The 2022-2025 strategic plan

As a team creating sustainable value for customers

The four strategic pillars of the of the growth plan remain unchanged:

  • value creation,
  • sustainability,
  • customer focus and,
  • #TeamIntervest.

With the 2022-2025 strategic plan, Intervest continues to build on the lines already mapped out for the coming years: realizing thought-out sustainable and innovative growth of the fair value of the real estate portfolio by the end of 2025, improving the quality of the real estate portfolio through asset rotation, realising the full value chain from (site) acquisition to completion of the property with an in-house dedicated and motivated team, and doing so with an eye for sustainability on both the investment and financing sides.

Our objectives


Value creation

Value creation

Intervest is committed to creating value for its stakeholders by generating solid and recurring cash flows from a well-diversified real estate portfolio, with respect for sustainability, social aspects and good governance. In doing so, the company aims to take agile advantage of the respective investment cycles and underlying rental market in logistics in Belgium and the Netherlands and in offices in Belgium, the segments of the real estate portfolio.


In concrete terms:

  • Fair value of the real estate portfolio > € 1,8 billion
  • EPRA earnings per share € 1,85
  • Average rental period: > 6 years
  • Extend duration of debts
  • Active asset rotation > € 150 million
  • Debt ratio < 48%
  • Net debt / EBITDA < 10
  • Innovation as a profit centre



ESG and innovation

Intervest adopts a very broad view on sustainability and is committed to building a long-term relationship with all its stakeholders. Intervest wants to pursue the highest standards in terms of sustainability on both the investment and financing sides, which is reflected in the spearheads of the ESG strategy and the ESG charter:

  • Future-proof buildings and energy efficiency
  • Health & well-being of employees and customers
  • Business integrity and compliance


In concrete terms

  • 100% of the real estate portfolio equipped with smart building systems
  • 50% 'green buildings', where technically possible (cfr Green Finance Framework)
  • 50% green financings based on the 'use of proceeds' condition
  • 4,7% CO₂ emission reduction average per year in line with SBTi (base year 2021)


Customer focus

A partner 'beyond real estate'

Customer focus is crucial both externally and internally. Intervest wants to be a real estate partner that goes beyond just letting square metres of logistics space or office space, ‘beyond real estate’. In other words, listening to the needs of the customers, thinking along with them and thinking ahead in order to “unburden” them and to offer added value. This translates into an extensive service provision, flexible and innovative solutions and it demands the dedication of a strong and motivated team in which employees also work for and with each other in a customer-focused manner. Being a partner to the customers is in fact reflected in the entire organisation. All crucial functions required to manage real estate customers and properties are provided in-house.


In concrete terms:

  • Improvement in customer loyalty by increasing the total number of years as tenant
  • Monitoring customer satisfaction through periodic surveying


Team Intervest


As an employer, Intervest actively seeks to create a positive and productive workplace and provide employees with the means to promote a healthy mental, physical and emotional lifestyle. The corporate culture and way of dealing with each other has a solid foundation based on the 'ABCDE' of motivation: Autonomy, Involvement, Competence, Goals and Balance. It forms the basis for integrating customer-focused thinking into day-to-day operations and creating value for customers and other stakeholders. Intervest has a transparent structure and communicates openly with its employees. Participation in the organisation of work, innovative projects, fringe benefits, extensive training opportunities and a detailed well-being policy are therefore essential.


In concrete terms:

  • The pursuit of sustainable motivation among employees (turnover < 10%)
  • Successful organic transition in line with updated strategic growth plan

Building blocks

Based on the successful implementation of the growth plan in recent years, the focus remains on the building blocks that form the basis of this success:

  • Focus on own (re)developments, with the intended result being higher returns and an improvement in the risk profile
  • Focus on creating clusters focused on strategic (maritime) axes, providing economies of scale and flexibility for customers
  • Focus on well-considered asset rotation, also contributing to improving the risk profile and providing prospects for future cash flows to support growth in the logistics segment
  • Focus on ESG and innovation serving all stakeholders.