3 trends in life sciences corporate real estate

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3 trends in life sciences corporate real estate

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After R&D, real estate costs are among the most significant expenses for life sciences companies. From sophisticated laboratories and compliant manufacturing facilities to modern offices with......

After R&D, real estate costs are among the most significant expenses for life sciences companies. From sophisticated laboratories and compliant manufacturing facilities to modern offices with flexible workplaces—optimized and efficient real estate portfolios are required to uphold business goals while supporting the bottom line.

Learn the 3 trends CRE executives say are affecting corporate real estate in the life science industry, based on the report: Rewriting the code of Life Sciences CRE - 2014 Corporate Real Estate Trends for the Life Sciences Sector

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  • 1. © Jones Lang LaSalle 2014 Rewriting the code of Life Sciences CRE Corporate Real Estate Trends for the Life Sciences Sector The life sciences industry has experienced major upheavals in recent years. The changing healthcare landscape, patent cliff, tighter regulations and pricing pressures have forced companies to reconsider their business models and revamp their organizational structures. These changes inevitably affect corporate real estate (CRE) operations, demanding innovative solutions that can support the overarching corporate strategy. However, there are some alignment challenges in life sciences CRE function that limit its contribution to the leadership agenda. 1. CRE success hampered by a disconnect with C-suite Among all sectors, life sciences CRE is the least connected to the C-suite 2. Strong demands for portfolio optimization Senior leadership demands being placed on CRE % - Respondents who reported that these demands are increasing Companies expecting increase in their portfolios Companies expecting decrease in their portfolios 3. Regional portfolio reshuffle Life science companies are reorienting their geographical presence, focusing on opportunities in emerging markets Major constraints hindering CRE from enhancing its strategic position LIFE SCIENCES OTHER INDUSTRIES 56% 37% 33% 26% 22% Source: Rewriting the code of Life Sciences CRE Jones Lang LaSalle www.jll.com/globalCREtrends 38% 59% 46% 25% 13% 14% C-SUITE MANAGERIAL 31% 49% 26% 35% 26% EXECUTIVE Reporting lines for the global head of CRE * Excludes operational reporting lines LIFE SCIENCES OTHER INDUSTRIES Increasing the utilization of existing buildings in the portfolio EFFICIENCY COSTS FLEXIBILITY Transforming the quality of the portfolio/workplace 81% Reducing direct real estate costs 74% Reducing the run costs of the real estate portfolio 81% Enhancing productivity of the real estate portfolio LIFE SCIENCES OTHER INDUSTRIES 66% 74% Challenging the business on its presumed space needs 63% 93% 85% 74% Presenting scenarios and solutions to the business on demand 67% 63% 71% 63% C-SUITE COMMITMENT FINANCIAL CONSTRAINTS FRAGMENTED TEAM DATA & ANALYTICS SKILL SETS/ KNOWLEDGE BRAZIL 48% INDIA 40% RUSSIA 43% 63% CHINA 72% % -% 35% -39%