CC BY
63
УПРАВЛЕНИЕ НЕДВИЖИМЫМ ИМУЩЕСТВОМ.
ЭТО ЗАДАЧА ДЛЯ ГЕОДЕЗИСТА?
Ингольф Бурштедде
14050, Берлин, Лейстиковское штрассе 6, Берлин, Германия, доктор-инженер, почетный проф. СГГА, моб. +49 / 171 / 5526 113, тел. +49 / 30 / 3641 0552, факс: +49 / 30 / 3641 0553, email: ibu@gmx.com
Рассматривается технико-экономическая рентабельность управления корпоративным недвижимым имуществом в деловой жизни. Кратко рассматриваются управление общественными землями, и административно-хозяйственное управление. Объясняется роль геодезистов в данной в данной сфере коммерческой деятельности.
Ключевые слова: рентабельность управления корпоративным недвижимым
имуществом, управление общественными землями, административно-хозяйственное управление, возможности для геодезиста
REAL ESTATE MANAGEMENT TASK FOR A GEODESIST?
Ingolf Burstedde
Prof. h.c. Dr.-Ing., LeistikowstraBe 6, 14050 Berlin, Germany, mobile: +49 / 171 / 5526 113, tel: +49 / 30 / 3641 0552, fax: +49 / 30 / 3641 0553, email: ibu@gmx.com
The technical and economical importance of Corporate Real Estate Management in business life is specified. The activity fields of the two components (Corpo-rate Land Management and Facility Management) are shortly listed. The chances for geodesists in that business field are explained.
Key words: Importance of Corporate Real Estate Management, Corporate Land Management, Facility Management, Chance for geodesists.
1. INTRODUCTION
The tasks of a geodesist are defined in the encyclopedia Wikipedia like this: “General: Geodesists face the task of determining the earth's shape in their size and shape... The goal is, to determine the geo-objects geometrically in their po-sition, orientation, size and shape... A geodesist/surveyor is also responsible for the management of geo-data. For this he uses geographic information systems... With methods of cartography and computer graphics, he creates illustrations, topographic maps and 3D city models...
Specific: In the national survey, cadastre and construction surveying a geodesist deals with the acquisition of geometric parameters of the earth’s surface. He transfers land or building boundaries into the nature.. Surveyors create the plan documents for land development plans....
Other responsibilities are: official cadastral survey (e.g. property lines), technical engineering survey with specific methods and instruments, physical geode-sy (e.g. gravity fields), national survey (e.g. triangulation networks), geoinfor-mation (e.g. topographic maps, digital ground models)
The modern job profile of surveyors is closely associated with geographic information systems (GIS)... Surveyors are partially responsible for Real Estate Management tasks, particularly in English speaking areas of the world...”
Wikipedia defines the tasks of a geodesist in a mainly technical way. The word management occurs just twice.
Is the geodesist just responsible for his narrow technical business field? Isn’t he a part of an interdisciplinary business world? There are lots of business fields, where the partners of different disciplines have to work jointly together.
One of these business fields, becoming more and more important, is the management of a company’s real estate, called: Corporate Real Estate Management. Who should be responsible for that field? An economist? A lawyer? A civil engineer? A geodesist? Let’s see.
2. IMPORTANCE OF CORPORATE REAL ESTATE MANAGEMENT
Corporate Real Estate Management (CREM) refers to the success and value -based purchasing, managing and marketing of real estate which belongs to com-panies, whose main business does not have a property-specific focus.
During the last 20 years there was a large restructuring of the economy world-wide. This process is still going on. An unusually high level of capital is related to this process. In this context the own property of a company is more and more considered as an important resource for the financing needs of businesses. To-day we see a total of five corporate resources: Work, Capital, Technology, Infor-mation and Real Estate.
The understanding of the resource “property” has changed significantly in the last years. The classic property management has been replaced by an indepen-dent corporate business unit, or at least by a profit center with market-level management. In this sense we speak today of "Corporate Real Estate Manage-ment”, in which a profit or a value contribution to the economic success of the company is in the foreground. It should be noted that a large portion of real es-tate worldwide is in the ownership of companies.
Taking into account, that corporate cash money is sometime blocked or invest-ted on a long term basis, the corporate real estate has become one of the impor-tant factors supporting the company with liquid capital.
As a result of this, the property related departments had to be professionalised. Some of them were outsourced as independent profit centers.
The main goal for the Corporate Real Estate Manager is to generate a monetary benefit for his company. That means in specific: recognising and realising of so-called "non-operating real estate", detecting of cost reduction potentials in all parts of the business field, realising gains without changing or disturbing the core business of the company, searching the lowest possible vacancy in the com-pany’s real estate, looking for expandability, flexibility and adaptability to chan-ges in the company’s business, increasing the profitability of the company as a whole and thus making a significant contribution to corporate success, minimi-sing of long term real estate costs, avoiding unused, unnecessary, inefficient or occupied property, creating of
functional and cost effective options for future expansions, generating cash flow, generating tax benefits and finally managing the property efficiently.
Corporate Real Estate Management is not just an operating task. It also has a planning component. During the time of construction of a new building it is always important to find the right balance between two different, sometimes ex-cluding goals. The constructor of a building is interested to minimise the con-structing cost. He always wants to complete the building within his budget or even below. The corporate real estate manager, however, must be interested to minimise the future operation cost, before the building is finished. He is the voice of the future tenant/user.
Corporate Real Estate Management has a technical but also an important economical character. Therefore it is always necessary to get actual information about markets, competitors and users, and detailed analysis based thereon.
Depending on the structure and orientation of each company, Corporate Real Estate Management may have two basic components:
- Corporate Land Management (optimal use) and
- Facility Management (operation).
3. CORPORATE LAND MANAGEMENT
Corporate land management is the quantitatively and qualitatively optimal use of the existing areas of the company including self use, rental, sale, demolition, new construction, area expansion, area reduction, documentation, legal adminis-tration, etc.
Corporate land management is not just “listing” the company’s properties. It is considered to be an important administrative “process” in other business fields of the company. As already mentioned in chapter 2 the value/profit contribution to the economic success of the company is in the foreground.
In the last 20 years many bigger companies in Germany and other parts of the industrialized world (e.g. banks, insurances, industrial plants, power supply companies etc.) changed or had to change their attitude towards their own pro-perties. Huge programs of reorganizing the use and management of their real estate were set up; mainly for economical reasons. The target direction of these programs was always the same: improving the efficiency of use, sale of non-operating assets, area reduction if useful and possible, increasing the rent in-come etc.
Real estate became something like an own “production factor” at that time.
The author of this article was responsible for the real estate of a power supply company in Western Germany from 1987 until 2005. In the early 90’ties the Eu -ropean energy market was liberated. Competition between the power supply companies came up, followed by cost pressure and personnel cuts.
One of the logical consequences from that was a complete change of handling the existing own properties. A big project with challenging goals was set up:
- Five operation plots of 110.000 sqm should be concentrated in one
- The existing usable area should be reduced by 50%
- 54.000 sqm building area for new constructions should be realized
- 2.000 staff members should be moved
- ...etc.
Within 6 years the project was successfully implemented. The permanent operation cost of the company could be reduced by 10 Mio € per year.
4. FACILITY MANAGEMENT
Once this reorganized world of real estate was finished, it had to be operated in a professional way as well. That’s the field of Facility Management.
But what is a facility manager? Just a concierge? Definitely not!
The business processes of facility management can be divided into three different parts:
4.1 Commercial Facility Management
- Annual budgeting (economic plan for the following year)
- Contract management (lease, purchase, insurances, .)
- Procurement (tender procedures)
- Finance accounting (bookkeeping, .)
Inventory (documentation)
Controlling, reporting (benchmarking, analyses, .)
Space optimisation (optimal use)
- Invoicing (money transfers, .)
- 4.2 Technical Facility Management
- Technical maintenance (planning, operation, repair)
- Technical supervision (external business partners)
- Energy optimisation (reducing energy cost)
- 4.3 Infrastructural Facility Management
- Cleaning
Front desk (reception)
Security (protection)
- Catering (kitchen service, .)
- Transport (courier services, .)
- Conference room service
- Event Management (jubilees, .)
The total offer of services makes the building more attractive for the users and enables them to get concentrated on their core business.
5. CONCLUSION
What does corporate land management or facility management has to do with geodesy or surveying?
It has to be taken into account that in the early 90’ties there were no own job profiles for “corporate land managers” or “facility managers”. These were new positions created all of a sudden, because times had changed in the meantime, as described above.
The business field of corporate real estate management has s strong relation to graphical data. This fact alone predestines the geodesist to do the job; better than many others. Corporate real estate management has become a new business field with new chances. It can be a challenging task for a geodesist. In this field he is not only responsible to “supply” geo-data; the geodesist can even take over the leading role in the game.
BIOGRAPHICAL NOTES Studies:
- Studies of Geodesy at Technical University, Berlin
Professional stations:
- German Development Institute, Berlin
- CERN, European Centre of Nuclear Research, Geneva, Switzerland
- UNESCO, Yogyakarta, Indonesia
- Technical University, Berlin
- German Society for Retreatment of Nuclear Waste, Hannover
- Stadtwerke Dusseldorf AG, Dusseldorf
Academic degrees:
- Dipl.-Ing. (TU Berlin)
- Dr.-Ing. (TU Berlin)
- Prof.h.c. (Niigaik, Novosibirsk, Russia)
Memberships:
- VGB - Technische Vereinigung der GroBkraftwerksbetreiber e.V., Essen
- AIV - Architekten- und Ingenieurverein Dusseldorf e.V.
- DVW - Deutscher Verein fur Vermessungswesen (Member)
Publications:
- Various publications about geodetic networks and information systems
CONTACTS
Prof. h.c. Dr.-Ing. Ingolf Burstedde Mobil: +49 / 171 / 5526 113 Email: ibu@gmx.com
© I. Burstedde, 2013
