The running costs for real estate can easily account for 10% of the turnover/budget of an organisation. Therefore it is all the more important to optimise the entire portfolio and its use on a continuous basis.

Corporate Real Estate Management (CREM) – also known as Public Real Estate Management (PREM) in the (semi-)public sector – is one of the central tasks of managing the real estate portfolio of a company, corporate group or a public institution.

Consultancy on the establishment or optimisation of a CREM role starts with a real estate strategy that has been derived from the corporate strategy. In this process, the key value-creation and cost targets of the company or organisation are taken into consideration and ultimately the core corporate processes are supported. The separation of business-critical from non business-critical real estate is one of the core tasks here and it takes place within the framework of portfolio management. Building on this portfolio analysis, different procedures are developed for the individual portfolio clusters that are in line with the corporate targets.

The long-term management of the entire portfolio (incl. sale, purchase, development and refurbishment etc.) is the core function of CREM. The management instruments used (internal rental systems, current income financing, real estate plan etc.) must in this process be aligned with the overall situation of the company. In addition, the CREM system requires a sufficient organisational anchor that permits effective control and implementation of the real estate targets.