GLOBAL OCCUPIER SURVEY
Building Advantage Through Global Insight
2016 marks the launch of CBRE’s
suite of commercial real estate
occupier surveys for the Asia Pacifc,
EMEA and Americas regions. This
report consolidates our regional
research to deliver a synthesized
global view of comparative insights
on occupier strategies, trends and
perspectives from around the world.
3GLOBAL OCCUPIER SURVEY 2015/162016 CBRE, Inc.
CBRE analyzed responses from 402 executives managing corporate real estate (CRE) portfolios around the world
with the goal of identifying both leading and trailing CRE priorities, practices and strategies to better understand
trends and inform future actions. Our investigation revealed three dominant global themes that are highly refective
of this group:
1) Macro Perspective. Today’s globally connected businesses are heavily weighing macroeconomic
fundamentals over local metrics and regional sentiment.
Global economic uncertainty leads executives’
challenges. The variability and volatility of today’s
global economy is challenging executives as they seek
to align their companies’ naturally long-range real
estate strategies with increasingly agile and short-range
Emerging markets remain favored destinations.
With a the majority of respondents projecting portfolio
stability ahead, those growing are favoring India and
Southeast Asia. Respondents in EMEA and Asia Pacifc
will be making location decisions with lower costs
in mind, and those in the Americas will be making
decisions with talent in mind, also.
2) Employee-Centric Thinking. As advanced technology and human talent converge, employees’ roles are
becoming more strategic, cooperative and interactive. This transformation is empowered by new work space
strategies that deliver growth without growth”—expanding business capabilities while limiting spikes in either
capital investment or operational expense.
Workplace strategy reflects your workforce
strategy. Cost savings are a primary goal of workplace
strategies globally. However, employee-centric
mandates are pushing the issue to the front of executive
agendas. In the Americas, more than one in two
workplace initiatives are driven by employee attraction
and retention goals, while initiatives in the EMEA and
Asia Pacifc regions are driven to facilitate internal
Work-life balance leads global workplace
strategies. In efforts to accommodate the preferences
of the greatest number of associates, global executives
are seeking a workplace approach that supports, in
varying degrees regionally, a culture of collaboration,
fexible working programs, high indoor environmental
quality and easy access to public transportation.
3) Agile Enterprise. As the speed of business increases, so must the speed and scale of change. To ensure a
direct line of connection with these changes, CRE executives are centralizing their operations, naturally elevating
their infuence within an increasingly connected, strategic role.
Agility demands centralization. Balancing global
disciplines with local speed of delivery is a priority of
any centralized CRE organization seeking fexibility.
Partnering with external service providers is the leading
strategy enabling CREs to strike this balance.
C-suite sponsorship is vital. Executives collectively
agree they need a stronger commitment from the
top to fully support today’s talent-driven enterprise
transformation goals. Increasingly, CRE strategies are
expected to create a meaningful experience for the
workforce—and CRE executives need C-suite sponsored
and aligned CRE, HR and IT priorities to deliver a
holistically connected environment for corporate
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