This report analyzes the responses of life sciences CRE executives to JLL’s 2013 Global Corporate Real Estate Survey. Their views point to some alignment challenges for the CRE function in the industry while emphasizing extremely high demands for optimizing portfolios that shift across geographies.
Corporate Real Estate at the Crossroads - Cost vs. Value: Australian CRE tren...JLL
Having been through some of the most challenging economic times in recent history, we believe corporate real estate (CRE) is at the crossroads. In a post-GFC environment, cost efficiency is here to stay and is viewed as business as usual. But today, the C-suite is asking CRE to shift the focus from cost to value creation, with CRE having to deliver on both sides of the cost vs value equation.
‘Corporate Real Estate at the Crossroads: Cost vs Value’ identifies four key strategies to deliver both cost savings and value creation. To learn more, please visit http://bit.ly/1qpc0Hq
Professional Employer Organizations: Keeping Turnover Low and Survival HighG&A Partners
In the 2013 report, “Professional Employer Organizations: Fueling Small Business Growth,” a comprehensive analysis of existing economic data showed that small businesses in PEO arrangements have higher growth rates than other small
businesses, and small business executives who use PEOs are better able to focus their attention on the core business. In further exploring the impact of PEOs and their potential to help small businesses better meet the challenges of today’s
demanding economic conditions, this follow-up study examines employee turnover and business survival rates for businesses using PEOs and compares them to national data available from the U.S. Bureau of Labor Statistics (BLS). Applying a variety of different data specifications, we consistently found that PEO clients have lower employee turnover rates and lower rates of business failure than comparable national averages, after controlling for factors such as industry, size, and state of location.
Leading at the Speed of Change
China Corporate Real Estate Trends 2015 reveals that China’s CRE function is continuing to mature toward a strategic and business-driven role. Find out more at: http://globalcretrends.jll.com/China.php
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
Three-quarters (74%) of organizations in the construction, mining, oil and gas industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 51% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (52%), lack of the right work experience (44%), and competition from other employers (40%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
Corporate Real Estate at the Crossroads - Cost vs. Value: Australian CRE tren...JLL
Having been through some of the most challenging economic times in recent history, we believe corporate real estate (CRE) is at the crossroads. In a post-GFC environment, cost efficiency is here to stay and is viewed as business as usual. But today, the C-suite is asking CRE to shift the focus from cost to value creation, with CRE having to deliver on both sides of the cost vs value equation.
‘Corporate Real Estate at the Crossroads: Cost vs Value’ identifies four key strategies to deliver both cost savings and value creation. To learn more, please visit http://bit.ly/1qpc0Hq
Professional Employer Organizations: Keeping Turnover Low and Survival HighG&A Partners
In the 2013 report, “Professional Employer Organizations: Fueling Small Business Growth,” a comprehensive analysis of existing economic data showed that small businesses in PEO arrangements have higher growth rates than other small
businesses, and small business executives who use PEOs are better able to focus their attention on the core business. In further exploring the impact of PEOs and their potential to help small businesses better meet the challenges of today’s
demanding economic conditions, this follow-up study examines employee turnover and business survival rates for businesses using PEOs and compares them to national data available from the U.S. Bureau of Labor Statistics (BLS). Applying a variety of different data specifications, we consistently found that PEO clients have lower employee turnover rates and lower rates of business failure than comparable national averages, after controlling for factors such as industry, size, and state of location.
Leading at the Speed of Change
China Corporate Real Estate Trends 2015 reveals that China’s CRE function is continuing to mature toward a strategic and business-driven role. Find out more at: http://globalcretrends.jll.com/China.php
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
Three-quarters (74%) of organizations in the construction, mining, oil and gas industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 51% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (52%), lack of the right work experience (44%), and competition from other employers (40%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
A Study and Analysis of Various Existing Implementation Framework Related to ...EECJOURNAL
Despite the difficulties, risk and failures, higher education institutions are continuously implementing the ERP Systems to meet the demands of increased competition and customer expectation. So, it is important to understand and follow an implementation frameworks to reduce/avoid the implementation failures. This study focuses on the overview of different frameworks/models used in ERP implementation and raise an alarm to indicate that there is only limited research available in this area of higher education hence it should be given more focus.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The majority (82%) of organizations in the high-tech industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 71% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (49%), competition from other employers (48%), lack of the right work experience (34%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (34%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
Many large organisations have moved to Enterprise System solutions in recent years, including the higher education sector (HES). Whilst the benefits of Enterprise systems are well known, the sector has a social mission and characteristics that do not necessarily map to a commercially-focused corporate conceptualization, and assessing the suitability of any particular enterprise solution requires a qualified set of criteria to be applied. This paper looks at an “essential set” of critical success factors (CSFs) relevant to enterprise systems in the HES and applies them in a case study of a large Australian University. The CSFs found to be most relevant to successful ES deployment show differences from CSFs reported in other studies, mainly those in commercial sectors, suggesting a sector based approach be taken to evaluating ES success. We generalise our practical findings to theory, and propose further theory development and validation through confirmatory case studies and specific hypothesis testing.
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
Improving Risk Evaluation and Mitigation StrategyCognizant
For life sciences companies, improving risk evaluation and mitigation strategy (REMS) is critical to adhere to FDAAA and other regulatory hurdles; here's our Microsoft SharePoint-based approach for improving document management and sharing and upgrading REMS.
Grant Thornton - Corporate Governance Review 2012Grant Thornton
Two decades have passed since the publication of the Cadbury Report which outlined a system for good corporate governance that still endures today. While business practice has evolved considerably over the last twenty years, with more than half of the FTSE 350 now complying with the UK Corporate Governance Code, challenges remain and practices continue to evolve.
Risk of Adopting Open Source ERP for Small Manufacturers: A Case StudyPlacide Poba Nzaou
Purpose - This study aims to explore the process of open source software (OSS) adoption in small and medium-sized enterprises (SMEs), and more specifically open source ERP as a “mission critical” OSS application in manufacturing. It also addresses the fundamental issue of ERP risk management that shapes this process.
Design/methodology/approach - The approach is done through an interpretive case study of a small Canadian manufacturer that has adopted an open source ERP system.
Findings - Interpreted in the light of diffusion of innovation theory and the IT risk management literature, results indicate that the small manufacturer successfully managed the adoption process in a rather intuitive manner, based on one guiding principle and nine practices.
Practical implications - This research confirms that open source is a credible alternative for SMEs that decide willingly or under external pressure to adopt an ERP system. Moreover, it suggests that a high level of formalization is not always necessary. For ERP vendors, this study shows that SMEs are more in search of flexibility in an ERP system than in the “best practices” embedded within these systems.
Originality/value - We argue that rich insights into the dynamics of the OSS-ERP adoption process can be obtained by framing this process within a risk management context.
KEYWORDS:
Open source software; ERP adoption; SME; Small business; IT risk management.
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
U.S. unemployment rate data and trends: December 2013 JLL
After adding 74,000 jobs in December, the U.S. unemployment rate fell 30 basis points to 6.7 percent—though total unemployment, which includes individuals who have stopped actively seeking jobs, stuck at 13.1 percent. The economy has recovered 86.5 percent of jobs lost in the downturn and we’re now 0.9 percent below previous peak unemployment, with office-using employment 47.1 percent higher than the previous peak.
See details on the data, including demographic, geographic and industry breakdowns, in this report featuring research from the Bureau of Labor Statistics and Jones Lang LaSalle.
U.S. unemployment rate data and trends: February 2014JLL
U.S. economy added 175,000 jobs in February, representing below-average growth but exceeding some expectations. The unemployment rate increased 10 basis points to 6.7 percent, causing some to blame this winter’s frigid weather on halted growth. Unemployment for high school and college graduates remains lower, and labor force participation among this key demographic is up, though still suppressed. Total unemployment remains above historic norms at 12.6 percent.
See details on the data, including demographic, geographic and industry breakdowns, in this report featuring research from the Bureau of Labor Statistics and JLL.
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
A Study and Analysis of Various Existing Implementation Framework Related to ...EECJOURNAL
Despite the difficulties, risk and failures, higher education institutions are continuously implementing the ERP Systems to meet the demands of increased competition and customer expectation. So, it is important to understand and follow an implementation frameworks to reduce/avoid the implementation failures. This study focuses on the overview of different frameworks/models used in ERP implementation and raise an alarm to indicate that there is only limited research available in this area of higher education hence it should be given more focus.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The majority (82%) of organizations in the high-tech industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 71% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (49%), competition from other employers (48%), lack of the right work experience (34%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (34%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
Many large organisations have moved to Enterprise System solutions in recent years, including the higher education sector (HES). Whilst the benefits of Enterprise systems are well known, the sector has a social mission and characteristics that do not necessarily map to a commercially-focused corporate conceptualization, and assessing the suitability of any particular enterprise solution requires a qualified set of criteria to be applied. This paper looks at an “essential set” of critical success factors (CSFs) relevant to enterprise systems in the HES and applies them in a case study of a large Australian University. The CSFs found to be most relevant to successful ES deployment show differences from CSFs reported in other studies, mainly those in commercial sectors, suggesting a sector based approach be taken to evaluating ES success. We generalise our practical findings to theory, and propose further theory development and validation through confirmatory case studies and specific hypothesis testing.
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
Improving Risk Evaluation and Mitigation StrategyCognizant
For life sciences companies, improving risk evaluation and mitigation strategy (REMS) is critical to adhere to FDAAA and other regulatory hurdles; here's our Microsoft SharePoint-based approach for improving document management and sharing and upgrading REMS.
Grant Thornton - Corporate Governance Review 2012Grant Thornton
Two decades have passed since the publication of the Cadbury Report which outlined a system for good corporate governance that still endures today. While business practice has evolved considerably over the last twenty years, with more than half of the FTSE 350 now complying with the UK Corporate Governance Code, challenges remain and practices continue to evolve.
Risk of Adopting Open Source ERP for Small Manufacturers: A Case StudyPlacide Poba Nzaou
Purpose - This study aims to explore the process of open source software (OSS) adoption in small and medium-sized enterprises (SMEs), and more specifically open source ERP as a “mission critical” OSS application in manufacturing. It also addresses the fundamental issue of ERP risk management that shapes this process.
Design/methodology/approach - The approach is done through an interpretive case study of a small Canadian manufacturer that has adopted an open source ERP system.
Findings - Interpreted in the light of diffusion of innovation theory and the IT risk management literature, results indicate that the small manufacturer successfully managed the adoption process in a rather intuitive manner, based on one guiding principle and nine practices.
Practical implications - This research confirms that open source is a credible alternative for SMEs that decide willingly or under external pressure to adopt an ERP system. Moreover, it suggests that a high level of formalization is not always necessary. For ERP vendors, this study shows that SMEs are more in search of flexibility in an ERP system than in the “best practices” embedded within these systems.
Originality/value - We argue that rich insights into the dynamics of the OSS-ERP adoption process can be obtained by framing this process within a risk management context.
KEYWORDS:
Open source software; ERP adoption; SME; Small business; IT risk management.
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
U.S. unemployment rate data and trends: December 2013 JLL
After adding 74,000 jobs in December, the U.S. unemployment rate fell 30 basis points to 6.7 percent—though total unemployment, which includes individuals who have stopped actively seeking jobs, stuck at 13.1 percent. The economy has recovered 86.5 percent of jobs lost in the downturn and we’re now 0.9 percent below previous peak unemployment, with office-using employment 47.1 percent higher than the previous peak.
See details on the data, including demographic, geographic and industry breakdowns, in this report featuring research from the Bureau of Labor Statistics and Jones Lang LaSalle.
U.S. unemployment rate data and trends: February 2014JLL
U.S. economy added 175,000 jobs in February, representing below-average growth but exceeding some expectations. The unemployment rate increased 10 basis points to 6.7 percent, causing some to blame this winter’s frigid weather on halted growth. Unemployment for high school and college graduates remains lower, and labor force participation among this key demographic is up, though still suppressed. Total unemployment remains above historic norms at 12.6 percent.
See details on the data, including demographic, geographic and industry breakdowns, in this report featuring research from the Bureau of Labor Statistics and JLL.
Australia’s Corporate Real Estate Trends, Getting the Strategy Right, reveals that the Australian CRE’s see their mandate as stronger than three years ago – 26% say much stronger and 40% say stronger. Find out more at http://globalcretrends.jll.com/Australia.php
3 trends in life sciences corporate real estateJLL
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
The Productivity Imperative: 2013 Corporate Real Estate Trends for Banking an...JLL
Perhaps more than any other industry, the financial services sector has been challenged by the simultaneous pressures of intense competition, increased regulation, and margin compression.Although profits are once again rising for some banks, it is clear that there are still many risks ahead. In this environment, an optimized corporate real estate platform is no longer an option, but a necessity.This report identifies the elements of our global report that are top of mind in the financial services industry, and it details the most pressing issues facing bank CRE executives.
JLL’s third report on global CRE trends stresses an immediate need to elevate the CRE function. We’ve identified four themes that characterize the challenge ahead, and the ‘great traits’ of high-performing CRE teams. Find out more at: www.jll.com/globalCREtrends
Accenture 2015 Global Structural Reform Study: Unlocking the Potential of Glo...Accenture Insurance
As they reshape the financial services industry in light of the 2007-2008 financial crisis, global regulators have introduced a series of structural reform regulations to help build resilience. Global Structural Reform (GSR) is creating a new financial services ecosystem for institutions.
Accenture’s 2015 Global Structural Reform Study finds senior management working to thrive in what amounts to an all-new financial services landscape. They are investing effort and funds in their response to GSR, but their focus is on meeting regulatory demands. While that represents a good starting point, our study finds institutions might be missing out when it comes to meeting the strategic implications of reform and using reform as an opportunity to reposition the organization for sustainable growth
Accenture 2015 Global Structural Reform Studyaccenture
Accenture’s 2015 Global Structural Reform Study – based on a survey of 131 banking, insurance and capital markets institutions across regions – confirms that, while institutions are investing in their response to Global Structural Reform (GSR), their plans still appear focused on meeting regulatory demands alone, rather than accounting for the more strategic implications of structural reform.
Highlights from the study's conclusions include:
- GSR is re-writing the financial services landscape
- Investment is clear, but strategy less so
- Three suggested principles for unlocking the potential of GSR
Download the report and visit https://www.accenture.com/accenture-2015-global-structural-reform-study.aspx to learn more.
Agile L&D Transformation - A Game-Changer for Pharma.pdfDraup3
In this insightful whitepaper, we will explore how technological disruption impacts the Pharmaceutical Industry, the challenges and trends it faces, and why embracing agility and adaptability in learning strategies has become paramount.
Leading the Change in Emerging Markets: Corporate Real Estate trends in Techn...JLL
Innovation and growth are strategic imperatives for technology companies. In order to respond to a quickly changing environment, win the market share race and seize the advantage of disruptive innovation, technology companies have to be dynamic, fluid and bold. This involves a high degree of risk, which many are willing to take in anticipation of future rewards.
Jones Lang LaSalle’s Global Corporate Real Estate (CRE) Trends 2013 confirmed that companies around the world plan to increase their real estate portfolios in emerging markets. Zooming into the technology sector, respondents reveal that technology companies are among the most aggressive in pursuing growth opportunities and expanding their footprint in emerging markets. This pursuit, however, exposes them to a diverse set of risks associated with new markets and pressures to support this growth with flexible and efficient portfolios.
To learn more visit: http://www.gcre.joneslanglasallesites.com/en/industries/technology
The 2019 CitiusTech 'AI in Healthcare' Readiness Survey polled over 50 health systems to develop an industry viewpoint and key insights on the state of AI/ML adoption, key challenges and the near-term outlook for healthcare providers.
Middleville Regional Health Care is one (1) of three (3) hospitaEvonCanales257
Middleville Regional Health Care is one (1) of three (3) hospitals serving a community of 350,000 people. Summary statistics on Middleville and its competitors, from the
AHA Guide
, are shown below in Table 1. All three organizations are
not-for-profit
.
Table 1: Middleville, Brierfield, and Greystone Health Care Systems
Name
Beds
Admissions
Census
OP Visits
Births
Expenses (000)
Personnel
Middleville
575
13,000
350
221,000
2,300
$125,000
2,000
Brierfield
380
17,000
260
175,000
1,200
$130,000
1,875
Greystone
350
10,000
180
40,000
900
$80,000
1,200
The governing board of Middleville hired a consulting company to evaluate its strategic performance, specifically in the areas of Human Resources, Information Technology, Financing, and Marketing. As part of the consultant’s evaluation, several leaders of Middleville’s units were asked their perspective of the organization’s performance.
You are working for the consultant
. Your job is to identify the issues from the response that should be considered further by the consultant team and possibly discussed with the governing board and the CEO. The firm has a rule, “Never offer a criticism or negative finding without suggesting how the client organization can correct it,” so you must indicate what sort of
correction you would recommend as part of your list. Because you know there were about two (2) dozen other interviews, you decide you should rank your issues in importance, to make sure the most critical are discussed.
Write a
six to eight (6-8) page paper
in which you:
Explain the governing board’s role in these strategic initiatives, determining its responsibility and involvement.
Evidence-based management means that operational and strategic decisions are made based upon the evidence that goals and objectives are actually being met. Quantitative measurements must be identified and measured. This data is then used to evaluate the HCO’s performance. Name three (3) performances Middleville can use to measure its success in providing quality healthcare to the community, and identify quantifiable, measureable indicators that can be used to do so. Explain the importance of each performance measurement.
Given the statistics of Middleville and its two (2) competitors provided in Table 1, recommend to the HCO what areas it should focus on to maintain its competitive market share as well as continue to provide healthcare to the community in the 21st century.
Some of Middleville’s Board members are very interested in pursuing advanced technology systems over the next five (5) years, while others are concerned about the enormous expense and need assurance that the investment in technology will be worthwhile. In both monetary and process terms, describe the
costs and benefits
associated with implementing ...
Changing Winds Ahead: Japan corporate real estate trendsJLL
Towering expectations and inadequate structures are the conflicting characteristics of the CRE function in Japan today. Over the years, CRE teams in Japan have been facing increasing pressure. Senior business leaders are placing high expectations in productivity improvements, both in terms of increasing output (working better, faster) and reducing input (operating cheaper). This focus on productivity improvements triggers amplified strategic demands placed on CRE, with a strong emphasis placed on workplace development. While workplace transformation is taking on a new resonance and relevance, more companies in Japan are looking abroad for growth. CRE teams are required to provide platforms supporting business ambitions, mostly in emerging and frequently opaque real estate markets.
‘Changing Winds Ahead’ identifies three key trends for CRE in Japan. To learn more, please visit http://bit.ly/1jzd3BV
Mercer Capital's Value Focus: Laboratory Services | Year-End 2015Mercer Capital
Mercer Capital's Laboratory Services Industry newsletter provides perspective on valuation issues. Each newsletter also includes a macroeconomic trends, industry trends, and guideline public company metrics.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
Risks Ahead: Global Corporate Real Estate Trends 2013JLL
JLL’s second biennial report on Global Corporate Real Estate Trends unearths the five top corporate real estate risks, including possible negative impacts to competitive advantage and profitability from cost cutting, procurement processes, lack of collaboration between functions and failure to drive productivity.
To learn more about this study and see where your corporation stands amongst survey repondents, please visit http://www.gcre.joneslanglasallesites.com/
Similar to Rewriting the code of Life Sciences CRE: 2014 Corporate real estate trends for the Life Sciences sector report (20)
September 2018 U.S. employment update and outlookJLL
With 201,000 net new jobs, August 2018 rebounded after a slower July 2018, aided by growth in a variety of sectors, most notably a resurgence in transportation, warehousing and wholesale trade.
July saw the labor market add 157,000 net new jobs, slower than growth in recent months but still positive and healthy overall. A 13,000-job contraction in government employment, combined with a 5,000 financial activities jobs lost in net terms, were partially responsible for this slowdown. At the same time, sustained talent shortages across markets continue to keep growth more volatile than normal.
With 213,000 net new jobs added in June, the labor market’s expansion now totals 92 consecutive month, placing it among the longest periods of post-war expansion.
Remarkably, gains have been found largely across industries, although retail trade posted contraction of 21,600 jobs after showing signs of recovery earlier in the year.
A slight boost to the participation rate pushed unemployment up 20 basis points to 4.0 percent, however.
May’s 223,000 net new jobs represented the 91st consecutive month of growth, further extending an already unprecedented expansionary cycle. Since early 2017, the change in employment compared to the previous cycle has been higher than growth in the civilian labor force, leading to rapid declines in unemployment, which now stands at just 3.8%. With the economy showing no meaningful signs of slowdown and inflation rising under the pressure of sustained output growth, the Federal Reserve is on track to continue its program of tightening over the coming quarters.
With 164,000 net new jobs, employment growth in April 2018 maintained the year's solid pace. Growth was spread across industries, although professional services emerged as a clear leader during the month, accounting for roughly one-third of all gains.
A slight drop to the civilian labor force spread to both employment and unemployment figures, driving down unemployment to a new low of 3.9 percent.
Debt funds are increasingly competing with traditional lenders like banks and life companies when it comes to placing debt in commercial real estate deals. But just how prevalent are these relative newcomers? Take a look at the SlideShare to see how debt funds are claiming their slice of the lending pie.
JLL Retail Research looks at coming closures, the impact of e-commerce on brick and mortar stores, how the store experience is changing and which retailers are actually expanding operations despite the current climate (as of March 2018).
The 313,000 net new jobs created in February represented the highest monthly level of job creation since mid-2016.
Growth was found throughout the labor market, with goods-producing sectors such as construction, retail and manufacturing in particular holding firm and, in the case of retail trade, rebounding after months of losses.
Gains were also possible as a result of a sharp increase in labor-force expansion, which boosted labor force participation and kept unemployment at 4.1 percent rather than declining further.
February 2018 U.S. employment update and outlookJLL
January 2018 saw 200,000 net new jobs created, with unemployment once again stable at 4.1 percent. Job growth continues in line with expansion of the broader labor force, even as slack diminishes.
January 2018 U.S. employment update and outlookJLL
December 2017 saw 148,000 net new jobs added to the national labor market, below consensus figures but still healthy. Unemployment held steady at 4.1 percent and is expected to stay flat or decline in the absence of meaningful improvements in labor force participation or accelerated expansion of the labor force. A combination of widespread positive fundamentals, from consumer spending to business investment, is keeping the outlook for 2018 optimistic.
December 2017 U.S. employment update and outlookJLL
Monthly employment growth surpassed the 200,000-mark for a second consecutive month in November, adding 228,000 jobs and countering hurricane-related pauses earlier in the year. Importantly, job growth is still taking place faster than the labor force is capable of expanding and with the participation rate not increasing, placing pressure on employers in primary, secondary and tertiary markets to expand their headcount.
November 2017 U.S. employment update and outlookJLL
October saw 261,000 net new jobs added, a rebound from a weak September hit with two hurricanes and an initially negative employment growth figure. Revisions brought September back to positive territory, however, extending the expansionary streak to 84 consecutive months of growth. Although unemployment has fallen to 4.1 percent, wage growth has yet to meaningfully improve, remaining below the 3.0-percent threshold and with most industries seeing a slowdown the rate of annual earnings growth.
The London leasing market has so far remained resilient to slower economic growth. Q3 take-up hit 3.3 million sq ft, bringing the year to date total to 8.1 million sq ft, 18% up on the 2016 total to end Q3, and comfortably ahead of long-term average levels. The rise of flexible offices has been a key feature, accounting for 17% of take-up in 2017.
Three years from the start of the oil slump, employment and commercial real estate fundamentals are finally showing incremental improvement across North America’s energy markets. Examine the key themes in today’s industry and explores challenges and opportunities in seven energy-centric cities across the U.S. and Canada.
JLL Retail: Store closure summary, October 2017 JLL
JLL Retail Research looks at coming closures, the impact of e-commerce on brick and mortar stores, how the store experience is changing and which retailers are actually expanding operations despite the current climate (as of October 2017).
Vacancy at the top of the market is slowly moving upward, although levels remain below historic norms. New supply and givebacks upon relocation due to efficiency have begun to and will continue to result in rising vacancy.
October 2017 U.S. employment update and outlookJLL
After more than 80 consecutive months of growth, the U.S. labor market saw its first contraction, losing 33,000 jobs in net terms, largely a result of Hurricanes Harvey and Irma. The overwhelming majority of losses were concentrated in the leisure and hospitality sector, particularly in Florida (Puerto Rico is not counted in monthly figures), further exacerbating this contraction.
JLL Retail: Store closure summary, September 2017 JLL
JLL Retail Research looks at coming closures, the impact of e-commerce on brick and mortar stores, how the store experience is changing and which retailers are actually expanding operations despite the current climate (as of September 2017).
September 2017 U.S. employment update and outlookJLL
The national labor market saw 156,000 net new jobs added in August, a solid figure but below expectations. Additionally, previous months registered downward revisions to job growth, muting some of the rebound witnessed during the summer. Continuing a trend that has intensified in recent quarters, a lack of skilled workers combined with minimal unemployment and external difficulties such as housing affordability in tech hubs have significantly slowed tech growth over the year. Even with inconsistent inflation, sustained job growth could likely encourage another Federal Reserve rate hike in the near term.
Rixos Tersane Istanbul Residences Brochure_May2024_ENG.pdfListing Turkey
Tersane Suites Residences is a luxurious real estate project located in the heart of Istanbul, next to the beautiful Golden Horn. This unique development offers hotel concept residences with Rixos management, making it the perfect choice for both homeowners and investors.
The Tersane Suites Residences offers a wide range of options, from studio apartments to spacious four-bedroom units, all designed to the highest standard. The suites are finished with high-quality materials and feature modern, open-plan living spaces, fully-equipped kitchens, and large balconies with stunning views of the city and sea.
One of the standout features of Tersane Suites Residences is the Rixos management, which provides a truly exclusive and upscale living experience. Residents will have access to a range of luxury amenities, including a fitness center, spa, and indoor and outdoor swimming pools. Plus, the on-site restaurants and cafes provide a taste of the local and international cuisine.
The Tersane Suites Residences also offers a great opportunity for investors, as it provides a rental guarantee program. This means that investors can enjoy a steady income stream, with the peace of mind that their property is being managed by a reputable and experienced team.
The location of Tersane Suites Residences is also unbeatable, with easy access to the city’s main transportation links and within close proximity to the historic center, making it the perfect base for exploring all that Istanbul has to offer.
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Investing In The US As A Canadian… And How To Do It RIGHT!! (feat. Erwin Szet...Volition Properties
=== Investing In The US As A Canadian… And How To Do It RIGHT!! (feat. Erwin Szeto) ===
Ever been curious about Real Estate Investing in the US?? At Volition, for the past 14 years, we have been focused on helping investors invest in over $250M of real estate and generate $100M of wealth in the Toronto market, but we are always open to learning more about other business models and learning from other investors.
The US has always been an intriguing market to invest in. But the US is a big place… if you’re interested in investing in the US, you probably have a lot of questions, like:
☑️ Specifically WHERE should you invest?
☑️ What are the best markets to invest in and why?
☑️ How much are property prices there?
☑️ What are the returns like?
☑️ What is cashflow like?
☑️ Compared to investing in Toronto or other cities in Ontario, what are the benefits / tradeoffs?
☑️ What ownership structure should I use?
☑️ What are the tax implications?
☑️ Can I get financing?
☑️ What are tenants like?
Enter Erwin Szeto, a longtime friend of Volition. Since 2005, Erwin Szeto and his team have navigated the challenging landscape of being landlords in Ontario. Now, they are shifting their focus and guiding their clients' investments toward the more landlord-friendly environment of the USA. This decision comes after assisting Canadian clients in transacting over $440,000,000 in income properties. Faced with issues like affordability constraints, tenant-friendly laws, rent control, and rental licensing in Canada, Erwin sees a clear opportunity in the U.S. Here, there is a significant influx of investments leading to the creation of high-paying manufacturing jobs. Erwin and his clients are poised to capitalize on these opportunities where landlord rights are stronger and there is no rent control.
To facilitate this transition, Erwin has partnered with and become a client of SHARE, a one-stop-shop U.S. Asset Manager. Founded by Canadians for Canadians, SHARE enables as passive an ownership experience as possible for landlords in the U.S., while still maintaining direct, 100% ownership.
Erwin is “Making Real Estate Investing Great Again”!!
Website: https://www.infinitywealth.ca/
Facebook: https://www.facebook.com/iwinrealestate and https://www.facebook.com/ErwinSzetoOfficial
Podcast: https://www.truthaboutrealestateinvesting.ca/
Instagram: https://www.instagram.com/iwinrealestate/ and https://www.instagram.com/erwinszeto/
Referans Bahcesehir which is being constructed, in the center of the most regional destination as Bahçeşehir, shines out with its central location and unique landscape including social facilities such as a fitness center, sauna, sports facilities, children’s playground and recreational areas.
Not only drawing attention for immediate surroundings including commercial centers and private schools but also providing the easily accessible location with closeness to Tem Highway and connection roads, ongoing construction of 3rd Bridge Connection roads and Metro Projects
Bahcesehir is a rising value in the great city of Istanbul… Located at a new transportation junction in the northwest of the City… Located at such a spot that the access roads for the 3rd bridge and for the 3rd Airport will reach the region in 2016. The Marmaray and the Subway will extend all the way to Referans Bahcesehir respectively in 2018 and 2019.
465 flats and 34 stores are designed with an outstanding approach and arranged with a unique perspective offering the following options: 1 plus 1, 2 plus 1, 3 plus 1, 3.5 plus 1, 4 plus 1, and 4.5 plus 1. It is planned so as to safeguard you and your loved ones based upon a modern, technological safety approach. As you experience the joy and luxury here, you will be content and feet at ease.
It is worth seeing both inside and outside with heart-warming cafes, tasty restaurants and elegant stores… And it is ready to offer a vivacious social life with a warm and cozy space design.
A folding swimming pool and indoor swimming pools, playgrounds, Turkish bath, sauna… It has them all. Everything you need for your well-being and for having a pleasant time will be at your service. You simply need to align the rhythm of life with the rhythm of Referans Bahcesehir.
https://listingturkey.com/property/referans-bahcesehir/
One FNG by Group 108 Sector 142 Noida Construction UpdateOne FNG
One FNG by Group 108 is launching a new commercial project in Sector 142 Noida. Office space and high street retail shops on the FNG and Noida Expressway. For more information visit the website https://www.onefng.com/
Torun Center Residences Istanbul - Listing TurkeyListing Turkey
THERE IS LIFE IN ITS CENTER!
The most energetic spot of the city that will add utterly different pleasures to your life, with a park that will make Istanbul breathe, delighting indoor and outdoor bistros, cafes, restaurants, the brand-new Food Hall concept, where dozens of unique tastes are served together, market area, cinema, theater, fitness club, SPA and event venue...
All the pleasures that will enrich your lives are awaiting you on the most beautiful side of the city, at Torun Center Residences. In Mecidiyeköy, where the heart of Istanbul beats, business, life and entertainment opportunities are located at the exact center, at Torun Center, the most beautiful side of the city.
Penthouse apartments and different styles of flats from 1 + 1 to 4 + 1, from 100 to 425 square meters in a 42-story residence tower, have been designed for those who want to live in the center of magnificence. Torun Center is the redefinition of a better life with specially landscaped floor gardens, apartment options with private balconies, and automatic glass systems equipped with Trickle Ventilation that offers clean air comfort.
Business and life in the same place
Excellent service
Torun Center has many delightful details, from a swimming pool to sunbathing and resting terrace. With 24/7 concierge services, 24/7 security, valet, technical service, closed-circuit camera system (CCTV), central heating and cooling system, it makes your life easier.
Delightful details
The two-story Torun Center Lounge, with its indoor and outdoor seating areas, children's playroom, private dining and TV lounge, promises unforgettable memories to you and your loved ones with its unique Istanbul view.
Neighboring to the most pleasant square of Istanbul
A few steps from the Torun Center Residences, you can reach the city's most modern city square and open the doors of a quality city life. Torun Center Residences brings together on the same project the long-awaited city life for Istanbul and gourmet restaurants, cafes, gym and SPA, and state-of-the-art cinema and Artı Stage, hosting the most famous plays of the season.
Located at the intersection of alternative public transportation options such as the metro and Metrobus, Torun Center comes to the fore as the most accessible office for both sides of Istanbul. With a central location and rich transportation lines, Torun Center offices make life easier for employees and increase productivity.
Discover Yeni Eyup Evleri 2, nestled among the rising values of Eyupsultan, offering the epitome of modern living in Istanbul.
With its spacious living areas, contemporary architecture, and meticulous details, Yeni Eyup Evleri 2 is poised to be the star of your happiest moments. Situated in the new favorite district of Eyupsultan, claim your spot and unlock the doors to a peaceful life alongside your loved ones. Nestled next to the historical and natural beauties of Eyupsultan, embrace the comfort of modern living and rediscover life.
Social Amenities:
Yeni Eyup 2 offers a life filled with joy with its green landscaping areas, gym, sauna, children’s play areas, café, outdoor pool, and basketball court. Reserve your place for unforgettable moments!
Reliable Structure:
With 1+1, 2+1, and 3+1 apartment options, Yeni Eyup Evleri 2 is designed with first-class materials and craftsmanship. The doors to a safe and comfortable life are here! Choose the option that suits you best and step into your dream home.
Project:
Yeni Eyup 2 is conveniently located, with Istanbul Airport just 26 minutes away, the Mecidiyeköy Metro Line 4 minutes away, and the Tram Stop 5 minutes away, making your life easier with its central location.
Location:
Your home is positioned in a privileged location, providing easy access to the city center, shopping malls, restaurants, schools, and other important places.
Yeni Eyup 2 offers 1+1, 2+1, and 3+1 apartment options designed to meet different needs. Find an option suitable for every lifestyle and open the doors to a comfortable life in your dream home.
https://listingturkey.com/property/yeni-eyup-evleri-2/
Sense Levent Kagithane Catalog - Listing TurkeyListing Turkey
Sense Levent offers a luxurious living experience in the heart of Istanbul’s vibrant Levent district.
This cutting-edge development seamlessly integrates modern design with natural elements, featuring live evergreen plants maintained by an advanced irrigation system, ensuring lush greenery year-round.
The building’s elegant ceramic balconies are both stylish and durable, enhancing the overall aesthetic and functionality. Residents can enjoy the 700m Sky Lounge, which provides breathtaking views of Istanbul and a perfect space to relax and unwind.
Sense Levent promotes a healthy and active lifestyle with a full gym, swimming pool, sauna, and steam room, all available in the building. The interiors are crafted with high-quality materials, ensuring a luxurious and inviting living space.
Designed with young professionals in mind, Sense Levent features 1+1 and 2+1 units with smart floor plans and balconies. The project promises high investment returns, with an expected annual return of 6.5-7%, significantly above Istanbul’s average ROI.
Located in the rapidly growing and highly desirable Levent area, the development benefits from ongoing urban regeneration projects. Its prime location offers proximity to shopping malls, municipal buildings, universities, and public transportation, adding immense value to your investment.
Early investors can take advantage of discounted units during the construction phase, with an expected capital appreciation of +45% USD upon completion. Property Turkey provides comprehensive rental management services, ensuring a seamless and profitable investment experience.
Additionally, robust legal support and significant tax advantages are available through Property Turkey’s licensed Real Estate Investment Fund. Levent is a dynamic urban hub, ideal for young professionals with its numerous corporate headquarters and shopping malls.
Sense Levent is more than just a residence; it’s a place where dreams and opportunities come to life. Contact us today to secure your place in this exclusive development and experience the best of Istanbul living. Sense Levent: Sense the Opportunity. Live the Dream.
https://listingturkey.com/property/sense-levent/
Lixin Azarmehr, a Los Angeles-based real estate development trailblazer, co-founded JL Real Estate Development (JL RED) in 2015 and serves as its CEO. Her expertise has propelled the firm to specialize in luxury residential and mixed-use commercial projects, with a portfolio that features upscale retail spaces and sophisticated care facilities.
Total Environment Tangled Up In The Green - Residential Plots Where Nature an...JagadishKR1
Embark on a journey where lush landscapes and contemporary living converge at Total Environment's Tangled Up In The Green Residential Plots in Devanahalli, Bangalore. Surrounded by verdant expanses, these plots offer an idyllic setting for your dream home. Immerse yourself in the serenity of nature while enjoying the finest amenities and design, where every moment is a harmonious blend of luxury and tranquility.
Brigade Insignia offers meticulously designed apartments with modern architecture and premium finishes. The project features spacious 3,3.5,4 and 5 BHK units, each thoughtfully planned to provide maximum comfort, natural light, and ventilation.
https://www.newprojectbangalore.com/brigade-insignia-yelahanka-bangalore.html
Elegant Evergreen Homes - Luxury Apartments Redefining Comfort in Yelahanka, ...JagadishKR1
Experience unmatched luxury at Elegant Evergreen Homes, offering exquisite 2, 3, and 4 BHK apartments in the serene locality of Yelahanka, Bangalore. These meticulously crafted homes blend modern design with timeless elegance, providing a harmonious living environment. Enjoy top-tier amenities and a prime location, making Elegant Evergreen Homes the ideal choice for discerning homeowners.
500 acres of brilliance await you here at Riverview City which offers modern living, effortless convenience, and a beautiful natural setting. It is a mega township by Magarpatta City in Loni Kalbhor, Pune. Enjoy easy access to work, schools, and fun while experiencing a perfect work-life balance.
Visit - magarpattacity.developerprojects.in
Presentation to Windust Meadows HOA Board of Directors June 4, 2024: Focus o...Joseph Lewis Aguirre
Presentation to Windust Meadows HOA Board of Directors June 4, 2024: Focus on Public Safety as Job #1, Engagement, Wealth of HOA, Branding, Communication, Culture, Civic Responsibility
Rams Garden Bahcelievler - Istanbul - ListingTurkeyListing Turkey
Implemented by Rams Global in Bahcelievler, the Rams Garden Bahcelievler Apartments includes 796 residences of different types from 2+1 to 5+1.
Next to the project, which will have 33 thousand square meters of green area, there will be 42 thousand 300 square meters of woodland. There will also be a 210-meter-long pond in the landscape of the project. There are 94.5 square meters of green space per flat.
Rams Garden Bahcelievler Apartments, which has 8 times more green space than the average of Istanbul with its 33 thousand square meters of green area located within a total of 75 thousand square meters, offers various housing options from 2+1 to 5+1.RAMS Garden has brought a lifeline to the construction industry.
Rams Global, which has signed projects in many places from Dubai to Phuket and delivered more than 20 thousand residences, is now starting new projects in Istanbul.
Rams Garden Bahcelievler is located 9 minutes from Metroport AVM, 5 minutes from Marmara Forum AVM, 12 minutes from Kazlıçeşme beach, 9 minutes from Yıldız Technical University, 7 minutes from Istinye University, 9 minutes from Ramada Hotel and Medicana Hospital.
https://listingturkey.com/property/rams-garden-bahcelievler-apartments/
Rams Garden Bahcelievler - Istanbul - ListingTurkey
Rewriting the code of Life Sciences CRE: 2014 Corporate real estate trends for the Life Sciences sector report
1. Rewriting the code
of Life Sciences CRE
2014 Corporate Real Estate
Trends for the Life Sciences Sector
2. 2 2014 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.
Industry leaders are focusing on improving efficiency, driving down costs and building more
productive R&D platforms. This often leads to significant layoffs, acquisitions, spin-offs and
relocations to more promising markets.
These changes inevitably affect corporate real estate (CRE) operations, demanding innovative
solutions that can support the overarching corporate strategy. 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.
This report analyzes the responses of life sciences CRE executives to JLL’s 2013 Global
Corporate Real Estate Survey. Their views point to some alignment challenges for the
CRE function in the industry while emphasizing extremely high demands for optimizing
portfolios that shift across geographies.
Please refer to JLL’s Global Corporate Real Estate Trends report for global CRE trends.
Three CRE trends for the life sciences sector:
1. CRE’s disconnect with business strategy creates
performance risks
2. Mounting senior leadership demands for portfolio
optimization put more pressure on CRE teams
3. Geographical shifts compel portfolio reshuffles
Introduction
3. JLL 3
CRE success hampered
by a disconnect with
the C-suite
The CRE function is quite well established in the life sciences sector. Sixty-three percent
of CRE employees and 48% of global heads of CRE in this industry are positioned within a
dedicated CRE department (compared with 55% and 38%, respectively, in other industries).
Yet respondents report a degree of disconnect between CRE departments and overall
business strategy and operations, which potentially limits the contribution and visibility of the
CRE function within an organization.
The biggest factor contributing to the disconnect between CRE departments and business
strategy is a lack of communication with the C-suite. In fact, among all sectors, life sciences
CRE is the least connected to the C-suite, with the majority of CRE executives reporting at
the managerial level (Fig 1). This issue stems from the organizational structure life sciences
firms tend to have: revenue-generating activities report directly to the C-suite, while support
functions report to lower-level officers. Since the CRE function is not seen as a core element
of the business, it is not top of mind for the C-suite when making important planning decisions.
This prevents the CRE function from contributing to the leadership agenda and, consequently,
reduces its impact on the overall corporate strategy.
Figure 1. Reporting lines for the global head of CRE
Question: To what level of the organization does the global head of CRE currently report to?
Note: C-suite refers to senior company executives such as the CEO, COO and CFO; managerial
level includes presidents, vice presidents and managers; executive level includes officers and
supervisory roles; and operational level includes administrators, personal assistants and clerks.
Life sciences Other industries
C-suite Managerial Executive Operational Other
38%
59%
46%
25%
13% 14%
1%
4%
1%
4. 4 2014 Corporate Real Estate Trends for the Life Sciences Sector
Given the limited connection with the C-suite, it is not surprising that a lack of sustained C-suite
commitment represents a major challenge for CRE teams. More than half of the life sciences
respondents reported that it was the key constraint hindering CRE from enhancing itself as a
strategic value add to their organization compared with less than a third in other sectors (Fig
2). The lack of C-suite commitment even outweighs financial constraints, which is cited as the
most challenging hurdle for CRE across all organizations.
Figure 2. Major constraints hindering CRE from enhancing its strategic position
Question: In your opinion, what are the top two constraints that are hindering
CRE from enhancing itself as a strategic value add to your organization?
Another important factor affecting CRE performance is team organization. A third of life
sciences respondents pointed out that the fragmented and/or decentralized nature of their
teams prevents them from adding strategic value to their organization. This, again, could be
explained by the typical structure of life sciences firms which tend to be organized around
products (by therapeutic area) or by business unit.
Life sciences Other industries
C-suite
commitment
Financial
constraints
Fragmented
team
Data and
analytics
Skill sets/
knowledge
31%
37%
56%
49%
33%
26% 26%
35%
22%
26%
5. JLL 5
This fragmented structure, combined with the lack of rapport with the C-suite, appears to
affect the CRE relationship with other corporate functions. CRE’s collaboration with the human
resources (HR) department is currently the most limited of all industries—with just 19% of life
sciences CRE respondents engaging in shared services integration with HR and 22% not
having any interaction at all (Fig 3). While in other sectors, CRE functions are expected to have
a significant increase in collaboration with HR in three years’ time, integration in life sciences
will only see a slight upturn to 26%.
Figure 3. Level of integration with other corporate functions, today and three years
from now
Question: How would you describe the collaboration of CRE with the following business
functions today and in three years’ time?
Note: Percentages represent proportion of ‘shared service integration’ responses.
A decentralized CRE organization that is disconnected from other business functions and
from the C-suite can create significant performance risks for CRE teams. With little linkage
to business strategy, CRE departments may have to operate primarily on a tactical level
where day-to-day business needs drive CRE activity. In addition, following rapid business
transformations, CRE teams often have to respond to immediate requirements of reorganized
or relocated business divisions which may also limit them to tactical solutions. The challenge
for CRE teams in life sciences companies is to balance the need for responsiveness and
optimal real estate solutions at a local level, while ensuring greater proactivity and alignment
with overarching strategic objectives.
Life sciences All industries
HR now HR in
3 years
IT now IT in 3
years
Finance
now
Finance
in 3 years
27%
45%
31%
46%
51%
60%
6. 6 2014 Corporate Real Estate Trends for the Life Sciences Sector
As life sciences companies continue to transform, senior leadership expectations for
optimized portfolios are increasing exponentially. Demands related to portfolio efficiency,
costs and flexibility are the most critical and are expressed to a higher degree than in
most other sectors (Fig 4).
Figure 4. Increasing senior leadership demands on CRE
Question: How are the demands of senior leadership/C-suite on the CRE team changing
in the following areas? (Those who responded that demands are increasing)
Demands for portfolio efficiency represent a major challenge for CRE teams. Life sciences
companies traditionally own many of their core assets, including R&D labs and manufacturing
facilities. However, as the industry evolves, companies are exploring new products, using new
Strong demands for
portfolio optimization
Increasing the utilization of existing buildings
in the portfolio
Transforming the quality of the portfolio/workplace
Enhancing productivity of the real estate portfolio
Reducing direct real estate costs
Reducing the run costs of the real estate portfolio
Challenging the business on its presumed
space needs
Presenting scenarios and solutions to the business
on demand, bringing innovation into the real estate
function and portfolio
Life sciences Other sectors
93% 72%
81% 63%
74% 66%
85% 74%
81% 71%
74% 63%
67% 63%
EfficiencyCostsFlexibility
7. JLL 7
Regional portfolio
reshuffle
“Novartis is shifting its center of
gravity toward these fast-growing
markets, particularly China, in
order to drive growth, gain access
to broad distribution networks,
tap into local market expertise and
move a higher volume of medicines
to those in need.”
Joseph Jimenez
Novartis CEO, in China Daily
1
For more details on property disposal solutions, please see the JLL report Releasing Value from Complex Assets.
The life sciences industry’s move to more profitable and faster growth models includes
reorienting their geographical presence, focusing on opportunities in emerging markets. The
changes in life sciences real estate portfolios that follow are some of the most drastic among
all industries. (Map 1)
Our survey showed that over a third of life sciences companies anticipate reducing or
consolidating their real estate portfolios in European markets, such as the Netherlands, Italy
and Spain (with 0% planning to increase). On the other hand, 63% and 48% plan to increase
their portfolios in China and Brazil, respectively (with 0% planning to decrease). Russia, the
third most favored market, is expected to see 35% net portfolio growth.
Life sciences companies are not only moving their production facilities—whole business units
and R&D centers are shifting to emerging markets as well. Countries such as China, Brazil
and Russia are investing heavily in global drug development businesses. New life sciences
clusters lure companies by offering access to universities, research institutes and open
innovation platforms. Partnership schemes allow companies to tap into local talent pools
and share facilities.
technologies and research methods, and employing different operational models. Hence,
their historical facilities often become unsuitable and underutilized. In addition, many
companies face the challenge of surplus facilities acquired through M&A activity, which
makes their portfolios even more complex to manage.
As a result, life sciences companies are increasingly implementing strategies such as
asset disposals, portfolio consolidations, and flexible workplace solutions.1
For example,
GlaxoSmithKline has sold some of its buildings and consolidated its R&D portfolio in North
Carolina, USA to reduce its Research Triangle Park space by almost 50%. Combined with its
SMART Working program, this portfolio optimization project saves the company millions of
dollars per year.
8. 8 Global Corporate Real Estate Survey 2013
Multinational life sciences firms realize the importance of creating a presence in emerging
markets beyond manufacturing and distribution. In 2012, AstraZeneca announced it would open
its China Innovation Center in Pudong, Shanghai, a facility that would produce injectable and
oral drugs for the domestic market. In 2011, Pfizer opted to relocate its antibacterial research unit
from Groton, Connecticut (USA) to Shanghai, at its Pfizer China Research and Development
Center. Following the strategic move from ‘made in China’ to ‘created and discovered in China’,
Sanofi established its regional R&D center in Shanghai, while the purchase of Medley SA in
2009 gave Sanofi ownership of Brazil’s third largest pharmaceutical company and the country’s
biggest maker of generic drugs.
Such geographical shifts will continue in the future, leading to more changes in real estate
portfolios. This, in turn, could prompt life sciences companies to increasingly partner with
service providers as a way of gaining flexibility and expertise in less familiar markets. Life
sciences companies are already the most active sector in outsourcing their portfolio and facilities
management (22% are fully outsourcing, compared to 13% in other industries), and this trend
is expected to increase in the next three years—to a point where one-third of life sciences
companies fully outsource these activities.
Map 1: Net portfolio growth anticipated over the next three years (life sciences companies)
Question: Over the next three years, how will your portfolio evolve in each of the following regions?
Note: Net portfolio growth percentages in this map are obtained by deducting responses
anticipating portfolios to decrease from responses anticipating portfolios to increase.
Other possible responses (‘remain the same’, ‘do not know’ and ‘not applicable’) were left out.
Country
Rest of
Region
Negative Net Portfolio Growth (30+%)
Negative Net Portfolio Growth (11-29%)
Negative Net Portfolio Growth (1-10%)
Stability (~0%)
1-10% Net Portfolio Growth
11-29% Net Portfolio Growth
30% + Net Portfolio Growth
9. JLL 9
CRE C-suite
Corporate
function
Core
business
Conclusion The unprecedented business transformation in life sciences is having a profound impact on
real estate portfolios. Senior leadership is placing immense pressure on the CRE function to
deliver optimized, effective and cost-efficient portfolios, as well as to support the drive into new
and emerging markets. Yet it is clear that evolution is also required in CRE itself.
Best-in-class life sciences companies have recognized the shortfalls of a localized reactive
model and are now investing significant effort in better alignment with the core business. This
is evidenced through the reorganization of a number of CRE teams in leading life sciences
companies, as well as changes to reporting structures. Better alignment with the broader
business through the use of quality data and proactive portfolio management and strategy
is also in focus.
To succeed in the dynamic life sciences business environment and capitalize on the expansion
in emerging markets, CRE teams will need to reinforce their dialogue with the C-suite,
establish and drive a closer collaboration with other corporate functions, and ensure effective
communication and alignment between local, regional and global CRE departments. Only after
proving its strategic role—boosted by senior leadership support—and working cohesively with
the other functions will life sciences CRE be able to provide optimal solutions for the business
on all levels (local to global) and in all geographies.
10. 10 2014 Corporate Real Estate Trends for the Life Sciences Sector
Business Contacts
About JLL
Christian Beaudoin
Director of Corporate Research
Americas
christian.beaudoin@am.jll.com
Susan Sutherland
Director of Corporate Research
Asia Pacific
susan.sutherland@ap.jll.com
Kateryna Kyryllova
Manager of Corporate Research
Asia Pacific
kateryna.kyryllova@ap.jll.com
Tom Carroll
Director of Corporate Research
Europe, Middle East, and Africa
tom.carroll@eu.jll.com
Richard McBlaine
Managing Director
Corporate Solutions
Americas
+1 312 228 2793
richard.mcblaine@am.jll.com
Mike Walsh
Managing Director
Corporate Solutions
Asia Pacific
+65 6494 3891
mikeE.walsh@ap.jll.com
Charles Tillett
Director
Corporate Solutions
Europe, Middle East and Africa
+44 (0) 207 852 4643
charles.tillett@eu.jll.com
Contributing authors
JLL (NYSE:JLL) is a professional services and investment management firm offering
specialized real estate services to clients seeking increased value by owning, occupying
and investing in real estate. With annual revenue of $4 billion, JLL operates in 75 countries
worldwide. On behalf of its clients, the firm provides management and real estate outsourcing
services for a property portfolio of 3 billion square feet and completed $99 billion in sales,
acquisitions and finance transactions in 2013. Its investment management business, LaSalle
Investment Management, has $47.6 billion of real estate assets under management. For
further information, visit www.jll.com.
11. JLL 11
About JLL Corporate Solutions
A leader in the real estate outsourcing field, JLL’s Corporate Solutions business helps
corporations improve productivity in the cost, efficiency and performance of their national,
regional or global real estate portfolios by creating outsourcing partnerships to manage and
execute a range of corporate real estate services. This service delivery capability helps
corporations improve business performance, particularly as companies turn to the outsourcing
of their real estate activity as a way to manage expenses and enhance profitability.
Acknowledgements
JLL gratefully acknowledges the assistance of those CRE professionals who participated in this
survey, and Kadence International, our market research partner. We welcome any feedback
on the published results to continue to improve future editions and make them as meaningful
as possible for our readers. If you have any comments or would like to participate in future
surveys, please email insightteam@jll.com.
Visit www.jll.com/globalCREtrends to explore the global trends in more detail.
See how CRE executives based in your region responded and compare your
answers with the global survey results.