Segro shrinks

Segro continues to divest its portfolio of assets with an announcement of a further series of sales totalling a total of £159 million.

An industrial site in Crawley, a site in Munich, and four industrial estates in Runcorn, Lymedale, Pucklechurch and East Midlands airport make up the latest assets to be disposed of as part of a £1.6 billion divestment programme designed to turn round the fortunes of the company.  In the last 12 months assets values at £680million have been sold, but the current harsh climate has still seen £180 million fall from the value of the remaining portfolio.

James Alexander can help your organisation review your property and land portfolio and develop strategies for better usage and utilisation, as well as determining strategies for asset divestment, or acquisition.  Get in touch and see how we could help.  innovation@jaltd.co.uk

Government Property Unit under the microscope

Some interesting commentary this week on the subject of the Government land and built estate ownership and occupation.  The cross party Publlic Accounts Committee, chaired by the Rt.Hon Margaret Hodge, has published a report recommending that improvements in building occupancy should be achieved, that unoccupied buildings should be made available to mall businesses to rent and that the Government should continue to realise value from built assets i.e. sell surplus real estate.

The drive is to save the UK tax payer in excess of £800 million per year in operating costs and to realise capital receipts.  Last year the Government Property Unit achieved sales on over 250 freehold assets, realising £640million of cash for the coffers.  In addition to this, co-sharing and more efficient usage of space and facilities has saved over £48 million, GPU claim.

The Government is the UK’s biggest property owner and also the biggest tenant.  Staggeringly, the property portfolio is worth in the region of £370 billion (even in this market?!) and costs £25 billion a year to run.  A Cabinet Office spokesperson has said that the recommendations will be considered carefully and the potential for savings taken into account with those savings already achieved.

James Alexander can help your organisation review your property and land portfolio and develop strategies for better usage and utilisation, as well as determining strategies for asset divestment, or acquisition.  Get in touch and see how we could help.  innovation@jaltd.co.uk

Top 5 relocation tips

Moving the business to new location or locations is a process best undertaken with a great deal of planning and forethought.  Commercial relocation is so much more than moving your house, its obvious isn’t it, but you would be surprised how many organisations approach this activity full of confidence due to someone having moved their own home last year, only to fail in spectacular fashion, costing the business dearly.

Here are my top 5 tips for your relocation project:

• Team:  Pull together your in house and professional team early on.  The fundamental requirement for the project team is to have delegated authority to make project decisions.  You will undoubtedly have a project Board with the overall Company authority, but the ability for the Project team to act within bounds is paramount. 

• Programme & Timing:  Your relocation project will almost certainly culminate in one or more moves over a series of weekends or a holiday period.  Planning for your project can start at either end of the scale.  Either working back from a mission critical end date, perhaps the expiration of the existing lease period, or working from the start, based on the longest lead time elements and the date you determine to launch the project.  Either way you cannot start the overall planning too soon.  Informal planning will have been taking place for some while but this needs to be pulled together at the earliest opportunity so that all aspects can be captured and detailed.

• Communication:  Early on in the project you will need to determine your communication strategy with staff and stakeholders.  As a source of rumour and misinformation, there are few better catalysts than a relocation project to stoke the fires!  Planning and implementing an integrated communication plan will greatly assist the project, both in terms of staff satisfaction and also in terms of buy in and co-operation.

• IT and Communications:  Make sure your IT and communications teams are fully engaged from the start.  We have seen projects that have started off in fine form, bringing the communications teams in at a later date, only to find there are practical technical matters that have been overlooked and the project suffers delays and cost overruns.

• Have a clear out!:  Develop time in the programme to encourage staff to have a good clear out of filing cabinets, old machinery, cupboards, loose boxes, equipment, records, files, obsolete bits and bobs and the many other things that will cost money to move, cost money to house and then cost money to move next time!  There will be opportunities to recycle, sell, donate, dispose and, in the process, contribute to the organisations corporate social responsibility agenda.

James Alexander Consultants can help you with your relocation project.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Gulf expansion into overdrive

Not a usual topic for a posting today, but the numbers involved are quite impressive and reflect another side to the current world economic concerns.  With news today of a very slight improvement in the UK construction industry, after two quarters of decline interesting news and figures emerge from the Gulf with MoveHut (www.movehut.co.uk) reporting on the prospects for the construction industry in the UAE.

Led by the hotel and commercial sectors, the value of projects completing this year is expected to increase over 70% to £51.3 billion.  The Gulf Cooperation Council, the political and economic union of states surrounding the Persian Gulf and Arabian peninsular, awarded construction contacts worth over £37 billion in 2011 across the commercial, retail, hospitality, and residential sectors which, with the 2012 contracts, will see building activity progress into 2013.

A significant aspect of these figures is down to the increased demand for hotel space in the GCC.  Room revenues are predicted to reach $22 billion (£14 billion) this year and are predicted to reach $27 billion (£17 billion) by 2015, according to Global Retail Development Index.  This increase in demand is due to the positive growth estimates for the GCC, based on the region’s strong economic growth and political stability. Forecasts for GCC’s economic growth have projected to 4.3%, up from 3.4%.

In comparison, the value of the Uk’s construction, across all sectors, including housebuilding (apparently there are some) is £90 billion, but the important difference is the our industry is at best flatlining, at worst continuing to decline.

Granite city takes the Gold!!

Knight Frank have produced their quarterly round up of the office marketplace (ROMP) and Aberdeen takes top spot with over 500,000ft² of deals undertaken in Q2, only just short of the total for last year!  The Aberdeen office market has been looking very strong of late and the take up has been increasing steadily since around 2009 an achievement in itself.

With some recent interest in the Aberdeen marketplace ourselves, it will make for interesting viewing to see if this trend will continue and, if so, how will it be serviced?

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Planning to Review?

James Alexander Consultants are helping bring clarity to the challenges the asset portfolio’s of their clients bring.  Determining the relevance your owned or leased assets has to your business and its long term effect is fundamental to ensuring you have the correct profile in place.  Planning and managing the utilisation of those assets and their place in your business is our speciality.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

Now is the ideal time to undertake a comprehensive review of all your lease and occupancy arrangements.

·         Are you able to exercise any lease breaks?

·         Are any leases up for rent review?

·         Are you holding over?

·         Have your business needs changed?

·         Is your occupancy at the optimum?

·         Could you place any non essential requirements in better value accommodation?

·         Is there an opportunity to outsource activities?

Our focus is to maximise the opportunity your built and land assets brings to your business whilst minimising the liabilities.  Get in touch with us to see how we can help you address lease related problems, acquisitions or disposals and help bring your portfolio into line for your business needs.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Take Stock of the situation

The commercial property sector is to come under further pressure during 2012 in the light of the current economic climate and the uncertain times ahead for the Euro Zone.  Both rental and capital values started to show sign of weakening during the Q4 last year and are expected to continue to decline during 2012 as the continuing uncertainty over the future of the British recovery continues.  Tough market conditions in the retail sector have led to have affected high streets across the country.  Even the usually resilient London market is starting to show significant stress with rental levels and capital values starting to decline as the number of potential transactions slows.

However, all is not lost!  With the decline in value for the landlord comes the increase in opportunity for the tenant.  Now is the ideal time to undertake a comprehensive review of all your lease and occupancy arrangements.

·                     Are you able to exercise any lease breaks?

·                     Are any leases up for rent review?

·                     Are you holding over?

·                     Have your business needs changed?

·                     Is your occupancy at the optimum?

·                     Could you place any non essential requirements in better value accommodation?

·                     Is there an opportunity to outsource activities?

Every cloud has a silver lining, see what lies behind this one for your business.

Innovation@jaltd.co.uk

Innovate:

Changing times call for ever more thoughtful approaches to your asset management challenges.  The current marketplace within commercial property is even more volatile than usual, and, whilst geography plays its part, the general view of the marketplace is that conditions are hard and likely to be so for the forthcoming time.

Spending time in careful consideration of the challenge this places on your business with regard to your built assets and liabilities is therefore well worth it.  In a previous post we have talked about the place within your business the build estate holds and the opportunity for the review and assessment of the estate in the light of this.

Detailed knowledge of your real estate liabilities will enable you to clearly plan ahead and, in conjunction with you business requirements, determine whether there are any opportunities to do things differently.

There may be scope to reorganise finances through the asset and balance sheet, to renegotiate terms with your landlord or reorganise loans on freehold occupancy.  Assessment of the utilised estate and how it could be improved, could allow for sub-letting (should the terms of the lease allow).  Group companies can potentially co-locate to reduce costs and vacating premises can save costs, even if the lease is still in force, with running and occupancy costs reduced to near nil and the potential for rates relief.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Business Impact:

Does your present portfolio of occupied accommodation have a positive or negative impact on the day to day activities of your business?  It can often be the case that businesses continue to occupy and operate out of facilities long after those facilities have served their useful purpose. 

Technological change, production developments, businesses processes and changed working practices can often leave the bricks and mortar way behind in terms of usefulness to the business.  But it’s not always easy to make the change and relocate.  There are many considerations; some more tangible than others and not all business owners are able to face up to them.  It could be that the lease still has time to run, or the Company has a long standing history at the location and it is loath to break that link.  Remodelling and reworking of the workspace may be a possibility, but what if the amount of space or its geographical location is unsuitable?   

Core business activity is the key, after all, the real estate is only there to serve the business purpose, so the questions to ask revolve around the key drivers and performance indicators in the business and their ability to be achieved.  Assessment and analysis of the built environment together with the business plan and programme will help determine whether your facilities are supporting your business or the other way round.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Battersea Update:

Following our blog post in December of last year reporting on the difficulties faced by REO, the owners of Battersea Power Station the administrators and receivers Ernst & Young have made a significant announcement today.

Malaysian investors SP Setia and Sime Darby Property have been confirmed this morning as the preferred bidders for the 38 acre site of the old power station in south London.

An exclusivity agreement has been entered into with the Ernst & Young, with a 28 day window to conduct due diligence investigations and contract negotiations prior to going ahead with the purchase of the site for £400m.

SP Setia and Sime Darby Property said that their plans “involve the development of a sustainable multi use real estate regeneration project that will provide economic impetus for the creation of a new vibrant centre for south-west central London”.

They have indicated that they will preserve much of the façade and the iconic chimneys and have also committed to construct a new underground station, forming part of the extended Northern Line.  This move is a key initiative in the success of the regeneration project.

There is much wailing and gnashing of teeth from Chelsea supporters this morning as Mr Abramovich and Co were also thought to be in the running for a shot at redeveloping the site.  They may be off for an early bath, but you never know, things can always change! 

Time to review and reassess?

James Alexander Consultants are helping bring clarity to the challenges the asset portfolio’s of their clients bring.  Determining the relevance your owned or leased assets has to your business and its long term effect is fundamental to ensuring you have the correct profile in place.  Planning and managing the utilisation of those assets and their place in your business is our speciality.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

Our focus is to maximise the opportunity your built and land assets brings to your business whilst minimising the liabilities.  Get in touch with us to see how we can help you address lease related problems, acquisitions or disposals and help bring your portfolio into line for your business needs.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

M is for...

Management:

A quick thought or two on a Saturday.  A recent conversation with a former client made me consider that although owners or occupiers of large real estate portfolios will probably have a contracted resource to help with elements of the management of that estate, will it necessarily be the right resource?

The management of a large mixed usage asset portfolio, for instance, will present the owner/occupier with a number of challenges in the management and running of that estate and buying in services to help with that undoubtedly has the potential to assist greatly.  This will only be the case if the resource contracted has specific knowledge of the requirement.  A management company primarily used to dealing with urban and office environment will not necessarily be as used to dealing with the land agent and agricultural role.

Have a think about who is managing your activities and consider whether there are areas that could see improvement.

K is for...

Key Performance Indicators:

In today’s business and commercial world the monitoring and measuring of activity becomes ever more relevant in establishing agreed levels and quality of service delivery, related costs and value for money, and the continuing relevance of the delivery, specification and quality.

A long established manner of enabling this is to establish key performance indicators (KPIs).  KPIs are primarily used by organisations to evaluate their success or the success of a specific activity in which it is engaged.  Choosing the right KPI, by understanding what is important to the organisation and determining what therefore will enable relevant assessment to be made is fundamental to the process.  Assessment and analysis of the results can lead to the development of improvements to process and procedure, potentially to cost saving and initiatives to develop other performance improvements.

KPIs in the property and construction industries have been developed for many applications.  In the construction industry annual assessment of a wide range of standard KPIs has taken place for over 10 years.  These indicators are published in the annual UK Industry Performance Report.  The indicators are wide ranging through subjects as diverse as economic, safety and environmental impact and are designed to enable the improvement of performance, as well as the ability of companies to benchmark their individual company performance against industry standards.

The Building Research Establishment (BRE) has a number of programmes in the application of excellence in construction, refurbishment and improvement of the built environment, each designed to monitor, manage and improve performance in the application.  These programmes are effectively a form of KPI, enabling the standard of development and build quality to be measured against required guidelines.  Their programme BREEAM (BRE Environmental Assessment Method) provides a comprehensive set of parameters against which the built estate can be measured for the development’s potential impact against environmental and sustainable criteria with differing levels of award able to be achieved.

Combined with benchmarking exercises, KPIs  allow for organisations to assess their own internal performance criteria and also rate that against competitors and the market, the results, hopefully being for continuous performance improvement and achieving better value for money.

James Alexander Consultants can help you identify areas of performance improvement in your asset management and portfolio.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

J is for...

Jokes:

OK, so I’m a bit behind, but then looking at the AtoZchallenge twitter feed (@aprilatoz) there seems to be a bit of disagreement as to what letter day it is today anyway!!

So, I think that yesterday, 11^th,  was J day and today, 12^th, is K day.  Well, whatever it is I’m behind so today for a bit of light relief on J day today’s post is a vaguely property related and, I hope, amusing scene:

These workmen are installing bollards to stop nurses from parking on the pavement outside the Royal Hospital in Belfast . 

They are cleaning up at the end of the day. 

How long do you think it will be before they realise that they can't go home?

With thanks to Neil at www.clubmotorhome.co.uk

G is for...

Growth:

A few brief thoughts today on how your real estate supports your organisation in times of growth.

The key word in the previous sentence is the word support.  It was once commented that a £100,000 building will house £1,000,000 worth of equipment that will produce £100,000,000 worth of product.  The message being, that without the £100,000 shed the production is not going to happen.  In themselves the built assets do not form part of the core activities of you r business, but without them, or with the wrong assets, the business is not going to function in the correct way.

So, where is your £100,000 shed?  Is it the right size & shape, is it adaptable and flexible for your needs and, most importantly is it going to keep up with the business development that you have planned?

Regular review and assessment of the facilities you occupy will help you determine whether this is the case:

• Can developing new working practices and work patterns help with your business growth?
• Can your site accommodate new temporary buildings to address immediate requirements for additional accommodation?
• Do lease restrictions mean that your current facility will not, over time, be suitable for your purposes and is now the right time to plan to move?
• Will new compliance regulations in your business or industry mean that refurbishment is required?  Will this prove to be prohibitively expensive in the current location?

 You will be aware that property related transactions do not move too quickly and, sometimes, not too smoothly either.  Planning well ahead for your businesses operational real estate requirements will be key in achieving success.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

F is for...

Facilities Management:

It’s not just about getting the toilets cleaned and making sure there are enough pencils in the stationery cupboard; the modern facilities management professional is regarded as a key member of the management team at any self respecting organisation.

In recent years, the value to an organisation of an efficient and well run facilities management provision has become recognised as a key component in the success of the organisation.  The role covers many elements that do not fall into most organisations core activity and thus, like the real estate remit, are often liable to be overlooked, until, that is, something goes wrong.

Trends in the field have changed over time.  Once, an Office Manager would have a department of staff who would, to greater or lesser effectiveness perform the tasks and activities required of the organisation.  In the 1990’s the dawning of the era of “Total Facilities Management” saw many of those in house teams, including the management, subsumed into the new style service providers, large organisations who were often no more than a collection of smaller service providers themselves.  This change did not quite hit the mark; whilst there were undoubted cost savings and some improvements in areas of efficiency the loss of the Management function and “ownership” proved to be an unsettling experience for some client organisations.  The perceived loss of control and an apparent impersonal aspect to the arrangements heralded the next era.  It would appear the solution is a mix of an in house management function which controls a contracted provision of services.  The age of the Facilities Manager as a contract manager is here.

Increasingly the FM is looking after a plethora of legislative compliance for the organisation, with environmental and sustainable aspects to the fore.  The range of compliance requirements in the workplace is vast and whilst some of the technical aspects are taken care of in their execution by contracted service providers, the FM has to be up to date and aware of what is required and what they need to be ensuring the organisation is covered against.

So, next time you visit the photocopier and press the button, remember not only the person who has filled the trays with paper, but also the person who has arranged for that to be done!

James Alexander Consultants are expert in assessing your facilities management requirements and, with you, determining a strategy to develop the correct balance of service.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

D is for...

Dilapidations:

There comes a point in every lease when the subject of dilapidations raises its head.  This need not be as daunting a prospect for the tenant or lessee as it may seem, however it is one that should be approached carefully.  In general terms most institutional leases will require the lessee to return the asset to the landlord at the end of the term in the same condition as they originally took it over.

However……!

Negotiation is the key.  In general terms the landlord is looking to make sure that their asset has not been adversely affected by the tenant’s occupation.  Now, being good lease abiding tenants, all clauses in the lease relating to refurbishment and alterations will have been abided by.  These usually form a requirement for redecoration on a periodic basis in longer leases and for any alterations, upgrades or refurbishments requiring approval from the landlord before proceeding.  Therefore, the landlord will know what general condition the asset will be in and, with regard to tenant upgrades and refurbishment, these will have been undertaken up to the latest regulations, so will, potentially be seen by the landlord as improvements.

If you are intending to exercise a break in the lease, your lease will determine the notice period to give, if the lease is terminating then the date will be well known. These are the ideal timeframes to commence discussion with the landlord with regard to dilapidations.  Each landlord will be different as will each situation.  Remain open to suggestion and do your best to limit your liability.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

B is for...

Business Impact.

Does your present portfolio of occupied accommodation have a positive or negative impact on the day to day activities of your business?  It can often be the case that businesses continue to occupy and operate out of facilities long after those facilities have served their useful purpose. 

Technological change, production developments, businesses processes and changed working practices can often leave the bricks and mortar way behind in terms of usefulness to the business.  But it’s not always easy to make the change and relocate.  There are many considerations; some more tangible than others and not all business owners are able to face up to them.  It could be that the lease still has time to run, or the Company has a long standing history at the location and it is loath to break that link.  Remodelling and reworking of the workspace may be a possibility, but what if the amount of space or its geographical location is unsuitable?   

Core business activity is the key, after all, the real estate is only there to serve the business purpose, so the questions to ask revolve around the key drivers and performance indicators in the business and their ability to be achieved.  Assessment and analysis of the built environment together with the business plan and programme will help determine whether your facilities are supporting your business or the other way round.

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

A is for...

Asset.

After your staffing costs, your built assets, your business’ occupied accommodation, is most likely to represent your biggest cost centre.  Achieving the most efficient and effective usage of your accommodation portfolio is a constant challenge for business and one that, if not managed well, can cause major difficulties and, of course, unnecessary expense.

The opposite of asset is liability.  Many businesses will focus on their real estate in terms of their ability to run their operations; however, not focussing on the whole aspect of their asset responsibilities can lead to difficulties.

Here are my top 5 tips:

1)      Utilisation: Nothing worse than having too much accommodation, unless it’s having too little!  Undertake some assessment and analysis of your occupancy and how well it relates to your core business requirements.

2)      Lease: Have you ever reviewed your lease?  The last time many occupiers will have viewed their lease is when their lawyer was showing them where to sign.  It may be dry, but get a glass, mug or cup of your favourite beverage and have a look through.  You do know where your lease is, don’t you…..?

3)      Liabilities: Following on from Lease, do you know what your liabilities under the lease are?  A lot of companies get caught out with this one.  Insuring and repairing liabilities are onerous and taken very seriousy by the asset owner, your landlord.

4)      Location: Does your business require to be in its current very expensive accommodation?  Could a review of the business objectives, processes and customers reveal that a carefully planned and considered move to less expensive, more flexible accommodation could save your business money?

5)      Contracts: There are, undoubtedly, a large number of contracts keeping your buildings and your business running.  When was the last time these were reviewed, not just for cost but more specifically for suitability and relevance.  You may surprise yourself!

James Alexander Consultants are expert in assessing your portfolio and, with you, determining a strategy to develop the correct balance of assets, their relevance and performance for you.  We develop, plan and implement the strategy, leaving you to focus on core activity and opportunity.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Thames Valley Acquisition completes

Further to the January blog “Reading Acquisition Update” it was confirmed last week that PRUPIM has completed the £22.6 million deal for Energis House, which totals 108,000 ft², together with a neighbouring development plot.  Energis House is the controversial, loved and hated in equal measure, ex Metal Box building, an octagonal throwback to the heady days of the 1960’s with fine views over Reading Gaol.  For over 10 years there has been speculation as to the future of this site, with interest being shown from a number of parties over time.

With Cable & Wireless in occupation until July 2015 and planning permission in place for development of 370,000 ft² of office space, attention (and speculation) will now turn to the timing on future development usage for the site.  Next door, One Reading Central is complete, and Two & Three Reading Central are now in the pipeline, so the potential for the site is significant.  The opportunity for the creation of a centrally located business hub is significant and further developments will be keenly watched.