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It took 16 years to build a $65 Billion empire, then 24 days to portal7.info out how. Enron: The Smartest Guys in the Room. School of Business. The Smartest Guys in the Room PDF Summary by Bethany McLean & Peter Elkind give an The Amazing Rise and Scandalous Fall of Enron. Enron; The Smartest Guys in the Room - Free download as Word Doc .doc /. docx), PDF File .pdf), Text File .txt) or read online for free. Enron the smartest guys.
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This will be illustrated by examples drawn from the movie, "Enron: the Smartest Guys in the Room" and augmented with other accounts of Enron in the trade and . PDF | Publicity from recent scandals has generated increased discussion of the use of the film Enron: The Smartest Guys in the Room as an. The Smartest Guys in the Room. The Amazing Rise and Instead of stopping the fraud, Enron's board rubber-stamped management. • Enron made Andy.
In this book summary, we try to encapsulate all the events that contributed to the ultimate fall. Stay tuned! And Why? Are you the smartest guy out there? She is the author of several books and works as a columnist for Fortune. Peter Elkind is also a prominent author and highly-skilled reporter who is also a contributor for New York Times, Fortune, and other renowned journals. This energy trading company suddenly collapsed in , leaving pretty much everyone in shock and disbelief.
This tips may come in handy to you when you create your own company. As it turns out, Enron lost its grip on the market in a heartbeat.
Although they were shooting for the stars, the lack of planning, vision, and pure intentions lead them to the bottom of the corporate success-chain. To sum it up, Enron learned the hard way — that lying is wrong. Build up for what is to come 2. The one-way ticket to reaching the bottom 3. They preferred illusionary growth, before a steady and gradual enhancement.
The one-way ticket to reaching the bottom Ken Lay as the mastermind of the whole operation, was instigating an unethical behavior.
Promote and encourage integrity, not scamming When doing business, many managers put to the side the idea of working in accordance with some moral principles. Enron used pitfall traps to reach the sky and eventually ended up in one.
Like this summary? Click To Tweet McKinsey partners tend to be designers of ditches, not diggers of ditches. When it comes to executing their lofty theories, well, consultants lean toward leaving those messy realities to the companies themselves. Click To Tweet Figuring out whether a deal was worth doing was nothing if not an exercise in calculating risk: did the size of the potential return justify the risk of all the things that could go wrong?
The most interesting facet about the documentary was the in-depth character analysis of the executives in Enron. Jeff Skilling was a top graduate from Harvard University, in his infamous interview with Harvard representatives, Jeff skilling was asked, Are you smart? Jeff Skilling believed that the only purpose for a business is to make profits. He believed that for the company to make. So after a further analysis of his leader behavior it is easy to see that his leadership was extremely directive, and specifically Achievement-oriented in methodology.
Jeff Skillings directive and achievement-oriented leadership styles manifested itself in the corporations culture. Through this system Jeff Skilling was able to successfully integrate motivation within the employees.
This decision had both positive and negative consequences. The positive consequences of an achievement oriented employee base were high numbers and a guaranteed return on shareholder investment. The negative consequences were that there was absolutely no ethical guideline within the corporation, and no comradery.
In the documentary, there is a point where Jeff Skilling comes to the realization that his employees, also known as traders, would stomp over him if it came to making more money. This sheds light on the subordinates characteristics which came about as a result of Jeff Skilling system. Also, in path-goal theory the situation isnt perceived as the resultant of the effect. As an example, although the stock market was steadily declining during the early s, Enron expected numbers to increase even if that meant changing the numbers.
The executives of the corporation really set a precedent which would be followed by the traders. The best way to analyze their approach is to individually dissect the executives leadership style approach and how they impacted the organizations behavior.
The Style approach focuses on how leaders directly affect the organizations their subordinates leadership style. Up until this point the focus has primarily been on Jack Skilling, however, executives like Kenneth Lay, also had impacts on the corporate customs. Kenneth Lay,.
Kenneth Lays, achievement oriented behavior, led to him being involved directly with politicians. Kenneth Lays direct connection with the Bush administration led to him gaining an unfair advantage over public policy. Under leadership style the McGregor theories focused on two separate theories. One theory under McGregor theory is Theory X.
Under Theory X, the main motivator for people is extrinsic such as money, in complete contrast Theory Y focused that the motivator of people is intrinsic such as self-fulfillment. In Enron, the corporate atmosphere completely supported Theory X; this led to employees taking complete control of the corporation and not asking for any ethical guidelines to follow.
One example of an extrinsically motivated employee was Lou Pi. Lou Pi, the CEO for Energy Services within the corporations, was most extrinsically motivated executive within the corporation. In the early s Lou Pi made the corporation million dollars.
However, according to Forbes reporter, he was never in his office. After Lou Pi received his money he took his million dollar stock payout and moved to Colorado. Many people in the corporation felt that it was a short term career in which they would work countless hours and cash out by retiring at the age of The last approach that the executives were able to use successfully was the situational approach.
One thing which is admirable about the executives is their ability to change so rapidly to situations. For example, as stock prices for every corporation started to decrease in the early s the corporate leaders were able to still meet and even surpass the quota which was set. All these machinations were meant as temporary measures while Enron bet big on its next two major businesses.
Both of them, however, sustained massive losses. Enron could then sell directly to businesses and homes. In the few hotspots it could work in, Enron campaigned aggressively to recruit consumer households to sign up, promising lower utility costs. However, the local suppliers fought back, pulling their political strings and running ads against the big guy coming into town.
This was enticing — a big company spends millions a year for light, heating, and cooling. This new TCV became the working metric of the day.
Never mind the fact that TCV bore no relation to revenue or profits — it merely represented the cost of all the utility needs a customer had outsourced to EES. As usual, Enron deal makers were given bonuses on total TCV and the projected profitability of the deal which were wildly optimistic. Naturally a lot of bad deals were signed very quickly. Enron Broadband In , Internet stocks were overheated. Skilling promised such large returns to Wall Street that the division was strongly pressured to make deals happen.
The larger vision was that broadband might ultimately become a tradable commodity, like natural gas or oil. However, physical technicalities got in the way. In one sense, internet pipes were parallel pipes that never intersected. Enron promised that it was inventing new routing technology that would enable, but it never made it out of the lab.
This would turn bandwidth into a commodity that would cut into their control of markets.
Enron even began partnering with Blockbuster to build content streaming services. The reality of execution was difficult.
Streaming from the Internet to the TV required expensive special boxes. And incumbent DSL providers controlled access to the last mile and were tough in negotiations. The trials were tiny — households involved — and the ultimate real sales from this were laughable, in the dozens of dollars. Even though the failed deal should have been written down, Enron reasoned that it should actually be a gain — Enron would no longer have to share the proceeds!
Unfortunately, both bets were off the mark. Enron spent billions on unprofitable projects. This put Enron in an impossible position — having spent all that money and raised expectations, there was no room for failure. He also invited select Enron lieutenants and friends to participate — ultimately, they would get an x return. But they all stepped out of the way for their own reasons: Enron employees were worried about being berated by Fastow and having their ratings punished.
The board was comforted by assurances that all deals would be reviewed by the Chief Accounting Officer, and Fastow could be removed at any time. In reality, the CAO was a rubber stamp. LPs wanted access to Enron deals, and Fastow made clear that participation in his private fund was required to stay in his good graces.
Why would Enron do such bad deals? The deals were structured in a way that implied the fundamental belief that Enron stock would never fall. Meanwhile, the energy traders were making lots of money in the volatile markets. In the early inefficient markets, traders used fundamental research to make smart trades — like finding dam water levels to estimate future water prices or using weather to estimate fuel prices. Money came so easily they were bewildered. They made even more when they launched Enron Online — a virtual trading floor for energy futures.
Enron served as the marketmaker, representing both sides of the trades. This dramatically increased the capital requirements the danger will become apparent later. Its dominant position, as well as proprietary info on what outside traders were doing on their platform, allowed Enron to possibly manipulate markets to move prices in its favor.
The regulatory change: California opened electrical grids to competition in a market, where electricity had previously restricted it to certain providers with controlled costs.
Utilities had to sell off their generating facilities and download power on the open market. But the regulation was partial — price caps were instituted; rates to consumers were fixed; and utilities were precluded from longer-term agreements that might have allowed hedging and reduced spikes in prces.
The rules allowed market manipulation: Energy producers kept power plants off to spike prices. Electricity rates were tied to the price of natural gas, which Enron was also in a natural position to control. The utilities then had to hustle to find last-minute power at high prices. Enron submitted schedules reflecting illusory power demand.
Enron would sell power as reserves without actually having it. Ultimately utilities were forced to pay far more for power than they could collect from customers, who were still paying regulated rates. One incumbent went bankrupt. Vicious cycle: because of this instability, power producers began refusing to ship to California. Later the US Energy Secretary imposed a state of emergency, requiring marketers to sell to California.
Ultimately Enron lawyers told the traders to stop ethically gray trades. Their hubris in energy trading led them to launch trading ventures in a host of other commodities — steel, paper, lumber, metals, bandwidth. Skilling thought Enron could be the market maker for everything!
None of the others launched to much success. They continued taking progressively riskier positions, breaking the trading limits. As always, mark-to-market became a risk — they made their books look better through optimistic projections.
In , Enron took a large short position on electricity forecasting lower energy prices and less volatility due to the weakening economy and conservation. With typical Enron hubris, Mark thought water was easy and the incumbents were ancient. They would come in, make large deals, and figure out the details later. They also anticipated privatization of water supply, and a coming water crisis.
Immediately they ran into competition with the two global heavyweights — Vivendi and Suez — who competed aggressively for contracts to service municipalities. Azurix was also in money trouble — the Wessex deal had cost a lot, and Enron saddled Azurix with large debt. Now a public company, Mark stressed the appearance of making big deals to buttress their stock value. In the few deals that Azurix won, they vastly overbid, largely out of desperation to signal momentum. It became clear Azurix would never make money on that deal.
This later proved wrong. This is a testament to how powerfully its accounting distortions disguised the true nature of the problems brewing. Enron was paraded as a visionary company, building new businesses like Enron Online in the Internet era. To the public, Enron only ever expressed certainty of being a juggernaut.
Enron employees started drinking the kool-aid. Like this summary? Have too much to read? You'll love my new book summary product Shortform.
Even better, it helps you remember what you read, so you can make your life better. What's special about Shortform: The world's highest quality book summaries - comprehensive, concise, and everything you need to know Interactive exercises that teach you to apply what you've learned Discussion communities - get the best advice from other readers Get the world's best book summaries now Cracks Start to Appear As detailed in The Smartest Guys in the Room, by late , skepticism started mounting.
The dotcom bubble had fallen from its peak, and company fundamentals were being questioned.
Enron embarked on new schemes to lock in gains while avoiding booking losses. If the assets continued to decline in value, the Raptors would pay Enron, thus giving Enron a gain that would offset the loss. In reality, these transactions were grounded on Enron stock. This led to positive feedback loops: An increasing Enron stock price would allow further ability to keep losses from public view, which would in turn increase stock price.
However, if Enron shares fell, the Raptors would be less able to pay back Enron, which would cause further share cratering. By late , the assets in SPEs declined, and Enron needed its stock to continue climbing to cover losses. Because the stock price stalled, Enron would have to declare losses, which defeated the purpose of the vehicles. An emergency solution cross-collateralized the four Raptors, allowing healthy vehicles to support sick ones. There started to be mounting external and internal concern about the reality of the losses.
By spring , the dotcom bull market was over. Analysts were now questioning business plans and looking for fundamental cashflow and revenue. Momentum investors were selling instead of downloading. Stories ran about how energy companies used mark-to-market accountings, and no outsider knew the assumptions they used to book earnings.
Short sellers were gaining credibility and wielding larger sticks. The market had become too skeptical. Reasons: The pressures of maintaining a rosy public facade while dealing with internal turmoil ate at him.
For someone obsessed with the stock price, its decline represented a personal failure. He hated getting his hands dirty, and his job was now about fixing problems. Whalley quickly dug in and pressed for clear financials. Tidbit: Ken Lay himself was paying off creditors. The loans were then put into ill-fated investments. Here was the nightmare dominoes scenario — where all the intricately connected layers would fail because of their dependencies: If Enron missed earnings, its stock price would fall.
If its stock fell, its SPE deals would unwind since they were predicated on Enron stock prices rising , causing Enron to have to book massive debt on its balance sheet or issue new shares. Internal rumors began circulating about issues at Enron. Accountants looking into the SPE deals realized that the falling value of assets in the SPEs, along with the falling Enron stock price, were going to become difficult to pay off.
The Raptor deals became underwater by 9 figures, especially in the market hit after September This would be recorded as a simple equity reduction, rather than a restatement, which would admit mistakes and trigger SEC inquiries and lawsuits.
COO Whalley argued to take the hit and clean up. They felt Enron would recover after cleaning up. To make the accounting look more favorable, Enron wanted the correction as a nonrecurring charge. Since this was originally booked as operating profit, this was grossly inappropriate. On Oct 16 , Enron shared its third quarter report. It focused on 3 issues: negative operating cashflow, slow progress in asset sales, and more writeoffs involving Dabhol, Azurix, and broadband.
The next day, Whalley fired him. It had no operating cash. It desperately tried to make deals for cash — like opening up its books — but no one was willing to bite.
The last-ditch solution was to sell their pipelines, the only steady cash generator Enron had left. Through this turmoil, Arthur Andersen began realizing how bad their work with Enron would make them look. Andersen had previously paid fines for accounting fraud at Waste Management — it had a cease-and-desist from the SEC from misconduct. Banks refused to let it borrow the loans unsecured like before — now it demanded the only collateral remaining — the pipeline systems — and exclusive business with Enron for the next 18 months.
In early November, a possible savior came in a possible merger with smaller energy company Dynegy. For years, Enron took pot shots at Dynegy for being a tiny wannabe and threatened to steamroll it in every business line.
The Dynegy CEO now saw a chance to get even, inherit its valuable trading operations, and vault his company to leading position in energy trading.
The structure — Dynegy would download Enron at market price. In reality, this was undercapitalized from the start — Enron assumed that having ChevronTexaco onboard would be so reassuring its capital needs would shrink.


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Nancy Pelosi was heckled at a town hall where she was openly criticizing the tax reform package that was passed last year. The heckler asked her "how much are you worth Nancy", since she somehow became a multimillionaire during her political career. In fact, she's believed to be worth over $100 million which is a small fortune considering a Congressman only makes around $175K a year.
Donald Trump despite being many times wealthier than Pelosi doesn't get heckled for having lots of money because he obtained his wealth by building substantive things. It is also why Trump has been able to relate to blue collar workers and people in the middle class.
It's obvious that Pelosi gained her wealth through dirty political dealings. She's done nothing of substance in the private sector. This has opened her up to this type of heckling. Especially when she refers to a few thousand dollars as "crumbs" because it shows how out of touch she is. A few thousand dollars is a good chunk of money for the average person.
Hopefully this senile bitch is forced out of Congress soon. She is an evil person and like John McCain I look forward to the day that she is dead.

subset: commoncrawl


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The Japanese translation for Box is 箱 .
Other possible / similar Japanese translations may be 隅 and 包み .
|Translations in other languages:
|Albanian: kuti
|Bosnian: kutija
|Breton: boest
|Bulgarian: кутия
|Catalan: capsa
|Danish: kasse
|Dutch: doos
|Esperanto: skatolo
|Finnish: laatikko
|French: boîte
|German: Kasten
|Greek: κιβώτιο
|Hebrew: קופסה
|Hungarian: doboz
|Ido: buxo
|Italian: scatola
|Korean: 상자
|Latvian: kaste
|Norwegian: kasse
|Polish: pudło
|Portuguese: caixa
|Romanian: cutie
|Russian: коробка
|Slovene: škatla
|Spanish: caja
|Swedish: ask
|Telugu: పెట్టె
|Turkish: kutu
|Vietnamese: hộp
Search Translations


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Essynce Moore, 16-year old author of Middle School Chronicles book, is the first teen to have her books in schools as mandatory reading and a part of some schools' curricula all around the world.
Essynce's books are becoming more and more popular. Teachers and students have reached out to Essynce in hopes to get her books in their classrooms and to have her visit their school to speak in-person to the students.
Laura Thomson, an 8th grade reading teacher from South Allegheny Middle School in Pennsylvania, called the Essynce Couture telephone line with her class, hoping that they would have a chance to speak directly with Essynce. Her momager answered and advised that unfortunately Essynce was in school. However, when Ms. Thomson explained that she did a GoFund me campaign to raise enough money to be able to purchase the books for her class, her momager Starr Barrett wanted to do something nice for the class.
When Essynce got home from school she explained what the amazing teacher did for her class, and Essynce asked her mom to reach back out to them and have them call on Friday when she would be home due to a pre-planned engagement. Ms. Barrett reached back out to the teacher and they planned a call for Friday. Essynce was ecstatic to speak to the teacher and students about supporting her and answering any questions they had. At the end of the call, the teacher invited Essynce to the school, and Essynce told her that she would do everything she can to try and visit.
Essynce is determined to reach as many middle schools all around the world as she can to have these books as a mandatory reading each year. Similar to how students have to read The Diary of Anne Frank every year in their class. Essynce is adamant about them being a need and not a want in middle schools. Students have told her that her books have changed their lives, even though they dont like reading they loved reading these books, and they were so relatable to what they've experienced that they're glad to see they're not alone.


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If your office furniture meets the above requirements, please email us at firstname.lastname@example.com with pictures and an inventory list of what you would like to sell and someone will get back to you.


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Email Susan Coldwell - BSc; DipHe; MBACP (Accred)
I am a qualified counsellor and psychotherapist in Sheffield working with a diverse range of issues including anxiety, stress, depression, relationship problems and loss. I also have experience of working with abuse and autistic spectrum disorders.
Please either enable it in your browser and try again, or return to the profile page for Susan Coldwell and select a different method of contact.


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Joget DX Beta Available for Download
Check out Joget DX, the next generation successor to Joget Workflow for faster, simpler digital transformation.
I'm trying to follow this example in v6 Close Popup Dialog on Submission of Form but I cant enter the value "true". Is this a bug?
Hi, I think you just need to put in your hyperlink eg. Checkin?embed=true.


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Donaco International Ltd announced that the company's deputy chief financial officer, Chong Kwong Yang, has been appointed to the senior position of chief financial officer.
The company, which recently completed its acquisition of the Star Vegas Resort and Club in Cambodia, said Chong played a key role in sealing the deal.
Current CFO Richard Na Chun Wee will remain with the company in his other current position as deputy CEO.
Chong, an Australian national, will be based in Bangkok and Poipet, Cambodia, at the premises of the casino.
"Mr Chong has worked extremely hard on the Star Vegas deal, and knows the business intimately. As the Star Vegas will generate the lion's share of the Company's revenues and profits in the near term, it make sense for our CFO to be located there," said CEO Joey Lim.


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Software Map
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|0. CNVScope - CNVScope: Visually exploring copy number aberrations in
cancer genomes
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|1. lsmeans - Calculate adjusted means and standard errors for main factors and interaction terms of lm, gls, lme and lme4 models.
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|Title: Family Triple Feature DVD Set: Marriage Retreat, What If..., and Me Again
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Publication Date: 2014
|Weight: 2 ounces
Stock No: WW303615


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Remote 2
With Radmin, provide instant remote tech support to corporate network users. Gain secure remote access to network computers and servers. Home. Remote Emergency Care exists to support trainers in providing high-quality, practical, concept-based first aid and pre-hospital care training for wilderness. This a replacement or additional remote for your Viper system. Large selection of remote transmitters, car alarms, remote keyless entry systems,Remote start modules ,alarm parts and accessories. LYLA 2™ is the bullet vibrator that can be used for external clitoral and internal G-spot massage, featuring remote controls with SenseMotion Technology. Microsoft released a new version of Remote Desktop Connection Manager (RDCMan) 2.7 to the public today. RDCMan is a central place where you can organize, group How to Program an RCA Universal Remote Using Manual Code Search. With the proper device code, you can program an RCA universal remote control to control any device. This remote controlled bald eagle with a 9 1/2' wingspan catches the wind for broad, soaring turns. It can even hover in-place against Popular zero-config free remote desktop software. It's used for system administration, webinars and instant remote desktop connection over the Internet. Free remote. Find the best online teaching jobs here. Whether you're a certified teacher looking to make some extra money
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How to Turn Off VoiceOver on Mac OS X
Explore this Article Disabling VoiceOver on Mac OS X Disabling VoiceOver on iOS Ask a Question Related Articles References
wikiHow is a "wiki," similar to Wikipedia, which means that many of our articles are co-written by multiple authors. To create this article, volunteer authors worked to edit and improve it over time. This article has also been viewed 20,512 times. Learn more...
VoiceOver is a feature in Mac OS X that reads text aloud and guides users with blindness or poor vision through actions and menus. The VoiceOver feature can be managed in the Universal Access menu under System Preferences.
Disabling VoiceOver on Mac OS X
1Click on the Apple menu and select "System Preferences." The System Preferences window will open and display on-screen.
2Click on "Universal Access" under the System category.
3Click on the "Seeing" tab, then select the "Off" radio button next to "VoiceOver." The VoiceOver feature will now be turned off and disabled.[1]
- Alternately, you can toggle VoiceOver off and on by pressing Command + FN + F5 on your keyboard at the same time.[2]
Disabling VoiceOver on iOS
1Tap on the Home button three times. Your iOS device will say "VoiceOver off," and the VoiceOver feature will now be disabled.
- Alternately, you can allow the VoiceOver feature to help you navigate to Settings > General > Accessibility. Double-tap on "VoiceOver" in the Accessibility menu to disable the iOS VoiceOver feature.
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|News | Sport | TV | Radio | Education | TV Licenses | Contact Us
Special Report
|One of the bloodiest conflicts in our society, the ongoing strife in KwaZulu-Natal was hardly mentioned before the Truth Commission. Hopefully the Inkatha Freedom Party will be ready in the next week or two to appear before the Truth Commission. Perhaps we will hear more about it then. We also hope that the Truth Commission will now sift through the party submissions and have follow-up sessions with them before we forgot what they said. There are many, many unanswered questions. In the mean time the Commission's Human Rights Violations Committee goes to Durban and Uitenhage this coming week. Our appointment with you is next Sunday at quarter to seven. Good night.
|Full Transcript
|End credits
|Full Transcript


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4 Simple Methods to Brand Your Social Media Content
You've probably heard this one before, but if you haven't, say it with me: Content is king. I know, it's a bit hackneyed, but it hasn't lost its importance, particularly when it comes to how you lead with your visual content.
In prior blogs, we've covered tips on how to make your visual content more powerful, but in this blog, we're going to explore ways to amplify your social media content with your brand.
If you are regularly posting on social media channels, you already know the challenges of generating fresh material on a daily basis. But how do you ensure there is consistency between those channels and your brand? Here are some easy, but effective ways to give your content a professional edge:
- Be consistent with your logo.
Assuming your logo is set up for digital use, make sure it is displayed consistently across every social media channel. Set up rules for using your logo—you can actually oversaturate your images by plastering it everywhere. If you use it on social media posts, alternate how it is used. Make sure it features prominently in your banners, avatars, or cover photos. Canva is a great service to create social media posts across a variety of channels. It has a "resize" option that seamlessly transforms your original design to a template with a different set of dimensions.
- Use the biggest font to highlight your most important message.
Think about what you want your image to achieve. What message do you want to communicate? Once you know, emblazon it on your image using BIG TYPE and few words. Your audience only spends about a millisecond to process an image. Make it count, and you may see your click through and engagement skyrocket.
- With type, less is more.
Since you're making ample use of your BIG TYPE, don't complicate your message by adding more words. Your image and your main message should carry the meaning. It's okay to leave plenty of space. And since we're talking about limits, select three typefaces to work with—preferably ones that match your website. Give your audience a consistent and smooth journey from your posts to your website.
- Give the gift of balance.
If there is anything that makes many humans feel all snuggly and warm inside, it's when everything is its place. Because we naturally seek out symmetry, we tend to perceive objects in a state of unity and order. That's why balance is a key principle of good design. Your image needs balance in order to feel complete. It doesn't mean everything must be perfectly symmetrical, however. It just means that the visual weight of any objects, space, or color you use should be equally distributed across the page. And when it is used properly, it causes a release of dopamine, the "feel-good" chemical of the brain.
Here's a fun fact:
Brain mapping experiments done at the University College London have shown that viewing art provides the same pleasure as being in love. And what a wonderful gift to give to those who engage with you! Happy creating!
Let Infinity Concepts help you enhance your Social Media program. Let's talk!
Latest posts by Christine Johns (see all)
- Get Picture Perfect Results with the Right Image File - November 15, 2019
- Fonts Matter: Fall In Love with the Right Type - September 20, 2019
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Tag: birthday cakes map fortnite
Unusual Cakes Pictures
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Walmart Cakes 2
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Global real estate markets showing progress in levels of transparency: JLL / LaSalle
Two-thirds of real estate markets globally have shown progress in levels of transparency over the past two years, according to JLL and LaSalle Investment Management's 2016 Global Real Estate Transparency Index (GRETI). The 10 countries identified as 'Highly Transparent' by GRETI account for 75 per cent of global investment into commercial real estate, highlighting the extent to which transparency drives real estate investment decisions.
A number of key factors are driving this progress and frame the broader issues raised by both high and low transparency:
- Capital allocations to real estate are growing. JLL forecasts that within the next decade in excess of US$1 trillion will be targeting the sector, compared to US$700 billion now. This growth means investors are demanding further improvements in real estate transparency, expecting standards in real estate to be on a par with other asset classes.
- There is a growing recognition that transparent real estate practices play a significant role in capital formation, municipal finance, and as a foundation to improve the quality of life in many communities. This foundation includes security of property ownership, safe housing and workplaces and the ability to trust agents to act honestly and professionally.
- Technology is both a driver of the digitization of all kinds of real estate data and also an enabler in disseminating and analyzing this data; improvements in data capture techniques are allowing a more granular and timely assessment of real estate markets.
Jeremy Kelly, director, Global Research Programmes at JLL and main author of the report commented: "These results are encouraging as they highlight the steady advances the global real estate industry is making. Improvements are down to a number of factors: initiatives to deepen the availability and quality of market data and performance benchmarking, the enactment of new legislation in several countries, the introduction of higher ethical standards, and the wider adoption of 'green building' regulations and tools."
Canadian Highlights
- Canada consolidates its ranking as third by improving performance measurement indices.
- Canada (3rd) has grown even more transparent in terms of investment performance transparency related to privately-held fund performance. While still in consultative stage, the IPD Canada Quarterly Property Fund Index has gone from its initial launch just a few years ago to become a more widely recognized industry benchmark in 2016. The Index is reasonably well-positioned to see progressively more widespread usage and adoption as a benchmark, as Index participants grow their assets under management, and as potential new funds join the Index over time.
- The Anglosphere continues to dominate the 'Highly Transparent' group – the United Kingdom (1st), Australia (2nd), Canada (3rd) and the United States (4th) hold the top positions. These traditional standard-bearers are taking real estate transparency to a new level; making improvements that go beyond other transparent markets, particularly in the granularity, quality, frequency and geographical spread of performance measurement, valuations and market fundamentals data, which now also extend to niche property sectors.
- Several 'Highly Transparent' countries, including Canada, impose obligations on real estate agents to perform anti-money laundering (AML) checks to verify the identity of their clients and any underlying beneficial owners.
"The wider recognition of IPD's Property Fund Index has helped put Canada on par with countries like the U.S. and the U.K., who have had open-end fund indices for several years," said Chris Langstaff, senior vice president, Research & Strategy, Canada LaSalle Investment Management. "Index participants can also measure their fund's performance over the longer term, as benchmark performance history back to 2005 is available to Index participants, improving transparency related to data availability. Canada's regulatory and legal frameworks and transaction processes, as they relate to transparency, also remain among the world's strongest."
The future of real estate transparency
Jacques Gordon, LaSalle Investment Management's Global Head of Research and Strategy, commented: "Our index shows steady advances which are a result of both industry and government efforts. That said there are too many examples of opaque and corrupt practices, poor corporate governance and failures in regulatory enforcement that are resulting in serious consequences for society, business activity and for investment. Investors and tenants will bypass countries unable to address these shortcomings, and will gravitate instead to more transparent markets."
The report highlights a number of factors which will influence real estate transparency in the next several years:
- Revelations of the Panama Papers in early 2016 have led to mounting pressures for greater real estate transparency and put the fight against corruption decisively on the international political agenda. Beneficial ownership disclosure and anti-money laundering procedures will be embraced more widely and rigorously; we expect to see material progress in the coming years by many countries in their drive for greater transparency in corporate and real estate ownership.
- As new data capture techniques get adopted, the pressure mounts for real estate to raise the bar and achieve even higher levels of transparency. JLL expects to see the rise of a new 'Hyper-Transparent' category in future years, where data feeds from sensors help inform owners and tenants about how buildings are used and how they perform. The mounting intolerance of corruption within the world's growing middle classes will force the pace of change, especially amongst the Semi-Transparent countries, and social media will help people mobilize around this issue.
- Technology will continue to advance and will allow some countries to leapfrog the traditional route to transparency; we are already seeing this happen in places like Kenya, Ghana and Ecuador.
- There will be greater emphasis on regulatory reform, but also on enforcement, particularly in semi-transparent markets where the greatest disconnect currently exists.


text:
On September 23, 2005, a 1998 Motor Coach Industries, Inc. (MCI), 54-passenger motorcoach, operated by Global Limo Inc., of Pharr, Texas, was traveling northbound on Interstate 45 (I-45) near Wilmer, Texas. The motorcoach, en route from Bellaire to Dallas, Texas, as part of the evacuation in anticipation of Hurricane Rita, was carrying 44 assisted living facility residents and nursing staff. The trip had begun about 3:00 p.m. on September 22. Fifteen hours later, about 6:00 a.m. on the following day, a motorist noticed that the right-rear tire hub was glowing red and alerted the motorcoach driver, who stopped in the left traffic lane and then proceeded to the right shoulder of I-45 near milepost 269.5. The driver and nursing staff exited the motorcoach and observed flames emanating from the right-rear wheel well. As they initiated an evacuation of the motorcoach, with assistance from passersby, heavy smoke and fire quickly engulfed the entire vehicle. Twenty-three passengers were fatally injured. Of the 21 passengers who escaped, 2 were seriously injured and 19 received minor injuries; the motorcoach driver also received minor injuries.
The National Transportation Safety Board determines that the probable cause of the accident was insufficient lubrication in the right-side tag axle wheel bearing assembly of the motorcoach, resulting in increased temperatures and subsequent failed wheel bearings, which led to ignition of the tire and the catastrophic fire. Global Limo Inc. had failed to conduct proper vehicle maintenance, to do pretrip inspections, and to complete posttrip driver vehicle inspection reports, thereby allowing the insufficient wheel bearing lubrication to go undetected. Contributing to the accident was the Federal Motor Carrier Safety Administration's ineffective compliance review system, which resulted in inadequate safety oversight of passenger motor carriers. Contributing to the rapid propagation and severity of the fire and subsequent loss of life was the lack of motorcoach fire-retardant construction materials adjacent to the wheel well. Also contributing to the severity of the accident was the limited ability of passengers with special needs to evacuate the motorcoach.