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EXECUTIVE SUMMARY
COST MANAGEMENT NO LONGER DRIVING BUSINESS DECISIONS
Corporate decision-makers are responding to the signs of economic improvement in Europe, and gradually shifting their focus away from pure cost management towards a growth and expansion agenda. Concern about weak economies has diminished significantly since last year, and business decisions are increasingly being driven by assessment of future growth possibilities. Cost management is still a significant issue, and efforts to manage costs through lease renegotiation and space reduction remain widespread, but these are increasingly linked with a desire to further organisational growth, and cultural objectives. It does remain the case, however, that business and real estate decisions remain subject to stringent financial criteria and investment hurdles.
Corporate decision makers are shifting their focus away from pure cost management towards a growth and expansion agenda.
INTRODUCTION
ECONOMIC UPTURN INFLUENCES CORPORATE STRATEGY
For much of the past five years, with economic conditions weak or recessionary across much of Europe, corporate occupiers have been most concerned with stringent cost management to protect profitability. More recent indicators suggest that the economic conditions are beginning to turn, with positive GDP growth across the 28 EU member states in each of the past two quarters. While the picture remains uneven across different countries, and the aggregate rate of growth to date is slow, some of the larger economies such as Germany, Poland and the UK did move into positive territory earlier and have been posting above-average rates of growth since doing so. So how is the corporate community responding to these changes? What issues are guiding their thinking and behaviour? How is this affecting operational real estate? How are CRE organisations responding? To explore these and other issues CBRE surveyed over 70 corporate occupiers to assess their concerns, plans and challenges across a broad range of issues. The respondents - over half of whom represent corporations headquartered in Western Europe and most of the rest in North America - cover a range of sectors, with the Banking & Finance (B&F) (22%) and Technology & Telecoms (T&T) (20%) sectors the largest groups. Manufacturing accounted for a further 14%.
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
61% 46% 38% 24% 21% 20% 14% 13% 4% 10% 20% 30% 40% 50% 60% 70%
0%
Source: CBRE
CONSUMER INDUSTRIAL
-20.0% -30.0% -40.0% -50.0% MAY-03 NOV-03 MAY-04 NOV-04 MAY-05 NOV-05 MAY-06 NOV-06 MAY-07 NOV-07 MAY-08 NOV-08 MAY-09 NOV-09 MAY-10 NOV-10 MAY-11 NOV-11 MAY-12 NOV-12 MAY-13
20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% 2007 2008 2009 2010 2011 2012 2013 TO DATE
% B&F TECHNOLOGY & TELECOMMUNICATIONS BANKING & FINANCE % T&T
of the credit crisis and the range of issues faced by the B&F sector, necessitating reputation-protecting measures as well as precipitating tighter industry regulation. Both factors may have knock-on effects on the cost base. B&F companies have seen a marked focus on compliance and risk management, with significant hiring of compliance and audit resources. Indeed, it is likely that some of the focus on labour and skills shortages relates to unfulfilled needs for additional staff in the audit, regulation and risk areas.
* Data For London, Vienna, Paris, Brussels, Prague, Zagreb, Frankfurt, Hamburg, Munich, Berlin, Budapest, Warsaw, Moscow, Bratislava, Barcelona, Dublin.
NOV-13
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
Technology companies current challenges are much more evenly spread, with no single dominant area. Such companies are no more concerned about cost escalation than average, and significantly less concerned about regulation, labour/skills shortages and weak economies the last point a reflection of continued demand growth in much of the sector. The only area of above-average concern for tech companies is competition from emerging markets, an indication of the growth in the skills base and technological capabilities of such markets and hence enhanced ability to compete with established ones. Evidence on the variables such as the penetration of mobile telephony, and enrolment in tertiary education in emerging markets support this point.
LEASE RENEGOTIATION SPACE REDUCTION / IMPROVED SPACE EFFICIENCY SPACE REDUCTION - BUSINESS / STAFF CHANGE CAPEX REDUCTION INTITIATIVES FM SOURCING NEGOTIATIONS RELOCATION TO CHEAPER SUB-MARKETS ENERGY MANAGEMENT INITIATIVES SUPPLIER CONSOLIDATION INITIATIVES HAVENT IMPLEMENTED A COST SAVING STRATEGY
72% 61% 45% 27% 23% 21% 13% 11% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80%
This continuing focus on the operational real estate base both as a source of cost reduction and as a means of driving broader corporate objectives produces an intriguing dynamic for organisations: how best to select, secure, design and manage operational buildings at a cost that produces an acceptable return on investment, but which also furthers organisational and cultural objectives. Evidently this second group of considerations features very strongly in corporate thinking in a number of areas, including location strategy.
presence of the main B&F functions in the CBD core of most major global financial centres. As a result, many are heavily engaged in the nearshoring versus offshoring debate in terms of attempting to reduce footprint in high-cost CBD locations such as London, Paris and New York a balance sometimes referred to as rightshoring as corporates seek an optimal blend of right function and right location.
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
ACCESS TO NEW MARKETS AND CUSTOMERS QUALITY OF LOCATION INFRASTRUCTURE / AMENITIES REAL ESTATE COSTS TALENT AVAILABILITY REAL ESTATE AVAILABILITY COLOCATION WITH SIMILAR BUSINESSES LABOUR COSTS GOVERNMENT INCENTIVES / GRANTS OTHER CORPORATE TAX
56% 48% 44% 38% 21% 20% 20% 15% 6% 6% 0% 10% 20% 30% 40% 50% 60%
85% 56% 45% 21% 25% 15% 7% 1% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 42%
QUALITY OF BUILDING INFRASTRUCTURE / AMENITIES ATTRACT BEST TALENT / KEY STAFF RETENTION
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
ABILITY TO SUPPORT WORKPLACE STRATEGY TRANSPORT LINKS FUNCTIONAL CO-LOCATION WITHIN BUILDING SUSTAINABILITY CERTIFIED BUILDINGS
companies. Labour is known to be a key factor in the development of technology clusters, and the high importance attached to the issue here suggests that some T&T companies are becoming even more drawn towards identifiable talent pools, even where some other location factors may be lacking. The main factors for building selection at micro-level highlight even more markedly the importance of amenity, and the ability to attract talent and boost productivity. Real estate costs remain the major factor (85%) but there is then a group of factors relating to the internal and immediate external building environment, talent attraction and - closely related - the ability of a building to support workplace strategy. This is indicates that working culture, staff productivity and satisfaction etc are all increasingly strong drivers. It is notable that the ability of a building to support new workspace strategy features particularly strongly for both B&F and T&T companies. We view this as, again indicative of an expansionary mindset and growing recognition of the need to provide the right building with the right infrastructure, in the right location for the business and its increasingly mobile labour force. Some of this reflects the demands of a company to secure the factors necessary for growth and profitability; some of it reflects the inherent needs of the emerging young and tech-savvy workforce that demands a fluid, connected and state-of-the-art working environment - but it all points in the same direction. The availability of skilled labour, and the need to provide a sufficiently attractive internal and external environment
1
to attract and retain them, is clearly seen as critical by corporates. This gives rise to two interesting questions. What specific features are most attractive to the labour force? And to what extent do emerging or potential destination markets display the required characteristics?
56% 48% 44% 39% 37% 24% 13% 4% 1% 0% 10% 20% 30% 40% 50% 60%
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
very strong recognition of the balance required between cost savings and staff satisfaction/productivity and that, if anything, the balance is shifting towards the latter.
productivity (37%). In other words there is a broad range of factors relating to internal efficiency, business process and labour productivity that are seen as important, and which are likely to impact on building selection, design and configuration. Importantly, in aggregate the nonfinancially motivated drivers greatly outweigh the costsaving agenda.
PUBLIC TRANSPORT ACCESSIBILITY INDOOR ENVIRONMENT QUALITY (AIR, LIGHTING ETC) PROVISION OF AMENITIES (RESTAURANT, GYM ETC) FLEXIBLE WORKSPACE OPTIONS (WORKING AWAY FROM DESK) COMMUNICATION TECHNOLOGY SUSTAINABILITY OTHER
73% 54% 49% 23% 41% 8% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% 48%
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
11-25%, 27%
In the B&F sector this last figure rises to over 65%. These findings support the strong rationale for the assertion that AWS is more than just working from home or remotely. Since the vast majority of staff still spend most of their time in the office, the focus must be on providing the right range of work environments and associated choices that support internal mobility within a high-quality and healthy office environment. Decision-makers are not short of survey findings on staff aspirations and the claimed benefits of AWS, and this survey adds to the weight of existing evidence highlighting recognition of the need to accommodate workforce demands either explicitly to save property costs or for corporate culture reasons, or both. It helps that among organisations who have implemented AWS successfully, there is now a body of senior supporters who will attest - albeit often subjectively - to the benefits for business productivity. But, however compelling the survey evidence, there are still some CFOs who will want evidence of quantified financial benefit, or at the least a way of translating soft evidence into something more tangible. The challenge for CRE, therefore, remains in being able to demonstrate, quantitatively and causally, the business case for the investment required in implementing a workplace strategy - while remaining aware of the softer benefits for corporate culture, branding and staff attraction - and being able to articulate clearly the links between the two.
48% 42% 42% 35% 34% 32% 30% 14% 13% 0% 10% 20% 30% 40% 50%
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
EXPANSION DESTINATIONS
With growth and expansion now climbing the corporate agenda, in addition to asking about the main drivers of location selection and workplace strategy, we also asked companies to identify potential destinations for expansion and relocation. The results reveal a broad appetite for international expansion, with a strong focus on emerging markets and a rather more even spread of target destinations than was the case last year. Western Europe and, to a lesser extent, North America, were expected to see a contraction in operations.
Conversely, the opportunities presented by rapid growth in India and Africa may now be sufficient to overcome some of the longstanding barriers such as governance, infrastructure, bureaucracy and lack of transparency that have inhibited inward investment. India has already attracted a large number of occupiers from a range of sectors, including financial and business services, media, technology and telecoms, and pharmaceuticals. This has been supported by a general process of deregulation and a range of specific government initiatives designed to attract inward investment, such as relaxation of rules on foreign ownership, streamlining of the development process and promotion of a range of high-tech growth industries. The expansion of modern office stock in the main cities has also helped. Fuelled by GDP growth of over 6% per year over the past five years and associated increases in consumption, the growth of Indias manufacturing base and off-shoring credentials is producing particular benefits for FMCG and associated businesses for which India is a key target market. Improved international and domestic infrastructure connections have supported growth in a number of cities including Mumbais financial cluster and the multicentric economic hub for the north of India, known as the National Capital Region (NCR), comprising a range of decentralised locations, as well as Delhi itself and smaller outlying cities. Growth in the technology sector has particularly contributed to this phenomenon.
63% 63% 44% 42% 21% 10% 8% 10% 20% 30% 40% 50% 60% 70%
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
INTERNAL CLIENT SATISFACTION COMPLIANCE & RISK CAPITAL RAISING NOT MEASURED AGAINST ANY INTERNAL KPIS
0%
Africa too is seeing rapid economic and population growth, high rates of urbanisation and the expansion of growing consumer goods markets. As a result, growth built largely on a commodities-driven export boom is giving way to more broadly-based growth deriving from energy exports, domestic consumption and a growing finance industry. GDP growth for Africa as a whole has been running at around 4.5% per annum for the past decade and is expected to outstrip that of any other world region between now and 2030. This will be accompanied by rapid growth in the city-dwelling proportion of the population and growth in the size of the middle class: 200m Africans will enter the market for consumer goods in the next five years. Generalisations are difficult in a continent of 54 countries, but some examples illustrate the impact of these sorts of growth rate. A number of African economies - notably Nigeria, Kenya and Angola but also Ghana, Mozambique, Tanzania, and Zambia - are seeing very rapid growth supported by inward investment, infrastructure improvements and a generally easier business environment. In many cases, this is resulting in sharp rises in real estate costs. While energy markets are the prime driver in many of these cases, finance and telecoms are also playing an increasing role. It is estimated that 70% of Africans own a mobile phone, yet only 7% has access to the internet: this fledgling technology platform is still a hindrance to business activity but is also a huge opportunity. There are many markets where the development of democratic and legal institutions is a necessary precursor to corporate interest, but with barriers to entry continuing to erode and a positive economic outlook, corporate expansion into Africa is very likely to continue.
FIGURE 12: MOST IMPORTANT FUNCTIONS FOR CRE TEAM OVER NEXT TWO YEARS 13
REAL ESTATE STRATEGY ACTIVITY EXECUTION (E.G. PROJECTS, TRANSACTIONS, LEASE MANAGEMENT) CUSTOMER RELATIONSHIP MANAGEMENT DEVELOP REAL ESTATE POLICIES AND PROCEDURES VENDOR RELATIONSHIP MANAGEMENT ACTIVITY OVERSIGHT (ACROSS FUNCTIONS) PROGRAMME MANAGEMENT INDIVIDUAL PROJECT MANAGEMENT
31% 23% 20% 13% 7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
On the face of it, this suggests that there is still a lot of in-house delivery of day-to-day activities being carried out, and that there is considerable scope for the further development of outsourcing. We are some way from steady-state saturation. It may be the case that respondents recognise that CRE departments are increasingly made up of both internallyemployed staff and third-party suppliers. Not only may this blur the distinction between in-house and outsourced delivery, it may also mean that the overriding CRE focus will be on activity execution, with less importance attached to whether that execution is actually delivered in-house or through a third-party supplier.
In any case, it is true that there can be genuine obstacles to the wider deployment of outsourcing. One is that internal structures have not always kept pace with the demands of early-generation global outsourcing: where organisations still have decentralised business delivery processes and locally-controlled budgets, it can be difficult to overlay a global outsourcing mandate, and as a result they are often challenged. Further insight can be gained from looking at the perceived role of the CRE team, and its relationship with the rest of the business. Better alignment of real estate outcomes with business needs is, by some distance, seen as the most likely means of improving the CRE departments effectiveness in supporting business strategy.
FIGURE 13: AREAS FOR IMPROVING CRE TEAMS EFFECTIVENESS IN SUPPORTING BUSINESS STRATEGY
BETTER ALIGNMENT OF REAL ESTATE OUTCOMES TO BUSINESS NEEDS / OBJECTIVES BETTER UNDERSTANDING OF BUSINESS NEEDS REDUCING CULTURAL BARRIERS / RESISTANCE OR FEAR OF CHANGE IMPROVED EXECUTIVE / SENIOR MANAGEMENT SPONSORSHIP BETTER CRM SKILLS IN THE REAL ESTATE FUNCTION BETTER BUDGETING CONTROL ALREADY HAVE IDEAL EFFECTIVENESS WITHIN THE BUSINESS
72% 44% 42% 34% 23% 20% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80%
14
Better understanding of business needs, and a reduction in cultural barriers or resistance to change, is also seen as important. These priorities would normally imply a strong focus for the CRE team on listening to and understanding the business, and developing appropriate real estate strategies, whereas there seems to be continuing strong focus on execution of activity at a tactical level. The most plausible interpretation here, as indicated earlier, is that CRE needs to understand the business and develop appropriate real estate strategies, following which execution is critical, regardless of whether it is carried out in-house or externally. The fact that these objectives co-exist does not diminish the importance of either the strategic or the tactical, but does indicate that there is a spectrum on which organisations can sit in terms of delineating responsibility for undertaking this activity, with various factors needing to be considered across different industries, geographies and asset classes.
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0
3% 18% 14%
6% 15% 20%
1% 28%
1% 11%
1% 10%
DONT KNOW AD HOC
49%
42%
IN-HOUSE
7% 28%
8% 34%
8%
PROJECT MANAGEMENT PORTFOLIO MANAGEMENT DATA MANAGEMENT
TRANSACTION MANAGEMENT
PROJECT MANAGEMENT
PORTFOLIO MANAGEMENT
DATA MANAGEMENT
for more efficient purchasing behaviour, this is a fairly recent phenomenon and, by its nature, delivery remains more local and fragmented. Buying patterns are very different for portfolio management and data management. Both are much more likely to be performed in-house (40-50% in both cases) although, where they are outsourced, it is more likely to be on a single-supplier basis than for any of the other services. Moreover the incidence of singlesupplier arrangements for PjM is six - eight percentage points higher than was the case last year, suggesting that some progress has been made towards determining best practice in this area. Similarly, portfolio management and data management services are most prone to being provided on a global basis.
This is not to suggest that a stable consensus has been reached as to the most effective approach to delivery of portfolio management and data management services. While there is growing recognition of the importance of effective outsourced services in both areas, there are equally significant obstacles, notably an absence of good systematic portfolio data in the first place or, conversely, extreme sensitivity over the use of such data where it does exist. As a result these are often the last functions to be outsourced but, where this route is taken, it is more likely to be on a global, single-supplier basis since this is viewed as the best way of achieving consistent results, particularly for data management.
While corporate approaches to buying real estate services have become increasingly sophisticated, there is still great variation in the use of different models.
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CONCLUSIONS
FEWER THAN 50% OF RESPONDENTS IDENTIFIED WEAK ECONOMIES AS A CONCERN COMPARED TO 70% LAST YEAR ACCESS TO TALENT AVAILABILITY WAS KEY TO 38% OF RESPONDENTS, BUT FOR TECHNOLOGY COMPANIES IT IS AS HIGH AS REAL ESTATE COSTS STILL A PROMINENT LOCATION DRIVER FOR
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
LEASE RENEGOTIATIONS IS BY FAR THE MOST WIDESPREAD COST-SAVING INITIATIVE USED BY 72% OF RESPONDENTS, UP FROM 45% LAST YEAR
63%
OF RESPONDENTS
44%
56% OF RESPONDENTS SAID ACCESS TO NEW MARKETS AND CUSTOMERS IS A KEY FACTOR FOR THEM, UP FROM 40% LAST YEAR
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MAIN FACTOR FOR BUILDING SELECTION BY CORPORATES IS STILL REAL ESTATE COSTS AT
85%
56% OF RESPONDENTS IDENTIFIED COST SAVING AS THE MAIN MOTIVE FOR IMPLEMENTING ALTERNATIVE WORKPLACE STRATEGIES
75%
OF RESPONDENTS REPORTED THAT LESS THAN A QUARTER OF THEIR WORKFORCE WORKS REMOTELY ON A REGULAR BASIS
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
OF RESPONDENTS HAVE A CORPORATE SOCIAL RESPONSIBILITY PROGRAMME INDIA EMERGED AS THE MOST POPULAR EXPANSION MARKET AT 48%, UP FROM 24% IN 2012. AFRICA WAS ALSO UP FROM 21% LAST YEAR TO 34%
94%
73%
OF RESPONDENTS, UP FROM 41% IN 2012, SAID PUBLIC TRANSPORT ACCESSIBILITY IS A KEY PART OF WORKPLACE APPEAL
41%
80%
OF RESPONDENTS
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KEY CONTACTS
For more information regarding this report please contact: Richard Holberton Director, EMEA Research and Consulting t: +44 20 7182 3348 e: richard.holberton@cbre.com Alex Andel Head of Client Solutions EMEA, Global Corporate Services t: +44 20 7182 3876 e: alex.andel@cbre.com Simon Johnson Senior Director Transaction Management, Global Corporate Services t: +44 20 7182 3751 e: simon.johnson@cbre.com Mike Gedye Head of Account Management EMEA, Global Corporate Services t: +44 20 7182 3325 e: mike.gedye@cbre.com Sue Asprey Price Head of Consulting EMEA, Global Corporate Services t: +44 20 7182 3129 e: sue.aspreyprice@cbre.com
EUROPEAN OCCUPIER SURVEY - MANAGING FOR THE UPTURN: CORPORATE REAL ESTATE INTENTIONS IN THE RECOVERY PHASE
DISCLAIMER
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