JLL 10 Trends for CRE 2017

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2 JLL 10 Trends for CRE 2017 Volatility Agility Optimisation Smart growth Open innovation Human experience Human cloud Intelligent automation Algorithmic business Better tomorrow

3 Geo-political & macro economic risks concerning CEOs Managing transparency Volatility Uncertainty, risks and transparency Volatile operating environment will challenge corporates in % of CEOs globally are concerned about uncertain economic growth. Source: 20th CEO Survey, PwC % of CEOs globally report geo-political uncertainty as a threat to their organisation s growth. 61% of CEOs globally are concerned about cyber threats. $6 trillion Estimated annual cybercrime damage cost by Source: Cybercrime Report, Cybersecurity Ventures, ,000 IoT devices will suffer a compromise in Source: 2017 Predictions: Dynamics That Will Shape The Future In The Age of The Customer, Forrester, 2017 Transparency improved in two-thirds of markets since out of 109 markets have low transparency or are opaque. Some Highly Transparent markets could turn Hyper- Transparent by Source: Global Real Estate Transparency Index, JLL, 2016 Deploy strategies to mitigate risks stemming from volatility across portfolio and operations JLL 2017 MENU 3

4 Agility Capability to rapidly change or adapt Agility will drive performance in M 20 million people worldwide are using third places for part of their workweeks. 34% of time in the office is spent away from their workstations in workspaces of colleagues, meetings rooms, spaces for informal communication, etc. 30% of corporate portfolios will comprise flexible workspace by Workplace Flexible design Modular Adaptive Portfolio Core-flex mix Co-working Flexible lease terms Source: Three workplaces for the future, JLL, 2013 Source: Human Experience Survey, JLL, 2017 Source: Workspace reworked, JLL, 2016 Source: Workspace reworked, JLL 2016 Incorporate agility as an integral part of workplace, portfolio and asset strategy JLL 2017 MENU 4

5 The world s 30 most dynamic cities Seven common drivers of location decisions Optimisation Finding an alternative with the highest achievable performance Location and portfolio strategies will be under intense scrutiny. 57% Geo-Political and operating volatility will drive CRE optimisation. of talent acquisition leaders cited competition for talent as their top challenge. Source: Global Recruiting Trends, LinkedIn, 2017 of the world s 30 50% OVER most dynamic cities and real estate markets are in Asia Pacific. Source: City Momentum Index, JLL, Bangalore 16 Sydney 2 Ho Chi Minh City 17 Paris 3 Silicon Valley 18 Chennai 4 Shanghai 19 Manila 5 Hyderabad 20 Seattle 6 London 21 San Francisco 7 Austin 22 Shenzhen 8 Hanoi 23 Delhi 9 Boston 24 Raleigh-Durham 10 Nairobi 25 Mumbai 11 Dubai 26 Hangzhou 12 Melbourne 27 Los Angeles 13 Pune 28 Dublin 14 New York 29 Nanjing 15 Beijing 30 Stockholm City dynamism New visions Accessibility Talent and skills Regulation and taxation Source: The promise and perils of location decisions, JLL, 2017 Real estate Clusters Americas Asia Pacific EMEA Maximise corporate value chain efficiency to increase competitiveness JLL 2017 MENU 5

6 Smart growth 57% of companies are actively reorganising their business. Startups and fast growth tech innovators are in focus. Source: Global Capital Confidence Barometer, E&Y 2016 Collaborative growth Organic growth Inorganic growth Plans to drive shareholder value for the next 3 years 58% 55% 55% Intelligent and sustainable growth Selective M&A and collaborative growth will define CRE priorities in Emerging markets-related M&A is expected to increase by more than 50% by Source: Baker McKenzie, 2015 India China United States Australia Western Europe Greatest potential for new market growth over the next 3 years Source: Global CEO Outlook, KPMG % 25% 34% 33% 38% Realign CRE team and processes to support smart growth objectives JLL 2017 MENU 6

7 Collaboration Model for open innovation Open innovation Combine new thinking, solutions and processes to drive value creation and accelerate business transformation CRE will need to support open innovation and collaboration. 58% of CEOs intend to drive shareholder value through collaboration over the next 3 years. Source: Global CEO Outlook, KPMG % 63% Innovation: of companies expect collaboration with entrepreneurs to accelerate disruptive innovation. of companies say the main reason for using shared office space is the ability to collaborate. Source: The Boston Consulting Group, Accenture 2015, CoreNet 2015 Innovative companies across the world generate higher total shareholder returns compared to their peers. Source: The Boston Consulting Group, Accenture 2015, CoreNet 2015 Incubator Fab labs Co-working Core HQ Centre of excellence Virtual collaboration Accelerator Make continuous innovation a core component of strategy to drive product and human performance and deliver high return on investment JLL 2017 MENU 7

8 Engagement: sense of commitment Human experience Fusion of work and life driven through engagement, empowerment & fulfilment A place of work is more than just a property. It s an environment that can help individuals and businesses achieve their business ambitions. 40% Source: Human Experience Survey, JLL, 2017 of people globally feel very engaged at work. Empowerment: sense of control 54% Fulfilment: sense of comfort #1 of work from home at least one day a month. Embed user experience at the forefront of workplace strategy through people-centric approach Health and wellbeing perceived to have the highest impact on engagement at work. JLL 2017 MENU 8

9 Human cloud Digital talent platform The human cloud and contingent workers will shift demand for CRE. $2.7 trillion The growth of contingent workers has the or nearly 2% could be added to global GDP by 2025 through online talent platforms. Source: A labor market that works: connecting talent with opportunity in the digital age, McKinsey, 2015 Online talent platforms can increase a company s output by up to 9% and lower costs related to talent and human resources by up to 7%. Source: A labor market that works, McKinsey 2015 potential to inversely impact headcount and, therefore, real estate needs. Source: Workspace, reworked, JLL, 2016 Contingent workforce: Specialists and freelancers Core workforce: Employees Autonomous: Independent workers/robots Adapt CRE strategy to meet contingent workforce demand and integrate human cloud concepts JLL 2017 MENU 9

10 Intelligent automation Combination of artificial intelligence and automation Automation is redefining roles and business processes. 85% of CEO s are considering the integration of basic automated business processes with artificial intelligence and cognitive processes over the next three years. Source: Global CEO Outlook, KPMG 2016 Process 25% of tasks across every job category will be automated by 2019 Source: People, change and robots, PwC 2016 Portfolio Optimise data management Increase transparency Provide advanced business analytics Operations Building management Routine facilities maintenance and services Job transformation 9% of jobs are at risk of being totally automated 50% and 70% radically transformed Source: Automation and Independent Work in a Digital Economy, OECD, 2016 Capital Digitise workflow Construction processes On-site inspection Leverage intelligent automation to transform CRE service delivery across the real estate life cycle JLL 2017 MENU 10

11 Algorithmic business Industrialised use of algorithms to drive performance driven portfolios and operational success Digital business revolution will impact real estate. By 2018, more than 50% of large organisations globally will compete using advanced analytics and proprietary algorithms, causing the disruption of entire industries. Source: Five Keys to Understanding Algorithmic Business, Gartner, 2016 Algorithmic real estate = Data-driven insights Cost savings Competitive advantage Better human experience Increased productivity Mitigate risks Source: Are Smart Buildings Smart for Business?, JLL 2016 Operational excellence Harness the power of AI and predictive data analytics to improve real estate performance JLL 2017 MENU 11

12 Better tomorrow Creating sustainable business models that add lasting value to customers, employees, shareholders and communities. 75% of CEOs agreed that measuring and reporting the total impact of their company s activities contributes to long-term success. Environment Developing new assets to meet low or zero carbon standards and retrofitting existing assets. Source: The Big Eight for Real Estate, JLL 2015 Community Minimise the sustainability impacts of supply chains and procurement practices to influence communities more broadly. Source: Building a Better Tomorrow, JLL, 2016 Health & well-being People working in a green office report higher cognitive function than those working in a conventional office by as much as 61%. Source: Harvard T.H. Chan School of Public Health, 2015 Diversity Increasing expectations from CRE to drive engagement and inclusion through workplace design. Corporate philanthropy will increase in importance in Source: 17th Annual Global CEO Survey, PwC Accelerate corporate commitment to community and diversity JLL 2017 MENU 12

13 Report contact: JLL research leads: Richa Walia Senior Research Analyst, EMEA +44 (0) Tom Carroll Head of Corporate Solutions Research, EMEA +44 (0) Susan Sutherland Head of Corporate Solutions Research, Asia Pacific Christian Beaudoin Head of Corporate Solutions Research, Americas +1 (312) Marie Puybaraud Global Head of Corporate Solutions Research JLL (NYSE: JLL) is a leading professional services firm that specializes in real estate and investment management. A Fortune 500 company, JLL helps real estate owners, occupiers and investors achieve their business ambitions. In 2016, JLL had revenue of $6.8 billion and fee revenue of $5.8 billion and, on behalf of clients, managed 4.4 billion square feet, or 409 million square meters, and completed sales acquisitions and finance transactions of approximately $136 billion. At year-end 2016, JLL had nearly 300 corporate offices, operations in over 80 countries and a global workforce of more than 77,000. As of December 31, 2016, LaSalle Investment Management has $60.1 billion of real estate under asset management. JLL is the brand name, and a registered trademark, of Jones Lang LaSalle Incorporated. For further information, visit JLL

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