This document provides a summary of the latest issue of The Leader, which is CoreNet Global's official publication. It includes articles on various topics related to corporate real estate such as Microsoft's energy efficient HVAC systems, the role of corporate real estate in security, and drivers of effective team behavior. It also previews upcoming events and recognizes individuals who have been named to new leadership roles within CoreNet Global and partner organizations. The document aims to keep CoreNet Global members informed about industry news, best practices, and organizational updates.
Designing Your Firm's Future: A Succession StoryMike Plotnick
There’s no common blueprint for passing the leadership torch. Some firms choose a traditional path as founders retire and successors are named. Others take a less conventional approach, embracing a broader leadership platform. After exploring several potential scenarios, Krueck Sexton Partners (KSP) expanded its leadership team by tapping five long-term employees as new partners.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation. http://www.vladvisors.com/compensation-knowledge-center/webinars/millennial-pay-what-works-and-what-doesnt
More at Predictiveresults.com
Lisa Daigle, founder and president of DataSys, knows first hand the unique challenges of managing a successful small business. She learned early that not only is every team member individually critical to the company's performance,
but the chemistry between team members is equally as important.
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
Designing Your Firm's Future: A Succession StoryMike Plotnick
There’s no common blueprint for passing the leadership torch. Some firms choose a traditional path as founders retire and successors are named. Others take a less conventional approach, embracing a broader leadership platform. After exploring several potential scenarios, Krueck Sexton Partners (KSP) expanded its leadership team by tapping five long-term employees as new partners.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation. http://www.vladvisors.com/compensation-knowledge-center/webinars/millennial-pay-what-works-and-what-doesnt
More at Predictiveresults.com
Lisa Daigle, founder and president of DataSys, knows first hand the unique challenges of managing a successful small business. She learned early that not only is every team member individually critical to the company's performance,
but the chemistry between team members is equally as important.
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
CFOs have stepped out from the confines of their role. Exploiting data and creating value, they can now serve as innovator and disruptor in their business.
Senior HR Leaders weigh in on the state of HR Business Partnership. A study of 18 HR leaders who attended AJO's HR Leader Exchange in Sept 2018. The survey was conducted in July/August and results were presented during the meeting by Steve Safier, AJO's EVP, Strategy & Impact. Visit ajoconnor.com for a three part series on this subject. (Keyword search: HR Business Partner.)
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
The Intersection of Strategy Activation and Plan Execution: 4 Keys to Change ...Paige Pulaski
Strategy activation is about eliminating the gap between development and execution. A business plan can be great on paper, but without tapping into the human element of an organization to motivate and iterate, execution cannot and will not occur. Strategy activation and focused execution create a continuous cycle of improvement, united by the thousands of feedback points gathered from machine learning data and the eyes, ears and hearts of your organization.
Technology today is enabling forward-thinking leaders to approach change management with a through line from plan-building to results – and the igniting steps in between. The process consists of defining a future state, mobilizing the team and closing skill gaps, using a system to manage hundreds of initiatives and checking in regularly to report on acceleration through massive actions.
In this webinar, Alan Todd of CorpU will discuss what it takes to truly drive transformation and how to master the four keys to change management that give leaders the ability to make proactive, effective decisions.
You will learn how to:
> Support iteration by adapting to frequent changes to keep your strategy dynamic
> Mobilize teams across multiple plans, locations and hundreds of initiatives
> Collect, organize and communicate information for cross-functional transparency
I base this presentation on the work of Ram Charan, whom I admire as a business leader and specialist practitioner.
I also include many of my own experiences and insights into Organisational Development, Growth and Long Term Sustainability
Caryn Walsh
A crisis of shortages and gaps in talent at U.S. companies is gathering on the horizon. The coming wave of retiring business executives at companies in the developed world, extreme shortages in the numbers of their replacements, looming
gaps in the talent and skills of these replacements, global competition for talent, and falling birthrates in the developed world are some of the key forces acting together. This crisis is powerful, it will radically change companies, and the effects will be felt for a very long time.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
CFOs have stepped out from the confines of their role. Exploiting data and creating value, they can now serve as innovator and disruptor in their business.
Senior HR Leaders weigh in on the state of HR Business Partnership. A study of 18 HR leaders who attended AJO's HR Leader Exchange in Sept 2018. The survey was conducted in July/August and results were presented during the meeting by Steve Safier, AJO's EVP, Strategy & Impact. Visit ajoconnor.com for a three part series on this subject. (Keyword search: HR Business Partner.)
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
The Intersection of Strategy Activation and Plan Execution: 4 Keys to Change ...Paige Pulaski
Strategy activation is about eliminating the gap between development and execution. A business plan can be great on paper, but without tapping into the human element of an organization to motivate and iterate, execution cannot and will not occur. Strategy activation and focused execution create a continuous cycle of improvement, united by the thousands of feedback points gathered from machine learning data and the eyes, ears and hearts of your organization.
Technology today is enabling forward-thinking leaders to approach change management with a through line from plan-building to results – and the igniting steps in between. The process consists of defining a future state, mobilizing the team and closing skill gaps, using a system to manage hundreds of initiatives and checking in regularly to report on acceleration through massive actions.
In this webinar, Alan Todd of CorpU will discuss what it takes to truly drive transformation and how to master the four keys to change management that give leaders the ability to make proactive, effective decisions.
You will learn how to:
> Support iteration by adapting to frequent changes to keep your strategy dynamic
> Mobilize teams across multiple plans, locations and hundreds of initiatives
> Collect, organize and communicate information for cross-functional transparency
I base this presentation on the work of Ram Charan, whom I admire as a business leader and specialist practitioner.
I also include many of my own experiences and insights into Organisational Development, Growth and Long Term Sustainability
Caryn Walsh
A crisis of shortages and gaps in talent at U.S. companies is gathering on the horizon. The coming wave of retiring business executives at companies in the developed world, extreme shortages in the numbers of their replacements, looming
gaps in the talent and skills of these replacements, global competition for talent, and falling birthrates in the developed world are some of the key forces acting together. This crisis is powerful, it will radically change companies, and the effects will be felt for a very long time.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
Insights Success identifies efforts of such BFSI leaders in its upcoming edition - The 10 Most Successful Leaders Revolutionizing the BFSI Sectors 2021. It is Roger Duffield - President at in2vate LLC® at the Cover of this edition. Roger holds a track record of implementing a long-term vision and integrating technology to improve insurance requirements. in2vate is a risk management company that specializes in providing education and state-of-the-art technology focused on reducing risk and improving the insurance process.
Lastly, make sure you read the CXO standpoints by the industry experts and the creative articles written by our in-house editorial team.
Enjoy the read!
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
Global megatrends are escalating the war for top talent and reshaping business as we know it. To stay ahead, organizations are innovating at warp speed. The problem is, in most organizations business innovation dramatically outpaces talent innovation. And when your business strategy and talent strategy are out of sync, you can't drive top business performance. By creating talent innovations that accelerate your top business goals and integrating them throughout your entire organization, you will establish talent as a strategic advantage.
This edition of The SoDA Report On… explores project management challenges and successes that agencies are facing in 2016 and how best practices can help with margin predictions, managing client expectations, nurturing the agency’s creative team, and much more. This Report includes original articles by the industry’s finest minds.
Rand's slideshow presentation from the June 2013 internal Mozzer AllHands event, covering the mission, vision, values, and BHAG for Moz over the years ahead.
Torun Center Residences Istanbul - Listing TurkeyListing Turkey
THERE IS LIFE IN ITS CENTER!
The most energetic spot of the city that will add utterly different pleasures to your life, with a park that will make Istanbul breathe, delighting indoor and outdoor bistros, cafes, restaurants, the brand-new Food Hall concept, where dozens of unique tastes are served together, market area, cinema, theater, fitness club, SPA and event venue...
All the pleasures that will enrich your lives are awaiting you on the most beautiful side of the city, at Torun Center Residences. In Mecidiyeköy, where the heart of Istanbul beats, business, life and entertainment opportunities are located at the exact center, at Torun Center, the most beautiful side of the city.
Penthouse apartments and different styles of flats from 1 + 1 to 4 + 1, from 100 to 425 square meters in a 42-story residence tower, have been designed for those who want to live in the center of magnificence. Torun Center is the redefinition of a better life with specially landscaped floor gardens, apartment options with private balconies, and automatic glass systems equipped with Trickle Ventilation that offers clean air comfort.
Business and life in the same place
Excellent service
Torun Center has many delightful details, from a swimming pool to sunbathing and resting terrace. With 24/7 concierge services, 24/7 security, valet, technical service, closed-circuit camera system (CCTV), central heating and cooling system, it makes your life easier.
Delightful details
The two-story Torun Center Lounge, with its indoor and outdoor seating areas, children's playroom, private dining and TV lounge, promises unforgettable memories to you and your loved ones with its unique Istanbul view.
Neighboring to the most pleasant square of Istanbul
A few steps from the Torun Center Residences, you can reach the city's most modern city square and open the doors of a quality city life. Torun Center Residences brings together on the same project the long-awaited city life for Istanbul and gourmet restaurants, cafes, gym and SPA, and state-of-the-art cinema and Artı Stage, hosting the most famous plays of the season.
Located at the intersection of alternative public transportation options such as the metro and Metrobus, Torun Center comes to the fore as the most accessible office for both sides of Istanbul. With a central location and rich transportation lines, Torun Center offices make life easier for employees and increase productivity.
500 acres of brilliance await you here at Riverview City which offers modern living, effortless convenience, and a beautiful natural setting. It is a mega township by Magarpatta City in Loni Kalbhor, Pune. Enjoy easy access to work, schools, and fun while experiencing a perfect work-life balance.
Visit - magarpattacity.developerprojects.in
Omaxe Sports City Dwarka stands out as a premier residential and recreational destination, offering a blend of luxury and sports-centric living. Located in the thriving area of Dwarka, this project by Omaxe Limited is designed to cater to modern lifestyle needs while promoting a healthy, active living environment.
Scanning tenants in NYC requires a thorough and compliant approach to ensure you find reliable renters. For a positive rental experience, consider hiring a property management service. Belgium Management LLC specializes in NYC rental property management and tenant relationship management. We prioritize tenant satisfaction, making us a trusted name in New York property management. Our dedicated team ensures tenants feel valued and supported throughout their lease.
Need MCA leads? No sweat! MCAs are great for small biz funding. Learn how to snag top-notch leads: businesses needing cash, with repayment ability, decision-makers, and accurate contacts. Use content, social ads, lead platforms, partnerships, and capture processes for quality leads.
https://www.leadgeneration.media/blog/b/streamline-your-mca-sales-process-with-pre-qualified-leads
Urbanrise Paradise on Earth - Unveiling Unprecedented Luxury in Exquisite Vil...JagadishKR1
Immerse yourself in the epitome of luxury living at Urbanrise Paradise on Earth. These opulent 4 BHK villas, nestled off the prestigious Kanakapura Road in Bangalore, redefine elegance and sophistication. With meticulous craftsmanship, breathtaking design, and unparalleled amenities, Urbanrise Paradise on Earth offers a sanctuary where every moment is infused with luxury and serenity. Experience a life of grandeur and indulgence at this exclusive residential enclave.
Presentation to Windust Meadows HOA Board of Directors June 4, 2024: Focus o...Joseph Lewis Aguirre
Presentation to Windust Meadows HOA Board of Directors June 4, 2024: Focus on Public Safety as Job #1, Engagement, Wealth of HOA, Branding, Communication, Culture, Civic Responsibility
Elegant Evergreen Homes - Luxury Apartments Redefining Comfort in Yelahanka, ...JagadishKR1
Experience unmatched luxury at Elegant Evergreen Homes, offering exquisite 2, 3, and 4 BHK apartments in the serene locality of Yelahanka, Bangalore. These meticulously crafted homes blend modern design with timeless elegance, providing a harmonious living environment. Enjoy top-tier amenities and a prime location, making Elegant Evergreen Homes the ideal choice for discerning homeowners.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Lixin Azarmehr, a Los Angeles-based real estate development trailblazer, co-founded JL Real Estate Development (JL RED) in 2015 and serves as its CEO. Her expertise has propelled the firm to specialize in luxury residential and mixed-use commercial projects, with a portfolio that features upscale retail spaces and sophisticated care facilities.
Rixos Tersane Istanbul Residences Brochure_May2024_ENG.pdfListing Turkey
Tersane Suites Residences is a luxurious real estate project located in the heart of Istanbul, next to the beautiful Golden Horn. This unique development offers hotel concept residences with Rixos management, making it the perfect choice for both homeowners and investors.
The Tersane Suites Residences offers a wide range of options, from studio apartments to spacious four-bedroom units, all designed to the highest standard. The suites are finished with high-quality materials and feature modern, open-plan living spaces, fully-equipped kitchens, and large balconies with stunning views of the city and sea.
One of the standout features of Tersane Suites Residences is the Rixos management, which provides a truly exclusive and upscale living experience. Residents will have access to a range of luxury amenities, including a fitness center, spa, and indoor and outdoor swimming pools. Plus, the on-site restaurants and cafes provide a taste of the local and international cuisine.
The Tersane Suites Residences also offers a great opportunity for investors, as it provides a rental guarantee program. This means that investors can enjoy a steady income stream, with the peace of mind that their property is being managed by a reputable and experienced team.
The location of Tersane Suites Residences is also unbeatable, with easy access to the city’s main transportation links and within close proximity to the historic center, making it the perfect base for exploring all that Istanbul has to offer.
BricknBolt Understanding Load-Bearing Walls and Their Structural Support in H...BrickAndBolt
Load-bearing walls are the backbone of any home construction, providing crucial structural support that carries the weight of the house above. For companies like Brick and Bolt Mysore and Bricknbolt Faridabad, understanding and properly implementing these elements are key to constructing safe and durable buildings.
Keep Your Home Naturally Cool and Warm Out Change in Seasons
Vinra Construction is a private limited company registered under the ROC. The management has an experience of over 15 years of understanding the needs and delivering apt solutions to the end users We are providing turnkey solutions in construction fields. like Construction, Interior Designing Facility Management, Plantation Management, etc..
Vinra Construction Tech Enabled Company for Eco-Friendly Home Construction
Contact With Vinra for a Greener Future >>> Call us @ 888 4898 765
Simpolo Tiles & Bathware
Tile ho,
toh Simpolo.
Since the first steps were taken in 1977, Simpolo Ceramics has carved its niche as a consistently growing organisation with unparalleled innovation and passion rooted in simplicity.
We endure gratification for every experience we offer, created to share something meaningful. It may not resonate with the majority, but that makes us a class apart. If only a handful were to understand the purpose of our existence, we would be proud to have found our believers. Rather, people with whom we can share our beliefs.
VISUALIZER
Design your space in your style with our very own Visualizer. Now, you can choose the tiles of your liking from our wide selection and see how they would look in a space. Select the tile from the multiple options and the visualiser will replace the surfaces in the image with the selected tiles. This way, instead of just your imagination, you can choose the tiles for your place by getting an actual picture of how they would look in a space. So, design your space the way you desire digitally and implement it in real life to get the best results!
You can also share this visualiser with others to help them design their space.
Committed to delighting customers with world-class ceramic products and services. Make Simpolo synonymous with the best quality and set new benchmarks of excellence for all stakeholders. Pursue best business practices with utmost integrity to make Simpolo an exciting organisation to work with, for vendors, channel partners, investors and employees alike.
Gain worldwide recognition in the field of ceramic building products through Research and Innovation and bring an enhanced lifestyle within reach for every household.
Flat available for sale
Location- Tupudana, Ranchi
Savitri enclave
Area- 3BHK
Rate- 4000/sq.ft.
Super Build Up Area-1629 sq.ft.
Build-up area-1253 sq.ft.
Rate- 65lakh16k(approx)
Floor available- Flat available in all floor(G+12)
Balcony- 2
Washroom- 2
Parking - CAR PARKING
Amenities- Joggers track,temple, children's park,gym,banquet hall (5 Lakh)
Possession year (Handover year)- Dec 2025
Outside View from the apartment and flat balcony is very beautiful.
For more information contact AASHIYANA STAR PROPERTIES
7766900371
Sense Levent Kagithane Catalog - Listing TurkeyListing Turkey
Sense Levent offers a luxurious living experience in the heart of Istanbul’s vibrant Levent district.
This cutting-edge development seamlessly integrates modern design with natural elements, featuring live evergreen plants maintained by an advanced irrigation system, ensuring lush greenery year-round.
The building’s elegant ceramic balconies are both stylish and durable, enhancing the overall aesthetic and functionality. Residents can enjoy the 700m Sky Lounge, which provides breathtaking views of Istanbul and a perfect space to relax and unwind.
Sense Levent promotes a healthy and active lifestyle with a full gym, swimming pool, sauna, and steam room, all available in the building. The interiors are crafted with high-quality materials, ensuring a luxurious and inviting living space.
Designed with young professionals in mind, Sense Levent features 1+1 and 2+1 units with smart floor plans and balconies. The project promises high investment returns, with an expected annual return of 6.5-7%, significantly above Istanbul’s average ROI.
Located in the rapidly growing and highly desirable Levent area, the development benefits from ongoing urban regeneration projects. Its prime location offers proximity to shopping malls, municipal buildings, universities, and public transportation, adding immense value to your investment.
Early investors can take advantage of discounted units during the construction phase, with an expected capital appreciation of +45% USD upon completion. Property Turkey provides comprehensive rental management services, ensuring a seamless and profitable investment experience.
Additionally, robust legal support and significant tax advantages are available through Property Turkey’s licensed Real Estate Investment Fund. Levent is a dynamic urban hub, ideal for young professionals with its numerous corporate headquarters and shopping malls.
Sense Levent is more than just a residence; it’s a place where dreams and opportunities come to life. Contact us today to secure your place in this exclusive development and experience the best of Istanbul living. Sense Levent: Sense the Opportunity. Live the Dream.
https://listingturkey.com/property/sense-levent/
Investing In The US As A Canadian… And How To Do It RIGHT!! (feat. Erwin Szet...Volition Properties
=== Investing In The US As A Canadian… And How To Do It RIGHT!! (feat. Erwin Szeto) ===
Ever been curious about Real Estate Investing in the US?? At Volition, for the past 14 years, we have been focused on helping investors invest in over $250M of real estate and generate $100M of wealth in the Toronto market, but we are always open to learning more about other business models and learning from other investors.
The US has always been an intriguing market to invest in. But the US is a big place… if you’re interested in investing in the US, you probably have a lot of questions, like:
☑️ Specifically WHERE should you invest?
☑️ What are the best markets to invest in and why?
☑️ How much are property prices there?
☑️ What are the returns like?
☑️ What is cashflow like?
☑️ Compared to investing in Toronto or other cities in Ontario, what are the benefits / tradeoffs?
☑️ What ownership structure should I use?
☑️ What are the tax implications?
☑️ Can I get financing?
☑️ What are tenants like?
Enter Erwin Szeto, a longtime friend of Volition. Since 2005, Erwin Szeto and his team have navigated the challenging landscape of being landlords in Ontario. Now, they are shifting their focus and guiding their clients' investments toward the more landlord-friendly environment of the USA. This decision comes after assisting Canadian clients in transacting over $440,000,000 in income properties. Faced with issues like affordability constraints, tenant-friendly laws, rent control, and rental licensing in Canada, Erwin sees a clear opportunity in the U.S. Here, there is a significant influx of investments leading to the creation of high-paying manufacturing jobs. Erwin and his clients are poised to capitalize on these opportunities where landlord rights are stronger and there is no rent control.
To facilitate this transition, Erwin has partnered with and become a client of SHARE, a one-stop-shop U.S. Asset Manager. Founded by Canadians for Canadians, SHARE enables as passive an ownership experience as possible for landlords in the U.S., while still maintaining direct, 100% ownership.
Erwin is “Making Real Estate Investing Great Again”!!
Website: https://www.infinitywealth.ca/
Facebook: https://www.facebook.com/iwinrealestate and https://www.facebook.com/ErwinSzetoOfficial
Podcast: https://www.truthaboutrealestateinvesting.ca/
Instagram: https://www.instagram.com/iwinrealestate/ and https://www.instagram.com/erwinszeto/
3. www.corenetglobal.org/Renew
415.
v
CORENETG L O B A L
The Global Association for
Corporate Real Estate
Your CoreNet Global membership
expires 31 December.
Renew online at: vvww.corenetglobal.org/Renew
CORENET GLOBAL BENEFITS TO You
Global Network
Career Spanning Opportunities
Local Connections
Advance Your Career
CoreNet Global provides you with opportunities to
connect, learn, grow and belong, locally, globally and
virtually through people, networks, knowledge-sharing
and professional development.
With CoreNet Global, you're well positioned to meet
strategic needs relating to key business drivers and to stay
relevant regardless of economic or market conditions.
CORENET GLOBAL BENEFITS
TO YOUR COMPANY
Stay Ahead of the Competition
Elevate the Practice of
Corporate Real Estate
Find Your Professional Home
Along with people and technology, real estate
typically ranks as one of the top three expenditures
for most corporations. Access to CoreNet Global's
knowledge network helps reduce costs, maximize
efficiencies and better align real estate management
to corporate goals.
dib
4. TABLE OF CONTENTS
FEATURES
Microsoft gets ‘smart’ about HVAC energy use
Microsoft’s Energy-Smart Buildings technology provides the company with tremendous cost
and energy savings. By feeding real-time data on every HVAC system’s behavior to a central-
more control over its utility bills and carbon footprint,
plusoccupiers’ comfort.
Security is also up to us given terrorism realities
about, but we must realize today that we all have a role
to play in fighting terrorism; it can’t fall solely on the shoulders of authorities. With prepara-
tion and planning, it’s less daunting. For starters, think about your home, your office and
those familiar
Vazquez named Corporate Real
John Vazquez’s talent in monetizing and dedication to optimizing real estate holdings landed
Verizon’s senior vice president of global real estate CoreNet Global’s top honor.
Four drivers of team behavior lay solid design foundation
Truth, trust, belief and value. These four qualities can enhance the way teams operate and
the results they generate. When it comes to workplace design, teams with these qualities
engender innovation and other positive attributes throughout the organization.
Start now collecting your comparison lease data
As of this past February, standards introduced by the Financial Accounting Standards Board
require you to record all leaseson the balance sheet as a
right-of-use asset and lease liability. If that’s the case, don’t wait long to focus your attention
on the rules because when 2017 hits, you’ll already need to start collecting comparison data.
Broaden your viewpoint when evaluating workspace
What do you see when you look at your real estate and workplace-performance data? If
you solely study costs or your budget, you’re missing other, less-tangible measures such as
l organizational performance that others might have in
sharperfocus.
ized dashboard, the companygains
It’s not something we want to think
routes.
Estate Executive of the Year
(FASB) willlikely, in two years’ time
value, workerproductivity, or overal
TheLEADERisnowonTwitter!
Followus @CNGLeaderMag
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32
4D[C[MB[R2016
5. You’re required to align your actions with enterprise goals, but how do you monitor
Attracttalentbutreduce yourcosts.Missionimpossible?
with them? CRE leaders help us explore the hot topics that will shape
Certainchecksandbalancescanensureyouralign
To attract and retain top talent, companies must spend. So how do they balance this
DandurandwinsinauguralH.GordonWyllie,MCR,YoungLeaderaward
on the status quo can turn a young executive into a corporate real estate leader.
Examiningthefutureofcorporaterealestate
are now directing major changes in corporate real estate (CRE); are we ready to deal
coming years.
and the board of directors, and there are steps you can take to help stay in sync.
goal with ever-present cost-driven mandates? Take a look at the numbers to find
some insight and the positive effects of agile workplaces and co-working programs.
Millennial Jon Dandurand proves wisdom is ageless and that determination to im
Connectedness. Technologies. Risks. Opportunities. Changing cultural norms. These
how well you’re doing? The key is to look at things from the perspective of the CEO
Jane Muir-Sands
VicePresidentWorkplace
_________________________ Unilever
ment
he profession’s
prove 36
42
46
57
DEPARTMENTS
Leadership 2
Message from the Chairwoman 6
Members on the Move 8
Association Roundup 8-9
Regional Report 61
Corporate Partner Profile 62
MCR Profile 64
A Look Ahead 67
Calendar of Events 67
UNIVERSITYPARTNERSHIPS
2016 Academic Challenge 50
SPONSOREDFEATURES
CBRE 28-31
Cushman & Wakefield 40-41
Economic Development Directory 52-56
D[C[MB[R20165
6. 6D[C[MB[R2016
M E S S A G E F R O M T H E C H A I R W O M A N
Kate Langan
CoreNetGlobalChairwoman
GroupGeneralManagerProperty
ANZBankingGroup
With almost 10,000 members inmore than50 countries, CoreNet Global iscommitted to helping
you see the bigger picture. Webelieve it is ourdutytobe your indispensable resource, tohelp you
understand, foresee and applyabroader, global view tothe waywe influenceand shapethe envi-
ronmentsin which ourpeople will, ever increasinglyas the natureof workchanges, elect to engage
with others.
When yourenew your membership for2017,please knowthat we have anexciting yearahead
withforward-looking programs and initiativesdesigned totake yourassociationexperience to the
nextlevel. Weare workingto customize andpersonalize your membership in ways that will support
yournetworking and educationalneeds ateach stage of yourcareer. Incontinuingour effortsto
strengthen relationships withuniversities globally, we are also seeking to not onlybuildthepipeline
of talent forthe CRE profession but alsoto capture andencourage a diversityof membership to
providethe richest exchanges of knowledge.
technological advancesintoaccount?
We’ve spent muchof2016focusing on thatbigger picture at ourGlobal Summitsandin our
survey-based research projects, publicationsand peer-to-peer knowledge exchange. We’ve invested
inour professional development programs and updated our Master of Corporate Real Estate (MCR)
seminars with aneye toward the varied, futureneeds ofour members.
Thank you to the many global and local volunteers, faculty, speakers, chapters, subject matter
experts, peer reviewers, content contributors, Corporate Partners, Strategic Partners and staff for their
thoughtful engagementand leadership.And thankyou for yourmembership in CoreNet Global.
Howbigisthepicturethat weneed to consider? It’s global and attimes overwhelming– but by
comingtogether to shareandchallenge we canhelp each otherappreciateand moveat thepace
demanded of us. That’s whywe convene asa profession andwhyyou joinwith yourcolleagues to
connect, learn,grow and belong.
Chairwoman
CoreNetGlobal
On behalf of CoreNet Global and the Board of Directors, I thank you for your
membership and for making this association your professional home (hopefully one
without the scary relatives!).
What business or profession can survivetodaywithouttakingglobaleconomic, societal shifts and
Withallbestwishesforthenewyear.
7. s od e )o
QUALITY OF LIFE SERVICES
For more information about Saint-Gobain and Sodexo and how the companies partner to enhance quality oflife, visit: www.saint-
gobain-northamerica.com 1 www.sodexoUSA.com
"Sodexo's services perfectly
align with Saint-Gobain's
mission to develop
innovative products that
improve people's lives. This
partnership enables us to
design and deliver an
environment that enhances
the work experience for our
valued employees and fuels
innovation. Choosing
Sodexo as our partner was
a natural choice":
— John Crowe,
President and CEO of Saint-Gobain
and CertainTeed Corporations
BUILDING A BETTER
WORKPLACE...TOGETHER
Saint-Gobain and Sodexo partner to enhance the quality of life in
Saint-Gobain's new, state-of-the-art corporate headquarters in
Maluern, Pennsylvania. This LEED° v3 Platinum building houses Saint-
Gobain's extensive portfolio of building products and provides more than
800 employees with a healthy, comfortable, environmentally friendly and
sustainable work environment.
Sodexo's Integrated Facilities Management offer includes:
Management of leading-edge energy systems, such as SageGlass°
electrochromic windows that dynamically control sunlight to optimize
building temperature
Full-scope asset management and maintenance services that
optimizes Saint-Gobain's capital plan and extends the life of assets
A 11,925-square-foot café for employees and guests offering
fresh, healthy menu items, along with seasonal outdoor dining, a
full-time barista and catering services
Closely monitoring operational and financial metrics and collecting
employee feedback through technology tools such as FMiQ by
Sodexo to drive continual improvement of the workplace experience
Since 1980, Sodexo has been working with Saint-Gobain to enhance the
quality oflife for employees, customers and communities at more than
200 sites around the world. We're proud to be part of their story.
9. Space planning and virtual reality explored in Washington
Aluncheonfocusingonhowvirtual
realitytransformshowweseespace
washeldinSeptemberbythe
CoreNetGlobalWashingtonState
Chapter.Panelistsfortheeventwere
CraigKinzer(moderator),founder
andpartneratKinzerPartners;Lisa
Picard,realestatedeveloperfor
Skanska;RyanMullenix,architectat
NBBJ;andvirtualrealityconsultantsBoazAshkenazywithStudio216and
JohnSanGiovanniwithVisualVocal.
Global real estate topic of international conversation
Corporaterealestate(CRE)executivesfromBoston,NewYorkandParis
joinedasapanelbeforetheCoreNetGlobalFranceNetworkingGroupto
discusschallengesandbestpracticesrelatedtotheirglobalrealestateport-
folios.SpeakersattheeventwereChrisStaal(BoseCorporation,Boston),
LouiseMatthews(Bacardi-Martini,NewYork),andRachelOrand(Tech-
nicolorSA,Paris).ModeratorswereMarcSimon(DassaultSystèmes,Paris)
andBrigitteBeltran(SasakiAssociates,Watertown,Massachusetts).
Middle East Chapter starts its
day talking build-to-suits
TheCoreNetGlobalMiddleEast
Chapterspentarecentbreakfast
meetingdiscussingtheincreasein
build-to-suittransactionsinthecity
ofDubai,aswellasstructure
optionsandkeyissuesthataccom-panythedeals.HeldattheWorld
10. TradeCentreinDubai,themeeting featuredspeakersJimOsborne,ownerat
GRDI and Castleway Properties, and Katherine Baker, associate solicitor at
NortonRoseFulbright,LLP.
Japan Chapter hosts workplace-initiatives program
Nearly80peoplegatheredinOctoberforaspecialdiscussionon“Work-
placesforAttractingandRetainingTalentatOracle,”asessioncoveringthis
andthelatestCREtrends,facilitatedbyRandySmith,MCR,vicepresident
ofglobalrealestateandfacilitiesforOracleCorp.,andimmediatepastchair
oftheCoreNetGlobalBoardofDirectors.Smith,atright,isshownhereat
theeventwithMakotoUrakawa,MCR,vicechairoftheCoreNetGlobal
JapanChapter.
India Chapter examines service excellence
DeliveringexcellenceinservicewasthetopicofaSeptembereventheldby
theCoreNetGlobalIndiaChapter,whobroughtinrenownedcorporatereal
estateleaderSajitSankar,MCR,totalktoattendees.Sankardiscussed
globaltrendsaffectingrealestate,theiroverallimplications,andhowto
respondtothosetrends.
11. OfficeandlabspaceatMicrosoft’sRedmond,Washington,campusservedasthetesting
siteforthecompany’scloud-basedESBtechnologysolution,whichhassavedmillionsof
kilowattsinenergyandmillionsofdollarsinutilitybills.
FEAT U R E A R T I C L E
Energy-smart buildings
Teaching old HVACs new tricks
at Microsoft
ByMohanReddyGuttapalem
PicturePat,abusybuildingtechni-cian
inchargeofmillionsofcorporatesquare
footage.Shesitscomfortablyat
“commandcentral,”surroundedbygiant
computertouchscreensthatsendcontin-
uousinformationaboutthemechanical
healthandenergyconsumptionofevery
deviceinherHVACrealm.
Shecheckstheday’s “Top500”fault
list.InBuilding117,severallabfanshave
failedwiththeircooling-coilvalvesinthe
“open”state,significantlyovercool-ing
thespace.Ifnotaddressed,thatwillwaste
thousandsofdollarsayear.Re-placing
thefaultyvalveactuatorwillstopthe
moneyleakinminutes.Patdispatchesa
tickettoatechnicianandturns toanother
high-priorityitem.Thecentralplant
servingBuilding36hasanunnec-essarily
highcondenser-watersetpoint,
consumingmuchmoreenergy thanit
needs.Patclicksafewiconstooverride
thecontrolandinstantlyreducesenergy
consumptionbytensofthousandsof
dollarsannually.
10D[C[MB[R2016
14. WORKPLACES
WORLD-CLASS
WORLD-CLASS
TALENT
ATTRACT
At CBRE, we know that the location and design of your workplace are powerful magnets for attracting the talent you need
to drive long-term business performance. To realize the full potential of your workplace, download our Thought Series at
CBRE.com/WorkplacePerformance
15. F E AT U R E A R T I C L E
Risk and security
Are we prepared for the new age of
byWillGeddes
Remember that
even if you are not
responsible for the
security of your
workplace, take
personal ownership
and help contribute.
licperceptionofterrorismhasnowshiftedtoanentirely
differentdynamic.Thepreviouslyanticipated‘largespec-
tacular’hasevolvedtoalsonowincludeamorelow-level,
guerrilla-warfarelevel.Cantheauthoritiesbeexpectedto
detectandpreventthesenewjihadists?Ihonestlybelieve
itisunrealistictoexpectso.Themoresophisticated,well-
plannedandmajorattacks,quitepossibly,butthesingle
individual?Farlesslikely.
Thisyear,2016, hasbeenanunprecedented yearin
terms ofterrorism.TheriseoftheIslamicStateandtheir
linkingwithvariousotherterrorist organizationslikeAl
Shabaab,BokoHaram andotherfragmented groups
creates concerns that anewconsolidatedterrorismthreat
creates a worldwherenocountryorregionis potentially
untouchedandwithout riskofattack.However,thisis
notnew.We’ve seen thisbeforewiththelink-ups
between AlQaeda,theProvisionalIRA,and the
Chechen IslamicExtremistssharingnetworks, resources
andtheirdistorted agendas.
However,theIslamicStatehasdifferedinthatthey
havealsodirectlyfocusedonandsoughttoexpandtheir
rankstotheaspirational,disgruntled,disenfranchised,and
oftenpotentiallylow-level criminalstoundertaketheir
jihadas‘lonewolves’claimingtheirattacksinthename
oftheIslamicState.Itisthisnew‘element’thatisthe
mostchallengingforthevariousauthoritiestodetect.The
conventionaltraditionsofoperatingthroughaformal
chainofcommandandtherequirementforthejihadistto
attendtrainingcampsinAfghanistan,Somalia,etc.,are
nowsomewhat athingofthepast.Thesenewrecruits are
operatingalone,inisolation,withtheirtrainingground
beingprovidedfromtheInternet.
Thechallengespresentedarenowevengreaterthan
everbeforeasthetraditionalopportunitiestodetectplans
beingformed,discussed,rehearsedandimple-mentedare
nowexpeditedtoasinglepersonpickingupaknife,
walkingintoabusycrowdedareainanymajorcityinthe
world,unfurlingashahada(theblackflag)andattacking
innocentbystanders.It’stheultimatemicroplancreating
amacroeffect.Asaresult,thegeneralpub-
It’sreallyuptous
Sointermsofourprotection,wenowhavetoaccept
thatweallhaveaparttoplay:ownershipandrespon-
sibilityinpreventing,detectingandprotectingnotonly
ourselves,butothers.Thevastmajorityofgeneral crime
issolvedasaresultofwitnessreportsandsupportfrom
thegeneralpublic;thesameappliestoterrorism.We
musttakeituponourselvestoreportanunattendedbag,
ortocalltheauthoritiesifweseesomeonesuspicious
takingphotographsofabuildingorloiteringinalocation
withoutpurpose.Aretheseallpotentialterrorists? Not
necessarily,buttheymightbecriminals.Reportit andlet
theauthoritiesassess andevaluateit.That’swhatthey’re
goodat.Notreportingitmightonlybeenablingthe
opportunityforathreattomaterialize.Soundssimple?
Strangely,therearemanywhostill don’tbelievethatit
haspersonal relevancetothem.
Recently,IwasprivilegedtobeinvitedtotheCoreNet
GlobalSummitinAmsterdamtospeakonthethreatof
terrorismandhowitimpactsusall.Interestingly,there
wereafewdelegatesthatrespondedthattheydidn’tfeelit
wasnecessarilyrelevanttotheir‘dailylives.’Theremay
14D[C[MB[R2016
16. REDEFINED.
THE WORKPLACE
THE WAY WE WORK
RETHOUGHT.
As the concept of the workplace evolves, the way organizations work changes along with it. Through technology, services, design
and ameneties, we are helping our clients drive better workplace performance. To realize the full potential of your workplace,
download our Thought Series at CBRE.com/WorkplacePerformance
17. 16D[C[MB[R2016
F E AT U R E A R T I C L E
bemanyreasonsforthisthoughtprocessthelocationorcountrywhere
theyworkorthetypeofworktheycarryout,oritcouldsimplybeacaseof
believingtheywouldneverbedirectlyaffectedbyterrorism.Noneofus
wantstotrulyacceptthatwehavetoadjustourlivesandacceptthatterror-
ismnowaffectsusall andshouldbeconsideredthe‘newnormal.’
Thiscouldinevitablymakeusfeelsomewhathelpless;however,this
doesn’tneedtobethecase.Wecanallimplementsomesimpleprepara-
tionsandplanningthatwon’tdrasticallychangethewayweliveourlives.
Traditionally,andinverybasicterms,whenanyprofessionalrisk
assessmentisinitiallyundertaken,youwilloftenconsiderwho/whatarethe
risks,wheretheycouldmaterialize,andinwhatshapeorformthethreat
couldbepresented.
Overthelastcoupleofyears,we’veseenattacksofvaryingtypesandin
varyinglocations,fromthoseontrains,streets,inrestaurants,atfootball
stadiums,churches,shoppingcenters,airports,holidaybeaches,etc.Manyof
thesehavebeenbysingleindividuals(lonewolves)orsmallgroups.Although
manyofthesehavebeendevastating,theyareoftenmore‘localized’tosmaller
areas(eveninmultipleattacksacrossacity,forexample).
Focus on these specific areas
Sohowcanwebestprepare,planandprotectaroundthesethreats?
Therearegenericenvironmentsyouperhapsneedtoconsider:yourhome,
yourworkplace,andkeylocations/placesyouregularlyvisitandroutesyou
mostfrequentlyusetotravelbetweenthem.
1. Firstly,yourhome.Itishopedthatyoushouldgenerallybesafeathome
andthatit’snotlocatedwithinanareathatmighttypicallybedeemeda
predictedterroristtargetarea(i.e.,notneargovernmentbuildings,instal-
lationsorhigh-profilelandmarks).Ifitis,thenI’drecommendyourefertothe
followingadvicewithregardtoyourworkplace.
However,therearestillafewthingsworthconsidering.If,forexample,all
ofyourfamilymembersoryourpartnerisnotwithyouatthetimeofan
incident,somethingyoumaywishtoconsiderishowyoucandeterminewhere
theyareandcommunicate.Althoughyourcellularphoneswilllikelybethefirst
resort,oftenintimesofanincidentthecellularnetworkscanbecome
overloadedwithpeoplecallingeachotherorevendeniedbytheemergency
servicesthatneedtotakeprecedence.It’sworth,perhaps,hav-inga
VOIP/Internetcallcapabilityatyourdisposalthatyouandotherfamily
membershaveinstalledonyourmobilephonesandlaptops.Skype,WhatsApp
andvariousotherscanbeeasilyinstalledandenableyoutocontacteachother
whereWIFImightbeavailablebutcellularservicesignalisn’t.Also,maybe
considerhavingallfamilymembersorpartnersinstallatrackingand
emergency-notificationapp,liketacticson.com,whichwillquicklyandeasily
locateusersoreventrackyoutillyou’reallbacksafe,together.Thisisgoodnot
onlyforterroristeventsbutforyourgeneralsafety,too.
2. Next,yourworkplace.Havingaplanhereisespeciallyimportantgiven
thatwespendmostofourwakingliveswithinthem.
Itisessentialthatthesecurityconsideredaroundthisenvironmentis
resilientenoughtoprotectusifathreatmaterializesnearby(withinanadja-
centstreetorbuilding),orevenintrudesintoourownbuilding.Therefore,
thesecurityaroundourworkplacesshouldhavebeencarefullyconsidered
bythecompany’ssecuritydepartmentorbythelandlord.Yourworkplace
shouldhavenotonlycontrolledaccess(viaturnstiles,cardreaders,security
officers/securityreception,etc.)butalsointrusiondetection.Havingbeen
employedtocarryout‘penetrationtests’(covertlyinfiltratingsecuredloca-
tions),Icantellyouthatintrusiondetectionisessentialtoalertingsecurity
personnelifsomeoneistryingtogainunauthorisedaccess.
Ifyouareresponsibleforthesecurityofyourbuildingorabletopro-
videinput,oneweaknessthathasprevailedacrossmanysitesI’vereviewed
andadvisedonhasbeeninfullyutilizingCCTVsurveillanceproperly.All
toooften,thisisusedpurelyforpost-incidentinterrogationratherthanan
effectivemeansofdetectingandinterceptingathreatbeforeitmaterializes
intoaproblem.Ifmonitoredcorrectly,CCTVhasbeenproventoefficiently
detecttheadvance‘pre-planning’reconnaissanceofterroristsand,even
morecommonly,criminalsconsideringbreak-ins.Beconsciousofany
personsloiteringoreventakingphotographsofdoors,securityequipment,
etc.Smokingareasarealsovulnerableandmanycriminalswillexploitthese
togetclosetostafftoaccess(andsometimesevensteal)staffpassesor
access-controlcards.HideyourIDwhenyouleavethesiteanddon’t
displayitoutsidetheworkplace.Findoutifyourcompanyhasan‘invacu-
ation’plan.You’lllikelybefamiliarwith‘evacuation’plansintheeventof
fires,buthasthecompanyconsidered(orrehearsed)whatyoushoulddoin
caseit’snotsafetogooutside?Aninvacuationisprobablymorelikelytobe
usedinterroristincidents.
Rememberthatevenifyouarenotresponsibleforthesecurityofyour
workplace,takepersonalownershipandhelpcontribute.Reporttoyour
buildingsecurityanysuspiciouspeople,andreportevenbrokenlocksor
windows.Weallhaveanimportantroletoplayinkeepingnotonlyour-
selvesbuteveryonearoundussafe.
3. Finally,weoftentravelthesameroutestothelocationswefre-
quentlyvisit.Considerwhereonyourjourneysyoumightbeabletoassign
potentialsafehavens–‘steppingstones’alongyourroutethatcouldbeused
fortemporaryrefuge.Theycouldberestaurants,coffeeshops,
supermarkets,hotels,apolicestation,etc.–placesthatwouldbeeasily
accessible.Determinewhich,whatandhowmanyareavailablealongyour
journey.Whattimeofdayaretheyopen?Aretheyopenatnight?Arethey
idealduringalltypesofweather?Couldyourchildorchildrenstaysafely
withinoneiftheywerereturningfromschoolwhensomethinghappens?
Youneedtoconsidereachoftheabovewhenselectingwhat’sappropriate
andwhatmightnotbe.
Butwhatifyouaremidwayonyourjourney,anincidentoccurs,and
therearenoavailablesafehavens?Youmayhavelittlechoicebuttorun,
hideandtell.
Runningshouldalwaysbeyourfirstandbestoption;puttingasmuch
distancebetweenyouthethreat willalwaysbetheideal.Also,remember
thatanincident couldevolve.Somemightbeinstantaneousbutothers
mightcommenceachainofactions.Whatmightstartasacommotion
couldescalate.
Hidingshouldonlybeconsideredifyourpathofescapehasbeen
deniedortotryandruncouldputyouatgreaterrisk.Ifyoudochooseto
hide,findsomewherebehindhard-cover(forexample,concrete,steel,
etc.)tohelpprotectyouagainstpossiblegunfire,explosionsordebris.
Keepsilentandtrytobarricadeyourselfin.
Lastly,tellingisonlyforwhenyou’reinasafe-enoughplacetodoso
andyou’resureyouwon’tcompromiseyourlocationtoanythreats.When
youcancall,makethecall.Don’tassumeothershavealreadydoneso.
Will Geddes is founder of and managing director at
London-based International CorporateProtection
Group.
18. WORKPLACES
HIGH-PERFORMANCE
HIGH-PERFORMANCE
RESULTS
PRODUCE
At CBRE, we see the workplace as far more than a real estate expense. It’s a transformative asset that can attract world-class
talent, inspire your organization and drive better business performance. To realize the full potential of your workplace,
download our Thought Series at CBRE.com/WorkplacePerformance
19. CoreNetGlobalCorporateRealEstateExecutiveoftheYear
AWARD WINNER
John M. Vazquez
SeniorVicePresident
GlobalRealEstate
Veñzon
CoreNetGlobalNewYorkCityChapter
ToJohnVazquez,everyspacepresents
opportunity,oftenwithprecedent-
settingparameters.TakeIrving,Texas,
forexample,whereJohnenteredintoa
joint-venturedevelopmenttoaddvalue
tovacant,unusedVerizonpropertyand
createalive,workandplaycom-
munitynorthofitscurrentcampus.
Verizon’snewdevelopmentatHidden
Ridgewillinclude3.5millionsquare
feet(325,000sq.m.)ofofficespace,a
corporateheadquarters,apublic
“lifestyle”corewith80,000squarefeet(7,432sq.m.)ofshoppingandentertainmentspace,1,200residential
units, a200-roomhotel,outdoorspace, and–asa first inTexas–its own commuterrailstation.
Recognizingthetrendingdemandformoreco-workingspaces,Johnalsodevelopedaco-workpro-
gramtoleverageunder-utilizedspaceinVerizon’sportfolio.Theco-workingconceptallowsVerizon
tobringcreativeentrepreneursunderitsown roof,thus monetizingvacantpocketsofspace that
aredifficulttoleaseincentralofficesasitattractsoutsidetechnicaltalent.Thistwo-wayplatform
forinteractionbetweenVerizon’smostinnovativebusinessgroupsandthelocalstart-upand
entrepreneurcommunities was first createdinManhattan andis expected to rollout soon in
Boston,London,andWashington,DC.
AsjustonemoreexampleofhowJohn’sstrategieshavechangedtheconversationinthe
C-suite, helast yearspearheaded sale-leasebacks on 3.7 million square feet (343,700 sq.
m.)ofspaceinNewJerseyandVirginia.Threedealsgeneratedalmost$1billioninrevenue
forthecompany,allowingthebusinesstoextractsignificant valuewhilecontinuingtooccupy
thespace.
Corporate Real
Estate Executive
of the Year
Verizon’s development in Irvingwillallow thecompanytoattract
talent with superior services andamenities, all in onelocation.
18D[C[MB[R2016
20. MichelleMyer,MCR,MCR.w,SLCR
VP,AmericasRealEstate&Facilities
Oracle
CoreNetGlobalChicagoChapter
DeaneEdelman
VicePresident,RealEstateandFacilities
BoozAllenHamilton
CoreNetGlobalMid-AtlanticChapter
D[C[MB[R201619
CoreNetGlobalCorporateRealEstateExecutiveoftheYear
AWARD FINALISTS
MichelleMyermanagesarealestateportfolioofmorethan250locationsacrossninecountries
intheUnitedStates,CanadaandLatinAmerica–that’s8.7millionsquarefeet(808,000sq.m.)of
spacefor40,000personnel.
Duringthepast year, Michelleand herteamdelivered85projects,includingamajornew
facilityinSantaMonica,California,that cameinontimeandonbudget anddemonstrated
herleadership skillsin helpingtoaddressoneoftheC-Suite’stopstrategicconcerns:
attractingandretainingtalent.
Oracle’sRealEstate&Facilitiesbeganthequestwithamarketsearchand,withtheassistance
ofseveralinternalfunctions(HR,Finance,IT,Planning,TaxandSecurity)andexternalpartners,
Michelleandherteamgatheredextensivemarketinformationtocomparelocationattributes.With
unprecedentedengagementfromtheCEOandChairmanontheCREdecision,thecompany
ultimatelyselectedSantaMonicaasthenewlocation;anexciting,collaborative48,000-square-foot
(4,460-sq.-m.)workplacewasdeliveredinMayoflastyear.ThedesignprinciplesusedinSanta
MonicawillbeappliedandenhancedinanothernewcampusinAustin,Texas,whichwillserveto
growthecompany’sonlinesalesbusiness.
Michelle’s customer-relationshipmanagement skills andher abilitytopartnerwithboth
internaland externalorganizations areconsideredthecornerstoneofherandherteam’s success.
Here’s whatoneofOracle’skey serviceproviderssaidabouther: “Ihaveworked withMichelle
forover10years,and wehavebeenthroughseveral hundred assignments together.Shehas
created anefficient andskilleddepartment thatislean andeffective.It’snicetoworkwith a
groupthathashierarchy,butno ego.Everyoneseems to care moreaboutresultsthanposition,
which is rareincorporatereal estate.”
Editor’s note:Deane Edelman was nominated fortheawardwhileservingas Director ofReal
Estate for General Dynamics Information Technology, Inc. (GDIT).
AtGDIT,Deanewasresponsiblefor150locationsofapproximately4.2millionsquarefeet
(390,000sq.m.)andanannualrentrollof$78million.Whilethere,heearnedareputationfor
innovativeapproachestomaximizingportfolioefficiencyanddeliveringsolutionsthatcontribute
tothebottomline.
Forexample,underDeane’sleadership,theCREteamatGDITcreatedalow-risk,high-reward
portfoliostrategythatdramaticallyextendedtheplanninghorizon(extremelyrareforamajor
defensecontractor)whileprovidingincreasedflexibilityandcostsavings.CREidentifiedagroup
offacilitiesintheNorthernVirginiaareaandarrangedfortheirrespectivelease-expirationdatesto
occurwithinan18-monthperiod.Theparametersoftheprojectweresignificant:halfamillion
squarefeet(46,500sq.m.),1,200employees,$18millioninannualleasepayments,andexpira-
tiondatesthreeyearsdowntheroad.ThisgaveGDITarareopportunitytoworkonalong-lead
deliveryscheduleandtoshareinthevaluecreatedbyexecutingalease.
Thehigh-visibilityprojectdrewattentionofeveryofficeintheC-suite,andCREengagedthem
allearlyintheprocess.ThisprovidedtheCREteamanopportunitytoadvanceitsreputationand
strengthenitsroleinday-to-daybusinessatGDIT.
UnderscoringthesuccessandvisibilityofDeane’saccomplishments,GeneralDynamicsCEO
PhebeNovakovicrecognizedhimin2015withtheChairman’sAward,statingthathis“relentless
focusonexpandingmargins,generatingcashandimprovingROICledtorecord-settingfinancial
performanceforourcompany.”
23. Truth, trust, belief
and value:
Their impact on team
effectiveness and
space design
byBradyMick
Toworkefficientlyandeffectively,thesuccessofany
teamreliesonthealignmentoftheindividualmembers.
AccordingtoAmericanindustrialistHenryFord,“If
everyoneismovingforwardtogether,thensuccesstakes
careofitself.”Inotherwords,achievingawell-oiled-
machinelevelrequiresthatallteammembersbecome
anintegratedpartoftheprocessandrecognizethevalue
oftheresultstheyproduce.Manifestingthisrealitygoes
beyondanassembly-lineteammentalityandinvolves
theessentialrecognitionthatindividualbehaviorsplaya
keyroleinhowteamsfunctionandtheresultsthey
generate.
22D[C[MB[R2016
F E AT U R E A R T I C L E
24. Withtoday’s24/7globalmarketplace,many
businessesseethevalueinmovingbeyondindividual
effortstoteamcollaboration.ArecentarticleinThe
NewYorkTimes(April29,2016)reports,“Ina2015
study,executivessaidthatprofitabilityincreases
Theimportanceofteamwork
when workers are persuaded to collaborate more.”
Yet, team formation does not guarantee successful
collaboration and increased innovation. Individual
Membersofhighlyeffectiveteamsexperiencea
greatersenseofaccomplishment andpurpose.Inhis
two-factortheory,AmericanpsychologistFrederick
Herzbergproposes certainfactors,suchaschalleng-
ingwork,recognitionofachievement,involvement
indecision-making,andsenseofimportanceinan
organization,leadtogreaterjobsatisfaction.Ina
nutshell,happieremployeesstaylonger,resultingin
lessturnoverforbusinesses.Inacompetitivehiring
environment,thisis animportantconsideration.
ResultsofresearchbyHR consultingfirmTowers
Watson(August2014)foundthatmorethanhalfof
allgloballyoperatingorganizationsreportdifficulty
inretaininghigh-potentialandtopperformers.
skills,strengthsandpassionscomeintoplay.Even
then,highengagementonlyresultswhenindividual
self-actualizationandteamrelationshipsintersect.
Teamsthatachievethislevelareabletoaccelerate
faster,gomoremilesandspendlessgasinthepro-
cess.Forcompanies,thesehigh-performingteams
aregolden.
D[C[MB[R201623
Four dñvers of team behaviors
Therearefouressentialdriversofteambehaviorsthatrepresentthefounda-
tionofteameffectiveness.Theyare:truth,trust,beliefandvalue.
Truth:Inthiscontext,truth emanates fromknowing.Peoplearedrivento
knowthattheyarepartofsomethinggood.Strongteamshaveresonancein
theirabilityto createresults– evenfromtheirabilitytoknowwhattheydon’t
know.Lackingthisfoundationoftruth,agroupstrugglestomoveforwardlike
awheel withoutahub.
Trust:Thisessentialdriverproducesthebasisforaction.Itisanaturalhuman
behaviortotakeactionwhenatruthisknown.Everysuccessful grouprequires
trustinoneanothertobeableto createpositiveresults.Establishedthrough
actionsandwords,trustinspiresconfidence:“Iknowmysuggestions areheard
andrespected.”Trustencouragesindividualstoshareideasandinformation
withouthesitation,addressissuesthat arisein atimelymanner,andmakeafirm
commitmenttoworktowardacommongoal.
Belief:Successfulteamsbelieveinthemissionandineachother.Theyseekto
understandthesignificanceofeachindividualteammember.Theyrecognizethat
everyonebringssomethinguniquetothetable.Atthesametime,they
acknowledgetheimportanceofcombiningskillsandabilitiestoreachanintended
goalorsolveaproblem.Ateamwithoutthissharedbeliefandrespectfailsto
workasaunit,negatingthebenefitsofworkingtogetherinthefirstplace.
Value:Thisintangiblecentersaroundtheabilitytocreateresults.Knowing
thatthereisvalueinteamworkandinthefinalproductoroutcomeisaqual-
ityofeverysuccessfulteam.Teamsthatenvisiontheirworkasworthwhile
lookforwardtocreatingstrategies,settingandreachingmilestones,and
celebratingachievements.
Becauseofthe complexrelationshipamongthesefourprinciples,
eliminatingonesignificantlyimpactsteambehaviorasawhole.Ifa
companyculture,aleadershipvision,oramanager’sstyleisoverlyintenton
oneofthesefouressentialvaluesattheexpenseoftheothers,theresulting
imbalanceislikelytoresultinanunderperformingteam.Forinstance,
distrustamongteammembersreducesthechancesofbelievingin
asharedvisionandslows,orevenhalts,aprojectindefinitely.Similarly,a
commitmentbasedonfalsetruthscandevaluethefinalproductorsolu-tion
inthemindsofteammembers.Overlyfocusingonvaluecanleadthe
teaminto“analysisparalysis.”Whenthishappens,everymeetingisseen
asawasteoftimeandnothinggetsdone.Regardlessofwhichprincipleis
removed,communicationandrelationship-buildingsuffer,makingit
difficultfortheteamtoworkeffectivelyanddeliverresults.
The relationship between teamwork and space design
Onechallengeforarchitects,designersandtheirclientsistounderstand
howworkplacedesignfacilitatesthemanifestationofthesefourprinciples.Just
asawitnessstandinacourtroomsymbolizestruth,classicaldesignelements,
suchasGreekcolumns,representtrustinfinancialinstitutions.Similarly,rich
25. Brady Mick is an architect and design
strategist for Cincinnati, Ohio-based
BHDPArchitecture.
F E AT U R E A R T I C L E
symbolsandiconsembodybeliefinreligiousinstitutions.
But,therearenouniversaldesignsinbusinessthatelicit
similarreactions.
Therealityis:whenitcomestodesigningworkspaces,
onesizedoesnotfitall.However,therearesomeelements
thatgoalongwaytosupportingandencouragingteam-
work.Forinstance,whendesigningfortrust,thereare
threeprinciplestokeepinmind.
1. Buildingrelationships.Createworkplacesthat
encouragepeopleatworktolearntogether,getto
knowoneanother,anddevelopasenseofteam.
2. Offeringchoice.Providediverseworksettingsthat
allowpeopletoself-regulatetheirtimeaccordingto
theirspecificworkneeds.
3. Grantingcontrol.Clearlydefinethepurposeofde-
signedworkareas–suchas“containedteamspace”
forownedworkzonesand“matrixedteamspaces”
forsharedworkareas–toeliminateconfusion,
therebypermittingsmootherworkflow.
Inaddition,otherdesignconsiderationscanprovidethe
environmentnecessaryforeffectiveteamwork.For
example,activitysettingssuchashuddlerooms,stand-up
barsandsoftseatingintheroundallowsmallergroupsto
splitofffromthelargerteamandworkindependentlywhen
needed.Mobileequipmentwithinactivitysettings,suchasa
whiteboardonwheels,providesameanstoformulateideas
andsharethemwiththeentireteamwhentheyregroup.
Suchdesignelementscaninspirethecreativecomplexityof
peopleworkingfrompositionsoftrust,truthandbelief,
improvescommunication,andworksequallywellwithboth
in-houseandremoteteams.Designactivitysettingswith
multipletechnologysolutionstoenablechoice,autonomy
andrelationships.
Engagement, performance and evolution of work
If current publicized measures of engagement (or lack
ofit) arecorrect,then acrisis oftruth,trust,beliefandvalue
is apparent in teams at work. While business leaders
recognize the role of high-performing teams and their
contributions to achieving corporate goals, it is the role of
designers and architects to create the environments where
teams flourish. In the process, they face thetask of provid-
ing a workspace with the tools and technology necessary
to meet individual preferences of people and the
fundamental needs of the team as a whole. This can be a
daunting chal-lenge as people come and go, and group
dynamicschangeovertime.
Asthenatureofworkcontinuestoevolve,keepingup
withthechangesnecessarytostaycompetitivemightseem
overwhelming,especiallywhenitcomestoworkplaceenvi-
ronments.Butitdoesn’thavetobethiswayforcompanies
thatstrategicallydesigntheworkplacetoengendertruth,
trust,beliefandvalue.Designingwiththesefourkeyprinci-
palsattheforefrontofworkplacewillfosterteamworkthat
leadstoinnovation,providingacompetitiveadvantagefor
theorganizationandthepotentialtoeffectivelycharttheir
organization’sidealfuture.
24D[C[MB[R2016
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27. F E AT U R E A R T I C L E
Spotlight on lease accounting:
Actnowon newFASBstandards
byToddP.Anderson
OnFebruary25,2016,theFinancialAccountingStandardsBoard
(FASB)releasedTopic842,whichdefinesthenewstandardthat
requiresthatallleasesberecordedonthebalancesheetasa“right-of-
use”assetandleaseliability.Thisnewstandardiseffectiveforthefirst
accountingperiodafterDecember15,2018.Thiswillapplytopublicly
tradedcorporations,not-for-profitentitiesthathaveissuedaconduit
bond,oracompanywithanemployeebenefitsplanthatfilesfinancial
statementswiththeUnitedStatesSecuritiesandExchangeCommission
(SEC).
The SEC estimates there are over $3.3 trillion of operating lease
liabilities that do not show up on any balance sheet. For some com-
panies,thischangewill addtensofbillionsofdollarstotheirbalance
sheetsand canbeover100%oftheliabilitiescurrentlyrepresented.
2019istwoyearsaway.Twoyearsmayseemlikealongtimebut
companiesarerequiredtoprovidetwocomparisonyearsofstatements
toshowreadersoffinancialreportswhattheimpactwouldhavebeento
thefinancialstatementshadthenewstandardbeenineffect.That means
that2017isthefirstyearthenewcalculationswillhavetobemade–
andthatisright aroundthecorner.
Howhardcouldthisbe?
Allthatis requiredistopresent-valuethe lease-paymentobligation
andaddit totheassetsandliabilitiesonthebalancesheet.
Thediscountratemustbedeterminedforthepresent-valuecalcula-
tion.Topic842requiresthe“rateimplicitinthelease”tobeused,which
is,ineffect,thelandlord’sprofit.Goodluck.Iftheimplicit ratecannot
be“readilydetermined,”thenthedefaultrateisdefinedasthelessee’s
“incrementalborrowingrate.”
The“entityshallidentifytheseparateleasecomponentswithinthe
contract.” In real estateterms,onlytheNNNrentistobeconsideredin
thepresent-valuecalculation,“lessanyleaseincentivespaidorpayable
tothelessee.”What real estateterminologywould categorizeas
operatingexpensesorcommon-areamaintenancecharges are
considered“goodsand services,” andacomponentof rentnot tobe
includedonthebalancesheetbut tobeexpensedon theincome
statementbecausethesearedelivered separatelytothelessee.
Furthermore,taxesand insurance arenoteven considereda
componentofrent,and shouldnotbeincluded,asthesearelandlord
expensesregardless ofwhetherthereis alesseeornot.Asapractical
expedient, “lessee may makeanaccountingpolicyelectionbyclassof
underlyingassetnotto separateleasecomponents fromnon-lease
components.”Ifthis electionis madethenlesseewouldtreat thegross
lease as asingleleasecost andpresent-value theentire amount.This,of
course, wouldhavethe resultingimpactofincreasingthelease liability
as much as30percenttothedetrimentofthebalancesheet.
Anyvariablelease-payment adjustments“thatdependonanindex
or arate (suchastheConsumerPriceIndexor amarketinterestrate)”
shouldbeincludedinthepresent-value calculationattheknownrates
at thetimeoflease commencementdate.
Theconsideration ofanyoptionto extendtheleaseorpurchasethe
buildingaretobeincludedifthelesseeis“reasonablycertainto
exercise that option.”Reasonablycertainisahighthresholdbutis
furtherqualifiedby“all economicfactors relevant to that assessment–
contract-based,asset-based,market-basedandentity-based.”These
factorsincludesignificantleaseholdimprovements,negotiatingcosts,
relocation costs, restorationcostsandtheimportanceoftheunderlying
asset tothelessee’soperations.Thepractical considerationstobecon-
cernedwithassessingare1)thepercentageoftimes options havebeen
exercisedthroughouttheportfolio,2)thetypicaldurationthatoffices
are atthesameaddress, and3)thetenant-improvement amortization
period (don’t amortizeovertheoptionperiodifit isnot “reasonably
certain”tobe exercised).
Mid-termmodificationshavetwodifferentimpacts.Ifalessee
determinestoextendtheleaseinthesamespaceduringtheoriginal
termofthelease,thenarecalculationisrequiredtore-measurethelease
liabilityonthebasisofthenewremaininglease.Ifduringthetermof
theleasethelesseemodifiesthetermstoexpandtheleasedpremises,
the“lesseeaccountsforthemodificationasanewcontract,separate
fromtheoriginalcontract.”
Financeoroperatinglease
FASBhasmaintainedthetwocategoriesofleasessimilartothe
definitionsofFAS13.Ifaleasemeetsanyofthefollowingcriteria(Topic
842:842-10-25-2),itisdeterminedtobeaTypeAfinancelease.When
noneofthecriteriabelowaremet,thentheleaseisclassifiedasaTypeB
operatinglease.(TheInternationalAccountingStandardsBoard[IASB]
madethelast-minutedecisionnottoincludetheTypeBoperatinglease
classificationinIFRS16andhaveonlytheTypeAfinancelease
classificationforallleases.)
a.Lease transfersownership at theend of theleaseterm
b.Optiontopurchase is reasonably certain
c.Theleasetermis forthemajorpart oftheremainingeconomiclifeof
theasset
d.Thepresentvalueoftheleasepaymentsexceedssubstantiallyallof
thefairmarketvalueoftheasset
e.Theassetisofa specialized nature
Ontheincomestatement,thecashrenttothelandlordmaybeastepped
rentoverthetermofthelease.IntheTypeAfinancelease,how-ever,the
incomestatementexpenseisnotthecashrentamountbuttheright-of-use
assetamortizationplustheliabilityinterest,whichisamuchgreater
expenseinthefirstpartoftheleasetermthanthecashrentuntiltheinterest
expensedeclinesbelowtheassetamortizationamountin
26D[C[MB[R2016
28. Unintendedconsequencesthe lastpartof theleaseterm. TheTypeBoperating lease,however, is
financiallyengineeredtobeastraight-lineexpenseusinga“balancing
figure,” whichis theresult of the single leasecostexpense less the Theselease-accountingchangesareunlikelytomateriallychangeany
liabilityinterest amount (see chart1). company’sreal estate portfoliobalanceofownedandleasedproperties
On the balance sheet, both the right-of-use asset and the lease or thelengthof lease term. Companieshold real estate forthe needsit
liabilitymust be fullyamortized bytheendof thelease term.Thelease serves to thebusiness andnot forinvestment purposes. Decisionsare
liabilityreducesbytheprinciplepaymentsexactlythesame in both types made basedon expecteddurationofuse andanticipatedflexibilityin
ofleases.But theright-of-useasset amortizeson astraight-linebasis size. Theexceptionsare likelytooccurwhenthedurationoflease is
fortheTypeAfinanceleaseandbythebalancingamountfortheTypeB longerthan normal,the extent oftenant improvements necessaryare
operatinglease. Theresultisa negativeimpact toshareholders’equity more extensiveandspecialized,or acompanyhasanexcessamountof
in the first partoftheleaseuntil the amortization amount is lessthan the
interest amount (seechart2).
cash. In these circumstances, a companyis likelytobuythe real estate
withcash, therebyhavingno impact ontotal assets or liabilities.
Strata real estate is a term used when a companybuys a partial interest
IncomeStatementImpact inalargerbuildingthantheyoccupy.Thisiscommoninplacesaround
$25billiondevelopmentbyRelatedCompaniesandOxfordProperties
Grouphasalreadysoldseveralowner-occupiedofficecondodealsto
Anotherunintended consequence will be an increasein shorter-term
Manycompanies aregoingtobeshocked bytheamountofliabilities
BalanceSheetImpact
going to ask the simple question, “Can this liability be smaller?” The
answer is universally, “Yes.” Occupancy utilization in office space for
virtuallyallcompaniesisless than70% measuredbythe amount of time
30%inefficiency?Ifacompanyhasa50-million-square-foot(4.64-mil-
The time isnow; 2019ishere. Finance, realestate and leaseadmin-
Are youpreparedforthespotlight?
ToddP. Anderson, MCR, SLCR, CAS, is executive
managing director for Global Corporate Services at
Newmark Grubb Knight Frank and a “Top Rated”
facultymember of CoreNet Global’s Professional
DevelopmentProgram.
D[C[MB[R201627
29. SPECIAL ADVER T I S I N G S E C T I O N
SPECIAL ADVERTISING SECTION / CBRE
30. 3 8 % 4 3 %
SPECIAL ADVERTISING SECTION / CBRE
S P E C I A L A D V E R T I S I N G S E C T I O N
A CBRE Thought Series
ALIGNING THE WORKFORCE AND THE WORKPLACE
31. “When we talk about
designing a total work
experience, we’re talking
about much
more than space.”
SPECIAL ADVERTISING SECTION / CBRE
SPECIAL ADVER T I S I N G S E C T I O N
A CBRE Thought Series
DESIGNING THE WORKPLACE EXPERIENCE
33. “The C-suite will use the physical real estate to help
drive cultural transformation. So this issue has
impact beyond the individual property and portfolio
and includes the individual employees
that occupy the space.”
CEO of Global Workplace Solutions, CBRE
—Bill Concannon,
SPECIAL ADVER T I S I N G S E C T I O N
A CBRE Thought Series
BUILDING COMPETITIVE ADVANTAGE
SPECIAL ADVERTISING SECTION / CBRE
34. F E AT U R E A R T I C L E
Focusing onthewhite spaces
byChrisMoriarty
Iwant to brieflytalk to you about AbrahamWald. In the
mid-1930s Wald had completed his studies at the
Universityof Vienna; his talent for mathematics was
–theonesthatcameback.Therealinsightwouldcomefrom
theonesthathadn’treturned,theonesthatdidn’tsurvive
anattack.Withthatinmind,hededucedthatasinglebullet
evidentfromaveryearlyage.Followinganappointmentat totheenginewasfatal,asnoneofthereturningplaneshad
theAustrianInstituteofEconomicResearch,Waldfoundhim-
selfearningafellowshipofferfromCowlesCommission,an
economicinstituteinColoradoSprings,Colorado.Reluctantto
moveatfirst,thesubsequentconqueringofAustriabythe
one.Andthat’swheretheyreinforcedthearmour.Therestis
history,literally.
Whatdoyoufocuson?
NazispromptedWaldtotaketheofferandsoonhewasflying
overtheU.S.However,asheputthousandsofmilesbetween Whenyou’relookingatyourrealestateandworkplace-
himselfandtheconflictthatfollowed,hisimpactonthewar performancedata,whatareyoulookingat–thereddotsor
wassignificant.
Wald found himself becoming part of the Statistical
ResearchGroup(SRG),aclassifiedprogrammebringing
thewhitespaces?You’vegottoensurethatyouhavetotal
clarityonwhatquestionyou’reasking.
Unfortunately,thereddotsforthoseworkingin CREis
togetherthegreatestmindsatthetimetogaincompetitive oftencost.Organisationsareobsessedwithitandforgood
advantageinthewarthroughthepowerofmathematicsand reason,particularlysosoonafteraglobalrecessionand
analysis.AttheirbaseatColumbiaUniversity,groupswould recenteventsinEuropethathavebroughtbackalevelof
assessoptimumcalculationsforthearcthatafightershould uncertainty.Sooften,facility-management(FM)budgetsare
followtokeepanenemyinitssightsrightthroughtostrategic squeezedsomuchyetmoreisexpectedofthem,adynamic
bombingpatternsandammunitionstrategies. thatcannotbesustained.
Aspartofthiswork,theSRGandWaldweresetthetask So,ifthereddotsarecosts,thecruciallessonwecan
ofassessingdamagetoplanesthathadcomeback.The learnfromWaldistotryandunderstandwhatthewhite
militarywantedtoreinforcethearmourbuttoomuchwould spacesare.ForLeesman,it’svalue;it’ssomethingthatisso
severelyimpactthemanoeuvrabilityoftheirfighters;so,the
challengewastodiscoverthebalance.They’ddecidedthey
neededsomedatatomakeadecisiononwherebestreinforce
theaircrafttolimittheweightgainandstartedtomapwhere
thebulletholeswereonreturningplanes.Theythenhanded
thisdataovertotheSRG.
Whatthedatashowedwasthatthedamagewasnot
oftenbypassedwhenwetalkaboutthespacesweprovideour
peopletoworkinbecause,toooften,thecostconversation
comesoutontop.Sowhatifwecouldquantifythatvalue?
Whatifwecouldmeasurethevaluecontributionthatwork-
placeismakingtoorganisationalperformance?
spreadacrosstheplanebutfocusedonthefuselage,avoiding
theenginesalltogether;reinforcingtheseareasseemedthe
In2010,that’swhattheteamatLeesmansetouttodo:
createawhollyindependentbenchmarkingtoolthatcould
measuretheeffectivenessofworkspacebasedontheviewsof
theemployee.Andforsixyears,we’vedonenothingelse,
amassingadatabaseofresponsesfromover190,000employ-
eesworldwideinover1,650buildings.TheLeesmanIndex
isnowthelargestdatabaseofitskind,allowingworkplace,
corporatereal estate(CRE)andFMprofessionals to access
datathatcanhelpinformtheirworkplacestrategies.
Attheheartofoursurveyisasimplequestiononpro-
ductivity:“Doyouagreeordisagreethatthedesignofyour
workplaceenablesyoutoworkproductively?”Toooften
wegetcarriedawaywithtryingtomeasurethe‘p’word.
32D[C[MB[R2016
36. perform14percentagepointshigherthanthoseinopen-planenvironments
withafixeddesk(66percentvs.52percent).
Thereisanothergroupthough,agroupwhoareinanopen-planenvi-
ronmentanddon’thaveanallocateddesk;thisisagainbecomingpopular
asorganisationssniffacost-savingopportunity.Ifyousplitthislastgroup
bythosethat aren’tprovidedworkspace–oraredissatisfiedwiththelevel
ofvarietyofworkspaceprovided–versusthosethat areprovidedwork-
space,youseeastaggeringdifference.Inthefirstgroup,only30percentof
respondentsagreethattheirworkplaceenablesthemtoworkproductively;
thesecondgroupseesthatnumberjumpto74percent,withtheonly
differencebeingthechoiceofspace.
Data-driven insights
TheaboveissimplyafewpointsdrawnoutofourIndexandevery
organisationisdifferentandmustmapitsownpath.Andwhilstinstinct,
experienceandinsightarestillthemajordriversarounddecision-making,
andrightlyso,theyhavetobeunderpinnedbydata.Sotaketheabove,
createyourowndata,but,aboveall,rememberWaldandmakesureyou’re
lookingintherightplaces.
34DECEMBER2016
The number of activities performed in a single day has more influence
on workplace requirements than do demographic factors alone.
ChrisMoriartyismanagingdirectorintheU.K.and
IrelandforLeesman.
F E AT U R E A R T I C L E
driversandleversforcreatingspacethatworks? InSeptember2015,we
launchedour100,000DataReportlookingatthedataofourfirst100,000
respondents.Whatdidittellus?
1. Forget about millennials; focus on activity complexity.
Thereissomuchhypearoundcreatingworkspacesforthemillen-nial
employee.Ourdatashowthattheassertionbymanythattheyarethe
biggestdriveraroundthechangingworkplaceisnotonlyincorrectbut
dangerouslymisleading.
Whensurveyingemployees,wefindthattheunder-25’sarethemost
satisfiedwiththeirworkplace,scoringanaverageof66.0Lmi(anab-
breviationofLeesmanIndexscore,ourbenchmarkratingscaleof0-100
thatmeasuresoveralleffectiveness),comparedtoallotheragegroupsthat
score60.0orbelow.Whyisthat?Beforethisreport,weputitdownto
someoneofthatagebeinghappythattheyhaveajobandperhapsoverthe
moonthatthey’vebeengivenalaptopandaccesstofreecoffee.
Theactual cause,however,ismuchmorequantifiable.Theyhave
simplerjobs.Weknowthisbylookingatthesegroupstoseehowmany
activitiesindividualsselect whenpresentedwithourstandard21activities.
Some70percentofthoseunder25selectlessthantenactivities,compared
totheircolleaguesinthe35-44agebracket,for
whomthenumberdropsto53percent.The
youngerpeopleintheofficetendtohave
simplerjobssosimplyhavingadeskandaccess
tothecomputerandaphoneticksmostofthe
boxes.Whenyouaskthemwhethertheyhave
everythingtheyneedtodotheirjob,theanswer
isusuallyyes.
Theproblemscomewhenwestartdevelop-
ingourcareerandwithitcomemoreresponsi-
bilities;thenumberofactivitiesconductedona
typicaldayincreases.Infact,46percentofour
databaseselectsmorethantenactivitiesaspartof
theirday-to-dayrole,sosuddenlythedesk,
computerandphonecanonlysupportpartof
that.Therestbecomesdifficultaswelookfor
alternatespacethatsuitsthetaskathand.And
that’swherewetendtofail.Thisisn’tgenera-
tional;thishastodowithcareerstagemorethan
anything,butultimatelycomesdowntothe
numberofactivitiesemployeescarryoutinatypicalday.
Doyouknowyournumber?
2. Openplan performspoorly, butnotalways.
Probablynotwhatyouwantedtoheargiventhatsomanyorganisations
have,oratleastplantoembrace,theopen-planmovement,butthereremains
alotofcynicismtowardshoweffectivethesespacesare–andwithgood
reason.Whenwelookedathowdifferentworksettingsperformwhenthe
respondentansweredourproductivityquestion,weseeprivateoffices
37. THIS IS
YOUR CHANCE!
of members
indicate they
are likely to
recommend membership
in CoreNet Global.
CORENET CoreConnect
G L O B A L B u i l d i n g O u r G l o b a l N e t w o r k T o g e t h e r
You know the benefit of having access to our global network
of 9,500+ members... the connections... the resources... the
knowledge you are able to tap... and the supportive
networking that enable you to be an even more effective
corporate real estate (CRE) professional.
Enrich your experience and that of all CoreNet
Global members. Add the colleagues you trust and
respect to your CoreNet Global network.
Particípate in our new
member referral program:
CoreConnect!
belongtocorenetglobal.org/CoreConnectLeader
When they join, we all win
New ideas, new knowledge, new experts, new best practices and a stronger presence for all of
CoreNet Global's membership. And there's more! If a colleague that you refer joins CoreNet Global,
we will enter both of you in our quarterly CoreConnect drawing for a special prize.
38. CoreNetGlobalYoungLeaderoftheYear
AWARD WINNER
JonDandurand,MCR
Director,BusinessDevelopment,
CorporateEnvironments
JEDunnConstruction
CoreNetGlobalKansasCityChapter
H.GordonWyllie,MCR,
Young Leader
of the Year
Alreadyinhiscareer,Jon
Dandurandhasworkedfortwo
Fortune100companiesandoneof
thelargestprivatecompaniesinthe
UnitedStates.Inlessthanthree
yearsasTransactionManagerat
BankofAmerica,Jonexecuted37
transactionsformorethan2.1
millionsquarefeet(195,096sq.
m.),deliveringover$14millionin
savingstothecompany.
AlsoatBankofAmerica,Jon
ledaSixSigmateamtoshortenthe
vendor-paymenttimeframebyan
astounding97percent,helpingthe
companygofromhavingoneof
theworstreputationsforclient
paymentstobest-in-class.In
JoncurrentlyservesasChairoftheCoreNetGlobalKansasCityChapter.
CoreNetGlobalpresenteditsinauguralH.GordonWyllie,MCRYoung
LeaderoftheYearAwardatitsGlobalSummitinPhiladelphiain
October.FormerChairmenMattCullen,MCR.h,RockVentures,and
LeeUtke,MCR,WhirlpoolCorp.,presentedtheawardalongwithCEO
AngelaCainandtheWylliefamily,includingwifeHelen(Sis),sonStuart
Wyllie,daughterNancyMuellerandgranddaughterLauraWyllie.The
awardhonoredWyllie’slegacyofmentoringyoungleadersinthe
corporaterealestateprofession.
36D[C[MB[R2016
39. Scott Barras
RegionalHeadofProperty,
AfricaandtheMiddleEast
StandardCharteredBank
CoreNetGlobalMiddleEastChapter
AWARD FINALISTS
CoreNetGlobalYoungLeaderoftheYear
H.Gordon Wyllie, MCR YoungLeader ofthe Yearaward
H.GordonWyllie,MCR,wasafoundingmember,chairman,andCEOof
NACOREInternational,apredecessororganizationthatintegratedwiththe
InternationalDevelopmentResearchCouncil(IDRC)toformCoreNetGlobalin
2002.HepassedawayinJuly2016.CoreNetGlobalisproudtonameitsnew
YoungLeaderoftheYearawardinhonorofthisvisionaryleader.
D[C[MB[R201637
Dane Larsen
DirectorofPortfolioPlanning
CBRE
CoreNetGlobalWashingtonStateChapter
Basedin
Dubaifor10years,ScottBarrashasbeenwithStandardCharteredBankformorethanfive.He
hasfullaccountabilityacross25countriesfor152full-timerealestateprofessionalsthroughout
almost600propertiestotaling3.2millionsquarefeet(297,000sq.m.).
Amongtheachievementscontributingtohissuccess arethemanagementofrelocationsandthe
optimizationofprocesses,frompropertyportfoliostovendorcontracts,aswellasthedeliveryof
real estateprojectsacrosstheregion,suchastheStandardCharteredTowerinDubai,oneofthe
firstgenuinebuild-to-suitcorporateofficebuildingsintheMiddleEast.
AstheglobalchairmanofSCB’sSocietyEngagementCouncil,healsohasdriventheproperty
function’svolunteeringagendaworldwideandpromotedengagementamongpropertyemployees
forthebank’scorporatesocialresponsibilityprogram.
ScottholdsaBAinhistoryfromLiverpoolUniversityandanMScinSurveyingfromtheUniversity
ofReading.HecurrentlyispursuinghisMCR.
“Feworganizationswillhavetheimpactacrosssomanychallengingmarketsin
AfricaandtheMiddleEastthanarebeingdrivenbythepropertyteamunderScott’s
stewardship.”
SeanHeckford
Chair,CoreNetGlobalMiddleEastChapter
DaneLarsenisaleaderonCBRE’sMicrosoftteamthatdeliversportfolio-planningservicesfor
theclientinPugetSound.Forthepastfouryears,hehascontinuouslyevolvedandimprovedspace
planningfortheMicrosoftPugetSoundportfolio.
Thispastyear,usingaMicrosofttechnologyplatformforautomationandprocesssimplification,
Daneandhisteamdrovesignificantefficienciesintotheannualplanningprocess.Whatpreviously
tooksixmonthstocompletehasnowbeenstreamlinedtoafour-tosix-weekprocess.Theresult:a
completeportfolioplan(coveringover13millionsquarefeet[1.2millionsq.m.]ofspace)aligning
realestatestrategywitheachMicrosoftbusinessgroupanditsproductobjectives,alongwith
fluctuatingdemandfactors,tooptimizetheuseofspace.
Dane,whoholdsaBachelorofPsychologyfromSeattleUniversity,alsohasimplementeda
competencymatrixforhisteam.Thismatrixmapsouteveryrolewithintheteam,fromsenior
leadershiptoentry-levelpositions,andthecoretalentcompetenciesneededforeach.Thisgivesall
employeesvisibilitytotheirareasoffocusanddevelopmentinordertogrowtheircareers.
“Daneisanintegralpartofthesuccessofourportfolioplanningandmanagement.Heis
a trusted partner who has repeatedly demonstrated his ability to provide solutions for
complexbusinessneeds.”
JenniferBeatty
SeniorPlanningandAccountManager,
MicrosoftRealEstateandFacilities
40. CoreNet Global Young Leader of the Year
AWARD NOMINEES
Nadira Akbari
VicePresident
AvisonYoung
NorthernCaliforniaChapter
RobinCAbbate
Partner
ReidandReige,PC
Connecticut/WestchesterChapter
Grit Henoch
GlobalAccountDirectorAPAC
Interface
SingaporeChapter
JimmyGreeneReal
EstateManagerBP
Ameñca,Inc.
HoustonChapter
Janlo de los Reyes Yogesh Arvind Shevade
Manager, Research & Consultancy Deputy General Manager II
Cushman & Wakefield JohnDeere IndiaPvt Ltd.
Philippines Chapter India Chapter
38D[C[MB[R2016
42. SPECIALADVERTISINGSECTION
SPECIAL ADVER T I S I N G S E C T I O N
Many firms outsource activities and jobs unrelated to core
competencies. The information technology, human resources and
finance industries, just to name a few, have been handing off tasks
and activities to outside sources for years. The commercial real
estate industry has also benefitted from outsourcing. Many
corporates, even those with in-house real estate departments, hire
real estate firms or knowledgeable experts to buy, sell, construct
and manage assets.
Though outsourcing has improved the quality and cost effectiveness
of real estate service delivery, it has been primarily delivered using a
labor transfer model. With this model, individuals performing the
service, whether in-house employees or an incumbent outsource
provider’s staff, transfer to the new outsource provider, where they
generally perform the same services. Corporates end up with
experienced CRE account managers, scale (which helps save costs)
and specific technologies to boost productivity. Still, significant
opportunity exists to further improve productivity across the entire
real estate cycle.
As such, Cushman & Wakefield is incorporating business process
outsourcing (BPO) into solutions to boost client service and results.
BPO involves contracting specific business tasks to a third-party
service provider. Usually, BPO is implemented as a cost-saving
measure for tasks a company requires, but does not depend upon,
to maintain marketplace position.
CLIENTS DRIVE TRENDS, TRENDS DRIVE OUTSOURCING
Most business industries aren’t the same as they were 20, or even 10 years
ago. This has been especially true for the commercial real estate sector.
Client requirements have led the industry to consolidation, regionalization,
integration – and the increased use of technology and data.
COMPETITIVE CONSOLIDATION, BOOSTING SCALE REGIONALIZATION/GLOBALIZATION, FOOTPRINT
SPECIAL ADVERTISING SECTION / CUSHMAN & WAKEFIELD
EXPANSION
Many well-known CRE firms have been consolidating,
and reconsolidating during the past two decades.
They’ve also undergone brand name changes and
repositioning. Cushman & Wakefield has been no
exception, especially in its recent merger with DTZ.
Facilities and project management firms such as
Brookfield Asset Management, Mitie Group plc and
ENGIE (formerly GDF Suez) are also acquiring and
merging with different firms. Industry mergers,
acquisitions and consolidations lead to scale, as
evidenced in the commercial real estate industry, in
which firms can offer a full suite of products and
services to clients.
Consolidations also broaden geographic footprints.
The Cushman & Wakefield/DTZ merger, for example,
established a truly global presence, and strengthened
numerous markets to industry-leading positions. This
trend has been of enormous benefit to clients. Say, for
example, a U.S. client has commercial real estate
holdings in Singapore. If the client’s CRE provider has
a broad presence in Singapore from consolidation, the
client can leverage provider capabilities, such as asset
or facilities management, in a country on the other
side of the globe.
43. BETTER EFFICIENCIES THROUGH CREATIVE OUTSOURCING
Though CRE activities have been outsourced for
the better part of 20 years, the industry lags
behind others when it comes to BPO. Workflow
automation and standardization could use
improvement, while successful BPO requires
centralization and technology adaptation.
Cushman & Wakefield is taking business process
outsourcing to the next level by driving
increased consistency through data and process
standardization, gaining more leverage from key
activity centralization and focusing on growing
Portfolio Service Centers. Taking such steps
helps corporates maintain a focus on core
competencies, rather than real estate, and
achieve more benefits.
SPECIAL ADVER T I S I N G S E C T I O N
SPECIAL ADVERTISING SECTION
INTEGRATION : THE “ONE-STOP” SHOP BEYOND THE TRENDS
CRE firms today are expected to provide advice
and service across the real estate lifecycle,
including portfolio and workplace strategy, site
acquisition and disposition, construction and
project management, facilities and occupancy
management, and lease management.
Consolidation has helped build more effective
CRE companies that can provide corporates with
one-stop experiences.
TECHNOLOGY, BOOSTING PRODUCTIVITY,
EMBRACING BIG DATA
Corporates rely on data for quality decisions.
Market trends, rental rates and construction costs
are important for CRE strategy development. CRE
data also focus on issues ranging from space
utilization, to traffic counts, to labor availability.
Such data can even delve into employee
productivity and engagement.
It’s important for the CRE firm
to analyze and package raw
data into insights,
recommendations and options,
providing the necessary tools
and information for the client
to take appropriate action.
While commercial real estate and facilities
management companies are making significant
investments in technology and analytics, many
technology-oriented firms are entering the real
estate and facilities space, with an aim to increase
the productivity and automation of industry
activities.
In this Center, client-dedicated teams provide
integrated service delivery. A team might contain
portfolio strategists, transaction managers, project
managers and lease administrators, all dedicated
to a specific client, and overseen by an Account
Manager. If the client needs something done
within the portfolio, he or she works with the
Account Manager, who funnels the request to the
appropriate team member. Team members are
cross-trained for a better understanding of, and
commitment to, efficient service delivery. The
Portfolio Services Center enables Cushman &
Wakefield to:
Integrate service delivery and combine
strategic and tactical elements to
produce superior results for clients, by
incorporating key strategic capabilities
in day-to-day delivery.
Provide portfolio strategy reviews with
transaction management services.
Incorporate workplace strategy and
analysis into CRE planning and
construction design.
Mine and analyze a client’s data to
provide better intelligence to support
decision making.
To meet client needs, Cushman & Wakefield has
consolidated, broadened its global foot print,
integrated and focused on technology adaptation.
But successful BPO also involves centralization as
well. Cushman & Wakefield’s Portfolio Services
Center in St. Louis addresses centralization.
SPECIAL ADVERTISING SECTION / CUSHMAN & WAKEFIELD
44. ThisarticleiscondensedfromourrecentTheFutureofCorporateRealEstatereport,authoredbyBethMattson-Teig
and Keith Pierce. The report, intended to place the future of corporate real estate in the context of the broader
business environment,presented the key findings of a year-long project in partnership with CoreNet Global’sGold
StrategicPartners.Theeffortwouldnothavebeenpossiblewithoutthecollaboration,cooperation,andpartici-pation
ofthefollowingPartners:CBRE,Deloitte,ISS,JLL,NewmarkGrubbKnightFrank,Sodexo,andSteelcase.
42D[C[MB[R2016
F E AT U R E A R T I C L E
