1、1|2022 Jones Lang LaSalle IP,Inc.All rights reserved.JLL Work Dynamics ResearchTop 10 Global CRE Trends 2023Global Corporate Real Estate Trends in 20232|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Thriving through uncertaintyRising costsEnergy,construction materials,food,rent,wages and debt c

2、osts are all rising,feeding,and being accelerated by,high inflation.While inflation is expected to fall,price levels are likely to remain high.Supply chainThe war in Ukraine,sanctions and Chinas recent zero-Covid policy have increased supply chain and logistics disruption and uncertainty.Costs are u

3、p,and so are lead times,impacting the ability to plan,price and deliver projects.Labor shortageLabor markets were tight before covid and have tightened further in the rebound.Travel and migration disruption is exacerbating problems filling vacancies,and skills shortages abound.Energy crisisThe energ

4、y crisis is foremost a cost problem,driving up energy expenses several fold.But risks to availability are rising,affecting the certainty of supply.Europe is the most acutely affect,but the Americas are not immune.Key global macro factors organizations face:The global economic outlook is challengingO

5、rganizations face a confluence of headwinds that are impacting growth,costs,supply chains,and the ability to plan.Understandably,businesses will be more cautious and may considerreviewing their CRE strategyin light of the current operating environment.Business success lies in staying ahead of the cu

6、rve through thoughtful real estate managementCorporates will need to revisit their CRE strategies and invest in solutions that enable continuous adaptation to rapidly changing market dynamics.A careful balancing of effective cost management whilst not compromising on quality and workplace transforma

7、tion will be crucial.Top 10 global CRE trends in 2023 3|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Dynamic operationsImplement digital technologies that drive operational efficiency and deliver return on investment Optimize with impactBalance the risk of losing key talent against short-term

8、cost and portfolio efficienciesData maturityData maturity will help generate sophisticated performance insights and enable dynamic decision-makingHybrid realityAligning spaces,technology and HR policies will be imperative to operationalizing hybridClimate resilienceMaintaining momentum on actions wi

9、ll be critical to support net zero ambitions and future-proof businessesConnected communitiesLocation decisions will gravitate towards places where people can socialize,shop,live,work and eatHolistic wellbeingWellbeing will need to be inclusive,holistic,and personalized to enhance workforce resilien

10、ce and performanceResponsible procurementBring positive and sustainable change by taking ethical and sustainable considerations when sourcing services,supplies,and/or worksRedefined partnershipsOrganizations will form strategic alliances and partnerships to tackle new challenges and solve complex pr

11、oblemsInnovation clustersOrganizations will prioritize markets with the strongest innovation and talent characteristicsHybrid reality4|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Hybrid is now a non-negotiable element of the workplace ecosystemLearn from the experiences and experiments of the

12、 past and reconfigure spaces,implement tech solutions and align HR policies to embed a hybrid environment that is agile and effectiveAligning spaces,technology,and HR policies will be imperative to operationalizing hybridSource:JLL Future of Work Survey,202256%of corporates consider operationalizing

13、 hybrid work modelsto support agility and flexibility a top priority between now and 2025PolicyTechnologySpace60%of office workers want to work in a hybrid style53%of organizations plan to make remote working permanently available to all employees by 2025Source:JLL Future of Work Survey,202247%of co

14、rporates already have remote working technology in place,another 44%plan to implement it over the next 3 yearsSource:JLL Future of Work Survey,202258%of employees expect to be supportedwith financial assistancefor expenses linked to remote work60%of employees expect to be supported with remote-worki

15、ng technologies24%Office+Home24%Office+Home+Third place10%Home+Third place3%Office+Third placeSource:JLL Workforce Preferences Barometer,2022Source:JLL Workforce Preferences Barometer,2022Source:JLL Workforce Preferences Barometer,2022Optimize with impact5|2023 Jones Lang LaSalle IP,Inc.All rights r

16、eserved.Optimizing investments with a long-term people-first mindsetBalance the risk of losing key talent against short-term cost and portfolio efficienciesReallocate capital and prioritize investment to optimize costs,meet stakeholders expectations and attract and retain talent50%of office workers

17、have left their job since the start of the pandemic,90%of them would consider moving jobs again in the next 12 monthsSource:JLL A new employee value proposition,202267%of CFOs recognize“Identifying cost optimization and productivity opportunities”as a high prioritySource:WNS Global CFO Survey,202275

18、%of employers globally report difficulty finding the talentthey need in 2022 this is a 16-year-highSource:ManpowerGroup Employment Outlook Survey,2022CRE leaders are revisiting portfolio strategy in light of current market conditions,business objectives and workforce preferences40%42%46%Managing spa

19、ce demanddynamicallyIncrease the amount of flexspace in the portfolioWorkplace design to improveemployee engagement andwellbeingQ:Does your CRE function plan to accelerate investment in each of the following areas between now and 2025?Source:JLL Future of Work Survey,2022Dynamic operations6|2023 Jon

20、es Lang LaSalle IP,Inc.All rights reserved.Transforming operations and driving resilience in an agile worldImplement digital technologies that drive operational efficiency and deliver return on investment Leverage advanced technologies to manage operations dynamically on a daily/weekly basis to driv

21、e efficiencies and adapt quickly to continuous changeCEOs believe advanced technologies can help increase competitivenessQ:What are the top ways you believe AI can help differentiate your organization and increase your competitiveness in the marketplace?(top 3)?Source:Fortune/Deloitte CEO Survey,Fal

22、l 202256%plan to implement technologies to enable predictive management and maintenance of building systems this year or next three yearsSource:JLL Future of Work Survey,202253%of corporates consider improving operational efficiency and portfolio resilience a top priority between now and 2025Source:

23、JLL Future of Work Survey,202270%of CFOs recognize“implementing digital technologies to improve efficiency,effectiveness,and stakeholder experience”as their top prioritySource:WNS Global CFO Survey,202263%53%50%48%40%34%18%Accelerate intelligent insightsImprove decision making and provideclarity on

24、outcomesSpeed to executionReduce costsIncrease focus on customer/consumer,supplier,and employee experienceFuel innovationFortify trust with customers/consumers/suppliersPeriodic data collectionContinuous,real-time data collectionBackward-looking,retrospectiveA mix of past,present and future measures

25、.Including forward-looking,anticipatory,predictive onesLearning too little,too lateResponsive,agile,adaptableSimplistic metricsMetrics harness varied data and advanced analyticsLargely financial measuresEncompasses a broad range of financial and non-financial measuresDisconnected from wider strategy

26、Aligned with strategic aims and objectivesMetrics viewed as efficiencies and numbers to hitMetrics used to drive transformation,enable change and track value creationMetrics based around stakeholders needsMetrics based on the needs of employees and other stakeholders as well as shareholdersConsisten

27、cies achieved with standardized metrics and clear data governance practiceData maturity7|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Improved and increased data capabilities,insights and analyticsData maturity will help generate sophisticated performance insights and enable dynamic decision-m

28、aking56%already introduced or plan to introduce data science and statistical modelling by the end of this yearSource:JLL Future of Work Survey,202243%plan to accelerateinvestment in leveragingdata and analytics to enablereal-timedecision-makingSource:JLL Future of Work Survey,2022Only 13%are collect

29、ing data on an ongoing or real-time basis and leveraging advanced forms of analysisSource:JLL Future of Work Survey,2022Double down on data and technology investment and build maturity in reporting of real estate data and better facilitate decision makingHarness the power of data to enable decision-

30、makingPeriodic data collectionBackward-looking,retrospectiveLearning too little,too lateSimplistic metricsLargely financial measuresDisconnected from wider strategyMetrics viewed as efficiencies and numbers to hitMetrics based around stakeholders needsInconsistencies in data availability,collection,

31、analysis&integrity limit usabilityCurrent stateFuture stateSource:JLL Metrics that Matter,202238%of employees are stressed because of their workload and overwhelmed by a huge mental burdenSource:JLL A New Employee Value Proposition,2022Holistic wellbeing8|2023 Jones Lang LaSalle IP,Inc.All rights re

32、served.An all-encompassing approach that combines social,physical and mental wellbeingWellbeing will need to be inclusive,holistic,and personalized to enhance workforce resilience and performanceAddress wellbeing holistically to help improve workforce resilience,engagement and drive long-term busine

33、ss successSource:International Labour Organization,Transforming enterprises through diversity and inclusion,2022Source:Future Forum Pulse,202241%believe that improving the well-being of employees is a driver of D&I actionmore“likely”or“very likely”to look for a new job in the coming yearBurned out e

34、mployees feel far less connected to their companies and report being3X 43%plan to accelerate investment in new or enhanced health and wellbeing amenitiesSource:JLL Future of Work Survey,202249%already implemented inclusive workplace design,another 33%plan to implement by 2026Source:JLL Responsible R

35、eal Estate:Social Value,2023PhysicalHolistic WellbeingSocialMentalCreate workplaces that enable collaboration,socialization and give people a sense of belonging.Organize work in a way that encourages employees to actively pursue personal resiliency and allows people to flourish.Create healthy spaces

36、 and empower workforce with opportunities for physical activity,nutrition and recovery.Connected communities9|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Multi-functional,live-work-play communitiesLocation decisions will gravitate towards places where people can socialize,shop,live,work and e

37、atIncrease the attractiveness of your organization by considering locations that offer elements of high energy districts and flight to qualityChanging workforce and consumer preferences,sustainability pressures and the transformation of real estate by technology are forcing a reimagination of CBDs a

38、nd the selective urbanization of suburbia.Top 10 considerations for location selection at a neighborhood levelCharacteristics of dynamic city districts37%37%37%37%38%39%42%44%48%49%A diverse communityAir quality within the neighborhoodA wide variety of local amenitiesLocal healthcare facilitiesGreen

39、/EV transport infrastructureGood transport linksAffordability of the neighborhoodStrong connection to local communitySafety and security of the neighborhoodAvailability and quality of green spacesand natureConnectedGood densityHigh amenityVibrantMixed-useFlexible and adaptable spacesSustainable and

40、resilientPublic realm investmentInnovative and collaborativeQ.In your opinion,which five of the following considerations would create higher social impact at a neighborhood level?Source:JLL Responsible Real Estate:Social Value,2023Climate resilience10|2023 Jones Lang LaSalle IP,Inc.All rights reserv

41、ed.Adapting and transforming towards a carbon neutral built environmentMaintaining momentum on actions will be critical to support net zero ambitions and future-proof businessesAccelerate initiatives to improve energy efficiency and reduce emissions whilst moving decisively toward climate change ada

42、ptationEnergy-related emissions from the operation of buildings in 2021 were 5%higher than 2020 levels and 2%more than the pre-pandemic peak in 2019.Operational energy demand in buildings for heating,cooling,lighting and equipment rose about 4%from 2020 levels.Source:Global Alliance for Buildings an

43、d Construction,202274%of CRE leaders say they would pay a premium for leasing a green buildingSource:JLL Future of Work Survey,2022Reduce operational energy useActions to address energy and emissions in the built environmentImprove green ratioEmbed circularityNearly 40%plan to accelerate investment

44、in embedding circular design principles into fit-outs and refurbishmentsSource:JLL Future of Work Survey,2022By 2025,90%of CRE leaders will be on track to reduceoperational energy use(smart heating,smart lightning,smart building technology,utilization tracking)Source:JLL Decarbonizing the Built Envi

45、ronment,202184%already include lowering energy use/availability of renewables and offsets in their leasesor plan to include upon renewal80%already include electrification strategy in their leases or plan to include upon renewalSource:JLL Responsible Real Estate:Social Value,2023Partner with landlord

46、sResponsible procurement11|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Sourcing products and services ethicallyBring positive and sustainable change by taking ethical and sustainable considerations when sourcing services,supplies,and/or worksSustainable sourcing requires action at three level

47、s environmental,social,and governance79%Source:EY CEO Survey,2022of CEOs are adjusting,or are planning to adjust global operations or supply chains60%Source:UNGC Accenture CEO Study,2021of global emissions are generated by supply chainsPartner with procurement in your organization and adopt responsi

48、ble practices to minimize risk and ensure business objectives flow down to the supply chainProcurement GovernanceEnsures vendors and procurement practices adhere to modern slavery,labor rights and equal opportunity employment.Social ProcurementStrategies that increase procurement from minority owned

49、,women owned,disability and social enterprise,and local businesses.Environmental Procurement Delivers environmentally sustainable supply chain practices that reduce greenhouse gases and pollution,and increases recycling,waste reduction,efficiency and climate resilience.Source:JLL Responsible Sourcin

50、g Framework,2022Redefined partnerships12|2023 Jones Lang LaSalle IP,Inc.All rights reserved.Expanding networks to address emerging complexitiesOrganizations will form strategic alliances and partnerships to tackle new challenges and solve complex problems79%of leading CRE functions anticipate more r

51、eliance on external partners.Future outsourcing priorities cover non-traditional services:Harness specialist skills and expertise from an ecosystem of partnerships to achieve your strategic objectives and reduce spend4-in-10organizations are looking to outsource more around health&wellbeingand susta

52、inability43%predict that they will require more outsourcing support for renewable energy supply and sourcing over the next three years43%expect they will need more outsourcing support for CRE technology solutions over the next three yearsSource:JLL Future of Work Survey,2022CorporateOccupiers/End Us

53、ersCity Governments/Academia/Non-ProfitReal Estate Owners/Investors/Lenders“It takes an ecosystem of partnerships to finance and enable the transition to a low-carbon,sustainable,equitable world with government,lenders,insurers,investors,occupiers,non-profits and innovators all deciding to prioritiz

54、e sustainability in decision-making.Source:JLL Decarbonizing Cities and Real Estate,2022Strong performance on both metrics but with a focus on innovation.Includes:Stockholm,Denverand Hong KongInnovation clustersHarnessing the global talent pool to accelerate innovationAlign your portfolio location s

55、trategy alongside your talent strategy when reallocating footprint to facilitate access to future talent pools Organizations will prioritize markets with the strongest innovation and talent characteristicsCity Clusters:Combining innovation and talent concentration data,cities with similar characteri

56、stics have been grouped into six clusters:50%of CEOs believe laborshortage will influence or disrupt their business strategy in the short-termWorld leaders on innovation and talent.Includes:Beijing,Paris and San FranciscoStrong performance on both metrics but with a focus on talent.Includes:Chicago,

57、Barcelona andSingaporeStrength in innovation but with a lower talent concentration.Includes:Mumbai,Guangzhouand HyderabadStrength in talent but with lower levels of world-class innovation ecosystems.Includes:Brisbane,Hamburg and NashvilleLocally-focused cities with less developed or diversified inno

58、vation and talent.Includes:Leeds,Busan and Tampa1 in 5 organizations globally are having trouble finding skilled tech talentSource:JLL Innovation Geographies,2022Source:ManpowerGroup,Employee Outlook Survey Q4 2022Source:Fortune/Deloitte CEO Survey 202239%of CRE leaders are reallocating footprint to

59、 facilitate access to talent poolsSource:JLL Future of Work Survey,2022Thank youRicha WaliaDirector,Work Dynamics Research,EMEAHannah DwyerHead of Work Dynamics Research,EMEAAmber SchiadaHead of Work Dynamics and Industry Research,AJames TaylorHead of Work Dynamics Research,APACMarie PuybaraudGlobal

60、 Head of Work Dynamics RFlore PradereDirector,Global Work Dynamics RTo learn more about how we can support your workplace strategy,visit our website.About JLL ResearchJLLs research team delivers intelligence,analysis and insight through market leading reports and services that illuminate todays comm

61、ercial real estate dynamics and identify tomorrows challenges and opportunities.Our more than 500 global research professionalstrack and analyze economic and property trends and forecast future conditions in over 60 countries,producing unrivalled local and global perspectives.Our research and expert

62、ise,fueled by real-time information and innovative thinkingaround the world,creates a competitive advantage for our clients and drives successful strategies and optimal real estate decisions.About JLLJLL(NYSE:JLL)is a leading professional services firm that specializes in real estate and investment

63、management.JLL shapes the future of real estate for a better world by using the most advanced technology to create rewarding opportunities,amazing spaces and sustainable real estate solutions for our clients,our people and our communities.JLL is a Fortune 500 company with annual revenue of$19.4 bill

64、ion,operations in over 80 countries and a global workforce of more than 102,000 as of September 30,2022.JLL is the brand name,and a registered trademark,of Jones Lang LaSalle Incorporated.For further information,visit .About JLL Work DynamicsJLL Work Dynamics partners with leadingorganizations acros

65、s industry sectors,creating environments that achieve a more humancentric,resilient and responsible approach to shaping a better world of work.With more than 45,000 local and global specialists,the team enables clients to enhance the performance of their portfolios and people to realize their ambiti

66、ons of a more sustainable built environment.Through technology enabled solutions,JLL Work Dynamics creates safe and inspiring spaces around the world for people to collaborate,innovate and drive meaningful change anywhere that work is performed.JLL Work Dynamics manages over 1.6 billion square feet of real estate and has averted more than 112,700 metric tons of CO2e by advising clients on renewable energy projects.For more information visit