Cbre Group Inc · NYSE:CBRE
Cbre — Merger or Acquisition (February 2003)
21 slides from Cbre's merger presentation, Feb 25, 2003
Slide 1: CB Richard Ellis
| CB Richard Ellis February, 2003 CB EN Richard Ellis
Slide 2: Introductions
Introductions * Brett White " Steve Siegel * Mitch Rudin CBE Richard Ellis
Slide 3: Rationale for the Deal
Rationale for the Deal " Broadened geographic reach " Most comprehensive service offerings ® Enhanced position in world’s leading business centers " Consistent client-focused service quality on worldwide basis CBE Richard Ellis
Slide 4: Status Of Our Deal
Status Of Our Deal = Due Diligence Completed = Contract Signed = SEC Approval Required (90-120 Days) = Preparation for future integration — Run your business as usual — Communicate regularly with clients ~ Focus on client needs — Be people sensitive BEN Richard Ellis
Slide 5: CBRE's Corporate Objectives
CBRE’s Corporate Objectives * Create an environment that attracts and retains the best talent in the industry « Have a market leading presence in the top real estate markets worldwide * Build and invest in business lines that are synergistic with the other business lines at the firm = Change the per
Slide 6: CBRE Diversified Revenue Sources
CBRE Diversified Revenue Sources 2001 By Geography Asia Pacific 7% Europe 13% Americas 80% Operating in 47 countries in over 250 offices. CBE Richard Ellis
Slide 7: CBRE Diversified Revenue Sources
CBRE Diversified Revenue Sources 2001 By Transaction Type Valvation 7% / $82 mil Investment Management 4% / $47 mil Sales 31% 363 Property Management 7% / $82 oles s1967'5) mil Facilities Management 3% / $35 mil Financing 6% / $70 mil Leasing 42% / $491 mil CBE Richard Ellis
Slide 8: CBRE Client Service Model
CBRE Client Service Model = CBRE Investors. * Brokerage + Investment Properties" Research & Consulting Group Investment Strategy Asset Sale + Brokerage = Li Melody + Asset Services * Valuation Greup * Corperate Services = Einenelell Hold/Sell Consulting | Strategy tee * Investment * Whee Acquisition
Slide 9: CBRE Strengths — Pre-Merger
CBRE Strengths — Pre-Merger = Comprehensive portfolio of integrated services Diverse revenue sources by business lines & location Stable financial performance in down markets EBITDA margins of 11% on revenue of $1.2 billion in 2002 — 2002 EBITDA growth of 13.7% Global market leader CBE Richard Ellis
Slide 10: Results for Revenue and EBITDA
10 % Change Results for Revenue and EBITDA 20.0% 16.0% 10.0% 5.0% 0.0% 60% 10.0% “160% -200% -260% -300% 2002 Results 13.7% CBRE “2.5% Revenue EBITDA 26.8 CBE Richard Ellis
Slide 11: Insignia in the Global Marketplace — Pre-Merger
“" Insignia in the Global Marketplace — Pre-Merger = In 2002, completed the most transactions on Crain's New York Business annual list of 50 largest Manhattan transactions - the seventh consecutive year that Insignia has attained the number one ranking " #1 market share in Central London investment/
Slide 12: Post-Merger GLOBAL Leadership
2 Post-Merger GLOBAL Leadership Ray Wirta Chief Executive Officer Brett White President, CB Richard Ellis Steve Siegel Chairman, Global Brokerage Services Alan Froggatt/Mike Strong Chief Executive Officer/Chairman, CB Richard Ellis Europe Rob Blain President, Asia/Pacific CBE Richard Ellis
Slide 13: Post-Merger NATIONAL Leadership
8 Post-Merger NATIONAL Leadership Cal Frese Chief Operating Officer / Americas William Chillingworth President, Western Division Jim Reid President, Eastern Division Mitch Rudin President, U.S. Brokerage Services Gregory Vorwaller President, CB Richard Ellis Investment Properties Steve Swerdlow Pres
Slide 14: CBRE in the Global Marketplace — Post-Merger
1“ CBRE in the Global Marketplace — Post-Merger = #1 in Transaction Value ($46 billion + $45 billion = $90 billion) = #1 in Investment Sales ($16 billion + $9 billion = $25 billion) = #1 in Prop./Facilities Mgt. (600 msf + 250 msf = 850 msf) = #2 in Financing ($7.8 billion + $0.6 billion = $8.4 bill
Slide 15: Market Leadership
16 Market Leadership New York Los Angeles Chicago Boston Washington, DC London Atlanta Tokyo* CBRE VESG v ¥ (Prop. Mgmt.) ¥ (Leasing) v v ¥ (Sales) ¥ (leasing) v * Joint venture with Ikoma. wi v v CBE Richard Ellis
Slide 16: 2002 Post-Merger Estimated Worldwide Revenue
16 2002 Post-Merger Estimated Worldwide Revenue ($m) B00 600 400 : a o CBRehard Jones Lang Cushman & © Trammell Crow Grubb & Bilis, Elliginsignia LaSalle Wakefield Source: industry information BEN Richard Ellis
Slide 17: CBRE + IVESG: The Combined Culture
7 CBRE + IVESG The Combined Culture " High Intelligence — Commitment to managed brokerage — Cross disciplinary approach — Intense focus on training at all levels " High Energy — Continue to out-think and out-work our competition — Our timing is perfect for this phase of the market cycle " High Level
Slide 18: Our New Business
18 Our New Business Fantastic platform bringing together the best clients and the best people CBE Richard Ellis
Slide 19: Initial Business Plans
13 Initial Business Plans = Focus will be on: - Presenting, marketing and developing the joint strength of the new organization - Concentrate on retaining clients and people - Accommodation strategy - IT Strategy CBE Richard Ellis
Slide 20: Immediate Goals
20 Immediate Goals Run your business as usual Communicate regularly with clients Focus on client needs Be people sensitive CBE Richard Ellis
Slide 21: Thank you for your attendance
Thank you for your attendance In connection with the merger, Insignia will be filing a proxy statement and other relevant doaiments concerning the trans acion with the Seauities and Exchan ge Com mission (SEC). STOCKHOLDERS OF INSIGNIA ARE URGED TO READ THE PROXY STATEMENT AND ANY OTHER RELEVANT DOC