2A — November 25 - December 8, 2016 — M id A tlantic
Real Estate Journal
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American Architectural Window & Door.................1B AW Meyer. ...............................................................17A Azarian Realty Co.. .............................................. BC-C Bennett Williams.......................................................6C Blau & Berg Co..........................................................7A Brubacher. ...............................................................20B Capitol Aerials...........................................................2B Capstan Tax Strategies.............................................8A CCIM..........................................................................1A Colliers International..............................................17A Crystal Window & Door............................................7B Design Point.............................................................12B Earth Engineering...................................................13B Elias B. Cohen...........................................................4B Environmental Systems..........................................17A EPGP..........................................................................8B Foliage Design Systems. .........................................18B Fowler. ....................................................................... 27 Gerard Construction Corp.. ......................................9C Green Partners........................................................22B GREYHAWK............................................................10A Hillcrest Paving & Excavating...............................17A Hillmann Consulting...............................................10C Holt Construction....................................................10B IBS..............................................................................5B Investors Real Estate Agency.................................17A IREM........................................................................29B Kaplin Stewart. .........................................................6A Kay Commercial Realty. .................................. 17A, 3C Keystruct..................................................................15B LF Driscoll. ..............................................................14B M. Miller & Son.........................................................3B March Associates Construction, Inc.........................7C Marcus & Millichap......................................17A, BC-A Meridian Capital Grou..............................................9A NAI Summit.............................................................17A Nassimi Realty. ..................................................... IC-C Nave Newell...............................................................5C NorthMarq.................................................................3A P. Cooper Roofing. ................................................ BC-B PCS...........................................................................23B Poskanzer Skott Architects.....................................11B Proverb.....................................................................13A Quality 1st Contracting. .........................................11A RD Management................................................ 14-15C Ripco Real Estate. ...................................................11C SBS...........................................................................25B Silbert Realty.............................................................2C Spoken and Written Words.....................................17A Stark & Stark............................................................8C Stout & Caldwell. .................................................. IC-B Structure Tone.........................................................16B Subway.......................................................................4C Tantum.....................................................................17A The Goldstein Group.................................................1C Total Cleaning...........................................................2B Waters Retail Group. ..........................................IBC-C MA REJ A dvertisers D irectory
M id A tlantic Real Estate Journal
M id A tlantic R eal E state J ournal Publisher .................................................................Linda Christman Publisher ....................................................................Joe Christman Senior Editor/Graphic Artist ..................................... Karen Vachon Production Assistant/Graphic Artist ............................... Julie King Associate Publisher ....................................................... Kim Brunet Associate Publisher .............................................. Barbara Holyoke Associate Publisher .....................................................Steve Kelley Office Manager .........................................................Joanne Gavaza Mid Atlantic R eal E state J ournal ~ Published Semi-Monthly Periodicals postage paid at Rockland, Massachusetts and additional mailing offices Postmaster send address change to: Mid Atlantic Real Estate Journal, 312 Market St. Rockand, MA 02370 USPS #22-358 | Vol. 28 Issue 22 Subscription rates: $99 - one year, $198 - two years, $4 - single copy REPORT AN ERROR IMMEDIATELY MARE Journal will not be responsible for more than one incorrect insertion Toll-Free: (800) 584-1062 | MA: (781) 871-5298 | Fax: (781) 871-5299 www.marejournal.com
Jim Wilson
Real estate increasingly seen as a “catalyst for change” when it comes to operating and workplace efficiencies ortfolio optimization, smart technology, and workplace strategy are becoming staples on the agen- da in board rooms across the globe as C-suite executives increasingly look to real es- tate as a catalyst for change, according to a new paper from CBRE Group, Inc. In the third paper in a thought lead- ership series on workplace performance, CBRE examines how real estate optimization is influencing all aspects of business strategy in today’s global economy. “There is a strong correla- tion between a client’s work environment and the C-suite’s view of workplace relative to its contribution to achiev- ing primary business goals and objectives,” said Jim Wilson , Americas chief ex- ecutive officer for CBRE’s Global Workplace Solutions business. “Creating highly productive and transforma- tional environments across a portfolio involves a significant amount of capital as well as change management, which, by definition, requires a fully engaged and supportive C- suite.” In CBRE’s latest Global Occupier Survey, 46% of re- spondents indicated the need to improve executive-level sponsorship as a prerequisite to delivering priority goals. In order to be more effective, respondents are asking for commitments from senior leadership to make informed and bold decisions within their portfolio to support new employee-centric enterprise goals and enable productivity. “The workplace can be used to gain both operating and workforce efficiencies, and will continue to be an integral part of boardroom discussions as uncertainty in the global economy continues,” said Ju- lie Whelan , head, Americas occupier research, CBRE. The paper looks at how real estate is influencing business strategy in several core areas on the C-suite agenda: 1.Optimizing the Portfolio Managing assets and ser- vices holistically at a portfolio level is a necessary approach P
The views expressed by contributing columnists are not necessarily representative of the Mid Atlantic Real Estate Journal
to bothmaintaining cost disci- pline and achieving the high- est levels of performance. To translate business strategy into a proactive, as opposed to reactive, real estate strategy, occupiers should always be aware of specifics about the individual buildings in their portfolio—especially where their real estate is located and when they have lease expirations or breaks—to appropriately manage and ac- tion against the rent cycle. At the same time, it’s important to be able to quantify space utilization within individual buildings, and even business units within those buildings, to help inform decisions based on where the organization may be looking to grow or contract across its portfolio. Of course, achieving an op- timized real estate portfolio is only part of the discussion. The key is to maintain and build upon that success. “The role of the physical as- set is changing and growing. Today it encompasses not only property, but such broader questions as internal work flow and alternative work- place strategies. At the same time, the C-suite will use the physical real estate to help drive cultural transformation. So this issue has impact be- yond the individual property and portfolio and includes the individual employees that occupy the space,” said Bill Concannon, chief executive officer, Global Workplace So- lutions, CBRE 2.Using the Supply Chain More than ever, educated occupiers are building lean, strategically focused internal teams and partnering with third-party providers to bet- ter manage facilities and ex- penditures and optimize the value chain across their entire operating portfolios. One significant cost savings
factor for outsourced facilities management models is the supply chain. Providers bring greater scale and purchasing power to the client, manage the vendor set professionally, and introduce options to self- perform work at enhanced cost and quality. Seventy-two percent of recently surveyed Fortune 500 corporate real estate executives reported the outsourcing their facili- ties management function, indicating the trend towards this business model. “We are moving beyond tra- ditional sourcing strategies to new levels of engagement with suppliers that unlock innova- tion, quality improvements and next-generation savings strategies,” said Matt Wer- ner , president of enterprise facilities management, Global Workplace Solutions, CBRE. 3.The Evolving Role of Technology Buildings are becoming smarter. Automation systems are increasingly being used to control security, lighting, HVAC and a roster of applica- tions that address a building’s sustainability—and are mak- ing an impact on costs and oc- cupant health and well-being. The challenge, in large part, is the breakneck pace of change in both hardware and software, says Matthew Toner, managing director of the CBRE Institute. Sys- tem sensors, such as those that control the light levels, “seem to be outdated every six months. They will last, but there’s always a better one coming on the market for twice the power and half the price. How do you roll out thousands if not millions of these devices across a port- folio in a cost-effective way? The challenge is to figure out how best to accomplish those results and that cost effectiveness.” n
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