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LEARN
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www.corenetglobal.org NAME OF PAGE GROUPI NG 3
L EAR N AT COR ENET GLOBAL
Introduction: Professional Development Opportunities
Global learning paths to meet your learning needs.
2
A T C O R E N E T G L O B A L
MASTER OF COR POR ATE R EAL ESTATE (MCR )
OverviewWhy Become A Candidate?
Corporate Real Estate Finance
Enterprise Alignment
Real Estate Transactions: Impact on Corporate Financial Statements
Leadership and Strategy: Corporate Real Estate Management in Todays
Economy (MCR Capstone)
Advanced Lease Analysis
Advanced Real Estate Negotiation
Creating Corporate Value through Workplace Strategy
Creative Management through Electrons - NEW IN 2009!
Introduction to Corporate Real Estate Finance
Managing Effectively in Global Markets
Performance Management
Portfolio Disposition Strategies
Portfolio Management
Strategic Sourcing: Creating the Right Delivery Model
Sustainable Strategies: Corporate Real Estate Portfolios - NEW IN 2009!
MCR Planner
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SEN IOR L EADER OF COR POR ATE R EAL ESTATE ( SLCR )
A SALUTE TO TH E
COR POR AT IONS TH AT
SUPPOR T L EAR NING
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Overview
Change Leadership
Enterprise Program Management
Financial Leadership and Decision
Making
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Innovation at the Intersection
Leadership and Strategy
Leading Technology Issues
Positioned for Success
Project Finance and Capital
Marketing
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36TOP-R ATED
FACULTY OF
2 0 0 8
OTH ER
P R O F E S S I O N A L
D E V E L O P M E N T
OPPOR TUNIT IES
34 38
LEARN
www.corenetglobal.org TABLE OF CONTENTS 3
The Learning Team wishes
to thank our Sponsors for
their generous support. Their
participation strengthens our
ability to serve as an excellent
resource for professional
growth and development. We
greatly appreciate their kind
support and participation.
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I NTRODUCTI ON 2009 Global Learning Catalog
ADVANCE@CORENET GLOBAL
A LEARNING PORTAL TO MANAGE YOUR PROFESSIONAL DEVELOPMENT
How do you keep professional development a priority when work is competing for every minuteof your time? Advance@CoreNet Global, the learning portal, lets you manage your own professional
development needs.
PROFESSIONAL DEVELOPMENT
CUSTOMIZE YOUR OWN DEVELOPMENT PROGRAM:
Library of content (corporate real estate [CRE], business, management)
Business and CRE competencies
Learning road maps for how to reach the end state
Personal development plan that you develop and manage for what you want to accomplish
Collaboration center linking you with industry experts and peers
GLOBAL LEARNING PATHS
SENIOR LEADER OF CORPORATE REAL ESTATE (SLCR)
www.corenetglobal.org INTRODUCT ION 5
MASTER OF CORPORATE REAL ESTATE (MCR)
Now in its 26th year, the Master of Corporate Real Estate (MCR) designation has become a key
selection factor when making a hiring or promotion decision. As an MCR, you will advance your career,
receive recognition and become leaders in the industry.
The SLCR series of seminars is designed for CRE senior professionals. In a collaborative setting, the
seminars are designed to enhance your strategic approach to decision making, build leadership skills
and prepare you for the challenges of a changing world. The series leads to a certificate recognizing
you as a Senior Leader of Corporate Real Estate (SLCR). Many MCR designees take these seminars for
continuing professional development credits (CPD) and earn the certificate.
WEBINARS
Get the edge with CoreNet Globals monthly webinars with subject matter experts on CRE issues such
as business, management, leadership, workplace and sustainability. Facilitated by renowned experts,
these webinars tap into current trends, original research, best practices, new business models andcase studies.
PROFESSIONAL DEVELOPMENT OPPORTUNITIES
The CoRE Fundamentals Certificate Series, conveniently offered in an online format, is intended for
individuals new to corporate real estate. The series will be phased in starting early 2009.
CHAPTER LEARNING
TAP INTO LOCAL EXPERTISE WORLDWIDE
Whether at home or traveling within a region or abroad, be sure to check out CoreNet Globals global
network of local and regional chapters for the highest quality educational and networking venues. Not
only will you learn about regional and cultural differences, you will develop your professional network
that will last a lifetime.
CoRE Workshops, globally developed / locally tailored education sessions by industry experts
sharing best practices and case studies (also available for corporate on-site delivery)
Chapter Symposiums and Forums, one-day educational sessions
Chapter Programs, aligned with local business issues and needs
HOW TO TAKE ADVANTAGE:
Go to www.corenetglobal.org home page, select Chapters and find the one nearest to your home baseor travel itinerary. Contact the chapter leaders directly for a warm welcome.
ON-SITE CORPORATE EDUCATION PROGRAMS
CoreNet Globals education team will work with you to tailor a comprehensive education program
to meet the needs of your organization
Save on travel and reduce lost productivity with on-site delivery of selected CRE education
programs tailored for your learning needs
Take advantage of a blended learning format which combines self-study learning preparation, live,
interactive webinars, one-day classroom and follow-up sessions where participants share how they
applied what they learned.
A T C O R E N E T G L O B A L
LEARN
8/14/2019 2009 Final American GLC
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www.corenetglobal.org NAME OF PAGE GROUPI NG 7
MCR Designation Requirements
To earn the MCR designation, candidates must complete three
required seminars, two elective seminars and a required
Capstone within a five-year period from the date of your
first seminar. An assessment will be given at the end of each
seminar and a passing grade must be attained to receive credit
for the seminar. You must be a registered candidate to receive the
designation. If desired, you may take the MCR seminars without
becoming a candidate.
If you are interested in becoming a candidate, please go to
www.corenetglobal.org for the Candidacy Application Form.
Candidacy Qualifications
3 years experience in CRE and a masters degree, or
5 years experience in CRE and a bachelors degree, or
10 years experience in CRE
MASTERofCORPORATEREAL ESTATE SERIES(MCR)
CON T IN UIN G EDUCA T ION REQUIREMEN T S
Following completion of the MCR Designation Program Series, all designees are required
to participate in 50 hours of continuing education over three-year cycles and submit an
application for renewal prior to each cycles deadline. The hours spent in continuing
professional development (CPD) activities are required to maintain active status as a
designee. An MCR designee has many options to fulfill this requirement. Please visit our
website at www.corenetglobal.org.
PLEASE CONTACT:
PATRICIA PAUKSTA
Global Managerof Continuing Education
+1 706 [email protected]
For questions or counselingrelated to maintaining thedesignation
Overview
www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 7
The MCR Professional Development
Program provides essential skills that focus on urgent
and critical business issues. Become an MCR to broaden
your knowledge and deliver ever-increasing value to yourenterprise. In a peer-to-peer learning environment, led by
industry experts, you will enhance your essential managem ent
skills and obtain tools, insights and useful take-aways with
immediate applications.
The MCR designation communicates special competence
and successful experience as a CRE expert. The designation
has contributed significantly to the professionalism of CRE.
Be proactive in your career and maximize your potential within
your organization.
The MCR Professional Development Series addresses the
effective management of CRE functions from a strategic
perspective that focuses on the mission of the CRE
organization in relation to corporate goals. It is valuable
for those at the mid-management level in CRE and thosepositioning themselves for mid-management level, including
service providers. You will learn through interaction with our
highly-rated faculty who emphasize future-thinking, proven
case studies and the newest business models.
The MCR Series has a strong financial component, which
emphasizes the critical need for understanding corporate
real estates linkage to the corporate bottom line. Strategic
approaches in portfolio management, aligning real estate to
business strategy, outsourcing and partnering, technology
and workplace strategy are included in the Series.
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Candidacy Benefits
A discount per seminar taken as a candidate
of US$50 in North America or Asia, 50 in
EMEA and A$50 in Australia/New Zealand
Priority admittance to seminars
Support from the Learning staff to meeting
your professional development goals
Access to the network of professional
colleagues working towards the same goals
Why Become an MCR Candidate?
The Master of Corporate Real Estate (MCR)
series offers excellent opportunities to
improve your skills, advance your career
and be recognized for your commitment to
professional growth.
The Professional designation conveys superior
training and practical experience. The in-depth
knowledge gained can be a key advantage when
being hired for a new position or considered for
a promotion.
MCR SERI ES 2009 Global Learning Catalog
1.
The MCR next to your name communicates
professional competence and a high level of
industry knowledge to your management
and to your peers.
2.
If you plan to earn the MCR designation
certificate you must declare candidacy:3.
DID YOU KNOW?MCR STUDENTS SPEAK OUT
98% increased their professional knowledge.
97% learned new ways to improve job performance.
98% expanded their professional network.
100% plan to attend another learning seminar.
Declaring Candidacy
You may declare candidacy prior to taking your
first seminar in this Series, or at any time prior
to Series completion. Program requirements
for the MCR Series are outlined online at www.
corenetglobal.org.
Improve your ability to perform or oversee financial
analysis for corporate real estate transactions
Strengthen your ability to intelligently discuss financial
issues with the finance group or CFO
Increase capacity to develop business cases founded on
sound corporate finance principles
Identify financial risks within the corporate real estate
portfolio and develop risk mitigation strategies
Increase understanding of the financial management
process and application to corporate real estate
NOTE: Participants will be asked to do a review of basic
concepts as pre-work and to bring a laptop to class.
Intermediate familiarity with Microsoft Excel is necessary.
Case work will be done using Excel models. Participants
should be familiar with navigating worksheets, creating and
copying formulas, editing and modifying formulas.
Corporate real estate managers and directors who want to
develop a better understanding of corporate finance principles
and their application to corporate real estate decision-making
and management.
This seminar provides a comprehensive overview of
financial analysis and management in a corporate real estate
context. The seminar begins with a review of fundamental
corporate finance principles such as risk and return, cost of
capital, net present value and discount rate selection. Using
spreadsheet case studies, these concepts are applied to
the analysis of alternative lease structures, lease buyouts
and buy verses lease decisions. The real estate investors
perspective on these issues is also explored.
The concept of financial risk in a corporate real estate
context is then examined. Participants will learn how to
identify risk in corporate real estate portfolios and evaluate
its impact on shareholder value. Duration matching, a
methodology used to manage risk, will be introduced.
Corporate Real Estate Finance(MCR REQUIRED)
SEMINAR DESCRIPTION
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
28-29 JANUARY 2009
FEBRUARY 2009
4-6 MARCH 2009
25-26 APRIL 2009
21-22 MAY 2009
29-31 JULY 2009
11-12 OCTOBER 2009
24-25 NOVEMBER 2009
FRANKFURT
MELBOURNE
ORANGE COUNTY, CA
DALLAS
TOKYO
CHICAGO
LAS VEGAS
DUBAI
MCR Seminar in Tokyo, September 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 9MCR Capstone in Chicago, September 2008
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www.corenetglobal.org NAME OF PAGE GROUPI NG 11
The business of corporate real estate is the business of the
siness. Knowing the changing business environment,
e businesss core drivers and processes; and the changing
ture of work are the foundation for developing and aligning
al estate portfolio and workplace strategies with those of
e business.
o be successful, CRE executives must become more
oactive, process-oriented, strategic and linked to business
it goals. Effective CRE management today goes well
eyond delivering facilities on time and within budget. It
quires understanding how the real estate portfolio of the
terprise can match and serve the corporations business
odel, work and culture.
Effective CRE management develops asset portfolio
scenarios and workplace strategies based on an
understanding of the relationships among physical space,
worker/business unit productivity, corporate strategies and
corporate culture.
To accomplish this requires extensive client relationship
management with business units and integrating occupancy
(CRE), connectivity (IT), financial acumen (FIN) and
management policies (HR) based on a firm understanding
of how individuals and teams actually do their work and
how that work may, in turn, be influenced by this bundle of
infrastructure and support services.
Enterprise Alignment(MCR REQUIRED)FORMERLY ALIGNING REAL ESTATE AND BUSINESS STRATEGY
MINAR DESCRIPTION
Understand and get the information you need about
business units through formal relationship management,
internal corporate partners, use of corporate documents,
web sites and analytic tools
Case Studies that reveal strategies for selling a strategiccorporate real estate role to business units; and, changing
a businesss view of your role in CRE to strategic business
partner from an order taker
Development of an action plan for working more
effectively with business units to develop real estate
strategies
EY BENEFITS WHO SHOULD ATTEND
CRE executives whose goals are to expand their
leadership ability and create value
Managers who must respond more strategically to support
the business units and senior management
Any business professional who must eff ectively
communicate and implement strategic plans
WHEN & WHERE
4-6 MARCH 2009
1-2 APRIL 2009
25-26 APRIL 2009
29-31 JULY 2009
11-12 OCTOBER 2009
19-20 NOVEMBER 2009
ORANGE COUNTY, CA
LONDON
DALLAS
CHICAGO
LAS VEGAS
SHANGHAI
Real Estate Transactions in Singapore, 2007
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Financial statements summarizing the present financial
condition of a business are the indisputable starting point
for management and investment decisions. Bridging real
estate transactions with corporate financial statements, this
seminar will show you the importance of understanding the
CFOs view of corporate real estate within the framework
of financial reporting. This seminar presents the what,
why and how of financial statements. You will learn how
financial statements are used by senior management,
financial institutions, investors and shareholders and how
real estate transactions impact financial performance
measures.
At the completion of the seminar you will be able to describe
and analyze the three principal financial statements: income
statements, cash flow statements and balance sheets. You
will be able to discuss the impact of an operating/capital
lease, acquisition/disposition, Sale/Leaseback transaction,
synthetic lease and their relationship to financial
statements.
Real Estate Transactions:Impact on Corporate Financial Statements(MCR REQUIRED)
SEMINAR DESCRIPTION
Understanding the CFOs view of corporate real estate
within the framework of financial reporting
Understanding financial performance ratios
Relating real estate performance to corporate finance
criteria
The inter-relationships between finance and real estate
which can add value to a corporation
NOTE: Participants will be asked to bring a regular calculator
and a 10k report to class.
KEY BENEFITS WHO SHOULD ATTEND
Those real estate professionals who need to understand
the CFOs perspective within the framework of financial
reporting
Those professionals who either are or work for a CFO,
Portfolio Manager, Asset Manager, Transaction Specialist,
Real Estate Director and Real Estate Consultants
WHEN & WHERE
2-4 MARCH 2009
APRIL 2009
25-26 APRIL 2009
29-30 MAY 2009
27-29 JULY 2009
11-12 OCTOBER 2009
18-19 NOVEMBER 2009
ORANGE COUNTY, CA
AUCKLAND
DALLAS
MUMBAI
CHICAGO
LAS VEGAS
LONDON
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 11
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NAME OF PAGE GROUPI NG 2009 Global Learning Catalog MCR / SLCR Seminars www.corenetglobal.org NAME OF PAGE GROUPI NG 13
he Capstone is a three-day seminar designed as the
lminating experience of the MCR Series. The focus
on corporate real estate management from a holistic,
tegrated and strategic perspective. Throughout this
minar, participants will draw on knowledge learned from
e other MCR seminars coupled with their own practical
xperience.
enior CRE executives from different industries will make
-depth presentations on their management models for
eating value for their corporations. This will be enhanced
by perspectives shared by senior executives from the
service provider industry who will discuss trends in
outsourcing, changes in the service provider industry and
guidelines for leveraging external resources for effective
CRE management.
During this interactive seminar, in a set of team projects,
participants will compare and contrast the CRE management
models presented in the different case studies and develop
a framework for evaluating the effectiveness of CRE
management models.
Leadership and Strategy:Corporate Real Estate Management in Todays EconomyCAPSTONE (MCR REQUIRED)
MINAR DESCRIPTION
Combines a business case approach with practical team
projects to help participants learn how to develop, adopt
and adapt solutions for their own corporations and clients
Highlights the importance of team problem-solving and
the need for a high level of interaction among participants
A major strength of the seminar is the dynamic,
interactive environment in which CRE professionals share
their experiences and ideas with one another
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
Those who have completed or nearly completed the MCR
required and elective seminars that are necessary for the
MCR designation
2-4 FEBRUARY 2009
1-4 MARCH 2009
26-29 JULY 2009
24-26 SEPTEMBER 2009
MELBOURNE
ORANGE COUNTY, CA
CHICAGO
HONG KONG
MCR Capstone Seminar in Boston, July 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Advanced Lease Analysis(MCR ELECTIVE)
SEMINAR DESCRIPTION
This consistently well-attended and highly rated seminar
provides an in-depth look at office leasing and the various
(and sometimes very different) objectives of lease clauses
when seen through the eyes of the landlord, tenant and legal
counsel. The faculty is composed of leasing experts with
experience on all sides of the negotiating table, providing
valuable insights from their perspectives to help broaden
your understanding of the leasing process. Highly practical,
the seminar addresses many actual leasing problems and
provides you with opportunities to learn from your peers as
you engage in problem solving and debate.
The focus is how to dissect and analyze the lease through
its individual clauses and by discussing in detail those that
impact one another, strengthening your negotiating potential
and enabling you to maximize your corporate shareholder
dollars. This seminar will raise your skill level, increase your
understanding of the lease document and raise the level of
your organizations leasing process as you acquire the best
practices of todays experts.
Improved ability to demonstrate an understanding of lease
clauses as they relate to a tenants business needs
Learn to determine which clauses would need to be
negotiated to better meet the economic and operational
needs of the business
Ability to analyze lease clauses and the affect they may
have on other clauses within the lease
Greater understanding of how to analyze a lease clause
and determine the best response for your company as
tenant or landlord in a given situation
Increased ability to evaluate negotiated lease provisions
in existing leases so that tenants response to issues that
arise throughout the lease term is appropriate and
effective
How to extract the overall maximum value from each
lease negotiated
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
All real estate professionals who participate in the
negotiation of leases and sub-leases will benefit from this
content-rich seminar
Designed for professionals with at least five years of
experience negotiating leases, but also a strong start-up
tool for those new to the leasing process
For real estate managers who want to attain the next level
of appreciation and skill in complex lease negotiations
4-6 MARCH 2009
26-29 JULY 2009
ORANGE COUNTY, CA
CHICAGO
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 13
J IM W. NELSON
GLOBAL P R OGR AM MAN AGER
MICR OSOFT COR P OR AT ION
The panel members selected by
CoreNet Global are tops in their fields
and provided unmatched experience and
knowledge.
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www.corenetglobal.org NAME OF PAGE GROUPI NG 15
MINAR DESCRIPTION
his highly interactive seminar explores the ways that
eople negotiate to create value and resolve disputes.
esigned both to improve understanding of negotiation
eory and to build negotiation skills, the seminar integrates
egotiation research with experiential learning exercises.
is seminar applies proven negotiation strategies, skills and
ychological insights to corporate real estate situations.
he seminar combines a model of corporate and personal
ower with a negotiation planning and conflict management
ocess. It teaches you how to control yourself so you
can control the negotiation pace and the pressure.
Critical to achieving your goals, you will learn to define
objectives, assess needs and prepare for negotiations more
effectively.
In a safe learning environment you will practice negotiating
with different types of personalities under a range of
conditions. You will leave this course with an action plan for
strengthening your negotiating ability. This plan incorporates
and takes full advantage of a realistic assessment of the
personal and corporate power you bring to the table.
Preparation skills to maximize your goals
Learn how information equals power
Develop options that allow you to walk away from the
table
Understand your counterparts communication and utilize
it to further your goals
Effectively communicate your interests and positions
Render your counterparts tactics and ploys useless
Make better decisions during the negotiation process
Understand how to disarm aggressive adversaries
Confront impasse in the negotiation
Develop personal power
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
Corporate real estate professionals who negotiate with
strategic business partners, customers, colleagues or
suppliers
Those real estate professionals who want to sharpen their
skills to become more successful and effective in every
negotiation situation
Those real estate professionals who need to increase their
knowledge with new successful negotiation strategies
29-31 JULY 2009 CHICAGO
Advanced Real Estate Negotiation(MCR ELECTIVE)
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
SEMINAR DESCRIPTION
This seminar explores the critical alignment of workplace
strategy with business strategy to improve productivity in the
workplace and impact the bottom line. Effective corporate
real estate management develops workplace strategies
based on an understanding of the relationships between
physical space, corporate culture, worker effectiveness
and business success. The various components of real
estate operations that affect this strategy are reviewed,
including: portfolio, location, design and layout, adjacencies,
alternative and virtual officing, work process and technology.
The integration of HR, IT, finance and real estate issues is
examined in this context.
The seminar examines the ultimate test of a successful
real estate/workplace strategy: the ability to attract, enable
and retain a productive work force. Also discussed is the
applicability of these concepts to work environments
including knowledge work, manufacturing and the service
industry.
Understand the forces that are changing the way the
workplace is designed
Understand the demands of a changing workforce and the
needs of the knowledge worker
Examine alternative methods for evaluating workplace
needs
KEY BENEFITS WHO SHOULD ATTEND
Creating Corporate Value through Workplace Strategy(MCR ELECTIVE)
Real Estate Transactions in Singapore, 2007
WHEN & WHERE
23-24 MARCH 2009
25-26 APRIL 2009
23-24 SEPTEMBER 2009
11-12 OCTOBER 2009
MACAU
DALLAS
EMEA SUMMIT LOCATION
LAS VEGAS
Corporate real estate executives whose goals are to
expand their leadership ability to align workplace strategy
with business mission
Those professionals who want to understand how the
workplace can become a tool in achieving the business
goals of an organization
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 15
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NAME OF PAGE GROUPI NG 2009 Global Learning Catalog MCR / SLCR Seminars
ON -S IT E CORPORA T E PROG RA M
CRE professionals who want a foundation on where CRE
technology is today and what they can do tomorrow to
take full advantage of it
Services providers who want to bring the best information
and processes to their clients
Anyone who needs to a framework for understanding the
state of CRE technology now
We support our companies in their quest for efficiency,
novation and profit. We seek better strategies. We drive
ward better ways of doing things. We strive to do more
th less. And there are now new pressures to do this in
more environmentally conscious way while meeting an
ver expanding set of compliance goals. The one tool that
elps us do all of this is technology.
We use technology to create speed, make better decisions,
ovide us a seat at the C-suite table and expose subtle and
ofitable insights.
The one fact that remains constant is that technology is
always evolving. And its what you dont know that can
hurt you.
This course links directly into the Leading Issues in
Technology course in the SLCR track by providing a solid
foundation and set of simple frameworks for thinking about
technology in CRE.
MINAR DESCRIPTION
ople attending this tech for non-techies course will
arn through the experience of seasoned practitioners,
nds on exercises and case studies:
A framework for how to assess their particular situation
and zero in on where to spend time and capital
A simple way to grade their company using the Tech
Maturity Model
Simple steps for moving their company up the technology
curve
Easy ways to describe their own tech needs
A primer on the concerns and language of Corporate IT
How to build a business case for investment in technology
at their company
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
2-4 MARCH 2009
SEPTEMBER 2009
11-12 OCTOBER 2009
ORANGE COUNTY, CA
HONG KONG
LAS VEGAS
Creative Management through Electrons:A simple, light approach to understanding and applying the latest intechnology to your real estate challenges
11-12 OCTOBER 2009 LAS VEGAS
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Managers with limited financial training that desire to
increase their working knowledge of financial analysis
Managers with real estate profit and loss responsibilities
who need to enhance and update their knowledge of
accounting and finance
Shareholder value is enhanced by the optimum utilization
of corporate facilities at the most economical cost. In order
to complete a financial modeling evaluation, it is essential
to understand the companys financial measures. Is it Pre-
Tax Cash Flow, After-Tax Cash Flow, NPV, GAAP or EPS
Impact?
To be a skilled value contributor, corporate real estate
professionals must understand the fundamentals of costing
alternative occupancy scenarios given a wide range of
challenging issues. This seminar will help you understand
and evaluate financial modeling techniques that address
these issues. You will learn the language of finance and the
analytical skills required for corporate financial analysis.
Introduction to Corporate Finance(MCR ELECTIVE)
SEMINAR DESCRIPTION
Be able to identify true costs of complex real estate
transactions
Develop the skills required to evaluate the comparative
costs of alternative occupancy scenarios
Understand how to quantify the costs of leasing versus
purchasing corporate facilities
Acquire skills to make defensible lease disposition
recommendations
Be able to effectively communicate with the C-Suite and
other business leaders
NOTE: Participants will be asked to bring a laptop to class.
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
27-29 JULY 2009 CHICAGO
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 17
Introduction to Corporate Real Estate Finance is now offered as an On-site Corporate Program in a blended learning format. The
learning staff and faculty work directly with organizations to schedule, facilitate and tailor the seminar to your specific needs. For
additional information and contacts, go to pg. 39 in the catalog.
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MAR K P . R OZ AR IO MCR
SR . MAN AGER
P ACIF IC GAS AN D ELECT R IC COMP AN Y
A very good introductory course - even if
you have a finance background this was
a great primer.
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NAME OF PAGE GROUPI NG 2009 Global Learning Catalog MCR / SLCR Seminars
Corporate real estate (CRE) executives are increasingly
suming direct responsibility for international real
tate portfolios and for the execution of global property
rategies to support core business operations. Many
operties broadly have the same financial and operational
portance, however business structures, practices and
ltural styles do vary widely by country and location and
is brings a significant complexity to dealing with an
ternational portfolio. Asking the right questions, with an
pen mind and clearly expressed business objectives, can
e key. Anticipating and addressing local conditions can
amatically affect the approach, timing and outcomes of
ans and operations.
This seminar is designed to assist CRE executives and
service providers by enhancing their skills to identify and
address opportunities and issues in real estate markets
unfamiliar to them. The first day is structured as lecture
and group discussion, focused on a variety of markets
worldwide. On the second day participants will work
through case study assignments requiring the identification
of issues, opportunities and appropriate management plans.
Participants will learn and develop leadership principles
that can be applied to international real estate portfolio
management for the companies they serve.
Managing Effectively in Global Markets(MCR ELECTIVE)
MINAR DESCRIPTION
Understand how to discard preconceived solutions and
to explore the unique opportunities and obstacles in each
new country, market and project situation
Learn skills for articulating and expressing business
objectives in a neutral manner that is unburdened by
jargon and practices that may not apply outside your
domestic market
Practice techniques in collaborating with in-market
professionals, colleagues and internal customers and in
developing realistic project expectations for international
projects that are matched to the underlying business case
and needs of your company
Be able to manage and evaluate the progress of the
project and the performance of in-market advisors and
counterparties based on the programmatic objectives
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
CRE executives, transaction and project managers
and service providers without international real estate
experience who wish to develop a better understanding of
the real estate process in markets abroad
CRE executives and business professionals with interna-
tional experience who wish to enhance their leadership
skills and effectiveness in organizing and managing assign-
ments in countries and situations new to them
25-26 APRIL 2009
11-12 OCTOBER 2009
DALLAS
LAS VEGAS
Real Estate Transactions in Singapore, 2007
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
CRE executives, managers, strategic planners and
business analysts who want to better understand how to
integrate function-specific performance management with
enterprise-level performance management
Service provider executives and account managers whowant to better understand how to establish and manage
performance management programs that effectively
address the needs of various levels of client management
In todays networked business environment, success is
increasingly measured through metrics that track asset/
resource performance relative to contributions to the
competitive advantage of the enterprise. It is critical for
metrics to be aligned with enterprise-level goals and defined
as components of a holistic performance management
strategy.
This seminar addresses a broad range of performance
management approaches and methodologies leveraged in
the Corporate Real Estate (CRE) arena, but readily applicable
to other support functions, such as Finance, Human
Resources and Information Technology. Seminar materials
will highlight recent corporate case studies to demonstrate
business context, potential application and opportunities
for integration across support functions. In addition, the
key points of performance management will be discussed
relative to each major corporate real estate capability area.
A successful performance management program can
help bridge potential gaps between the corporate real
estate function and C-suite executives. By bridging this
gap, performance management strategies can increase
the importance of the workplace strategist role across the
industry. This seminar will identify the foundational data
elements and implementation strategies required to manage
integrated performance across the enterprise.
Performance Management(MCR ELECTIVE)
SEMINAR DESCRIPTION
Understand the benefits and challenges of various
frameworks and begin to explore potential application
within your organization
Understand how your CRE-specific activities / initiatives
can impact enterprise-level performance metrics andconcerns
Obtain a starter toolkit for developing your own
performance management program
Learn about the current and future direction of
performance management
How metrics may be interpreted to inform/impact strategy
development and enable CRE lifecycle feedback
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
2-4 MARCH 2009
16-17 SEPTEMBER 2009
11-12 OCTOBER 2009
ORANGE COUNTY, CA
SINGAPORE
LAS VEGAS
MCR Seminar in Tokyo, September 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 19
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As a corporate real estate executive, which of these
e you facing: Acquisitions; divestitures; mergers; new
ficing alternatives; web-based Technology; downsizing;
arbanes-Oxley; financial performance pressures from
areholders? Of course, the answer is all of the above. As
ese corporate objectives evolve, mandates for property
spositions likewise change. To effectively respond to
ortfolio disposition requirements, you must understand
the processes and possess the skills required to meet all
these objectives in a knowledgeable, responsible and timely
manner.
In addition, CRE executives are required to understand
alternative transaction scenarios and be able to articulate
which scenario best aligns with corporate strategies,
changing regulatory environment and financial objectives.
Portfolio Disposition Strategies(MCR ELECTIVE)
MINAR DESCRIPTION
Gain an understanding of the phases involved in a
disposition plan and how an effective disposition
marketing plan works
Learn how to validate a disposition plan against corporate
strategies and objectives
Develop skill at aligning workplace accommodations with
current visions of how the company performs its work
Understand the elements of a comprehensive situation
audit
Acquire an understanding of the fundamental financial
impacts of alternative disposition scenarios
Gain an understanding of how to conduct transactions
within the regulatory constraints and provisions of
Sarbanes-Oxley legislation
Be able to effectively communicate with the C-Suite and
other business leaders
EY BENEFITS WHO SHOULD ATTEND
Corporate real estate managers who have responsibility for
disposing of surplus real estate
Business professionals and line managers who need to
learn how to manage and deal with the essential concepts,
skills and legislative changes affecting disposition
strategies for their corporate portfolios
WHEN & WHERE
25-26 APRIL 2009 DALLAS
Advanced MCR Seminar in Boston, July 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Develop a clear understanding of the portfolio
management process
Understand how to manage the corporate real estate
portfolio in a way that is congruent to how other corporate
assets are managed
Be able to develop long-term portfolio plans that will likely
reduce costs, mitigate risks and inform down stream
activities and transactions
Those real estate professionals who are actively involved
in the development of long-term strategies for the
corporate real estate portfolio
Those who are involved in day-to-day real estate
transactions and wish to have a better understanding of
how decisions impact the overall portfolio
NOTE: Participants must understand financial ratios, operating
lease, capitalized lease, property purchase, Sale/Leaseback,property sale, owned-property disposition and synthetic lease.
While many companies manage individual real estate
cost items, few effectively manage the overall portfolio.
This seminar provides the skills, methodology and tools to
enhance the value and manage the risk inherent in any large
scale portfolio. The seminar is based on a sound financial
management approach that takes away the alchemy and
grounds the corporate real estate portfolio approach in well-
established corporate finance doctrine. It is intended to
help you understand how to effectively manage a portfolio
of corporate real estate assets.
The intent is to provide a framework to manage the
portfolio and tools to be able to effectively present your
recommendations to a corporations CFO or CEO. At the
completion of this seminar, you will leave with a clear
understanding of the portfolio management process.
Because the methodology is aligned with the financial
management practices utilized by most corporate finance
departments, you will be able to position your portfolio
recommendations in a way that will be defensible and
readily understood by CFOs or Corporate Treasurers.
Portfolio Management(MCR ELECTIVE)
SEMINAR DESCRIPTION
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
25-26 APRIL 2009
JUNE 2009
17-18 JUNE 2009
11-12 OCTOBER 2009
27-29 NOVEMBER 2009
DALLAS
SYDNEY
FRANKFURT
LAS VEGAS
NEW DELHI
MCR Seminar in Tokyo, September 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 21
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NAME OF PAGE GROUPI NG 2009 Global Learning Catalog MCR / SLCR Seminars
ON -S IT E CORPORA T E PROG RA M
Sustainable Strategies is now offered as an On-site Corporate Program in a blended learning format. The learning staff and
faculty work directly with organizations to schedule, facilitate and tailor the seminar to your specific needs. For additional
information and contacts, go to pg. 39 in the catalog.
Corporate real estate executives whose goal is to
strengthen their ability to evaluate, prepare for, implement
and manage outsourcing partnerships
Managers who need to expand their leadership ability to
create value
Corporate real estate executives who oversee outsourcing
relationships, work with real estate service providers and
other providers of out-sourced services
Service providers who are involved in as outsourced
alliance partners
Corporate infrastructure/shared services leaders outside of
CRE interested in harnessing the advantages of integrated
service delivery
trategic sourcing has evolved to become a key component
almost every corporations corporate real estate
anagement approach. Successful partnerships have
een shown to be very effective in increasing operational
ficiencies and reducing costs, while allowing internal
ofessionals to focus on core business issues. However,
ccessfully managing these partnerships requires a
gnificant commitment in terms of time and resources on
e part of both the CRE team and its service provider(s).
The purpose of this seminar is to inform participants of the
issues and risks inherent in any sourcing partnerships. The
course emphasizes best practices for designing a delivery
model, selecting partners, implementing the change and,
finally, managing the ongoing relationship. It addresses
such issues as the design of services delivery teams,
performance measurement, relationship management and
performance based compensation and is intended for both
corporate real estate managers and service providers.
Strategic Sourcing: Creating The Right Delivery Model(MCR ELECTIVE)FORMERLY STRATEGIC OUTSOURCING: BUILDING ORGANIZATIONAL CAPACITY THROUGH PARTNERSHIPS
MINAR DESCRIPTION
Gain best of current trends and thinking on corporate
management objectives and strategies
Learn to design and implement a efficient organizational
and service delivery model that is consistent with your
companys culture
Learn how to design performance metrics that facilitate
the achievement of goals & objectives
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
25-26 APRIL 2009
29-31 JULY 2009
DALLAS
CHICAGO
MCR Seminar in Tokyo, September 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Corporate real estate professionals and service providers who
seek to understand how and why sustainability applies to their
responsibilities, how to present and sell the concept to senior
management and how to leverage this opportunity for career
advancement
Learn how sustainability will positively impact the
corporate profit and loss statement and the balance sheet
Learn how impending cap and trade legislation will offer
an opportunity to generate additional revenue or pay
additional costs, depending on the plans made today
Learn how to assess current portfolio conditions and how
to measure ongoing progress with financial data
Learn the different subject areas and levels ofsustainability applicable to existing buildings to enable the
formulation of a plan and a timetable for conversion of
existing assets to sustainable assets
Sustainability presents an unprecedented opportunity to
corporate real estate professionals to distinguish them-
selves as strategic corporate leaders and planners. Whether
a corporation seeks to reduce internal expenses, counter
public criticism, prepare for impending legislation, increase
its market share or simply position itself as an industry
leader, the professional who understands sustainability will
present an important voice at the table.
This seminar explores the scope of sustainable initiatives
and the opportunities they present to have a positive im-
pact on the corporate financial statements. Designed to
improve understanding of specific sustainability initiatives
and to assist in the identification and planning of short-term
and long-term goals, the seminar will equip corporate real
estate professionals and service providers to participate in
the strategic planning of corporate sustainability goals with
all levels of personnel.
Sustainable Strategies:Corporate Real Estate Portfolios
SEMINAR DESCRIPTION
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
25-26 APRIL 200929-31 JULY 2009 DALLASCHICAGO
MCR Seminar in Tokyo, September 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MCR SERI ES 2009 Global Learning Catalog www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 23
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arning 3-Day Capstone (24 hours):
APPLICATIONS:
Learning Candidacy Application and Fee
SUBMITTED? Yes No Date:
ELPFUL HINTS:
If you would like to fast track your program, you may double up on seminars at the regional events
Required seminars fill to capacity quickly; plan your year ahead and register early
Apply for candidacy and take advantage of the discounts and benefits
Call Learning staff for counseling and encouragement
NOTES
USE THIS FORM TO ASSIST TRACKING OF SEMINARS AS YOU COMPLETE THE PROGRAM
MCR SERI ES 2009 Global Learning CatalogP leas e c heck t he c ur rent G loba l Lea rn ing S chedul e a t: h t tp :/ /w ww. co rene tg loba l. or g f or updat es . P leas e c heck t he c ur rent G loba l Lea rn ing S chedul e a t: h t tp :/ /ww w. co rene tg loba l. or g f or updat es .
www.corenetglobal.org MASTER OF CORPORATE REAL ESTATE SER I ES 25
MCR Planner
MCR SEMINAR REQUIREMENTS
OMMENTS
EQUIRED
EQUIRED
EQUIRED
LECTIVE
LECTIVE
SEMINAR CITY DATE
EQUIRED
SEMINAR CITY DATE
ve Learning Seminars (16 hours each):
Corporate Real Estate Finance
Enterprise Alignment
Real Estate Transactions: Impact on Corporate Financial Statements
MCR Capstone
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www.corenetglobal.org NAME OF PAGE GROUPI NG 27
SLCR Certificate Requirements
To earn the SLCR certificate, candidates must complete six
seminars within a five year period from the date of your
first seminar. Seminars may be taken without registering for
candidacy. You must be a registered candidate to receive the
certificate. There are no continuing education requirements
to maintain the certificate. If desired, you may take the SLCR
seminars without becoming a candidate.
If you are interested in becoming a candidate, please go to
www.corenetglobal.org for the Candidacy Application Form.
Candidacy Qualifications
The Senior Leader Series is designed for CRE enduser and service provider professionals who:
Have 10 years experience in CRE, or
Hold the MCR Designation, or
Hold a position as head of a CRE department, or
Lead a team that provides CRE services to senior
CRE leadership
Overview
SENIOR LEADERofCORPORATEREAL ESTATE SERIES
www.corenetglobal.org SENI OR LEA D ER OF CORPORA TE REA L ESTA TE SERI ES 27
Why Become an SLCR Candidate?
The focus of the SLCR Series is on the
development of critical leadership skills for those positioning
themselves for a greater role in their organization. It is
designed to broaden your business perspective, enhance yourstrategic approach to decision making, hone your financial
analysis skills and expand your leadership abilities.
The Series addresses the skill s you need to develop and drive
strategies that create value and provide leadership in corporate
real estate (CRE). The content emphasizes new capabilities,
collaboration across corporate functions and service partners,
integrated workforce strategies, understanding work and how
the infrastructure can most effectively enable it and skills to
lead change initiatives.Completion of the Series leads to a certificate recognizing
you as a Senior Leader of Corporate Real Estate (SLCR). Each
seminar provides continuing education credit for those who
have obtained the MCR designation.
Develop essential leadership skills needed
to drive strategies that create value.
Support from the Learning staff to meeting
your professional development goals.
Access to the network of professional col-
leagues working towards the same goals.
1.
2.
3.
The SLCR next to your name communi-
cates professional competence and a high
level of industry knowledge to your man-
agement and your peers.
As a candidate receive a $50 discount per
seminar and priority admittance.
4.
5.
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he enterprise is under tremendous pressure to be
mpetitive, resourceful and profitable. The results of these
essures have made enterprises agile through constant
ange. Successful CRE leaders are able to anticipate
d understand the impact of changes. They respond by
ving the experience in the development of training and
ange management material in the context of business
ocess reengineering, enterprise resource planning
plementations, organizational transformation and the
more traditional objectives of delivery, cost, workplace and
real estate solutions.
Research shows that up to 70% of all organizational
change initiatives fail to meet their objectives. Your ability
to successfully lead organizational change is a specific
leadership skill set and best practices that is a must in your
management toolkit. Establishing a framework to manage
change will provide an approach to ensure that the change
is managed effectively
Change Leadership:Strategy, Implementation and Best Practices
MINAR DESCRIPTION
Learn how to develop a change management strategy
Learn how to organize, lead and implement change
management initiatives
Learn to identify critical success factors and why change
initiatives fail
Learn how to develop and sell change within your
organization
EY BENEFITS WHO SHOULD ATTEND
Those with responsibility for developing and implementing
change initiatives throughout their enterprise
Professionals required to deliver results-oriented
performance through change leadership
WHEN & WHERE
2-4 MARCH 2009 ORANGE COUNTY, CA
SLCR SER I ES 2009 Global Learning Catalog
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Corporate real estate executives who need to expand their
ability to drive major initiatives within their, or their clients,
enterprise, while working more effectively with their
organizational peers
Program Management is receiving a great deal of attention
in leading corporate real estate organizations. In responding
to ever-increasing demands for change, leading-edge
organizations have evolved the concept of Enterprise
Program Management (EPM). EPM expands upon Program
Management along three key dimensions:
Stakeholders: Enterprise Programs require broader
coordination among internal functions, line leadership and
external service alliances
Lifecycle: Enterprise Programs exhibit a longer
program lifecycle, from the strategy phase through project
management, performance management, financial reporting
and continuous improvement
Projects: The success of Enterprise Program requires
cohesion across many projects, requiring standards,
balanced scorecards and the use of new technologies
This seminar is for Senior Leaders who want to understand
the benefits of Enterprise Program Management and apply
the lessons learned to expand their organizations ability to
make significant contributions to the overall corporation or
client. It is also for those leader who want to push their
organizations into further integration with other functions
across the enterprise. The seminar provides an opportunity
to learn what actions to take and how to build new
capabilities.
Enterprise Program Management
SEMINAR DESCRIPTION
Identify the value that Enterprise Program Management
adds to your organization
Identify which capabilities and techniques to build and
how to build them
Build upon the lessons learned by companies who have a
history of successfully using Enterprise Program
Management in corporate real estate
Utilize a structured approach to program life-cycle
management
Assess the opportunities to use Enterprise Program
Management to integrate more fully with the rest of the
organization
In summary, learn how your organization can drive change
within the overall corporation or client
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
25-26 APRIL 2009 DALLAS
www.corenetglobal.org SENI OR LEADER OF CORPORATE REAL ESTATE SER I ES 29
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MICHAEL V A L LEN AR I , MCR
V ICE P R ES IDEN T , GLOBAL WOR KP LACE SOLUT ION S
JOHN SON CON T R OLS , IN C.
This specific class was one of the most
interesting, valuable and immediately
useful of all the classes I have taken.
N AN CY SA LA
V P FAC I L I T Y ASSET MAN AGEMEN T, N AT ION AL GR ID
I valued the interaction with others in
the class; the knowledge and willingness
to share experience and expertise is
phenomenal.
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his seminar is focused on improving senior leadership
ills in making financially oriented corporate real
tate decisions and in persuading corporate executive
anagement to support the recommendations being made.
pproaches to directly connecting the corporate real estate
ortfolio performance to the corporate business model will
e demonstrated, including tools and techniques to link
ecific real estate actions to key business model levers.
This seminar builds on the foundation concepts presented
in the Portfolio Management and the Enterprise Alignment
seminars. It also draws upon and integrates the often
competing and conflicting finance and financial accounting
concepts learned in the Corporate Real Estate Finance and
Real Estate Transactions: Impact on Corporate Financial
Statements seminars.
Financial Leadership and Decision Making
MINAR DESCRIPTION
tendees should have successfully completed the MCR
quirements, including the courses noted above.
EREQUISITES WHO SHOULD ATTEND
Senior corporate real estate managers
Senior corporate finance / treasury staff involved with
supporting the corporate real estate function
WHEN & WHERE
29-31 JULY 2009 CHICAGO
Better able to work with and communicate with senior
management and corporate finance staff
Improved understanding of the corporate business model
and how corporate real estate can support its success
Strengthened ability to create financially valuable
corporate real estate strategies
Improved capability to develop business cases for
recommending solutions to senior management about
complex real estate finance decisions
EY BENEFITS
SLCR SER I ES 2009 Global Learning Catalog
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Corporate real estate executives who want to be better
enabled to deliver innovative, integrated next generation
solutions
Executives who want to enhance their organizations
effectiveness by developing integrated resources
strategies
Technology breakthroughs, industry restructuring and
globalization are but three of the many forces that challenge
the status quo for many corporations and profoundly
alter the demand equation for real estate, technology
and labor. Corporations that succeed organize all of their
resources to attract, retain, effectively deploy and improve
the productivity of their work force; they remain agile,
always aiming to lower the cost of doing business. In this
environment, infrastructure professionals embrace a new
mind set about their role and use new models to deliver the
next generation of value for their enterprises.
This seminar explores how IT, HR and CRE professionals,
working with Finance and internal business units, partner
to deliver innovative next generation solutions that no
single function could deliver alone.
Innovation at the Intersections(Partnering with HR and IT for Integrated Solutions)
SEMINAR DESCRIPTION
Learn how the integration of CRE, HR, IT and other
disciplines occurs in different ways, in different
corporations and may be formal or informal
Understand that the movement toward integrated
resource and infrastructure management is being dictated
by profound changes in the nature of work and the
underlying business environment
This seminar challenges corporate real estate executives
to seize the expanded opportunities before them
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
11-12 OCTOBER 2009 LAS VEGAS
www.corenetglobal.org SENI OR LEADER OF CORPORATE REAL ESTATE SER I ES 31
Advanced MCR Seminar in Boston, July 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
P AUL V ICT OR , MCR
D IR ECT OR , AGEN CY R EA L EST ATE
MASSMUT UAL F IN AN CIA L GR OUP
What I found most beneficial was
studying the different viewpoints that
each member of the C-Suite has when
looking at an issue. It helped me to better
understand how to prepare a presentation
with each viewpoint in mind.
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Corporate real estate executives with overall responsibility
for the creation of processes, strategies, scenario planning
Senior Leaders charged with the management of real
estate and related infrastructure staffs within their
enterprise
Senior managers with responsibility to mitigate capital risk
across their enterprise
enior corporate real estate executives must display
adership skills to ensure their strategic plan is successful
d is aligned with the objectives of the enterprises
siness units. Learning to identify marketplace strategic
tterns, interpreting them and successfully transferring
em to business goals is an acquired skill essential to ones
ccess in real estate.
eadership models, strategies and techniques to help
position and market CRE services and create effective
customer engagement are a key focus of this seminar. The
focus of this highly interactive seminar is on the creation of
processes that will forge an integrated infrastructure model
within your enterprise. The key for CRE leadership is to
anticipate and potentially drive a change in priority and to
position strategy proactively.
Leadership and Strategy
MINAR DESCRIPTION
Learn the strategies that enable higher levels of business
success
Key leadership competencies are examined through
current business case examples
Develop competitive industry strategies and practices
Refine your processes for developing management
strategies
Develop strategies and techniques to influence workplace
productivity and scenario planning
SLCR SER I ES 2009 Global Learning Catalog
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
11-12 OCTOBER 2009 LAS VEGAS
Real Estate Transactions in Singapore, 2007
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Corporate real estate executives who want to be better
able to assess, develop and implement technology
strategies
Executives who want to enhance their organizations
effectiveness through improved decision support and
business
Service providers who want to provide the most value to
their corporate partners
Any occupier of space and those who support them
Success in corporate real estate will continue to be driven
by advances in technology. Its not only the technology we
use to manage our portfolios but also how technology is
changing the way the employees we serve actually work.
This seminar will give you up-to the minute insights into
how technology will impact the space and services our
industry delivers and how we deliver them.
Youll learn through highly practical case examples and
action-oriented tools how to position your organization
to take best advantage of the new technologies. You will
leave the seminar prepared to guide a corporate real estate
department in how it uses technology to transform the
ways it adds value to the companys bottom line. You will
gain a better understanding and be able to speak to, the
business benefits of technology. This is a technology course
for non-techies. You will leave with new insights, practical
approaches, tool kits and actions you can implement at your
company the day you return.
Leading Technology Issues forthe Senior Corporate Real Estate Executive
SEMINAR DESCRIPTION
Better understanding of the business benefits of
technology
Clearer view of the external technology forces driving
change at your company
Greater ability to develop a consistent approach to real
estate decision making and management across the
company
New skills for managing initiatives and implementingchange
Insights into how to build the business case for
technology spending
Understanding the importance of industry-wide process
and data standardization
KEY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
25-26 APRIL 2009 DALLAS
www.corenetglobal.org SENI OR LEADER OF CORPORATE REAL ESTATE SER I ES 33
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
MAR K DAV EN P OR T S LCR
SEN IOR V ICE P R ES IDEN T
CB R ICHAR D E L L IS
This was the most value-packed and
well choreographed SLCR session
Ive attended. The faculty were
extremely knowledgeable, engaging and
entertaining.
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Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
Corporate Real Estate executives with responsibility for
designing a CRE organization
Those professionals who are interested in changing
their organization from a functional to process-based
organization
n todays tumultuous business environment, the challenge
to design a CRE organization that anticipates and
commodates both the disparate and fluid needs of the
siness units and the policies and agendas of corporate
nior management. Successful CRE organizations manage
e real estate as an asset class across the enterprise, while
elivering space and services at appropriate levels - often
roughout the world.
his highly interactive seminar examines the key issues,
variables and success factors for designing a CRE
organization that supports the strategic objectives of
senior management while developing relationships and
optimal solutions for business unit clients. Offshore client
relationship management and service delivery are covered,
as well as some of the recent trends in shared services
and organizational change management. Current business
cases will be examined to demonstrate various solutions to
these challenges.
Positioned for Success: Designing theOptimal Corporate Real Estate Organization
MINAR DESCRIPTION
Identify critical senior management interfaces within the
corporate organizational structure
Examine corporate real estate tasks and services
delivered to the business unit, how they can be structured
and keys to successful performance
Understand the four principal types of organization; how
they compare and contrast by structure, job positions and
reporting
New and innovative tools for CRE organizational and
strategic assessment
Best practices for organizational design and structure
Increased ability to help managers and employees adjust
to new organizational models including adaptation of new
priorities, roles and skills
SLCR SER I ES 2009 Global Learning Catalog
EY BENEFITS WHO SHOULD ATTEND
WHEN & WHERE
11-12 OCTOBER 2009 LAS VEGAS
MCR Seminar in Tokyo, September 2008
The seminar is targeted at senior CRE managers of large,
publicly-traded corporations and senior corporate finance /
treasury staff involved with evaluating and recommending
transaction structures for large CRE transactions.
Attendees should have successfully completed both
Corporate Real Estate Finance and Real Estate
Transactions: Impact on Corporate Financial Statements,
have a finance-focused education (e.g. an MBA, Bachelors
degree in Finance) or significant financial analysis experience
that provides a background to evaluate complex CRE
transactions.
PREREQUISITES
Strengthened ability to analyze and evaluate financial
structures for acquisition, disposition or financing of large
corporate real estate assets
Improved capacity to develop business cases for
recommending solutions to senior management about
complex real estate finance decisions
Deeper understanding of the capital markets and their
influence on large financial decisions
Better able to work with and communicate with corporate
finance staff
KEY BENEFITS
This seminar is centered on financing and the financial
impacts of materially significant CRE transactions. For
acquisitions, this includes evaluation and comparison of
different lease structures as well as ownership and debt
financing. For dispositions this includes strategies for
unwinding leaseholds and debt obligations. Financing
alternatives for existing assets are also evaluated.
The seminar draws heavily on concepts, insights and
perspectives from two primary sectors of the capital
markets, corporate and real estate, often presented
by outside experts in the real estate capital markets. It
concludes with a view toward making transaction structure
recommendations to senior management, in the context of
the corporations primary financial drivers and objectives.
Project Finance and Capital Markets
SEMINAR DESCRIPTION
WHO SHOULD ATTEND
WHEN & WHERE
4-6 MARCH 2009 ORANGE COUNTY, CA
www.corenetglobal.org SENI OR LEADER OF CORPORATE REAL ESTATE SER I ES 35
Advanced MCR Seminar in Boston, July 2008
Please check the current Global Learning Schedule at: http://www.corenetglobal.org for updates.
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2008 TOP-RATED FACULTY 2009 Global Learning Catalog
Every year the Learning awards and recognizes Top-Rated faculty.
This award is given to those who have demonstrated excellence in
communication, knowledge and facilitation skills. All faculties are rated by seminar participants and
must have attained a 6.4 average on a 7-point scale during 2008 to receive this honor. Congratulations
to the 2008 Top-Rated Faculty!
Highest Caliber ofReal Estate Experts
Todd P. Anderson, CAS, MCR, SLCRSenior Managing DirectorCB Richard Ellis
Stephen J. Barker, CPA, MCRManaging PartnerCreekside Partners TAG
Stephen Binder, MCR, SLCRSenior AdvisorCushman & Wakefield of Florida, Inc.
Ian CameronCEOManhattan Software Inc.
Antonia CardoneVice PresidentHOK Advance Strategies
David CluteAdvisory Services-CCRE PracticeLead Customer AdvocacyCisco Systems Inc.
Patricia Lea Crumley, MCRSenior Vice PresidentJones Lang LaSalle Americas, Inc.
John DeCouto, CCIM, MCR.h, SLCRSenior PartnerBryant Commercial Real EstatePartners
LaRee DeFreece, Esq. LEED APPresidentSustainable CorporateReal Estate, LLC
T. Patrick Donnelly, AIA, MCR.hPrincipalBHDP Architecture
Mark L. ElliottPartnerTroutman Sanders
Nick FrenchProf in RE & Donaldsons FellowOxford Brookes University
Jeff FrantzSenior Leasing DirectorCentral SE U.S.A.Jones Lang LaSalle
Roy T. GeorgeSenior Managing DirectorRedwood Strategy
Stanley Gibson, CPM, MCR.hSenior Vice PresidentWells Fargo Financial
Mark E. Gorman, MCRLeader Global Real EstateNortel
James C. Hagy, Esq., MCR.hManaging DirectorRooftops Group LLC
Barbara E. Hampton, BCCR, SLCRVice President: WorkplaceResourcesThe Hartford
www.corenetglobal.org 2008 TOP-RATED FACULTY 37
Kitty OConnell HenryShareholder
Munsch Hardt Kopf & Harr, P.C.
Cynthia B. Keliher, Esq.Partner
McCarter & English, LLP
Thomas Kurtz IV, MCRSVP, Corporate Workplace Executive
Bank of America
Steven E. Marcussen, MCR.hExecutive Director
Cushman & Wakefield
Brady J. Mick, AIAWorkplace Strategist
BHDP Architecture
Kouji Nakata, Ph.D.Founding Partner
LJG Partners
Keith PerskeVice President
Group 5 Consulting
Sven PoleSenior Managing Director
CB Richard Ellis
Ben Pugh, MCRSenior Managing Director
Cushman & Wakefield
Jim RiceVice President
HOK Advance Strategies
Brian SedlakPartner, Corporate Real Estate
Jones Day
Robert ShulmanSenior PrincipalCRESA Partners
Kenneth G. Sydow, MCR.hSenior Leasing Projects Manager
Liberty Mutual Insurance Co.
David R. Tennery, MCR.hPrincipal, Office Properties &
DevelopmentRegent Partners, LLC
Neil J. UebeleinPresident, PrincipalnVision Consulting
Matt WernerSenior Managing Director
CB Richard Ellis
Glen Wong, MSc.Senior Director, Global Properties
Invesco Ltd.
Pay WuSr. Manager, Capital and
Real Estate TransformationDeloitte Consulting LLP
8/14/2019 2009 Final American GLC
20/23
AAA
Abbott Laboratories
ABN Amro Bank
Acklands-Grainger Inc.
ADC TelecommunicationsAdobe Systems, Inc.
Adolfson & Peterson Construction
ADP / Automatic Data Processing
Aerospace Corp.
Aetna Inc.
AIG
Air New Zealand Limited
Akridge Real Estate Services
Allstate Insurance
Allsteel
American Express Company
AMERIGROUP Corporation
Amgen, Inc.
Amylin Pharmaceuticals, Inc.
Andersen Corp.
AOS USA, Inc.
Applied Science
Ascendas Services Pte Ltd
Asia Pacific Orange Business Services
Assetz Property Group
AT&T
ATB Financial
Atisreal
Auto Club Group
Autodesk USA Pte Ltd
Avery Dennison
AVNET Inc.
Bank of America
Barclays Bank plc
BBC Workplace
Bear Creek Capital
BearingPoint
Bentall Capital
BHDP Architecture
Binswanger
BLJC Real Estate Services Inc.
Blue Cross Blue Shield
BlueLinx Corp.
BNSF Railway Development
Boeing Realty Corp.
Booz Allen Hamilton Inc.
Bovis Lend Lease
BP International
Bridge Construction Services LtdBridgestone New Zealand Ltd
Brisbane City Council
Brocade Communications Systems, Inc.
Brown Brothers Harriman & Co.
Bryant Commercial Real Estate Partners
Canada Place Corporation
Capital One Services, Inc.
CB Richard Ellis
CB Richard Ellis (Pte) Ltd
CB Richard Ellis B.V.
CB Richard Ellis Japan K.K.
CB Richard Ellis Ltd
CB Richard Ellis Philippines Inc.
CB Richard Ellis Canada
CB Richard Ellis-WAMU
CBC/Radio-Canada
CBRE, Govt/Public Sector Solutions
CBRE / Boeing Commercial Real Estate
CH2M HILL
Charles Schwab & Co, Inc.
Chevron
Choice Hotels International
CIBA Vision
Cisco Systems, Inc.
City of Ontario
City of San Diego
Coldwell Banker Commercial Terra Firma
Colliers Corporate Solutions
Colliers International
Colliers International (Singapore) Pte Ltd
Colliers Pinkard
Colliers Turley Martin Tucker
Computer Associates International
Conley Group, Inc.
ConocoPhillips Company
Convergys Corporation
Convergys Philippines Services Corp.
Corning Incorporated
Corporate Property (Qld.) Pty Ltd
Cox Enterprises
Creekside Partners TAG
CRESA Partners
Cushman & Wakefield
Cushman & Wakefield (India) Pvt LtdCushman & Wakefield LePage, Inc.
Cushman & Wakefield of California, Inc.
Cushman & Wakefield of FL, Inc.
Cushman & Wakefield of IL, Inc.
Cushman & Wakefield, Global Consulting
DBS Bank (Hong Kong) Ltd
DBS Bank Ltd
DEGW Germany
Deloitte Consulting LLP
Deloitte Services B.V.
Deloitte Services LP
Department of Public Works
Deutsche Bank AG
Deutsche Bank AG London
Devon Energy Corp.
Discover Financial Services LLC
Divyasree Developers Pvt Ltd
DTZ Barnicke
DTZ Debenham Tie Leung K.K.
DTZ Inc.
El Paso Corp.
EMC Corp.
EMCOR Facilities Services
Energex Ltd
Equis India Real Estate Pvt Ltd
Ergon Energy
Ernst & Young
Estee Lauder Companies Inc.
Expedia Inc.
Express Scripts Inc.
ExxonMobil
Federal Reserve Bank of New York
FedEx Trade Networks, Inc.
Fidelity Business Services India Pvt Ltd
Fidelity Investments
Fidelity Real Estate Co. LLC
Fifth Third Bank
Firemans Fund Insurance Company
First Industrial Realty Trust
Ford Land
Fosters Group Limited
FOX Architects
Frito-Lay Inc.
GeneralDynamicsAdvancedInfo SystemsGeneral Dynamics Corp.
General Electric
General Motors Asia Pacific
General Motors Corporation
General Motors Worldwide Real Estate
General Servies Administration
Gensler
Genworth Financial
Genzyme Corporation
Globalspace, Inc.
Godrej Properties Ltd
Goldman Sachs
Goldman Sachs Japan Holdings, Ltd
Graniterock
Great-West Life & Annuity Insurance Co.
Gresham Smith & Partners
Group 5 Consulting
Grubb & Ellis Company
GTECH Corporation
Gull Industries Inc.
GVA Advantis
GVA Kidder Mathews
GVA Smith Mack
Haworth
Health Net, Inc.
Healthcare Real Estate Services
Healthcare Realty Trust
Herman Miller
Herzog Imoveis Industriais e Com. Ltd
Hewitt Associates
Hewlett-Packard
Hitachi Data Systems
HNI International Inc.
HOK Advance Strategies
Honeywell International India Pvt Ltd
Hongkong Land
HSBC
Hudson Global Resources (Aust) Pty
Hudson Valley EDC
2009 Global Learning Catalog
During 2008, over 400 corporations supported
CoreNet Global Learning in the Americas, Europe,
Asia, Australia and New Zealand. These enterprises
represent the diversity of the companies who rely on
the reputation of CoreNet Global for their corporate
real estate executives professional development
needs. They also provide faculty talent and serve as
artners of our programs. To all companies, we express sincere appreciation for your participatio n in
dvancing the corporate real estate profession.
Humana, Inc.
Hunt Corporate Services, Inc.
Hydro Tasmania
IBM Australia Ltd
IBM Corp.
IBM Real Estate
Icon Clinical Research
Ingeus Limited
Inland Revenue - New Zealand
Intel Corp.
Intel Technology India Pvt Ltd
International Monetary Fund
International Rectifier
IPC Systems Inc.
IPD Occupiers
ISG Asia (Hong Kong) Limited
Ivan Allen Workspace
Janus Capital Group
JapanAssetManagementPartnersCo.,Ltd
JDSU
Johnson & Johnson
Johnson Controls Europe
Johnson Controls IncJohnson Controls Japan
Jones Lang LaSalle
JPMorgan Chase Bank
Kahn Global Services, Inc.
Kaiser Foundation Health Plan Inc.
Kaiser Permanente
Kaplan Incorporated
KeyBank NA
Keystone Realtors Pvt Ltd
KGE Kommunalgrund
KLA-TENCOR
LaRee DeFreece, LLC
Larking Commercial Properties
Latham & Watkins, LLP
LBA Realty
Lehman Brothers
Level 5 LLC
Liberty Mutual Insurance Co.
Lincoln Harris CSG
LJG Partners
LM Space Systems
LMC Properties Inc.
Lockheed Martin Corporation
Lockheed Martin Space Systems
Lowes Companies, Inc.
Manhattan Software, Inc.
Manpower Incorporated
Marsh & McLennan Companies, Inc.
MassMutual
MasterCard Europe
MAXIMUS
MBG Consulting, Inc.
MC Realty Group, LLC
McDonalds Corporation
McKesson Corp.
Medtronic BV
Medtronic, Inc.
Merck & Co. Inc.
Meridian Energy Ltd
Metropolitan Life Insurance Co.
Microsoft Corp.
Microsoft Singapore
MorganStanley/MorganStanleyProperties
Motorola
MTM Solutions Pte Ltd
MVS (SEQ) Pty Ltd
NAI Global
NAI James E. Hanson Inc.
NAI Long Island
NAI Mexico
Nakatsu CRE/FE Consulting
National Grid Property Ltd
National Life Insurance Co.
Nationwide Corporate Real Estate
Nestle
Nestle Business Services
Nestle Waters North America
Network Appliance
New York Life Insurance Co.
New Zealand Post
Newmark Knight Frank
NokiaNokia (China) Investment Co.
Nokia Siemens Networks
Norfolk Southern Corp.
Nortel
NorthMarq Corporate Solutions
Northrop Grumman Corp.
Novell Inc.
nVision Consulting
NZ Post Properties Ltd
Ohio Health
Openwave Systems Inc.
Opus National L.L.C.
Oracle Centro America
Oracle Colombia
Oracle Corp.
Oracle de Mexico
Orange Business Services
Orange County Florida
Pacific Gas & Electric Co.
Palm Europe Ltd
Parallel Directions Ltd
PepsiCo Global Real Estate
PepsiCo, Inc.
Pfizer, Inc.
Philips International B.V.
Phoenix Life Insurance Co.
Piedmont Office Realty Trust
Pitney Bowes Inc.
Planon B.V.
PMI Mortgage Insurance Co.
Port of Seattle
PricewaterhouseCoopers
Principle Financial Group
Procord Consulting
Proctor & Gamble
Proctor & Gamble Services Co.
Progress Software
Progressive Insurance
ProLogis
Property Beyond Pty. Ltd
Prudential Financial
PSEG Services Corp.
PT Jakarta Land
PT Procon Indah
PT Property Advisory Indonesia
PublicWorks&GovtSvcs.Canada(PWGSC)
Quest Diagnostics Inc.
Raytheon Company
RBC Financial Group
Realogy Corp.
Regent Partners, LLC
Reuters Singapore Pte Ltd
Rexel, Inc.
RH Donnelley
Richards Barry Joyce & Partners
Risk Management Solutions
Rockwell Automation, Inc.
Rollins, Inc.
Rooftops Group LLC
Royal Bank of Scotland
Sabre Holdings
Safeco Corp.SCAN Health Plan
Scannell Properties
Schiavello (Qld) Pty Ltd
Shell Deutschland Oil GmbH
Shell International
Shell International B.V.
ShellNigeriaExploration& ProductionCo.Ltd
Shell Oil Company
Shell Real Estate
Shui On Land Ltd
Siemens Ltd China
Siemens Real Estate Inc.
Silver Companies
Sistemas Oracle De Chile S.A.
Sonic Restaurants, Development
Southwest Equities
Sprint
Sprint-Enterprise Real Estate
SRI International
St. Lukes Hospital & Health Network
Stadtmauer Bailkin Econ. Dvlpt. Group
Standard Chartered Bank
State Street Australia Limited.
Steelcase Canada Ltd
Sun Microsystems Inda Pvt Ltd
Sun Microsystems KK
Sun Microsystems, Inc.
Sybase Europe B.V.
Sybase, Inc.
Symantec
Synopsys, Inc.
Tandus
Telecom New Zealand
Telefonica 02 UK Limited
TeleTech Holdings, Inc.
TELUS-Real Estate Services
Tennessee Valley Authority
Tenon Property Services
Thales Group
The Aerospace Corporation
The Clorox Company
The Coca-Cola Company
The Dai-ichi Mutual Life Insurance Co.
The Dow Chemical Company
The Hartford
The Home Depot
The MITRE Corporation
The Opus Group
The Royal Bank of