Journal of Corporate Real Estate: Volume 6 Issue 4

Corporate real estate and facilities management process and controls: The direct and implied ramifications of section 404 of the Sarbanes‐Oxley Act of 2002

Chris Steele, Mark Gibson

This paper introduces section 404 of the Sarbanes‐Oxley Act of 2002 to corporate real estate (CRE) executives and identifies some of the effects that this new legislation has on…

Setting up and managing outsourcing contracts to deliver value and accommodate change

Ron Davis

The concept of outsourcing is a recognised business planning strategy; senior corporate management and facilities services have been progressively outsourced in the UK for many…

FRS 12: Guidance on implementation for corporate real estate managers

Howard Cooke

Financial Reporting Standard 12 was introduced in 1999 with no guidance notes on how to deal with property. The key points of this paper consider how real estate needs to be dealt…

A case study for in‐house real estate services

Guy Knowles

Many corporations in recent years have considered outsourcing administrative or non‐essential functions. This reflects both a corporate desire to focus on core functions and…

The lease audit clause: Is it fair for tenants?

Edward Harris

Highly restrictive commercial lease audit clauses have come into vogue in commercial leases over the past decade or so. Their original purpose was to provide a means by which the…

The convergence of disparate technologies and the impact for corporate real estate

John Geaney

In the same way that markets consolidate as they mature, technologies also tend to converge, so that over time more and more application areas can be served by the same…

Strategies of corporate real estate management: Strategic dimensions and participants

Christian Stoy, Susanne Kytzia

Nowadays, the so‐called management by objectives (MBO) is used as a management instrument of corporate real estate management (CREM), using cost targets as the yardstick of CREM…