000			01425cab a2200205 4500
001			X129080
008			050316n2005 000 0 eng u
035			_a(Sirsi) u129080
100			_aBilling, M.
245		2	_aA Sarbanes-Oxley road map: improving real estate data, dialogue and decision making in support of good corporate governance.
260			_c2005
490			_aJournal of Corporate Real Estate _v7(1) January 2005, 23-33(11)
520			_aThe pursuit of good corporate governance, as exemplified by compliance with Sarbanes-Oxley, requires Corporate Real Estate (CRE) departments to gain a better understanding of asset values and lease costs than most companies currently possess. As a result, CRE departments are motivated to centralise control over operations globally, to improve systems for ensuring consistent and accurate accounting worldwide and to scrutinise vendors more thoroughly. These changes will be difficult for many CRE departments but, done properly, the focus on corporate governance will bring greater understanding of real estate's impact on corporate financial performance, as well as enhancing relationships with the chief finance officer, senior management and business unit leaders. [Taken from journal abstract.]
590			_aABS
650			_aREAL ESTATE MANAGEMENT SYSTEMS
650			_aCORPORATE GOVERNANCE
650			_aASSET VALUES
690			_aMANAGEMENT
942			_n0
999			_c74935 _d74935