2009 Final American GLC

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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

5

Overview

Change Leadership

Enterprise Program Management

Financial Leadership and Decision

Making

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27

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2

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


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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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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


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.


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


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


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


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


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



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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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


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)


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


Creating Corporate Value through Workplace Strategy(MCR ELECTIVE)


WHEN & WHERE

23-24 MARCH 2009

25-26 APRIL 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




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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


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


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.


WHEN & WHERE



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.


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.


10/23


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


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



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


WHEN & WHERE

2-4 MARCH 2009


11-12 OCTOBER 2009

ORANGE COUNTY, CA

SINGAPORE

LAS VEGAS





11/23

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


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


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


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





12/23


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


WHEN & WHERE

25-26 APRIL 2009

29-31 JULY 2009

DALLAS

CHICAGO



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


WHEN & WHERE

25-26 APRIL 200929-31 JULY 2009 DALLASCHICAGO





13/23

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


14/23


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.


15/23

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


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


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


WHEN & WHERE


www.corenetglobal.org SENI OR LEADER OF CORPORATE REAL ESTATE SER I ES 29


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.


16/23

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


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



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


WHEN & WHERE





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.


17/23

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



WHEN & WHERE




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


WHEN & WHERE




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.


18/23


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



WHEN & WHERE



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





19/23

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


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

Documents

2009 Final American GLC