Interview With GEʼs William Ruh p 16

Ready For The Next One? p 26

Gensler: Collaboration In the Workplace p 06

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12 Greenscaping at Bishop Ranch

46Bishop Ranch

38 The Community Vibe at Bishop Ranch

06 Gensler: Collaboration in the Workplace

22 Gatherings Café

16Interview with William Ruh

42 Bishop Ranch Welcomes Chris Weeks

26 Ready for the Next One?

32 Happy & Healthy at Work

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welcome to the spring 2013 edition of Ranch, a publication weʼve designed to pres-ent a closer look at our business community and some of the exceptional people who choose to call Bishop Ranch home. Ten-ants at Bishop Ranch represent a spectrum of industries from high tech to high finance, Fortune 500 firms, to the hundreds of small businesses that have leased space through our BR Ready program. We are a diverse and vibrant community in 10 million square feet of office space that comes together often to enjoy BR amenities and programs: farmers markets and mobile food trucks, B2B seminars, social gatherings, charities, and events to benefit the wider community.

If youʼre not familiar with us yet, Bishop Ranch is a 585-acre development set among the rolling hills of Contra Costa County in San Ramon, California—a location that attracts top tier companies and the-best-and-the-brightest employees. Purchased by Sunset Development Company in September 1978, our project has been setting the bar for business developments ever since.

We are now home to more than 30,000 users, including tenants like Bank of the West, Chevron, Ford, Robert Half International, Hill Physicians, Armanino, 24 Hour Fitness, IBM, Toyota, Chubb, NY Life, Nestlé, and five9. Recently, GE Global Software moved into new quarters at Bishop Ranch and Pacific Gas & Electric inked a lease for 145,000 square feet in addition to the 250,000 square feet it occupies as the nerve center for all of its gas operations. In this issue of Ranch, youʼll find an interview with William Ruh, Vice President and Corporate Officer of GE Global Software, an expert on game-changing technology that GE calls the Industrial Internet.

We’ve come a long way since we broke ground 35 years ago, but the important things haven’t changed. Even then, before sustainability became a buzzword, we knew that we had a piece of land worth preserving. Sunset as the principal planner, general

contractor, leasing agent and property manager, was able to take an integrated approach to ensure high standards in every aspect of Bishop Ranch, from the value we offer tenants to an unrivaled transportation program and sustainable buildings set among swaths of green space.

All buildings at Bishop Ranch are now LEED certified. In the fall of 2010, Sunset began an ambitious project: to achieve LEED for Existing Buildings certification for the 28 buildings at Bishop Ranch. We also started a composting program that was expanded in 2012. Now, nearly all of the green waste in Bishop Ranch goes to compost rather than being hauled away. Walking around the grounds, you can see the benefits of sustainable landscaping in the profusion of healthy trees, shrubs and flowers that add so much to the beauty of our surroundings.

Our comprehensive environmental practices extend to an extensive recycling program, green cleaning and modern systems that allow us to manage buildings as efficiently as possible. Bishop Ranch also provides premium parking for hybrid vehicles and has installed one of the nationʼs only Level 3 charging stations for electric vehicles. We are committed to sustainable practices because itʼs the right thing to do. We believe that a beautiful, healthy, and sustainable setting attracts a high quality productive work force.

Please enjoy the new edition of Ranch and visit one of the worldʼs premier business communities. We look forward to showing you around.

A Note fromBishop Ranch

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New toBishop Ranch

kb home, a home-building company, leases 16,300 square feet in Bishop Ranch 8.

nestlé leases 11,500 square feet at Bishop Ranch 8 to consolidate three divisions, including Nestlé Foods and Purina.

tiburon provider of mission critical software solutions, leases 18,500 square feet of office space in Bishop Ranch 8.

bechtel, the largest general contracting com-pany in the country, leases 10,000 square feet at Bishop Ranch 6 for a total of 24,000.

kraft foods leases a combined 24,000 square feet of space in Bishop Ranch 8 and Bishop Ranch 15.

samsung, the Korean electronics maker, leases 8,000 square feet in Bishop Ranch 3.

ge expands into the entire office building at Bishop Ranch 3 for a total of 233,674 square feet.

connexsys engineers, provider of engineering, design, and staffing services, leases 5,000 square feet.

software maker five9 signs a deal for an additional 16,000 square feet for a total of 62,000 square feet in Bishop Ranch 8.

kema usa, inc., an engineering company, leases an additional 11,700 square feet at Bishop Ranch 6.

willbros engineers u.s., llc leases 11,500 square feet in Bishop Ranch 8.

bishop ranch gains LEED environmental certification for 28 buildings totaling 6 million square feet. This project has been

Bishop Ranch continues to be home to a number of thriving small businesses, counting 60 new leases for small business owners, totaling over 60,000 square feet in the last 12 months.

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deemed to be one of the most ambitious LEED certifications ever undertaken by a business complex in the United States.

pg&e leases an entire office building with 250,000 square feet of space at 6121 Bollinger Canyon, and an additional 145,000 square feet at 6111 Bollinger Canyon Road. Workers will be relocated from current PG&E offices in San Francisco, Oakland, and Con- cord to San Ramon as PG&E consolidates its gas control and electricity operations.

armanino mckenna llp, a privately owned accounting firm, leases an additional 10,000 square feet in Bishop Ranch 15.

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for anyone who has occupied a seat in the corporate world for any time at all, itʼs no secret that digital technology has reshaped the places we work. And nowhere is the transformation more apparent than in Silicon Valley, where a young generation of engineers or ʻtechnology nativesʼ have willingly aban-doned the conventions that once governed office life—the 9 to 5 workday, the coat and tie, even the expectation that one fine day, there will be a corner office with a view and a secretary just outside the door.

In the past five years, itʼs also likely that your company has at least begun to embrace the idea of collaboration as an essential work mode in the process-driven office. Itʼs a key trend that is changing the business landscape and fueling the call for richer interactions both within and between companies.

None other than Steve Jobs demanded ʻtotal collaborationʼ and ʻconcurrent engineeringʼ as CEO of Apple—and in todayʼs business world, it is widely proposed that informal conversations, spontaneous meetings, creative ʻcollisionsʼ and also formal collab-orative scenarios are more likely to produce revolutionary concepts than the efforts of a lone worker digging in to solve a problem on

his or her own. Rarely, it is said, does a brilliant insight leap fully formed from the mind of a single creator. Rather, it is assumed that the sparks really fly between people who work in tandem to solve big problems faster—that is, when people collaborate.

But is this always the case? Certainly thereʼs no lack of heated competition in Silicon Valley or elsewhere in the corporate world where getting to market first with the newest and most improved is an imperative. Is collab-oration the best way to achieve innovation?

While it is hard to dismiss the value of deep collaboration that sparked great ideas and great products at Apple, what about the adage that too many cooks spoil the soup, or that work by committee yields patched-together or generic results? What about the ʻAhaʼ moments that occur on a long, solitary run? Can individual thinking rather than a serendipitous moment of sharing yield a breakthrough concept, system or product? Is it a matter of one or the other—or both and in balance? To find some answers, we talked to a team of knowledgeable and articulate people at Gensler, the largest design firm in the world—and a tenant here at Bishop Ranch.

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Collaboration in the Workplace

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Gensler is a global architecture, design, planning and consulting firm that employs more than 3,500 professionals in 43 locations worldwide, including its headquarters in San Francisco and an office in San Ramon. The firm works on more than 3,000 projects every year, ranging in size and market segment from building out a retail store to planning a new urban district. When it comes to office design, just a few of Genslerʼs recent projects include the headquarters for AAA near Pleasant Hill

BART, and for Riverbed Technology in San Francisco, AT&Tʼs Foundry innovation center, as well as ongoing design solutions for Chevron. For those of you who are frequent travelers, you may have experienced Genslerʼs design of Terminal 2 at SFO. The new termi-nal design reinvented the experience of travel, bringing back hospitality and local authenticity.

The top tier designers, architects and con-sultants at Gensler probably know as much about whatʼs happening in the workplace as any group of people on the planet. Since 2005, Gensler has conducted a Workplace

Survey each year that casts new light on corporate life: how people work and the kinds of spaces they want to work in. Based on this research, Gensler guides companies in designing a workplace for employees who are not only creative and productive, but also healthy and happy.

Genslerʼs Matin Zargari, Principal and Managing Director, Doug Wittnebel, Principal and Design Director, and Tana Hall, Senior

Associate and Regional Marketing Director, offer fresh insight into the emerging 21st century office:

Collaboration has become a buzzword in office planning and design. Have companies across the board made more provisions for collaborative work? “We are in the midst of a global obsession about how space can support collaboration. We saw it take shape in the dotcom era and spread around the world as companies globalized. As designers, weʼre asking our-selves and our clients: ʻWhat is the impact of

this trend on the individualʼs health, happiness and productivity?ʼ

“Gensler has been researching how space supports work since the mid-2000s. Weʼve discovered that knowledge work is composed of four modes: focus, collaboration, learning and socializing. The world has been preoccupied with collaboration, but weʼre now seeing the pendulum swing back in the other direction. Our clients are recognizing that focus work has been neglected— and they are looking to bring back the lost art of concentration.”

How are designers responding to the perceived need to support more group work and collaboration? “It may seem like a paradox, but we are responding to the perceived need for more collaboration with less collaboration! Over the past five years, weʼve surveyed 90,000 people from 155 companies about how workplace environments do—and donʼt—support them. New distractions such as social media, less space, less privacy and longer workdays are creating frustration and stress among employees that inhibit them from collaborating, socializing and learning. By focusing on focus spaces, we give people the quiet time they need to think, which leads to increased collaboration and engagement.”

Even to those of us who donʼt spend our day thinking about how other people work, Genslerʼs research results make perfect sense. The wide-open collaborative office may not put up physical barriers to inhibit interaction. There may be no private offices with solid walls and firmly closed doors. At the same time, in an active, noisy open space with workers sitting elbow-to-elbow along workbenches, people may put up psychological barriers and send signals that say ʻprivacy pleaseʼ—like wearing headphones and keeping oneʼs head down.

“Open plan,” says the Gensler team, “has been a successful home for group work, allowing transparency, serendipitous

conversation and group learning. But it has been tough on the individual who is looking for a place to think and concentrate. We need spaces that support all tempera-ments, whether introvert, extrovert or somewhere in between. Weʼre finding this balance by creating solutions that allow relief from noise and disturbances. Solutions that allow individuals to control their own work environments.”

Clearly, workplace design has multiple dimensions. Taking into account human behavior, cultural norms and the continuing evolution of technology, how can a company find the right balance for its employees and their work? “Businesses change continually in order to stay competitive, and that means they need flexible solutions to keep the balance over time. We envision an office that provides for individual choice with a spectrum of primary workspaces supported by places to collabo-rate, socialize and learn. This hybrid could unlock as yet untapped value through a bal-ance of concentration and collaboration in the workplace; an approach that could yield a new level of success for organizations.”

Do you find that clients are taking another look at the private office? Even given the advent of the open plan in the 1960s, the private office has remained a consistent feature of the workplace. “Private offices are making a resurgence. Even the tech industry, which led the charge toward an open workspace, no longer feels that the closed door is a barrier to innovation. Quite the opposite. There is a place for the private office, for the focus room, the think room, the idea room. Clients are asking us for these types of spaces every day. Moveable screens are coming back. Can you imagine having a moveable wall that can be positioned to absorb sound? You could create your own ʻinstant privacy.ʼ”

How will office interiors continue to evolve in the near future? “The future is about creating settings that

address the spectrum of individual work setting requirements with scalable, efficient solutions that organizations can manage from a cost and operational standpoint. Our advice to clients is: design for individuals, support their health, wellness and creativity. Productivity will follow naturally.”

Why should individuals come to work in an office environment? Given the ability to communicate, confer and share information via cell phones, tablets, laptops and other technologies, what purpose does the office serve? “This is a hot topic since Yahoo called back its mobile workforce. That action has sparked a global conversation about the importance of proximity and in-person collaboration.

"Weʼve seen how technology has changed the way people behave in the workplace. Five years ago, most knowledge workers were in the office, with a few telecommuting via video-conference. Now, due to a huge number of virtual meeting tools and a mobile workforce, employees stay at their desk longer on calls, becoming a distraction to those around them, and creating a sedentary, unhealthy work life for themselves. Office design must respond to these technology-driven changes, encouraging healthy, creative behavior."

Ultimately, the Gensler team acknowledges that “Space is more important than ever. Itʼs the place where all of a companyʼs most valuable resources—its people—come together to create the future.”

From a design point of view, what is most essential in creating a positive physical and psychological work environment? “We designed our office at Bishop Ranch as a laboratory for creating positive work environments, testing concepts like access to natural air and light, incorporating views of the canyons beyond our windows. We have alternated focused and open workspace, designing a place that supports both work and community.

GENSLER: COLLABORATION IN THE WORKPLACE

“ Space is more important than ever. It is the place where all of a companyʼs most valuable resources—its people—come together to create the future.”

Caption here...

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We invite people to come by anytime and share thoughts about the future of work and how space can help shape the future of your business.”

As the professionals at Gensler have suggested, there is no single answer to creating a vibrant corporate culture or a dynamic, high performance workplace. Every company is unique with its own culture, technology, work styles and space. The success of any workplace strategy relies upon a congruence of the physical environ-ment and the companyʼs core values, culture and resources. Space planning and design are only one element—albeit an important element—of the physical, psycho-logical and virtual context that influences behavior, engagement and performance in the workplace.

Organizational culture is paramount, providing a framework for office planning and design. Leaders, as mentors or models of behavior, can encourage transparency and communica-tion up and down the hierarchy, as well as the cross-pollination of ideas across departmental boundaries. The CEO or department head can set the tone for deep collaboration, for sharing oneʼs best ideas and creating something new and inspiring together. And as the Gensler team has noted, company leadership would also be wise to ensure that there is time and space for concentrated work. Acoustic and visual privacy are important issues to be ad-dressed in the modern office.

Culture, technology and design must be in sync if one is to call forth the best in oneʼs employees, to nurture both successful collaboration and individual achievement. Technology must be used appropriately and not in place of face-to-face interaction. And the workplace itself must reflect the corporate will to support its workers well-being and the work styles they find most conducive to productivity, whether that means lots of brainstorming or diving into a quiet room to focus on projects with minimal interruption.

Many of us thrive on collaboration. Others do better with hours of quiet. Both modes are important. No job is about collaboration alone. But no new idea gets implemented without the cooperation and contributions of others.

As society continues its transition deeper into the digital age, global companies must also address the opportunities and difficulties inherent in communication and collaboration across space, time and organizations. Even the most advanced technology does not wholly solve the problem of updating team members in a timely manner or creating a cohesive sense of purpose among far-flung colleagues. Once again, however, culture is important and an open, adaptive organization is more likely to succeed than one adverse to change.

As Gensler points out, Yahooʼs change in approach to their mobile workplace has prompted people to think again about the office, what itʼs for and how it functions best. At least until the next iteration of technology appears, the office is still ʻwhere the action is,ʼ still the hub for each and all of the various work modes: focus, collaboration, learning and socializing. And perhaps our offices would look even more attractive if we could find a quiet retreat as easily as we find a colleague eager to chat in the hall.

We thank Gensler for its willingness to share this important new insight about the workplace. We seem to be entering another new era in workplace planning and design. For more information, visit the Viewpoint page on the Gensler website at www.gensler.com/#viewpoint.

GENSLER: COLLABORATION IN THE WORKPLACE

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our lush landscape at bishop ranch has much to do with the gentle climate and beauty of the San Ramon Valley. But it also owes a great deal to Sunset Development Companyʼs recognition that the natural surroundings of the Ranch are one of its biggest assets. To maintain the health and appearance of the landscape, Bishop Ranch began what has be-come a massive on-site composting campaign.

Bishop Ranch landscape superintendent Del Fitchett says, “In 2011, we took a look at the amount of green waste we were haul-ing away each year and discovered that we were paying high costs to have 1,000 tons of leaves, grass clippings and wood chips taken away. But beyond cost, the thinking was that we had a great way to maintain soil moisture and reduce water use by using all that green waste as compost.”

Fitchett, who spent nearly 20 years keeping golf courses green before coming to Bishop Ranch adds, “At the very beginning, we worked with a consultant who helped to steer our pilot program in the right direction. Our first pile was about 100' long, 5' wide and

6' tall. It took a week to build and about four months to go through the entire composting cycle.” The material produced was used to enrich the soil around various plantings. “We discovered that the compost-amended soil produced larger and healthier plants.

"In October of 2012, says Fitchett, we went full-scale. We built multiple piles and now divert almost all of our green waste to composting. During the first year, we learned some things. Now we donʼt use wood chips. The wood waste we have from pruning shrubs and removing branches is spread under trees along the perimeter of our land to keep down weeds and help the soil retain moisture.”

The compost heaps are fed with all of the leaves and any annual flowers pulled up at the end of their season. “We also add grass clippings to get the compost going,” notes Fitchett. “You have to have a certain amount of grass, but too much creates odors. We have the recipe just about right now. Three times a week we have a tractor that turns the pile over and aerates the microbes that convert the grass and leaves into soil. Then

Greenscaping at Bishop Ranch

The compost pile at BR

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the composted material is spread out under shrubs and acts as a mulch.”

What are the benefits? Richer soil and lush green growth, as well as reduced use of water and dump costs. Composting also suppresses plant disease and reduces the need for chemical fertilizers and pesticides.

Composting at Bishop Ranch is closely managed. The temperature of the compost heap is taken every day, in addition to watering and turning the material. “We want the piles to get over 132 degrees inside,” says Fitchett. “The optimum temperature to support the microbes that break the material down is 132 to 160 degrees, so we monitor the temperature carefully. Ultimately, our goal is to put everything back into the landscape—all of the trimmings from shrubs, ground cover and trees will go back to the earth.”

From the beginning, Sunset Development Company has taken significant steps to be responsible caretakers of its land. “The company has been very forward-thinking from the start,” adds Fitchett. “Weʼve been using drip irrigation from the onset, and in fact, 95% to 100% of the landscape, with the exception of the grass or turf, is on drip irrigation. Everything we do to maintain the landscape is done in the best, most sustainable way we know how today.”

at bishop ranch, a comprehensive program to minimize our environmental footprint includes an award-winning transit program and extensive recycling—22,000 pounds of electronic waste and 380,000 pounds of paper, glass, bottles and cans each year. green buildings and green cleaning techniques help employees and tenants enjoy a healthy place to work.

GREENSCAPING AT BISHOP RANCH

All buildings at Bishop Ranch are now LEED

certified

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both inventor and businessman, Thomas Edison founded the General Electric Company in 1892 as a merger of the Edison General Electric Company and Thomson-Houston Electric Company. More widely known today as GE, the company has become one of the worldʼs largest and most admired groups, providing capital and infrastructure for the global economy. GE has come a long way from the light bulb and the electric fan. Today, the industrial giant builds CT scanners, tur-bines, jet engines and other complex machines.

Still, the real action at GE seems to be in GEʼs global software and analytics group. The company is going a step further to connect its engines, control instruments and systems so as to communicate with each other and, as a result, become a lot more intelligent. By merging “big iron with big data,” GE is working to create brilliant machines that will increase efficiency, minimize waste and help the people who own and operate the machines—GEʼs customers—to make smarter, faster decisions.

Whoʼs leading the charge at GE? William "Bill" Ruh, Vice President and Corporate Officer of

GE Global Software, formerly a Vice President at Cisco where he held global responsibility for developing advanced services and systems. Ruh also held senior positions at Concept Five Technologies and Software AG. Clearly, he is a veteran of the software industry, but also a leader in understanding the future potential of emerging business models, cloud computing, analytics, agile development and large scale distributed systems.

“Great machines are the center point of the GE business,” says Ruh. “But the world as we know it is changing and today, efficiency and productivity are the factors that allow a company to grow and be successful. A company has to reduce the waste it produces, the amount of fuel it uses and how much downtime it experiences. We have to reduce our carbon footprint. And that means we have to make machines more intelligent.”

GEʼs software and analytics center at Bishop Ranch, and Ruhʼs research and software teams in New York, India and the UK are dedi-cated to doing just that. "Actually,” says Ruh, “GE has been working on this for a decade.

The Convergence of Machines and Intelligent Data

Interview with William Ruh

Last year, we realized $3.5 billion in software products and software-enabled services. But whatʼs really interesting is how we can use software to build a network of brilliant machines and systems that will put data to work for our customers. Analytics is where the action is. Itʼs what you do with your software. This can be, and will be, game changing.”

Ruhʼs enthusiasm for his subject is evident. “Just imagine the profound changes that the Internet has brought to business and, in particular, to consumer purchasing over the last decade. Today, Walmartʼs big competitor is Amazon; for American Express, itʼs PayPal. The traditional financial models are being challenged.

“But what we have before us now is the In-dustrial Internet—an ecosystem of connected machines that can make our industries work better. We can make our machines more intelligent. And we can connect these devices via the Internet to capture information across a much wider spectrum. This will transform the way we think about machines and how they work with people.”

William

Ruh, GE

18 19INTERVIEW WITH GEʼS WILLIAM RUH

The specialized software thatʼs needed to capture data from connected devices and networks has practical applications in GEʼs various business units from aviation to medicine. Advanced analytics and predictive algorithms could solve flight inefficiencies or improve patient care in hospitals. “The first application we built at our center here was for a project we did with Mt. Sinai Hospital in New York City. Mt. Sinai is a very well run, highly respected hospital, but they wanted our help with improving inefficiencies in the operations management system for admissions and discharge. It seems that bed assignment is something of a ʻblack art.ʼ

“We put sensors on patients and by knowing exactly where all of the devices were located we could build algorithms that improved our assessment of current and future needs for beds. The sensors gave us information that we could analyze and then use to assign the right patient to the right room. We were also able to connect information from nurses about which patients needed which rooms and about which patients were seeing the same doctor and could then be assigned to a group of rooms that would help make the doctorʼs rounds more efficient. With predictive software, analyt-ics, modeling and by connecting data, we were able to identify real-time bed availability and cope with higher demand, without physically expanding operations. This works much better for the hospital—not to mention the patient.”

The GE software and analytics center at San Ramon acts as a kind of “nerve center” for the companyʼs global software initiatives and represents the companyʼs growing recognition of the promise and importance of software and services. “At first our group didnʼt have a corporate function or a corporate officer,” notes Ruh, “but the concept of the Industrial Internet has caught fire. We now have 9,000 software people globally, spread out over hundreds of sites and more than 350 employees working at the San Ramon facility. We expect to grow to a workforce of 1,000 people at Bishop Ranch. We completed Phase One and Phase Two of the building

project and moved into our new offices in July 2012. And we couldnʼt be happier.”

GE has opened two other software facilities in the past two years, one in Detroit that develops software for GEʼs internal use and employs 1,000 workers, and the Information Security Technology Center in Richmond, Va., that focuses on cyber security, as well as network design, architecture and data management.

While it might have seemed obvious to locate the new GE Global Software headquarters in the South Bay near Mountain View or San Jose, Ruh says, “Our main goal was that we wanted to attract great talent. We need great programmers, the best people in analytics, visualization, machine learning, and people who can build platforms and applications. We also wanted to attract the best people in busi-ness development and marketing and in all of the various support functions. That was our number one consideration when we started thinking about where to build the new center.” Ruh comments on the advantages of the San Ramon location: "We are generally looking for architects and engineers who are five to fifteen years out of school, although we also hire people fresh out of grad school. When you look at that demographic, itʼs easy to see why this is a great place to be.

“Thereʼs a lot of great technical talent that lives within a 30-minute drive or commute of Bishop Ranch. Walnut Creek, Danville and Dublin are very close and even if the employee lives in San Francisco, Fremont or San Jose, itʼs a reverse commute. For anyone who has ever made the drive down I-680 or 580 to San Jose…well, the drive down that corridor takes a lot of time out of your day.”

Ruh adds that many GE employees have young families and find that “housing costs on the Peninsula in cities like Mountain View and Palo Alto are simply out of range, whereas affordable housing is one of the great advantages of the San Ramon area.”

At the same time, there are good schools, plenty of places to hike, bike and play outdoors and everything that the city of San Francisco has to offer as well. “So we came out here and we are getting people who love where we are and what weʼre doing. Thereʼs a lot of excitement about this field and its potential.”

The climate and natural beauty of the San Ramon Valley has also impressed Ruh. “We have these wonderful vistas, the views of

Mount Diablo and greenery everywhere. Believe me, the environment adds to the pleasure of coming to work here. I think all of us at the center are proud to be in a LEED-Gold certified building, too. Plus, Bishop Ranch is just a very well run place, very pro-fessional and competent. And the express buses and mass transit benefits that are here are a big attraction for our people.

“You know,” he adds, “people come to our building and they think this is one of the coolest places to work that they have seen in the Bay Area. We get a lot of compliments.” Designed by architectural firm AECOM, the GE workplace is open and full of light, aligned with their desire for transparency. “We want transparency because we are re-ally pushing collaboration and agile develop-ment. There are lots of meeting spaces and even the private offices have glass walls.

“ We have embraced trans-parency, because we want to communicate openness and honesty.”

Everybody gets a window and view. We have embraced transparency, because we want to communicate openness and honesty. Thatʼs who we are. And, of course, the design is consistent with LEED principles as well.”

The resulting software headquarters is an active workplace centered on the companyʼs core values of sustainability and innovation, providing a range of spaces and settings for GE employees to collabo-rate, learn and socialize.

Everything about GEʼs decision to make San Ramon home for the people who are “reinventing the industrial revolution” seems to make perfect sense in terms of the divisionʼs needs, goals and culture. “If you look at the company as a whole, GE is a learning organization and secondly, a respected company known for integrity and compliance. Those things are built into the company. More specifically, in our division, we are a culture of innovation. We are also highly collaborative, because thatʼs how the best software gets done. I believe that the software weʼre working on today is truly important to the future of our economy.” Ruh adds, “The right workplace is key to getting the people we need and giving them a space that allows them to do their best work.”

A final remark from Bill Ruh? “There isnʼt a better place to have an office.”

20 21INTERVIEW WITH GEʼS WILLIAM RUH

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GatheringsCafé

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Photo courtesy of Gloria Lee

for those who love good food, thereʼs no place quite like Northern California. We enjoy fresh, locally sourced fruit and vegetables year-round, along with bountiful markets on every corner, gourmet food trucks and farmers markets offering produce, flowers and herbs, along with artisan bread, cheese and street food. Bay Area residents have become, if not connoisseurs, then sophis-ticated consumers who expect more out of what they consume. One might say, weʼre a little spoiled in this regard.

Not to be outdone, Bishop Ranch now offers tenants a great place to meet and enjoy artisan sandwiches, organic salads and homemade soups at Gatherings Café. Andy Chang, Director of Management Services, Sunset Development Company, explains the thinking behind the remodel and rebranding of an existing venue at Bishop Ranch 1. “Our inspiration was to design a place and menu that is more relevant to current tenant tastes while creating a place for people to get together and strengthen the sense of community here at Bishop Ranch. Accord-ingly, ʻGatheringsʼ seemed like a very appropriate name.”

Sunset Development approached the owners of the café, who responded enthusiastically to the idea and, as Chang notes, “the project became a true collaboration between tenant and landlord.” Gensler, an international interior design firm, and a tenant at Bishop Ranch, was called in to design a simple, contempo-

Savor and Connect

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Is the new café a success? “Feedback has been very positive,” says Chang. “Thereʼs a certain ʻWow!ʼ factor when customers walk in and itʼs quite an upgrade over the previous space, which was a fairly basic cafeteria.” So, leave the PB&J at home and enjoy the fresh, fabulous flavors of Gatherings Café. Bon appetit.

gatherings café serves breakfast and lunch and is open monday through friday 6:30 am to 3:00 pm gatherings café also provides on-site and off-site catering services for meetings and special events.

GATHERINGS CAFÉ

rary environment, built out and upgraded by Sunset Development. Jean-Marc Fullsack, a celebrated chef who has worked with Dr. Dean Ornish and cooked for former President Bill Clinton, reinvented the café menu.

The interior of Gatherings Café is as fresh as its menu. Light-colored woods, an abundance of daylight and touches of greenery create a very appealing space for sharing a sandwich or having a cup of Peetʼs coffee. Chang adds, “Different types of seating create different settings or experiences. You can sit at the counter and overlook the fountain in the BR1 plaza, pull up a stool to join friends at the communal table, or sit back and relax on a sofa in the lounge area. It is much more inviting than a room thatʼs just a sea of identical four-top tables.”

Consultant Fullsack, who is the Executive Chef Instructor at the University of San Franciscoʼs Department of Hospitality Management, remarks: “Creating the right menu was a bit tricky in order to appeal to a broad range of tastes. We kept some of the traditional sandwiches on the menu, but also added contemporary choices.”

To satisfy all palates, the Gatherings Café lunch includes both a classic Caesar or a Happy Vegetarian salad made with organic greens and Hijiki seaweed; there are deli sandwiches and artisan sandwiches such as The Orchard, a sandwich of grilled chicken and Monterey Jack cheese on ciabatta, topped with sliced apples, basic pesto and a homemade garlic aioli dressing. “I was trained in classical French cuisine,” says Fullsack. “But my interest and background is in healthy foods.” Formerly at the California Culinary Academy, he has been a Guest Chef at the White House, on Air Force One and at Camp David. Beyond consulting on food choices, Fullsack trained both back and front house staff. “The staff are quite pro- fessional,” he says, “and the owners were very open to new things. Everyone was great to work with and they have done a fantastic job.”

Photo courtesy of Gloria Lee

26 27

in late october of 2012, Hurricane Sandy devastated portions of the Caribbean and eastern United States. Much of New York City and the surrounding urban areas lost power, leaving hundreds of people cold, hungry and in some cases, without water and other critical supplies. The destructive winds had a profound impact on businesses in the region causing loss of electricity and disruptions to their supply chain.

A crisis like Hurricane Sandy reminds us that itʼs important to do what we can to be ready for any emergency that might occur. Too often, people and businesses are caught off-guard. While severe storms, earthquakes and other traumatic events receive intense media coverage in the immediate aftermath, such events quickly slip from public attention until the next calamity occurs. We have no way to prevent natural disasters or minor disruptions like heavy rains that cut power for hours, but whatever the scale of the event, companies need to take proactive measures to protect employees and the day-to-day functioning of their businesses.

A good management-approved plan for handling emergencies and getting the company back on its feet is essential. The plan should identify who is responsible for declaring a disruptive event and mitigating its effects. It should define what has to be done and in what time frame. At a minimum, staff should be informed of evacuation procedures, emergency contacts and the location of equipment and supplies that may be needed to ensure everyoneʼs safety. Perhaps most importantly, a response plan establishes a process for communicating with employees in an emergency situation. Itʼs essential to identify the people, places, resources, communications, authorities and actions to be performed by employees and the property or facility management.

What constitutes an emergency? It can be a broken water pipe or it can be a major event such as a fire, flood or earthquake that occurs with or without warning and wholly or partially destroys the company premises. An emergency can also be an epidemic that poses a risk to employee health. It could

Ready forthe Next One?

be a computer virus that disables software and systems. Every year, such events take their toll on businesses, costing millions of dollars and in some cases, human lives. How well prepared your enterprise is to respond to an emergency can make the difference between minimal impacts and crippling losses. For some companies even a few hours of downtime can have significant financial impact.

The good news? Thereʼs no shortage of excellent ideas on how to prepare, respond, mitigate and recover in the case of any unforeseen event. You can get information online at the Federal Emergency Management Agency (FEMA) website, the Department of Homeland Security (DHS) website and at Ready.gov, a website spon-sored by the U.S. Government. And there are consulting groups that specialize in helping businesses formulate plans for disaster preparedness and recovery.

Kelly David Williams is a senior consultant with Emergency Management Safety Solutions (EMSS) whose broad business and information

28 29

technology background provides him with a unique perspective on all aspects of business continuity and disaster recovery planning.

“Those of us who work in emergency preparedness live in a world where we assume that bad things are going to happen,” says Williams. “If you read the newspaper or watch the news, you know that itʼs not getting less dangerous. However, we donʼt have to be reactive. Being realistic, establish-ing a plan and getting trained are positive, proactive things companies can do to mitigate damage to their business.”

Williams notes that emergencies can be categorized as geological (earthquakes),

meteorological (hurricanes, tornadoes, drought, severe heat or cold) and technological, which encompasses all of the technologies we depend on in our daily lives (electrical, communications and transportation systems) and “man-made” events, which can be broken down into accidents or deliberate acts, such as a bombing or violence to people and prop-erty. Additionally, there are biological events such as epidemics and pandemics that must be considered potential threats to human beings and the conduct of business.

“Here in the Bay Area,” says Williams, “our geography dictates that we can expect a major earthquake. Unfortunately, earthquakes give

no warning. We canʼt see one on the horizon and track its progress like a hurricane. Unless the laws of physics change in the next few years, it is not a matter of if, but when, the San Andreas or Hayward faults will experience a major rupture. And a big shake will affect not only the structure of build-ings, but also the availability of water, power, transportation and communications.”

Twenty-four years ago, the 1989 Loma Prieta earthquake resulted in about 8 billion dollars in property damage. 3,757 people were injured and over 60 lost their lives. Williams expands upon that sobering subject to note that even without a major earthquake, the services we rely upon may be compro-

mised by an aging infrastructure. How reliable and resilient is our infrastructure?

“With the heavy demand on the grid, there have been quite a lot of power outages in the U.S. and our water systems are getting older, too. Breaks are becoming a more frequent occurrence and, by law in most municipalities, if a building loses its water source, it has to be evacuated. It can take hours or days to plug a leak and put a water main back together. We canʼt state statistically the probability of a blackout, breakage, fire or earthquake, but we can certainly say that such events are plausible—and demand our attention.”

READY FOR THE NEXT ONE?

“ Education and training can mitigate the emotion and fear that an unanticipated event produces.”

While many companies are taking steps to reduce resource consumption, the pressure on our infrastructure continues to build as the population grows and changing weather patterns bring droughts and severe storms that strain utility services. “There are over 300 million people in the U.S.,” says Williams, “and it seems as if almost everyone wants to live on the coast. These dense centers of population, together with our dependence on technology, exert a tremendous pressure on the systems we expect to be reliable. We expect the lights to turn on when we hit the switch. We expect to be able to connect via the Internet or cell phone 24/7. There will be disruptive events and everyone should be at least prepared to respond.”

So, what about when an earthquake hits or a building catches fire? “An effective response plan works at multiple levels,” says Williams. “First is life safety. Everyone needs to be educated on what to do in specif-ic circumstances. It is just like when you were in grammar school and you heard the fire bell. You lined up and got out. Children are taught and trained to know what to do and where to go. You imprint the actions by exercises and drills. If thereʼs an earthquake, the rule is: get down, get under and hold on. Itʼs simple and straightforward. Companies need to prepare for the same thing with employees.”

Once people are safe, someone must evaluate the situation and make decisions about what to do next; ideally, this would be a well-trained emergency management team. The response will depend, of course, on the nature of the emergency, its severity and how long the team anticipates a crisis situation will be in effect. “One thing that many companies fail to recognize,” says Williams, “is that emergency responders, the fire department, police department, Red Cross and so-forth are not going to come running to an office building or business park. They will go first to hospitals, schools, senior-care facilities; wherever there is a vulnerable population. People in an office building should be prepared to get no

assistance for 72 hours or more following a major regional event. Thatʼs simply the reality in a large metropolitan area.”

Obviously, an emergency plan cannot exist only on paper. Putting the plan into action as an exercise or drill lets a company see how it might function in a real situation. Until staff have actually gone through an exercise to address a breach of security, IT crash, fire or supply chain issue, itʼs almost impossible to see how things might unfold and how recovery can be achieved.

Clearly, itʼs essential to think through possible scenarios. Perhaps an earthquake hits mid-afternoon. There are no casualties, but there is no public transportation, no BART or buses, and freeways are compro-mised. Thereʼs no electricity, no light or HVAC. By nightfall, people are hungry and anxious. If thereʼs any coffee left, itʼs cold. But beyond enduring the physical discom-fort, people are most likely to feel the need to be in communication, to know what is happening outside the immediate environ-ment and, in some way, to communicate to families that ʻweʼre OK.ʼ Thus, a battery-powered radio and small generators to keep cell phones charged are essential items, along with blankets, water and sanitation supplies. A satellite phone can save the day in case the entire phone system goes down.

Williams notes that, “In the corporate environment, once life safety is addressed, the question is, how do we get back in business? Companies need to identify their core processes and the people and systems that drive and support those processes. They need a strategy for getting back in service within the required time frame. A well-thought-out business recovery plan can address the critical points.”

Reports from the aftermath of Hurricane Sandy and Hurricane Katrina indicate that companies that do not have a business continuity plan in place have a high failure rate. During and after these devastating

storms, small and mid-sized companies lost their ability to conduct business, were unable to make a recovery, and their custom-ers moved on. “A disaster plan is simply part of any companyʼs strategy to address risk. Itʼs a basic priority,” concludes Williams.

What about each of us sitting at our desk in any given office? What can each of us do to be better prepared for a tsunami, a storm, an earthquake—remembering that you may have to fend for yourself for 72 hours?

Prepare. Plan. Stay Informed.

personal checklist • Read your companyʼs emergency or

evacuation plan and know where to meet in an emergency.

• Know the location of exit routes, stairways, fire extinguishers and first-aid kits.

• Keep bottled water, non-perishable food and other supplies at your desk. Supplies can include aspirin/ibuprofen, pre-moistened towelettes and any prescription medications you need to take on a regular basis.

• A flashlight and a pair of walking shoes could be your most valuable emergency supplies.

• Carry a list of important phone numbers in your wallet.

• Keep the space under your desk free of clutter. In an earthquake, this space might be home for a few traumatic moments.

• Identify potential hazards in your work area that can be eliminated to prevent injury.

• If you are not at your desk when something happens, donʼt count on being able to make it back. Store additional supplies in your car.

tenants can feel secure in knowing that the emergency preparedness plan at bishop ranch is a proactive, comprehensive and assertive safety program that involves the cooperation and participation of all tenants, the san ramon valley fire protection

30 31

H O2H O2

district, sunset development company and the city of san ramon, california. our 24/7 program, combined with the proximity of local police, fire and emergency services helps protect company property and personal safety.

you can view a pdf of the bishop ranch emergency procedures reference guide at www.bishopranch.com/tenant-services/

amenities/security. the booklet includes emergency numbers, fire procedures, bomb threat procedures and power failure pro-cedures, as well as what to do in case of a medical emergency, civil disturbance or earthquake. for more information, please consult the property manager or the emer-gency response and resource manual for your building.

bishop ranch thanks kelly david williams, a consultant with emergency management and safety solutions, for his contributions to this article. for more information, please visit: www.ems-solutionsinc.com, www.fema.gov.org, www.ready.gov, or www.dhs.gov/

READY FOR THE NEXT ONE?

32 3332

most of us want to look, feel and perform at our best. As individuals, we know that staying healthy in body and mind is essential to our quality of life—and equally critical to our productivity and performance at work. Employers and employees both benefit when people feel good—energetic, alert and positive about their life and their job.

At the same time, staying fit and healthy can be a challenge. How do you squeeze in a yoga class between work, commute time and your childʼs soccer game or science fair? How do you resist the coffee and doughnuts tempting you in the breakroom? And what about the stress of an unreasonable deadline that must be met?

Today, more and more companies are investing in wellness programs that may include health screens, nutrition coaching,

Health Awareness at Bishop Ranch

Happy & Healthy at Work

Dan Robinson, PriM

ed Managem

ent Consulting Services

34 35

“ People do take advantage of the exercise programs and as we know, exercise produces endorphins. If you can experience endorphins at work, thatʼs a good thing.”

HAPPY & HEALTHY AT WORK

36 37

fitness training and behavioral interventions like smoking cessation. And these compa-nies are reaping the rewards of a loyal workforce. People respond to seeing evidence that an employer really does care about their well-being.

Dan Robinson, Chief Administrative Officer at PriMed Management Consulting Services filled us in on his companyʼs wellness program. “People know us as the Hill Physicians Medical Group,” notes Robinson, “but Hill is, in fact, an organization of independent physicians—about 3,600 doctors—all of whom have independent practices and come together under the Hill umbrella. PriMed has about 550 employees who work behind the scenes to

support the Hill Physicians doctors, striving to improve clinical outcomes and patient satisfaction. So, it only makes sense that we would make every effort to keep our own people healthy.”

Indeed, PriMedʼs wellness program represents a significant investment of resources. PriMed challenges its employees to meet four criteria of wellness; for those who do, there is a financial reward beyond the personal incentive of better health. “We ask people to take a health risk assessment in order to identify habits they might wish to change. We also challenge employees to meet or exceed three clinical measures:

blood pressure of 130/80 or better; healthy cholesterol levels; and a body mass index (BMI) of 25 or less. Those with BMI signifi-cantly above 25 may reduce their BMI by 2 points in any given year to earn rewards.”

The reward for meeting these benchmarks? PriMed gives employees a discount on insurance premiums that can be as much as $480 a year. Non-smokers can avoid an additional $480 per year in premium costs. For employees who receive health insurance benefits from another source, PriMed offers cash rewards, which are equally generous, about $400 for the year. Robinson notes, “Itʼs a popular incentive.” PriMed sponsors fitness and health oriented classes and events weekly.

“If an employee attends at least two events per quarter, they can take an extra day off in the fourth quarter as a reward. We call it a Wellness Day.” The company holds on-site exercise classes during and after work that include yoga, kickboxing and circuit training. “Anything to get people moving,” says Robinson.

“Naturally,” says Robinson, “mental health is just as important as making good food choices or losing a couple of pounds. We also hold meditation classes three or four times a month and our ʻEmotional Intelligenceʼ classes help people deal more skillfully with personal and work relationships, as well as promote a better understanding of depression and anxiety.”

According to Robinson, PriMed employees are enthusiastic participants in the classes and events offered and report that the well-ness program is one of the things they like best about working for the company, and as a result, aids in employee retention. “People do take advantage of the exercise programs and as we know, exercise produces endor-phins. If you can experience endorphins at work, thatʼs a good thing.”

Robinson believes that in the future, organi-zations will expand their programs and use social media such as Facebook and Twitter to support walking clubs, hiking clubs, employee sports events, etc., capitalizing on the ability to connect.

“More and more companies are putting wellness programs in place. At one time, I would have said that we absolutely had the Cadillac of wellness programs. That may no longer be the case. Other companies like Blue Shield and Chevron are coming up to our level and, with greater resources at their disposal, are able to do some things we cannot. Chevron has a fully equipped gym on-site. Blue Shield offers treadmill workstations. You can make calls, check emails and work while you walk at a moderate pace.”

Many companies are limited by available capital and insurance concerns, but those who do invest in wellness programs discover a return on investment in the form of improved productivity and a more engaged workforce. “Thereʼs a pay-off,” says Robinson. “First, it is the right thing to do. At the same time, it helps to control our health insurance costs, which are high. But thanks to the improved health of our employees, there are fewer doctor visits and insurance claims. We have had either a flat renewal or very small increase in our renewal costs the past few years. That makes everybody happy.”

Clearly, PriMed has made the well-being of their employees a priority. Itʼs an inspiring example. What can you do even if your com-pany does not yet have a wellness program?

tips for wellness at work: • Sit less. Take a stroll after lunch to boost

your metabolism.

• Keep moving. Stand up, stretch and breathe. Pace while youʼre on your cell phone. Instead of emailing or calling a colleague, walk over to his or her desk.

• Avoid the vending machine and other sources of sugar and salt.

• Practice good hygiene. Multitasking at lunch is common, but wash your hands and clean up after eating at your desk.

• Get your flu shot.

• Donʼt spread it around. If youʼre contagious, stay home or do what you can to prevent the spreading of germs.

• Laugh. Itʼs the best medicine.

At Bishop Ranch, we make every effort to help motivate the people who come to work to take good care of their health, as well as that of their families and communities. Bishop Ranch tenants enjoy a beautiful on-site fitness center that hosts a variety of classes, such as yoga and Zumba, at deeply discounted prices. Bishop Ranch is also located close to the Iron Horse Trail, a popular multi-use path for bikers and pedestrians, as well as a large 24 Hour Fitness All-Sport club and a ClubSport Fitness Center.

Throughout the year, we sponsor classes in CPR certification, hold blood drives, provide on-site flu shots and present stress relief seminars. Tenants can also take part in walks for charity, bike rides for riders at all levels and attend farmers markets to take home fresh fruits and vegetables from local growers.

“ Mental health is just as important as making good food choices or losing a couple of pounds.”

HAPPY & HEALTHY AT WORK

38 39

at bishop ranch, community matters. Thatʼs why General Manager Alexander Mehran, Jr. formed the Community and Outreach team in 2012. This group organizes 50+ events annually, all with the intention of creating high-level networking opportunities and continuing to build a best-in-class community.

Mehran observes that, “Local housing and schools are two of the biggest deciding factors for businesses who make the choice to come to San Ramon. We actively support the local education system and are extremely proud of the tight-knit relationship we have with the community of San Ramon. Our foremost priority is to continue to strengthen that rela-tionship and to foster a sense of community within Bishop Ranch itself.”

The biggest and best-known community event organized by Bishop Ranch is the annual Tree Lighting Festival that takes place the first week of December. This fun-packed evening has become a tradition for the local San Ramon community and is a unique and entertaining way for families to welcome the holiday season. Every year, a 70-foot Douglas

Fir tree is trucked in from Northern California. Then the landscaping crew at Bishop Ranch 1 focuses on the labor-intensive process of erecting the tree. Once in place, over 60,000 lights are strewn around the tree and surrounding smaller trees, turning the entire Bishop Ranch 1 plaza into a glittering wonderland that delights children and adults alike.

Last yearʼs festival attracted over 3,000 attendees from the Tri-Valley area and featured several live performances by local school choirs, a fire-dancing troupe, special performances of the Nutcracker Ballet, strolling stilt-walkers, face painters and, of course, the big guy himself: Santa Claus.

More recently, Bishop Ranch hosted a Holi Celebration for our tenants and local community. Holi is an ancient festival originat-ing in India to mark the arrival of spring and bid an enthusiastic farewell to the long winter. Celebrants throw brightly colored pigments on each other as a way to commemorate the vibrant colors and joyous mood of springtime. This free, family-friendly celebration was

39

The Community Vibe at Bishop Ranch

Bishop Ranch Holi Festival

40 41THE COMMUNITY VIBE AT BISHOP RANCH

San Ramon Farm

ers Market at Bishop Ranch

a huge hit and featured live music and drumming, traditional Indian dancing, henna tattoos, face-painting and lots of food.

Upcoming events at Bishop Ranch include an Earth Day Celebration, Organic Healthy Eating Event and a Wellness and Safety Fair that will also host the Cystic Fibrosis Foundationʼs ʻGreat Stridesʼ walk, which raises funds for life-saving research, quality care and education programs. This summer, tenants and local residents looking for a fun Friday date night can enjoy free screenings of blockbuster films at Outdoor Movie Nights. And of course, the weekly lunchtime Food Truck Mafiaʼs mobile gourmet lineup is very popular, as is the San Ramon Farmers Market, held at Bishop Ranch 3 and 2, Thursdays and Saturdays, respectively. Thereʼs always something to do at Bishop Ranch!

look for a complete list of community events at bishopranch.com/tenant-services/

amenities/events

42 43THE COMMUNITY VIBE AT BISHOP RANCH

San Ramon Farm

ers Market at Bishop Ranch

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we extend a warm welcome to Chris Weeks, who recently joined the Bishop Ranch team as Director of Transportation. Prior to coming on board at Bishop Ranch, Chris was Transportation Coordinator for Google, where he helped to implement the companyʼs much-admired transportation program. As you may know, Google dispatches 32 shuttle buses each day to ferry some 1,200 employees to and from its Mountain View headquarters, so the job prepared him well to handle the challenges of our own world-class transportation program. Prior to Google, Chris held the position of Transportation Operation Specialist for Planning at the Presidio Trust, San Francisco.

At Bishop Ranch, Chris will oversee our extensive transportation program and is working to develop new alternative transportation options to improve services and reduce our carbon footprint. Rather than rest on past achievements, Bishop Ranch plans to expand and enhance our commuter benefits, including our present bus system. Chrisʼ experience and expertise will be invaluable in helping to fulfill the needs of 30,000 commuters who depend on the Bishop Ranch program for safe, convenient and sustainable transportation.

BR WelcomesChris Weeks

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Chris W

eeks, Sunset Developm

ent

46 47BR WELCOMES CHRIS WEEKS

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The San Francisco Bay Area ̕s premier business address

As owner, developer, and manager, Sunset Development has worked with a talented team of architects and designers to establish strict design criteria and shape Bishop Ranch into a premier corporate location that conveys an ethos of quality in every respect. Intelli-gent planning ensures spatial balance, visual continuity, and graceful integration with the surrounding landscape.

Sunset Development has also endowed the park with numerous works of art, including a dramatic kinetic sculpture at the park entrance announcing the dynamic nature of the business community within. As an exceptional work environment, Bishop Ranch has earned the prestigious Urban Land Institute Award for Excellence in Commercial Development.

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Fortune 100 Companies at Bishop Ranch: Chevron, JP Morgan Chase, Bank of the West*, Nestlé*, AT&T, FedEx, PG&E, Kraft, Toyota*, Ford, Sprint Nextel, Coca-Cola, Honda*, Siemens, New York Life Insurance, Liberty Mutual Group, State Farm Insurance, Procter & Gamble, IBM, General Electric, American Interna- tional Group, as well as the United Parcel Service.

* Global 100

Accounting Services Angela Wong, CPA Armanino McKenna, LLP Boyer & Conniff, LLPBrian Breckenridge CT Tax Consulting, Inc. Frank F. LʼEngle, CPA Jeff Wilson, CPA John S. Davidson & Paul Cunningham Karen G. Stepper and George Carathimas Lindquist, LLP Padgett Business ServicesYerina, Pascual & Dizon, Inc.

Architecture California Yard Care Corp.

Architectural & Engineering Services Advent Engineering Services, Inc. AEPC Group, LLC Allied Engineers, Inc. Black & Veatch Corporation Brass Engineering International, Inc.Carlson, Barbee & Gibson, Inc. Eric Shephard ArchitectsGensler & Associates, Inc. Interform Commercial Interiors Mark Dubney Processes Unlimited International, Inc.Robert Hidey ArchitectsWare MalcombWest Coast Code Consultants, Inc. WILLBROS Engineers (U.S.), LLCWilliam Hezmalhalch Architects, Inc.

Automotive Ford Motor Company

Biotechnology Austral BiologicalsDataPhysics Research, Inc.

Business Services American Ratings Corporation BI Worldwide Business Information Services, Inc. FlemingMartin, LLC GMAC Global Relocation Services, LLC Horizon Business Products PaychexPTG Call Center, LP Plainview Products, Inc. Trowbridge Innovation Services XRG Systems, Inc.

Clean Technology BEW Engineering CSI Solar, Inc. EDF Renewable Energy, Inc.Green Plug, Inc.Phoenix Solar, Inc. KEMA USA, Inc.Shamrock Renewable Energy Services, Inc. Viasyn

Construction Hanson Aggregates Harsco Corporation

The Okonite CompanyOtis Elevator Co. Rosendin Electric, Inc.Sheeno General Construction, LLC

Consulting Services Accenture, LLPAlliance LeadershipAlvis SolutionsBureau Veritas North America, Inc.Business Solutions Group Consulting, Inc.Catapult Consulting Associates, LLCEndowance SolutionsFidelis Pro Solutions, Inc.Fishman Consulting Group, LLCGary J. Negherbon and Associates, LLCGlobal Inventures, Inc.Globiz Consulting Group, Inc.Harsco CorporationHenshaw/Vierra Management Counsel, LLCInsMark, Inc.Iron Horse InteractiveKapur International, Inc.Kerr-Hill, Inc.Knowledge Infusion, LLCMaterial Survey Associates, Inc.MCJ ConsultingMeeting Possibilities, LLCMichael Brandman AssociatesR Mo, LLCSalesmark, Inc.Stratedge, Inc.TESCRA, Inc.The Saint Consulting Group, Inc.Torchiana, Mastrov & Sapirowww.selling-up.comYunjing Ren

Consumer Products Aidan Aryl EnterprisesAqua Guardian GroupAssistGuide, Inc.Bayer HealthCareBusiness Exchange International, Inc.Cal LightingChallenge Sales, Inc.Enterprise Rent a CarExpress SignsFedEx CorporationG4S Security SolutionsGeorgia-PacificJaponesque Professional Makeup Supplies, Inc.Lea Journo Cosmetique, LLCProcter & GambleSAFE SecuritySan Ramon Boat Center, Inc.Toshiba Business Solutions

Education Services JEI Self Learning CenterLearn N Review, LLCuCertify University of California, Davis

Energy Candusa CorporationConneXsys Engineering, Inc.

Energy Production, Products, and Services Aerosol Gas Company, Inc.Chevron CorporationEnpower Management Corp.Gas Transmission Systems, Inc. (GTS)Pacific Gas and Electric CompanyPike Energy Solutions, Inc.Shasta Renewable Resources, LLCTarga Liquids Marketing and TradeWest Coast Energy Design

Financial Services A10 Capital, LLCAccountNow, Inc.Accretive Wealth Management, LLCAEL Financial, LLCAmerican Honda FinanceAmerican Investors CompanyAPayments, Inc.Balboa Capital CorporationBank of the WestBay Equity LoansBlue Star Investment & Financial PlanningBruce W. WilsonCalifornia Financial AdvisorsCannon Beach ConsultantsCardBenefitCatalyst Lending IncorporatedCertified Planners, Inc.Community Accounting Management ServicesConsilium Wealth ManagementCornerstone Wealth Management, Inc.Credit and Debt Assistance Center of America, Inc.Diane Chan, CFPDIVA Financial CorporationedMDEdward D. JonesENGS Commercial FinanceFGD-Financial Group DirectFirst Allied SecuritiesFremont Bankgreenlight payments, Inc.H. Young International, Inc.iCan GroupICE Credit Hub, LLCInternational Assignee ServicesJDN Capital Management Limited PartnershipJeff WangJoseph DucaJPMorgan Chase BankKearney-Burch Financial Services, Inc.Keystone National Group, LLCLexington Investment Counsel, LLCLincoln National Sales Corp.Mark Swartz Investment ServicesMartin Wolf Associates, Inc.Maureen C. Richardson, CFPMichael TomrenNew Spring Financial Planning, LLCNLR Investment ServicesPerformance Lending & InvestmentPinnacle Actuarial Resources, Inc.Porter Orlin, LLCPresidium Partners, LLCPrimeLendingR. A. Bradford & Co., Inc.RG Capital Management, LLCScott Sprague

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Seacoast Commerce BankSound Benefit SolutionsStarmont Asset Management, LLCStephan R. MuellerStephenson Financial ServicesThe Mason CompaniesToyota Motor Credit CorporationTribola Tech, Inc.Union Estate PlanningValentine CapitalZuk Financial Group

Food and Beverage Anheuser-Busch, Inc.Brands of Britain, LLCCoca-Cola EnterprisesDaniel Hlebakos, an individualDeCredico & AssociatesDel Monte CorporationDreyerʼs Grand Ice Cream, Inc.H.J. Heinz Company, LPInternational DIVA California, Inc.Kraft Foods Group, Inc.MondelézNestle USA, Inc.New Era FoodsStrategic Restaurants Acquisition Corp.Sun Tropics, Inc.U. S. Brands International, Inc.Wrigley Sales Company

Government Entities Assembly Committee on Rules, California State Assembly

Health/Fitness 24 Hour FitnessClubSport of San RamonSerene Medical, Inc.

Home Builders KB Home South Bay, Inc., a California Corporation Lafferty Communities, Inc.Lennar Homes of California, Inc.True Life Communities, LLCWarmington Residential California

Industrial ITW Tool WorksKeyence Corporation of AmericaMirion Technologies, Inc.Occidental Chemical CorporationPraxair, Inc.RedZone Robotics, Inc.RheoSense, Inc.Rockwell Automation, Inc.Siemens Real Estate

Information Services Thomson Reuters

Insurance Services AGI Healthcare GroupAIG Domestic Claims, Inc.Amcom Insurance Services, Inc.AONArthur J. Gallagher Risk Management ServicesAudatex

Berger & Jones Insurance Agency, Inc.CCI Financial & Insurance ServicesChubb Group of Insurance CompaniesDiablo Insurance AgencyEdgewood Partners Insurance CenterFarmers Insurance The Guardian Life Insurance Company of AmericaH. Mahdavi Insurance AgencyHausman Insurance AgencyInnovative Claims Solutions, Inc.Jeff Carvalho, an individual and Carlos Gutierrez, an individualKay Financial Group, Inc.Kevin D. Cheng, a sole proprietorshipLiberty Mutual Insurance CompanyMalou AdamsNew York Life Insurance CompanyOld Republic Home ProtectionOmni-Prestige Insurance Services, Inc.Premier Benefit Resources, Inc.Sams & AssociatesSmolgovsky Insurance AgencyState FarmState Farm Mutual Automobile Insurance CompanyTrouette Insurance, LLC

Legal Services Anthony Deichler, Attorney at LawBrown, Koro & Romag, LLPCraddick, Candland & ContiFazio Micheletti, LLPFrankel & Goldware, LLPGeraldi Law OfficesGreenan, Peffer, Sallander & Lally, LLPHorizon Elder Law & Estate Planning, Inc.Jonathan Watts, Attorney at LawKopy Kat, Inc.Law Office of Mary C. WhippleLaw Offices of Cristin M. LoweLaw Offices of Weiler & Borst, LLPLegal Images & AssociatesLogan Law GroupMark Ressa, Attorney at LawReymann Law OfficeSchofield & Associates, PLCSilicon Valley Law GroupTri Valley Law Group

Manufacturing Hyperion Development, LLC

Marketing Services AP42blueSky Companies, Inc.C.K ONE Marketing, Inc.Car Dealer Promotions, Inc.GCS Promotion SpecialtiesJ. Stone Promotional Advertising, LLCLuna Bella, Inc.Meridian AssociatesNagy DesignS & J AdvertisingTargetCast Networks, Inc.Trans World Marketing Corp.

Medical Products and Services Adamʼs Safety Training

Advanced Rx Management, Inc.Alliance Home Health Care, Inc.Atlas Lift Tech, LLCBarry N. Gardiner, M.D., Inc.BioVentrixBishop Ranch Veterinary CenterCabulance Comfort, Inc.Chiropractic Center @ Bishop RanchCVH Home Health ServicesElvina LuiEndoscopic Technologies, Inc.Foresight Management Services, LLCHealthcare Design SolutionsHill Physicians Medical Group, Inc.Independent Pharmacy CooperativeLifestyle LiftMedical Anesthesia Consultants Medical Group, Inc.Pacific Imaging Technology, Inc.Primary Eyecare NetworkPrime Clinical Systems, Inc.PST Services, Inc.SG Medical BillingTender Heart Home CareUromed Technology, Inc.

Medical ProvidersTAllergy & Asthma Medical Group of the Bay Area, Inc.Barry N. Gardiner, M.D., Inc.Barry S. & Sue S. Hoch, D.D.S.Bay Mental Health, a partnershipCamino Ramon DentalCarol Jin, D.D.S.Dave Auluck, APCDiablo Family PhysiciansDiablo Hearing ServicesDiablo Valley ENTEast Bay Medical Oncology/Hematology Associates, Inc.East Bay Psychopharmacology GroupFamily & Cosmetic DentistryFamily Smile CenterGeorge F. Wong, D.D.S. & Grace X. Wu, D.D.S., Inc.Grace Hospice and Palliative CareJames Choi, D.D.S., MS, Inc.John Muir Urgent CareLaboratory Corporation of AmericaMelissa McNamara, M.D.Pediatric Dentistry San RamonPro Smile Dental CareRhonda Otway, LMFTRobert B. Neves, M.D., Eye Care AssociatesSan Ramon Dental ExcellenceSan Ramon Valley Physical Therapy, Inc.San Ramon Valley Podiatry GroupScott McElroy, D.D.S., M.D.S.Smrutirekha Misra, M.D., Inc. and Sujatha Rajagopalan, M.D., Inc.SteadyMed Therapeutics, Inc.Susan Gutierrez, M.D., F.I.P.PTri-Valley EndocrinologyVirginia Luchetti, Ed.D.

NonProfit Organizations CALNOCGrowing Healthy Churches

BISHOP RANCH COMPANIES

Local RootsNew Life Church of the Assemblies of GodNISH Pacific WestSan Ramon Chamber of CommerceSentinels of FreedomTr_vWestern Conference of Teamsters Pension Trust FundWorld Initiative for Science & Healthcare

Personnel and Outsourcing Services Advantage Technical Resourcing, Inc.AerotekASAP Quality Staffing SolutionsAscot StaffingBulletHireChozen, Inc.Collabera, Inc.eQuest Global Job PostingHRIHS Solutions, Inc.Kair In-Home Social Services, Inc.Merit Resource Group, Inc.Niles Kvistad & CompanyRandstadReaction Search InternationalRGIS, LLCRJR Partners, Inc.Robert Half International, Inc.Rose InternationalStrategic Outsourcing, Inc.TalentmineTekforceVolt Information Sciences, Inc.

Publishing and Printing ServicesAmerican Reprographics Company California Newspapers PartnershipCopyRiteReal Estate ServicesAlain Pinel Realtors, Inc.AMR Appraisals, Inc.EquidyEquity ResidentialGTeam Realty, Inc.John H. Beatty & AssociatesK.A.D. Alliance, Inc.NRT/Coldwell BankerPacific Eagle Holdings Corp.Realty WorldRegus Business CenterRubay & RubaySummerhill Construction CompanySunset Development CompanySynergy Corporate HousingThe Bridgeport CompanyWilliam Lyon Homes, Inc.

Relocation Services Synergy Relocations, Inc.

Restaurants/Delis Cactus Cafe (BR6)Cactus Cafe (BR8)Cactus Cafe Too (BR15)Cactus Cafe Too (BR3) Gatherings Café

Technology 8K MilesAccela, Inc.Acme Data, Inc.Actura, Inc.Adagesoft CorporationAffiliated Computer Services, Inc.Alan King and Company, Inc.Amcom Computer Services, Inc.aMind Solutions, Inc.Angus Group Systems, Inc.Annams Systems CorporationArisGlobal, LLCaurionPro Solutions, Inc.Avatier CorporationBara Infoware, Inc.Big Data Analytics SolutionsBigDates.com, Inc.Brocade Communications Systems, Inc.Calypso SoftwareCasahl Technology, Inc.CCITE, Inc.Cinram Distribution, LLCClare Computer SolutionsCognizant Technology SolutionsCompuCom Systems, Inc.Cresyn Co., LtdCustomer Care, Inc.Donald French, an individualDrive Headquarters, Inc.Elsevier, Inc.Enclipse Corp.eOnTheGoEPM Solutions, LLCfive9, Inc.Fujitsu Network Communications, Inc.General Electric CompanyGlobal Logistics Village, Inc.GoPrint Systems, Inc.Gorilla Technology, Inc.IBMImpulseLogic, Inc.INSZoom.com, Inc.Intelli-Services, Inc.Intellix Solutions, LLCIntraGlobe, Inc.M & S Solutions, Inc.Mimi Home SolutionsMobiXIP, LLCMRT, Inc.NetpaceNetXperts, Inc.Nextrials, Inc.NorCal Internet VenturesNuevora, Inc.OutSystems, Inc.Planet Pro, Inc.Recall Management, Inc.Redshift NetworksReply!, Inc.RevZoom, Inc. dba Evolphin Software, Inc.rfXcel CorporationRootstock SoftwareSamsungScribeBase, Inc.SellPoint, Inc.Six DimensionsSocial Lair, Inc.

Streamlined Bookkeeping ServicesSublime Solutions, Inc.Symyx Software, Inc.Systema Software, LLCTeam Effort International, LLCTerraspanTiara Consulting Services, Inc.Tiburon, Inc.Trace3Twin IndustriesUnibrain, Inc.UST, Global, Inc.Vikarta, LLCVistapointe, Inc.WANdisco, a Delaware CorporationxMatters, Inc.Yaaman, Inc.

Telecommunications Products and Services Bechtel Communications, Inc.Clear Wireless, LLCExtenet Systems, Inc.Healy & Co.Intelligent BillsRidge Communications, Inc.SprintTrue WirelessUtility Telephone, Inc.vCom Solutions, Inc.Walsh VisionXO Communications

Transportation and Logistics Services4 Way Logistics, Inc.Bishop Ranch Transportation AssociationConGlobal Industries, Inc.Marine Air Land International Services, LLCMarketplace TravelOne Stop Logistics CorporationOOCL (USA), Inc.Peterbilt Motors CompanySeaCube Containers, LLC

Travel ServicesAlliance ITKing Tut Travel & Tours, Inc.Trans American Tours

Sunset Development CompanyOne Annabel Lane, Suite 201San Ramon, CA 94583

925.866.0100www.bishopranch.comleasing@bishopranch.com

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