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1、REPORTAdaptive SpacesTransforming to Meet the Future of WorkCBRE RESEARCHJUNE 2023EuropeanOffice Occupier Sentiment Survey 2CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeWith office attendance and usage now a matter of policy and choice both corporate and ind
2、ividual companies are balancing a range of factors to transform their working practices and portfolios for the future.CBREs 2023 European Office Occupier Sentiment Survey canvassed the views of over 130 companies on a range of issues including:IntroductionReturn to the officeFuture workplace policie
3、sPortfolio optimisationAttitudes to flex office spaceInfluences on location and building choice decisionsThe organisational drivers behind individual policy decisionsIn the context of still-low office return rates,many companies see scope to raise office attendance rates further.A rising number have
4、 some level of requirement in place,or are actively engaging with their employees around the issue.Around 90%are aiming for a position where employees spend at least part of the working week in the office,and the weak short-term economic outlook has made this more urgent for some.Efforts at portfoli
5、o optimisation include reducing portfolio scale,but also a range of measures aimed at rationalisation or cost management,and significantly at enhancing the quality profile of portfolios.Agile lease structures are also strongly in scope,and appetite for flex office space is continuing to grow.All thi
6、s sits within an increasingly people-centric strategy framework,and growing recognition of the need to integrate real estate decision-making with people decisions.Transport access and travel convenience are prominent in location decisions;and sustainability is a growing influence on building selecti
7、on.In this report,we highlight five key findings that will feature strongly in occupiers decision-making in 2023 and beyond.3CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeOffice return rates still low but with scope to rise-policies are tightening and becomin
8、g more prescriptiveA growing focus on portfolio optimisationAccessibility is defining location strategies and sustainability is driving building selection Changing workstyles are driving office design People-centric goals are at the forefront of corporate real estate strategies Key recommendations01
9、0203040506Key FindingsOffice return rates still low but with scope to rise-policies are tightening and becoming more prescriptive015CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSource:European Office Occupier Sentiment Survey,202381-100%61-80%41-60%26-40%0-2
10、5%0%10%20%30%40%Figure 1:Typical average weekly office attendance ratesBringing workers back to the office in large numbers is proving to be a greater challenge than many had expected.The reasons may include reluctance to commute,vague or evolving mandates,or a preference for remote working among so
11、me employees.Whatever the specifics,nearly half of companies report current office attendance of 40%or lower;and only 15%are experiencing average attendance of 60%or higher.Large companies particularly challengedLarge companies are,perhaps understandably,experiencing the issue more acutely than smal
12、ler ones.Only 12%of large companies with over 5,000 employees are reporting return rates above 60%,whereas this is typical for 29%of companies of up to 1,000 employees.There are also sector differences.Companies in the Tech,Media and Telecoms(TMT)sector are more likely to be experiencing lower atten
13、dance rates:63%are seeing average attendance of 40%or below,compared with 42%of Financial and Professional Services(FPS)companies.This may be partly a reflection of more flexible existing work patterns among TMT companies,more than a problem to be solved.Nonetheless,a high proportion of TMT companie
14、s still see scope to raise attendance from its current level.The Return to Office challenge continues48%Experiencing attendance rates of 40%or below6CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSource:European Office Occupier Sentiment Survey,2023Figure 2:Sc
15、ope for further efforts to influence office attendanceJust over half of companies(56%)regard current return rates as a steady-state position,which suggests that many have accepted a reduction of their earlier attendance rate targets.But 40%do not see the current position as an end state and are seek
16、ing to generate further increases.Nearly two-thirds of these are targeting either the second half of this year or the first half of 2024 to reach this position,but a third either have a longer or open-ended timeframe.There are some differences among different types of companies on this issue.Small c
17、ompanies are mostly(68%)of the view that the current position is a steady state,while fewer than half of FPS companies have the same view.Its the economy or is it?The extent to which office attendance is viewed as helpful or necessary in a weakening economy splits the sample.For just over 40%of comp
18、anies,the prospect of a weak short-term economic outlook is associated with heightened urgency to raise the frequency of office attendance.For exactly the same proportion,however,it has made no difference.The office usage pattern has settled at a steady stateThe office usage pattern is expected to i
19、ncrease over timeThe office usage pattern is expected to decrease over timeOther56%Regard current level of office attendance as settled64%Of those who do not see current level as settled expect to reach this point over the coming year43%Heightening their focus on raising the frequency of office atte
20、ndance due to the weak economic outlookEnd state or scope for progress?7CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeTwo-thirds of companies now have some level of requirement for office attendance in place,mostly(41%)for more than half of the working week.T
21、his is a marked shift from last year,when only about 40%of companies had imposed any sort of requirement.On the other hand,a fifth,compared with over a third last year,are retaining a voluntary position whereby there is support for office attendance(but no specified proportion),and still a high degr
22、ee of employee discretion.But enforcement remains looseWhere mandates do exist,they are not necessarily being routinely monitored or enforced.Over half of companies are tracking adherence to protocols by badge swipes,manager oversight or booking systems,but a third are not formally tracking attendan
23、ce at all,and less than 10%claim to enforce protocols consistently.There are some notable sector differences in this area:among FPS,over 75%have some form of tracking mechanism and 17%say that guidelines are enforced.These figures compare with 66%and 5%respectively for TMT companies.Current guidance
24、 is tightening0%25%50%75%100%1Requiring a return to office-2.5 days a week(more than half the week)Supporting a voluntary return to office at employee discretionOtherSource:European Office Occupier Sentiment Survey,2023Figure 3:Current Return to Office guidance0%10%20%30%40%Company regularly checkso
25、ffice visitation via digitalbooking system employeesare required to bookworkspace throughManagers are expected tokeep track of visitationCompany regularly checksoffice visitation through badgeswipes/sensors/VPN loginsNot tracking,based on anhonour systemOtherSource:European Office Occupier Sentiment
26、 Survey,2023Figure 4:Measures to track adherence to protocols8CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeAPPROPRIATE COMMUNICATION IS KEYThere is recognition of the need for a balance between obligation and encouragement,reflected in the wide range of meth
27、ods being used to engage with employees.There is also an acknowledged need for consultation,evaluation and buy-in.Only 8%of companies have no formal plans for engaging with employees.For the remainder,there is a broad range of mechanisms being adopted for engaging with employees.Team level agreement
28、s,employee surveys,and communications around company expectations and the need for office attendance are all being used by 40-50%of companies,with leader and manager training used by 35%.48%Surveying employees to understand their RTO needs and preferences 49%Establishing team-level agreements betwee
29、n managers and employees9CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeThere is significant variation in the approaches being used or considered across different sectors.FPS companies are in general more disposed towards having clear and enforceable positions
30、 around RTO,and that is despite already experiencing slightly higher attendance rates.Over three quarters of FPS companies that have some level of attendance requirement also monitor the extent to which this requirement is being met,compared with 66%for TMT companies,and 60%for the survey as a whole
31、.And 60%of FPS companies have measures in place to ensure compliance with current guidance,compared with 37%for the survey as a whole,and only 32%for TMT companies.Measures being used to engage with employees around these issues are also more prevalent among FPS companies:68%are surveying their work
32、force to understand their preferences,and 60%are communicating about the importance of RTO for company success.The corresponding figures for TMT are 45%and 39%.Several factors are at play here:pre-existing preferences,more flexible workstyles and looser attachment to the office in some parts of the
33、TMT sector,and the perceived need for certain FPS roles and functions to be fully office-based.Sector differences around RTOFinancial and Professional ServicesTech,Mediaand Telecoms68%Surveying employees to understand their RTO needs and preferences60%Communicating to employees about the importance
34、of RTO for company success60%Have measures in place to ensure compliance with current guidelines45%39%32%10CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSource:European Office Occupier Sentiment Survey,20230%10%20%30%40%50%60%Full-time at theoffice/workplaceM
35、ostly at theoffice/workplace(3+daysper week)Mostly remote(3+days perweek)Equal mix of office andremote-based workFigure 5:Aspirations for future workplace policyMany companies are experiencing lower attendance rates than anticipated.The growth in attendance requirement is one means of addressing thi
36、s,but tracking and enforcement are still very informal.Future guidelines and policies look likely to become a lot more prescriptive.Heading for hybrid?Half of the companies surveyed say their desired position is to have employees split their time equally between office and remote locations.A further
37、 38%aspire to a position where employees are mostly at the office(3+days per week),and only 11%are aiming for a mostly-remote solution.Only a very small minority are aiming for a full-time office pattern,but none are targeting a fully-remote arrangement.These are almost identical to last years resul
38、ts,which perhaps indicates both consistency of intention,or slow progress.Either way,offices remain a core part of the employee value proposition.Whether these aims align with employee preferences is a potential challenge.CBREs Live-Work-Shop report revealed that around 41%of European workers wanted
39、 to be in the office more than half of the working week,but nearly 30%would prefer to adopt a mostly-remote workstyle suggesting that employee appetite for remote working may be higher than C-suite targets,and therefore that active steps may need to be taken to resolve any differences.Hybrid work go
40、als and how to achieve them11CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSource:European Office Occupier Sentiment Survey,2023Figure 6:Policy guidance to achieve future RTO targetsDirectives,choices and the working week challengeWhat is the optimal set of p
41、olicies and guidance to reach this future position?Nearly half of companies(46%;up from 33%in 2022)indicate that they have a policy or guidance about when employees should visit the office in future,as defined by the company or team that is,via a largely top-down process.Fewer(31%;down from 43%in 20
42、22)are permitting some element of employee choice within the framework of company guidance,and only 7%are devolving the issue entirely to employees.Policy guidance doesnt yet extend to specifying which days of the week people are required to be in the office.Nearly half(47%)of companies do not speci
43、fy which days attendance is required.The challenge of distributing office attendance across the working week remains.7%13%31%46%3%Defined by the employeeNo policyDefined by a mix of company/team and employeeDefined by the company/teamOther47%Do not specify days of the week when office attendance is
44、required12CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSource:European Office Occupier Sentiment Survey,20230%10%20%30%40%50%60%Visiting the office on a rotating schedule to better spread attendanceWorking from anywhere a certain number of weeks a yearAmendi
45、ng hours on office days(for example 10-3 vs.8-5)Virtual-first strategy primarily working remotely and access drop-in space as requiredFour-day work weekOtherImplementingExploringFigure 7:Emerging workplace policiesAt the same time as refining hybrid work solutions and employee engagement methods,com
46、panies are also prepared to consider a widening range of working practice innovations.These indicate more far-reaching changes that may be deployed as companies reorganise working practices.So far,these are mostly at the stage of being considered,rather than actively implemented.Spreading office att
47、endance through rotationOverall,the most popular device(52%)is asking employees to visit the office on a rotating schedule.This could help both in fostering collaboration and team culture over longer time periods than,say,2-3 days per week.It could also solve the issue of uneven attendance across th
48、e working week by encouraging office attendance across longer blocks of time.Staggered hours are the most-implemented method(20%)to alleviate pinch points in desk capacity.Permitting remote working for longer blocks of time(43%)and a virtual-first approach remote work mixed with drop-in access(28%)a
49、re also being widely considered.More radical approaches to work arrangements in scope20%Implementing staggered working hours 37%Exploring the idea of asking employees into the office on a rotating schedule12%Exploring the introduction of a four-day working weekA growing focus on portfolio optimisati
50、on0214CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSignificantlysmaller(contractingby more than30%)Moderatelysmaller(10-30%)Minimallysmaller(10%)The sameMinimallylarger(10%)Moderatelylarger(10-30%)Significantlylarger(growing bymore than30%)0%5%10%15%20%25%30
51、%35%Past three yearsNext three yearsFigure 8:Size trajectory of corporate real estate portfoliosThe focus areas of corporate portfolio strategy are:downsizing,consolidation,and driving efficiency and cost improvements from existing assets.But portfolio optimisation is becoming an evermore sophistica
52、ted process,with many companies carrying out asset audits across their portfolio to identify cost,quality,user experience and other attributes.A growing focus on space quality is one consequence.Downsizing remains a key aimThe portfolios of nearly 60%of companies in the survey have contracted over t
53、he past three years.Relatively few have seen wholesale reduction of 30%or more,with most of the contraction being in the 10-30%range.Directionally,the same trend looks likely over the coming three years,with a very similar proportion expecting to contract.Compared with our 2022 survey,when a much sm
54、aller proportion(45%)were considering space reduction,this looks to be a clearer indication of the principal trend.A large majority(over 90%)of those companies that expect to contract,cite reduced space needs resulting from hybrid working.Cost reduction and elimination of existing inefficiencies als
55、o feature as reasons.Twin goals:rationalisation and quality enhancementSource:European Office Occupier Sentiment Survey,202315CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|Europe0%10%20%30%40%50%60%70%Consolidating into fewer total locationsExercising lease expirat
56、ions or contraction optionsRenewing in place in locations that suit our needsRenegotiating existing leases to benefit from market adjustmentsSubleasing excess spaceRelocating to better quality spaceExploring a more suburban strategyDecentralising space into more locations(e.g.hub and spoke)Implement
57、ingExploringFigure 9:Focus areas for portfolio strategyPortfolio strategies more multi-dimensionalThere are other areas of portfolio strategy aimed at consolidation,rationalisation or cost management,but also a number geared towards enhancing the quality profile of a portfolio.Over 60%of companies a
58、re exercising lease expiries,breaks,or other contraction options;or renewing in place where the current location and lease remain fit for purpose.Other popular strategies are:renegotiating leases to benefit from changes in market rent,consolidating into a smaller number of locations,and subleasing e
59、xcess space.Large companies are disproportionately likely to have the need and opportunity to pursue a broad range of these actions.PORTFOLIO ENHANCEMENTS AND QUALITY UPGRADES Nearly half(45%)of companies are relocating into better quality space for at least some of their functions,and a further 23%
60、are exploring the possibilities for doing so.More profound strategic shifts in locational strategy,such as a more decentralised approach or shift in focus towards suburban locations are not yet in widespread use,but are being considered as future possibilities by more companies.Source:European Offic
61、e Occupier Sentiment Survey,202345%Relocating to better quality space as part of portfolio optimisation strategy16CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeAppetite to modify lease structuresDivergent sector trendsOne notable aspect of emerging lease pref
62、erences is the extent of differences between sectors.For instance,green lease clauses are favoured by 55%of FPS companies,but only 35%of TMT.Conversely,52%of TMT companies favour structuring leases so that costs are directly related to space utilisation;only 36%of FPS companies feel the same way.The
63、re may be a challenge for the landlord community to accommodate differences on this scale for different types of occupiers.But even in the context of otherwise identical leases,the mantra to“know your tenant”is evermore important.Figure 10:Desired lease features for future work arrangements0%10%20%3
64、0%40%50%Green lease clausesBundling access to shared building services,amenities and/or flex space into lease agreementStructure lease to manage costs based on utilisation of spaceExecute lease in primary building and gain access to shared space in other buildings within landlord portfolioStructure
65、lease to respond to risk/benefit of business cycle performanceExecute multiple traditional leases with the same landlord across portfolio to gain bargaining powerShared space arrangement with another tenant under traditional lease structure(i.e.two lessees,same space)Source:European Office Occupier
66、Sentiment Survey,202317CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeCost comes first in a wide range of motivesThere are many reasons and perceived advantages from using flex space.While cost management dominates current thinking,it is far from being the onl
67、y factor at play.Nearly half(43%)of companies identify lower CapEx as a key motivation for using flex space.Avoiding the costs of fit out and the long-term liabilities associated with conventional leases are seen as major advantages of flex space.FLEX AS A TACTICAL PLAYBut there are also various tac
68、tical motives that reflect the agility benefits that flex office space can provide.Flex is seen as a useful means of entering a new market as an initial“trial”(32%),and as a way of addressing uncertain demand conditions(30%).Factors that most directly contribute to user experience meeting and collab
69、oration space and choice over where to work are also highlighted but only by about a quarter of companies.There is a balance between using flex space as a way of pursuing these aims and raising the quality of amenity and user experience in core space,which many companies are also striving to do.0%10
70、%20%30%40%50%60%0%10%11-25%26-50%51-75%76-100%CurrentIn two years timeFigure 11:Flexible office space allocationsGrowth in appetite for flex office space in a portfolio continues unabated.Indeed,some occupiers are prepared to consider higher allocations of flex office space than has been the case in
71、 the past.Nearly two-thirds(63%)of respondents say that flexible space currently comprises less than 10%of their portfolio,but only 46%expect this to be the position in two years time.There are some changes emerging at higher levels of exposure.The proportion of companies for whom flex allocations a
72、ccount for 11-50%of their space rises from 28%now to 34%in two years time.Even more significantly,willingness to go above 50%flex exposure looks to be rising.Currently this stands at 8%,rising to 20%in two years time.Last year,only 2%of companies were prepared to venture above the 50%flex ceiling co
73、rporates are becoming more comfortable with higher flex allocations.Large companies and the TMT sector in particular are shifting their positions.Among large companies with over 5,000 employees,flex allocations of over 50%rise from 1.5%currently to 12%in two years time.Among TMT companies,the shift
74、is from 13%to 22%.Higher targets for flex office exposureSource:European Office Occupier Sentiment Survey,2023Accessibility is defining location strategies and sustainability is driving building selection 0319CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeWork
75、ers preferences driving decisionsPublic transportation accessCar parkingSustainable building features and operationsOn-site food and beverageElectric vehicle charging stationShared building meeting spaceBicycle/scooter storageFitness facilitiesFlexible office space options(coworking,private suites o
76、perated by LL or third party)Outdoor amenities/terraceIndoor air quality MERV-13 rated equipmentBuilding amenity space(game room,wellness room)Access to retail amenities/shopping centresConnected technologies/Building appsTouchless technologies(doors,elevators,etc.)DaycareConcierge services0%10%20%3
77、0%40%50%60%70%80%Figure 12:Most desirable locational and building-selection criteriaCBREs Live-Work-Shop report revealed that workers attach more importance to the quality of their working environment than they did pre-pandemic,and have become less tolerant of long commutes two thirds of European wo
78、rkers rated commute time or proximity to home as a core job selection factor,second only to salary and compensation.These shifts are finding their way into the mix of factors that drives corporate location and building-selection decisions.Public transportation access is by some distance the most imp
79、ortant factor in selecting locations(80%),and is even more important for TMT sector companies(90%).This is followed by car parking(57%),with either“ease of commute”factors such as electric vehicle(EV)charging points(48%)and bike or scooter storage(38%)also prominent.Source:European Office Occupier S
80、entiment Survey,2023Location/commuting factors Building features 48%Of companies see EV charging stations as an influence on location90%Of TMT companies see public transport as a key locational driver20CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeSource:Euro
81、pean Office Occupier Sentiment Survey,20230%10%20%30%40%50%60%202320222021Figure 13:Influence of sustainability features on building choice decisions Sustainability on the riseAmong the factors that influence building selection and operation,sustainability is becoming visibly more important,and rank
82、s first among the criteria that drive these decisions.55%of companies see sustainability as among the most sought-after features for selecting buildings,whether to own or lease,which compares with 44%last year and 37%the year before that.For large companies,many of which will have publicly-stated su
83、stainability targets,the proportion is even higher at 64%,indicating a major effect on their building choices.Indoor air quality registers as a factor for just over a quarter of companies.The only other internal amenity factor comparable in importance to sustainability is on-site food and beverage(5
84、4%),but there is a range of service/amenity factors-shared meeting space,flexible space options and fitness and wellness facilities-that influence building selection for 30-40%of companies.Technology,and personal services such as day-care or concierge services are viewed as less important(under 20%)
85、.59%Of FPS companies consider sustainability features as a factor influencing their building choice decisions64%Of large companies consider sustainability features as a factor influencing their building choice decisionsChanging workstyles are driving office design0422CBRE RESEARCH 2023 CBRE,INC.Adap
86、tive SpacesOffice Occupier Sentiment Survey 2023|EuropeFigure 14:Typical employee-to-desk ratios Changes in employee preferences and working practices are influencing internal building decisions,through space allocations,the mix of working environments and the role of enabling technology.For large c
87、ompanies with more than 5,000 employees,the shifts are even more extreme:83%are reducing dedicated or assigned seating,and 81%are increasing activity-based work environments.Other“collaborative”work environments are also being increased,specifically hot-desking(65%),and targeted mobility arrangement
88、s(49%)that combine dedicated and shared seating options.Secondly,as a direct consequence of these changes,desk sharing ratios are changing.Desk sharing ratios higher than 2:1 go from 7%currently to 24%in two years time.Ratios of 1:1 or lower go in the opposite direction,from 30%currently to 7%in two
89、 years time.TMT companies are the most likely to be comfortable with the higher ratios,with 43%targeting desk sharing at levels higher than 2:1,compared with 21%for FPS.Desk sharing and technology in focusFigure 15:Real estate technology preferences0%10%20%30%40%50%60%70%1.0 or Less1.01 to 2.02.01 t
90、o 3.03.0 or moreCurrentTwo years time0%20%40%60%80%Enhanced video conferencingRoom/Space booking softwareOccupancy sensorsSmart building systems and sensorsAir quality sensorsEmployee experience appTouchless technologySource:European Office Occupier Sentiment Survey,2023Source:European Office Occupi
91、er Sentiment Survey,202323CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeVideo conferencing and room booking software dominate the technology menuThere is also a strong focus on the technologies needed to support the transition towards new workstyles,and to li
92、nk teams and individuals with different work patterns.The widespread use of video conferencing as a work tool explains the desire to make the experience as seamless as possible;while room booking is a vital aide to the efficient and agile use of space.It is notable that none of the other technologie
93、s come close in importance:occupancy sensors and smart building systems are part of the top three priorities for only 40-45%of companies.Enhanced video conferencing and room booking software are the corporate real estate technologies of choice,bothrated as top three priorities by around two-thirds o
94、f companies.People-centric goals at the forefront of corporate real estate strategy0525CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeA growing need to integrate real estate decision-making with people decisions underlies many of the survey findings.Most key d
95、ecision areas either have consequences for,or are influenced by,the productivity and effectiveness of individuals and teams.Companies are increasingly aware of the wider organisational context for their real estate decisions,and are taking a range of steps to support the transition towards new work
96、arrangements.Among the organisational drivers that affect specific Future of Work decisions,the most important are to do with building high-performing teams(68%)and supporting the engagement and motivation of individual employees(65%).Undoubtedly,both reflect some concerns about the erosion of work
97、cultures during and since the pandemic.The need to establish a resilient culture to equip employees for an increased pace of change in the future is also starting to be recognised(36%).Integrating real estate and people0%10%20%30%40%50%60%70%80%Partnering with HR,IT,Real Estate,CommunicationsEngagin
98、g employees on new workplace strategies via surveys,focus groups etc.Setting up a programme management office to guide transformationRe-allocating space based on existing design principles to support new ways of workingPrioritising the quality and quantity of collaboration space offeredIntroducing a
99、 new space kit of parts(reimagined spaces)to support new ways of workingDeveloping and or submitting budgets for capital improvementsActing on changeManaging changeSource:European Office Occupier Sentiment Survey,2023Figure 16:Workplace change strategies26CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesO
100、ffice Occupier Sentiment Survey 2023|EuropeOrganisational structures up for discussionAs well as having implications for work patterns and building design,there is a large change-management and organisational design component to this.Engaging employees directly in these processes is one element,for
101、instance by allowing some discretion over the detail of future workplace policy.But it can be more far-reaching than this.Among the more strategic workplace initiatives being followed,partnering across HR,IT,Real Estate and Communications is the most popular(68%).This doesnt necessarily mean a forma
102、l merger of separate teams,but it does reflect the wide-ranging nature of key decision areas and the need for closer co-operation and a full range of inputs.The use of employee surveys and focus groups as sources of information for major decisions(55%)further highlight this.There are physical design
103、 consequences too.Reallocating space to support new ways of working(53%)and increasing the provision of collaboration space(47%)are the main tools.Formal structures to support these aims,such as setting up a programme management office to guide transformation,still appear to be lagging(24%).68%Manag
104、ing change by partnering across multiple functionsKey recommendations0628CBRE RESEARCH 2023 CBRE,INC.Adaptive SpacesOffice Occupier Sentiment Survey 2023|EuropeFive recommendations for 2023Reconfiguring portfolios for future work patternsThe process of repopulating offices and bringing workers back
105、to the office in large numbers remains a challenge for many occupiers.But high-quality offices remain a vital part of companies Employee Value Proposition.This is shown by the fact that significant numbers are taking steps to raise attendance above current levels,or have a requirement in place for o
106、ffice attendance,or both.Communication and employee engagement are vital tools in this process.Against this backdrop,reshaping and optimising portfolios is a clear priority.Further contraction is widely expected,alongside a sharper focus on lease-event decisions.It is important that these actions al
107、so produce portfolio quality enhancements,as user experience is a key element of a companys talent agenda.Quality,agility and accessibilityQuality of user experience also needs to be prominent across a range of other decision areas,including location and building-selection as well as internal design
108、 and configuration.Ease of transport access,and sustainability credentials,are becoming more important differentiators of a buildings market positioning.The same is true for the mix of internal working environments and space allocations.This is a complex agenda,and it will be important to keep sight
109、 of underlying strategy drivers.Partnership across real estate and other functions,and employee engagement in major decisions areas,will produce the most positive results.0102OFFICES REMAIN A CORE PART OF EMPLOYEE VALUE PROPOSITIONOffice attendance requirements,and the associated timescales and enga
110、gement methods,all need careful consideration.Optimal policy positions need case-by-case design,but consultation and soft persuasion to reinforce the core role of the office are vital.Evaluate the scope for more radical changes to work arrangements.030405PORTFOLIO OPTIMISATION IS A MULTI-DIMENSIONAL
111、 TASKFootprint contraction is a widespread expectation,but not the only one.It is worth analysing the precise mix of rationalisation,efficiency and cost management measures that may be possible,but also to elevate the focus on portfolio quality as this will be a vital competitive advantage.PRIORITIS
112、E ACCESSIBILITY AND SUSTAINABILITYPublic transport access is by some distance the most important factor in selecting office locations;and sustainability is becoming progressively more important as a building-selection factor.The combination of features that generate high user experience should be on
113、 all occupiers agendas.CHANGING WORKSTYLES MEAN DESIGN AND TECHNOLOGY ENHANCEMENTSCompanies are striving to provide more fluid seating arrangements,as part of the evolution of hybrid work strategies and the need to devote more space to collaboration.Higher desk sharing ratios are worth evaluating,as
114、 are the technologies needed to support the transition towards new workstyles.RETAIN PEOPLE-CENTRIC FOCUS IN CORPORATE REAL ESTATE STRATEGYThe core aims of the Future of Work policies engagement,motivation,productivity and team-performance have big implications for change management practices as wel
115、l as design.The benefits of multi-disciplinary decision-making linking Real Estate with HR,IT and Communications etc.are growing.European Responses136Survey OverviewFinancial and Professional Services27%Tech,Media and Telecoms23%5,000 employees57%Copyright 2023.All rights reserved.This report has be
116、en prepared in good faith,based on CBREs current anecdotal and evidence based views of the commercial real estate market.Although CBRE believes its views reflect market conditions on the date of this presentation,they are subject tosignificant uncertainties and contingencies,many of which are beyond
117、 CBREs control.In addition,many of CBREs views are opinion and/or projections based on CBREs subjective analyses of current market circumstances.Other firms may have different opinions,projections and analyses,andactual market conditionsin the future may cause CBREscurrent viewsto later be incorrect
118、.CBREhasno obligation to update itsviewsherein ifitsopinions,projections,analysesor market circumstanceslater change.Nothing in this report should be construed as an indicator of the future performance of CBREs securities or of the performance of any other companys securities.You should not purchase
119、 or sell securitiesof CBRE or any other companybased on the views herein.CBRE disclaims all liability forsecurities purchased or sold based on information herein,and by viewing this report,you waive all claims against CBRE as well as against CBREs affiliates,officers,directors,employees,agents,advis
120、ers and representatives arising out of the accuracy,completeness,adequacy or your use of theinformation herein.Michelle BuckmanExecutive Director,A&T Contracted AJoanne HendersonExecutive Director,Head of Life Sciences UK&EKen RaisbeckHead of Occupier CKate SmithExecutive Director,Occupier CAdvisory
121、&Transaction ServicesGuy HoldenManaging Director,Advisory&Transaction SBen PaskExecutive Director,Head of UK Contracted AMike GedyeExecutive Director,Head of TMT Sector Vertical,EResearchRichard BarkhamGlobal Chief Economist,Head of Global Research&Head of Americas RJulie WhelanGlobal Head of Occupier Thought LJos TrompGlobal Head of Data Intelligence&Head of Research,Continental EContactsTasosVezyridisExecutive Director,Head of Thought Leadership for ERichard HolbertonSenior Director,Europe R