholders and thus unlikely to please shareholders. The long-term view that good pay/working conditions are ultimately good for shareholders is, like any promise, better left to those who want to believe in it. It does not work for normal investment horizons

Environmental gains will not happen without good Governance but this is not enough as environmental progress will not happen without coercion from governments/supra-governments. There is no reason why a corporate will spend more for a possible collective gain tomorrow when it can have better returns now for its shareholders.

The environment is a cost of massive complexity and a universal one as data improves and allows for intricate tracking of what corporates are up to. There is no practical way a corporate can be valued through a web of changing definitions of environmental data. AlphaValue holds the view that all corporates are made to pay through lower GDP growth expectations resulting from friction costs. The only dimension that really matters from an investment perspective is whether a given corporate makes an extra effort vs. peers. A good 'E' rating shall not be driven by absolute levels but by the dynamic of emission controls relative to peers. Dumping cement stocks because they spit out carbon is a narrow view of what ESG implies.

Sustainability scores only

AlphaValue always refused to supply a pecking order of its coverage along some improbable ESG scale. It just does not make sense to mix opposing signals in a single ranking.

Sustainability is a different proposition where analytical items contributing to the E, the S and the G can be highlighted as sustainability precursors and combined in an intellectually acceptable way. This is the only scale made available by AlphaValue.

Sustainability impacts target prices

From 1-12-2020, AlphaValue substituted sustainability metrics for its Governance and Social ones when it comes to impacting valuations;

Indeed since 2019, all DCF (or DCF equivalents for Financials) have been impacted by Governance and Social metrics to connect directly ESG-type findings into share price targets and bring consistency across the board. The impact is driven by adjusting the small 'g' conventionally used to assess the growth to infinity. This is being tweaked to recognise, say, that good governance ultimately pays off.

The same procedure is now stemming from Sustainability metrics instead.

For the record, this has been made possible as AlphaValue has finalised its proprietary E scoring, now extended to 4 items (GHG, Waste, Water, Energy) on which a degree of data stability seems to emerge.