Fra fast ejendom til bygninger, der styrker kampkraften
Ejendomme er blevet dynamisk faktor i virksomhedens kampkraft
Flemming B. Engelhardt
Adm. direktør, Newsec Datea A/S
NEWSEC IN DENMARK
PROPERTY ASSET MANAGEMENT
ADVISORY
NEWSEC DATEA A/SNEWSEC ADVISORY
A/S
Focus on Property Asset Management, Facility Management , leasing and association management
Focus on advisory, sale and leasing
INVESTASSOCIATIO
NS
The worlds real estate assets account for
60% of all global assets,
incl. gold, bonds, equities
THE REAL ESTATE INDUSTRY
The estimated value of all developed
real estate in the worlds is
$217 trillion
BUILDINGS ARE INEFFICIENT
IBM – smarter buildings & Townships for a better planet
50%Up to 50% of energy and water in buildings are often wasted
2025By 2025, buildings will be the #1 consumer of energy
30%30% of all commercial space goes unused
NEWSECS PROPERTY ASSET MANAGEMENT AND FACILITY MANAGEMENT SERVICES
Property caretakingTrimming operationHandling faults in property
Property strategySuggestion buy and sellProfitability analysisInvestment (in the property)
Lease administration LeasingRe-negotiationTenant relationsProject development
General supervisionCorrective maintenance
Service notification
ReportingIFRS
Group accounting Legal accounting
Property accountingLease administration
FinancingPortfolio strategyBuy/sell decisions
Larger investments
Property strategyBuy/sell proposal
Profitability analysisProperty development
Investments in the property
ComplianceProcurementSustainabilityTechnical planningEnergy optimisationFacilty Service
LeasingRenegotiation
Tenant relationsProject management
CLIEN
T
NEW
SEC
PORTFOLIO MANAGEMENT
ASSET MANAGEMENT
PROPERTY AND FACILITY MANAGEMENT
PROPERTY CARETAKING
Smart city initiatives are now the driving force for innovation in real estate
All enabled by technology
Buildings will begin to have a voice
The AC is broken
My windowsare dirty
Water is leaking
It is cold…
My radiator need fixing
Fire alarm!
Tenants are consuming services
New shoes (Amazon)
Need more milk (nemlig.com)
Cleaning(Hilfr.dk)
Superbowl (Pay per view)I want a steak
(uber eats)
Redecorating bedroom(Ikea)
CHALLENGES – THE FUTURE DEMANDS FOR TECHNICAL SERVICES
Task & order planning & reporting
Operations & maintenance
planning & cost management
Building part registration &
tracking
Lease area management &
billing for landlord and
tenants
Building assessment and asset condition
survey
Utility management
and consultancy
Building drawing
management
D I G I TA L I Z AT I O N R E Q U I R E M E N T S
• Demand for digitalization with 24/7 accessibility, tracking, feedback and reporting
• The clients challenge the delivery models • Client looks after one stop shopping concepts• Proactive property operations vs reactive service
handling
• Workplace setup to support growth, collaboration, activity based work style
• Retain and attract the right competences• Outside in – customer focused services• Commercial viable digital platform
GLOBAL CORPORATE SERVICES
CBRE presents
Strategy Drives Integration – Integration Drives Strategy
Prepared by: Karina Moll Ravn
Date: March 23, 2018
28 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
TOP OF THE AGENDA WITH CORPORATE REAL ESTATE 2018
What is the key challenges today
1 2 34 5Strategic
Metro Planning
Data
Transformation
Technology
& AnalyticsOrganizational
Alignment
Workplace
Transformation
29 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
Day to Day Operation for Corporate Real Estate Teams
LIFECYCLE OF THE CORPORATE PORTFOLIOPLANNING
EXECUTING
OPERATING
WHERE ARE OUR
FUTURE MARKETS?
HOW MUCH SPACE
DO WE REALLY
REQUIRE?
DOES OUR FIT-OUT
MEET THE NEEDS OF
TALENT?
HOW DO WE
MANAGE OUR
COST?
WHAT ARE OUR
TOTALCOMMITMENT
& LIABILITY
WHAT IS THE IMPACT
ON OUR
EMPLOYEES?
LOCATION &
LABOUR
ANALYTICS
SPACE AND
OCCUPANCY
MAANGEMENT
WORKPLACE
STRATEGY
PROJECT
MANAGEMENT
FACILITIES
MANAGEMENT
ENERGY &
SUSTAINABILITY
PORTFOLIO
ANALYTICS
TRANSACTION
MANAGEMENT
CORPORATE REAL ESTATE
30 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
INTEGRATION SUPPORTS STRATEGY
DISPOSE PLAN
ACQUIRE
DESIGN &
CONSTRUCTOPERATE
6 1
2
34
ADAPT5 OCCUPIER
PLAN: Defining a Real Estate strategy and
team to deliver business objectives.
ACQUIRE: Locating and acquiring the right
property for your business, employees and
clients.
DESIGN & CONSTRUCT: Transforming the
workplace to meet the needs of occupants
and brand.OPERATE: Ensuring the workplace
operates correctly and creates business
value.
Portfolio Services
Facilities Management
ADAPT: Evolving the workplace as
business needs evolve
Energy & Sustainability
Occupancy Management
DISPOSE: Understand how much space is
required and consolidate.
31 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
PORTFOLIO DELIVERY 360
INV
OLV
EM
EN
T
PLANNING SITE SELECTION CONSTRUCTION OPERATIONS
Transaction and Portfolio Services
ProjectManagement
FacilityManagement
32CBREPrepared for Grundfos
PORTFOLIO OPTIMIZERCBRE’S PORTFOLIO ANALYSIS, BENCHMARKING AND OPTIMIZATION SYSTEM
33CBREPrepared for Grundfos
SUPPORTING YOUR STRATEGIC DECISIONSCBRE PORTFOLIO OPTIMIZER
Portfolio Summary MetricsInternal Portfolio Benchmarking Portfolio Savings Opportunities
External Benchmarking and Market Context
SEQUENTRA Lease Portfolio Data
34 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
HOW ARE CORPORATES ORGANISING?
Outsourcing maturity
1st
Generation4th
Generation
DecentralisedCRE
Centralised CRE
2nd
Generation
3rd
Generation
35 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
EVOLUTION OF CRE FUNCTIONS
StrategyS
TechnologyT
ProcessesP
AlliancesA
OrganisationO
36 DFM© 2017 CBRE | CONFIDENTIAL & PROPRIETARY
Global mandate for service level and financial performance
Expectation that CRE delivers measured top line value
CRE has full visibility and sole ownership of operating and capital expense commitments
Consultative offerings on
Matrix central oversight of regionally managed teams.
Financial authority remains in region, but may be ‘owned ’ by CRE
Local teams are managed by country level or functional business units
Financial authority and reporting sits within BU ’s
Mandate
First Generation
Second Generation
ThirdGeneration
Fourth Generation
StrategyReactive to date driven events, business unit requests and statutory compliance
Extended planning horizon on lease dates and occupancy.
Systematic compliance solution
Established occupancy and location planning discipline
RE planning linked to business planning
Integrated and evolving with the business
CRE driver for HR, Finance and Operations objectives
People &Organisation
Heavily task oriented
Local BU dominates service discussion and organisation structure
Internal CRE organisation is core competency focussed
Functional silo outsourcing
Heavy functional shadowing
Integrated outsourcing
Eliminate the shadows
Variable resource models
Global integrated outsourcing
“Just in time ” expertise
Leadership
Partnerships
Cost selected vendors deliver work to client specification and processes
Multiple service providers aggregate service delivery and develop functional processes
Partnership few key providers work to common objectives and win and lose together
Solutions are co - developed
Collaborator owns tools and process for service outcome
Innovator invests in tools, technology and process improvements that add mutual benefit
ProcessAd hoc , inconsistent
process across multiple locations
Process documentation and codification
The drive for consistency
Global processes with regional modifications
Multi - disciplinary programme mgmt, even across business functions
Systems and Technology
Ad hoc implementation by local CRE teams
Focus on key functions (e.g., lease administration)
Leveraging service providers to own tools
Standardisation; integration
Global reporting of trusted numbers
CRE retains core data only
Breakthrough efficiency through BU systems integration
Transparency of technology focuses conversations on strategy
Performance Measurement
Ad hocFunctional KPIs tend to be
‘defensive ’ in nature to show operational competence.
Measure what matters
Benchmarking
Measurement informs strategy and focus
Total outcome KPIs
Measure value contribution of CRE to business via retention, productivity, financial return
Global mandate for service level and financial performance
Expectation that CRE delivers measured top line value
CRE has full visibility and sole ownership of operating and capital expense commitments
Consultative offerings on
Matrix central oversight of regionally managed teams.
Financial authority remains in region, but may be ‘owned ’ by CRE
Local teams are managed by country level or functional business units
Financial authority and reporting sits within BU ’s
Mandate
First Generation
Second Generation
ThirdGeneration
Fourth Generation
StrategyReactive to date driven events, business unit requests and statutory compliance
Extended planning horizon on lease dates and occupancy.
Systematic compliance solution
Established occupancy and location planning discipline
RE planning linked to business planning
Integrated and evolving with the business
CRE driver for HR, Finance and Operations objectives
People &Organisation
Heavily task oriented
Local BU dominates service discussion and organisation structure
Internal CRE organisation is core competency focussed
Functional silo outsourcing
Heavy functional shadowing
Integrated outsourcing
Eliminate the shadows
Variable resource models
Global integrated outsourcing
“Just in time ” expertise
Leadership
Partnerships
Cost selected vendors deliver work to client specification and processes
Multiple service providers aggregate service delivery and develop functional processes
Partnership few key providers work to common objectives and win and lose together
Solutions are co - developed
Collaborator owns tools and process for service outcome
Innovator invests in tools, technology and process improvements that add mutual benefit
ProcessAd hoc , inconsistent process across multiple locations
Process documentation and codification
The drive for consistency
Global processes with regional modifications
Multi - disciplinary programme mgmt, even across business functions
Systems and Technology
Ad hoc implementation by local CRE teams
Focus on key functions (e.g., lease administration)
Leveraging service providers to own tools
Standardisation; integration
Global reporting of trusted numbers
CRE retains core data only
Breakthrough efficiency through BU systems integration
Transparency of technology focuses conversations on strategy
Performance Measurement
Ad hocFunctional KPIs tend to be ‘defensive ’ in nature to show operational competence.
Measure what matters
Benchmarking
Measurement informs strategy and focus
Total outcome KPIs
Measure value contribution of CRE to business via retention, productivity, financial return
19%
21%
33%
14%
11%
0%
5%
10%
15%
20%
25%
30%
35%
Den fragmenterede Den standardiserede Den professionelle Den værdiskabende Denforretningsskabende
Hvor moden er vores FM organisation?
Her ligger vi i dag
19%21%
33%
14%
11%
2%
11%
23% 23%
40%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Den fragmenterede Den standardiserede Den professionelle Den værdiskabende Denforretningsskabende
Hvor moden er vores FM organisation?
Her ligger vi i dag
Her er vi om tre år
4%
12%
35%
23%
27%
16%
14%
32%
16%
22%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Den fragmenterede
Den standardiserede
Den professionelle
Den værdiskabende
Den forretningsskabende
offentlige driftsherrer
Private driftherrer
Hvor moden er vores FM organisation– i dag eller om 3 år?
Poul Henrik Due Ole Emil Malmstrøm
Tibbe Knudsen
Verner BentzenChristian Fredberg
Karina Lykkegaard Lotte Nielsen Cille Haugaard
Rolf Ejlertsen
Holdet bag Årskonferencen 2018
Svend Bie