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Sankey diagram of CBRE Group, Inc.. A complete text table follows the diagram.
Facilities, critical infrastructure and project management have turned the world's largest property broker into a building-operations platform.
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The diagram separates reimbursable client vendor costs from CBRE's remaining revenue to distinguish managed spend from the company's own economic layer. Core EBITDA is a non-GAAP measure defined and reconciled in the filing; the residual platform cost is an editorial arithmetic difference, not a reported expense line.
Labels and narrative explain the filing. A category marked “arithmetic bridge” or “residual” is calculated from reported totals, rather than a separately reported line.
| Category | Stage | Value | Notes |
|---|---|---|---|
| Building operations | 1 | $6.5B | Facilities, property & critical infrastructure |
| Project management | 1 | $1.8B | Client construction and fit-outs |
| Advisory & transactions | 1 | $2.0B | Leasing, sales, valuation and finance |
| Investment & development | 1 | $199M | $155.2B of assets under management |
| CBRE-managed activity | 2 | $10.5B | Operating buildings plus transactions |
| Client vendor pass-through | 3 | $4.4B | Reimbursed subcontractor work |
| Revenue after pass-through | 3 | $6.1B | CBRE's operating economic layer |
| Core EBITDA | 4 | $831M | Up 60% year over year |
| People, systems & delivery | 4 | $5.2B | The global service platform |
| From | To | Value |
|---|---|---|
| Building operations | CBRE-managed activity | $6.5B |
| Project management | CBRE-managed activity | $1.8B |
| Advisory & transactions | CBRE-managed activity | $2.0B |
| Investment & development | CBRE-managed activity | $199M |
| CBRE-managed activity | Revenue after pass-through | $6.1B |
| CBRE-managed activity | Client vendor pass-through | $4.4B |
| Revenue after pass-through | Core EBITDA | $831M |
| Revenue after pass-through | People, systems & delivery | $5.2B |