The document summarizes Trevor Routledge's presentation at the FMP Conference on the role of property in supporting business objectives. It discusses how Routledge helped optimize Mondelez International's real estate strategy through several key roles and initiatives, including integrating acquisitions, designating property as core or non-core, and reforming real estate processes on a global scale. Routledge emphasizes developing relationships, continually understanding changing business needs, and aligning property strategies with the overall mission and goals of the company.

1. FMP Conference
Trevor Routledge
Global Real Estate Leader – Mondelez International
15th October 2015

2. What does Property do for your Business?
• Understanding current and future business needs
• Optimising the role of property to meet objectives
• Implementing an effective real estate strategy

3. Who is Mondelez International?
• Oreo
• Belvita
• Chips Ahoy
• Cadbury
• Milka
• Toblerone
• Trident
• Halls
• 100,000 employees
• Supplying 165 countries
• No 1 in biscuits, chocolate
and candy
• No 2 in gum

5. Narrow Dog to Carcassonne
– Terry Darlington
To prevail in life:
• psychological preparation is required
• a winner’s attitude
• new ideas
• a goodnight’s sleep
• the right materials
• delicacy of touch
• rest periods
• cleanliness
• scrupulous attention to detail

6. Spice Girls – simplified things
• 1996
• Wannabe
– Tell me what you want, what you really, really want
– I’ll tell you what I want what I really, really want

7. Question 1
• Is there a shared understanding in your company of what
you do?
• Are you happy with the implications of that
understanding?
• How many would you describe yourself:
– Captain of the ship?
– Conductor?
– Handy man?
– Air traffic controller?

8. For me making a difference – that lasts
Recognised improvement:
• Quantitative
• Qualitative
Proud of:
• Success
• Achievement

9. Real Estate Journey
• A train journey
– Foreign country
– Not know destination
– People get in
– Some speak your language,
some don’t
– Some you talk to, some
don’t
– People get out
– The train keeps going
– Eventually you get out but
the train goes on

10. Nobody has all the answers
Johann Wolfgang von Goethe Tip - Things which matter most
must never be at the mercy of things which matter least

11. What matters most?
• On training courses we discuss:
– Urgent
– Important
– Priorities
– Goals
• Goethe 200 years ago said things which were most
important should not be at the mercy of things that are
less important
• Work, relationships, life generally – things deteriorate
when long-term we get this principle wrong
• There is a Goethe society in UK – run from Glasgow!

12. Have Confidence in your Contribution
We usually have more power than we
think!
Everybody else new you ever
meet, and this continues
throughout life, is stronger than
you are, knows the systems
better and sees right through to
the back of your brain and finds
what they see there to be
wholly inadequate….

13. Go Prospecting
• Assets
• Liabilities
• Opportunities
• Risks
• Chance meetings
• Share ideas
• Be open to ideas
• Off the wall & grounded

14. Homework
Think of people you have met:
• First impressions
• Warmed to
• Relationships matured
• ‘Chance meetings have changed your life’
– We meet everyone for the first time,
– Spot an opportunity
– Things change
Question –
• Is my prospecting up to scratch?
• What may I may have missed?

15. Alignment
People
Purpose
Timing
Mission
I
Goals
I
Strategies
I
Outcomes
I
Values

16. Thinking about ‘how to align’
• People
– Seats at the table
– Multi-disciplinary
– Reviews:
• Timing
– M&A – being part of the plan
– Integration – refining the plan
– Business change - keeps you
there

17. Big Break 1 – ‘Implement strategy’
European Beverages got on
‘the train’
Tasked with:
• Acquiring:
– Orangina
– La Casera
• Integration
• Opportunity:
– Day to day
– Future planning
– Strategy
– Acquisition & disposal
• Relationships:
– Supply chain
– Finance and Legal
– Environment
– Risk
– M&A team

18. Vision - Paris Metro
We:
• Had a dream of being ‘air
traffic controllers’ for property
• Agonised over what this
meant and the words
• Created a new vocabulary:
– Core
– Hold
– Exit
• Through collaboration we
designated all our biggest
sites as ‘core’ or ‘exit’
• Created a plan supported by
policy and process

19. Big Break 2 – ‘Understand business needs’
CEEMEA leadership team joined the train:
• $100m+ from property in 3 years
• Access to leadership
• Alignment of purpose, people and timing
• Country support
• Result -$134m in a year
Real Estate were on the team:
• Smashed the target
• Tidied up the database
• Set up regular meetings and strategic
reviews
A virtuous circle:
• Developing Markets Leader:
– APAC and Latin America
• Celebrate:
– Friendship and new advocate
– 4 of 5 regions using the same
principles
• Closer collaboration:

20. Big Break 3 – ‘Optimise the role of property’
Reporting to Enterprise Business Services:
• A hunger for:
– Repetitive process
– Non-core departments
– ‘Randomers’
• A desire to introduce:
– Controls
– Process
– Governance
• Mandate to implement RE/FM reform:
– Brought RE&FM together
– Centrally led, locally delivered
– Consistent global approach
Results
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xxxxxx
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Strategy
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xxxxxx
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xxxxxx
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Metrics
I
People

21. What is possible?
Delivering a plan Chinese Style!
Doing it
Done

22. My Tips Results
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xxxxxx
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Strategy
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xxxxxx
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xxxxxx
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Metrics
I
PeopleMission
I
Goals
I
Strategies
I
Outcomes
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Values

23. Tick the ones property can best do for
your Business today:
• Understand the current and future business needs
• Optimise the role of property to meet objectives
• Implement an effective real estate strategy

24. Keep moving forward
High
Lonely
Steep
Stunning
Fun