Corporate Real Estate at the Crossroads - Cost vs. Value: Australian CRE trends 2013

Corporate Real Estate at a
Crossroads: Cost vs Value
Australian Corporate Real Estate Trends 2013

Jones Lang LaSalle 3
executives globally and 52 specifically from
Australia. The paper explores how CRE can
shift the focus to value creation, whilst still
maintaining vigilance on cost efficiency. We
identified four key ways for CRE to achieve
this change in focus:
1. Alignment with corporate strategy and
other related business enablement
functions
2. Demonstration of productivity improve-
ments
3. Preparedness to meet the demands of
the C-suite and navigate the barriers to
success
4. Harnessing big data and leveraging
analytics to improve decision making
Introduction
Having been through some of the most
challenging economic times in recent
history, we believe corporate real estate
(CRE) is at the crossroads. Like many other
industry sectors, the global financial crisis
(GFC) forced the hand of CRE executives
the world over to have an unrelenting
focus on cost. During the GFC, CRE
delivered its fair share of cost savings
and cost avoidance. Now in a post-GFC
environment, cost efficiency is here to stay
and is viewed as business as usual. But
today, CRE finds itself at the crossroads,
tasked by the C-suite to shift the focus from
cost to value creation, and having to deliver
on both sides of the cost vs value equation.
In this paper we discuss the findings of
our second global CRE survey, which
generated responses from 545 senior CRE
Tony Wyllie
National Head of Integrated
Portfolio Services
tony.wyllie@ap.jll.com

4 Australian Corporate Real Estate Trends 2013
The drive for cost efficiency will not leave the boardrooms of corporate Australia despite the
signs of recovery in the global economy. According to the survey 86% of CRE executives
report increased demand from the C-suite for reducing direct real estate costs and 84%
limiting exposure of future real estate costs (Fig 2). This becomes increasingly challenging to
sustain with much of the ‘easy’ savings already banked.
What’s Changed? Since our last survey was completed in 2010 when the world was still feeling the full effects
of the GFC, a number of things have changed:
1. There is a heightened degree of risk aversion in CRE, like most of corporate Australia
2. There is greater demand for short-term tactical strategies that are largely focussed on cost
3. There is increasing demand for longer-term focus on value creation
The GFC left a number of long-lasting legacies - the drive for cost efficiency, a heightened
risk aversion, greater transparency of data for decision making, as well as elevating the role
of CRE within the organisation as a key influencer in the cost efficiency game. According to
the results of our survey, 47% of organisations in Australia are more risk averse today than
they were in 2010 (Fig 1).
A lot less
risk averse
Slightly less
risk averse
Slightly more
risk averse
Much more
risk averse
6%
24%
33%
22%
14%
No change
Figure 1: Appetite for risk
86%
86%
84%
84%
80%
73%
55%
24%
14%
Reducing direct real estate costs
Challenging the business of its presumed space needs
Limiting exposure to future real estate costs
Increasing the utilisation of existing buildings in the portfolio
Reducing the run costs of the real estate portfolio
Getting clear on the portfolio size and opportunities
via data collection and management
Reducing the size of the portfolio
Running own vs. lease assessments
Increasing the size of the portfolio
Figure 2: Tactical demands being placed on CRE
Question: How are the demands of senior leadership/ C-suite on the CRE changing in the
following areas?
Base: (those responding demand is increasing)
Question: Compared to 2010, how would you rate your business’ attitude to risk?

This year’s survey shows competing pressures are being placed on CRE, with the C-suite
demanding tactical cost savings, whilst at the same time turning up the dial on strategic
imperatives around productivity, mobile working, flexibility and sustainability (Fig 3). The
expectation is for CRE to not only contribute to, but take more of a leadership role in
transforming the work environment and enabling real estate to support different styles of
work including remote working, and attracting as well as retaining talent.
Figure 3: Increasing strategic demands being placed on CRE
Question: How are the demands of senior leadership/ C-suite on the CRE changing in the
following areas?
Base: (those responding demand is increasing)
84%
78%
78%
72%
59%
56%
43%
Enhancing productivity of the real estate portfolio
Transforming the quality of the portfolio/workplace
Enabling remote or mobile working
Presenting scenarios and solutions to the business
71%Bringing more flexibility to the leasehold portfolio,
creating on demand space for the business
Driving the sustainability agenda
Attracting and retaining talent
Delivering a platform for growth in select markets
60%Aligning CRE with business drivers and functional areas

CRE Alignment
Key Trend 1 The CRE mandate was strengthened during the GFC, where many CRE executives achieved
heightened visibility as a large cost contributor and therefore potential saver inside their
organisations. Hard-line reporting into the C-suite strengthens the strategic alignment of CRE
to business strategy. Australia has 69% of CRE executives reporting directly into the C-suite
which is higher than the global average of 58%, evidence of our mature real estate market
(Fig 4).
Total Australia
C-Suite Managerial Executive Operational Other
58%
69%
26%
22%
14%
9%
1% 0% 1% 0%
Figure 4: CRE reporting structure
Question: To what level of the organisation does the global head of CRE currently report?

Figure 5: Alignment of CRE strategy to the organisation’s broader business
strategies and corporate goals
Currently
In 2-3
years time
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Moderately alignedEntirely aligned Minimally aligned
52% of respondents described the alignment between corporate and CRE strategies as
being entirely aligned, with this proportion predicted to grow to 82% over the next three years
(Fig 5).
Question: To what extent is your CRE strategy aligned to your company’s broader business
strategies/corporate goals?
Question: What planning horizon is applied to business strategy and CRE strategy?
Evidence of the alignment between CRE and business strategy in Australia is the consistency
of planning horizons. Figure 6 shows that there is a good balance between short and longer-
term planning horizon for both the business and CRE strategy. This is a marked change from
our survey of two years ago. The GFC exposed a deficiency in strategic planning, being
the need for shorter-term tactical strategies that allow organisations some flexibility in their
portfolio, to sit alongside their medium to longer-term strategic plans. It seems that CRE has
learnt its lesson and placed a greater emphasis on contingency planning for unforeseen
circumstances. Two years ago 69% of Australian CRE executives had a planning horizon
of three years or more, compared to 51% today, showing better alignment with shortened
business cycles (Fig 6).
Figure 6: Planning horizon of CRE and business strategy
10% 39%
8% 35% 57%
51%
17% 52% 31%
13% 49% 38%
Rest of Asia Pacific
Australia
CRE Strategy
Business Strategy
3 years or more1-3 yearsUp to 1 year

Alignment with business strategy is a critical success factor for being able to deliver on value
creation, which will have a flow-on effect on cost. Alignment with other internal departments,
including Information Technology, Finance and Human Resources is also key to being able
to perform against the C-suite demands. In Australia there is a realisation from CRE that
engagement is needed with these functions to deliver on productivity improvements, talent
attraction and retention and mobility. But the majority of engagement is on an ad-hoc basis
rather than strategic shared services integration. The exception is finance, where 63% of
CRE respondents report a shared services integration with this department, which is higher
than the rest of Asia Pacific at 38% and the global average of 51% (Fig 7). The heightened
focus on cost as an influencer on real estate strategy in Australia has strengthened
the alignment with Finance. In many expanding Asian markets, whilst cost has been a
consideration, there is often pressure to have the real estate in place to support a growing
business and therefore speed to market is of higher importance.
CRE executives recognise the need for greater alignment to form a guiding coalition that will
together be able to deliver enhanced value to the business. Over the next two to three years,
CRE executives expect greater collaboration in a shared services structure with the other
support services.
Figure 7: Level of shared services integration today and three years from now
Today Three years from now
HR
IT
Finance
23%
50%
38%
62%
63%
73%
Question: What level of shared services integration has CRE achieved in your organisation with
the following business functions, now and in three years time?

Figure 8: Involvement of procurement in CRE strategy
Alignment with procurement is another way in which CRE can maintain vigilance on cost
savings but shift the focus to value creation. In Australia, CRE engagement with procurement
is on a much lower basis than the rest of Asia Pacific and indeed globally. Australia has a
highly transparent real estate market where the procurement of real estate services has
historically been undertaken by the CRE team. This compares to the Asian markets that are
more opaque and require greater control from the procurement team. Only 19% of Australian
respondents indicated that procurement was involved on a permanent basis compared
to the global average of 36% (Fig 8). Not only that, 35% of those who said procurement
was involved on either a permanent or ad-hoc basis believe that procurement have limited
knowledge of what it takes to secure real estate services. However, this is likely to change
in the future as Australia moves more towards the global model of greater procurement
engagement. Clearly, some education is required to better align the procurement function
with real estate strategy.
Question: Is your procurement team actively involved in CRE?
Key Recommendations
Get close to the discussion
on corporate objectives
and better understand the
decision-making process of
the C-suite
1
Create real estate
strategies that connect with
the corporate objectives2
Build the value proposition
and the supporting
business case for
real estate strategy
investment
3
Total Australia
36%
19%
On a
permanent basis
33%
37%
On an
ad hoc basis
23%
38%
Not involved
6% 4%
We have
no procurement team
2% 2%
Others

Productivity improvements can take many different forms within an organisation, from asset
to business, people to workplace. Figure 9 below shows that there are high expectations
from the boardroom for CRE to deliver workplace productivity (in 74% of organisations
in Australia), people productivity (71%), business productivity (63%), although lower
expectation at the asset level (only 34%). This lesser focus on asset level productivity can be
explained by a lot of the easy wins having already been achieved.
Driving productivity
gains
Key Trend 2:
Figure 9: Company expectations on productivity outcomes from CRE
Workplace
productivity
People
productivity
Business
productivity
Asset
productivity
74% 71% 63% 34%
Question: What productivity outcomes is your company expecting the CRE function to deliver?
CRE has an important role to play in driving productivity. At an asset level, productivity gains
can be achieved through cost savings, reduced cycle times, procurement savings, energy
savings, increased speed to market and extended life of plant and equipment. This can be
extended to the portfolio level to minimise vacancy, eliminate redundant space and leverage
the portfolio to best support the business needs of each location rather than use a one-size-
fits-all approach.
At the workplace level, there is the ability for CRE to influence the productivity of the space
provided for employees through increased utilisation, more supportive work environments,
extending the life of the fit-out and sustainability measures.
Workplace strategy has been high on the CRE agenda for a number of years, driven by a
desire to leverage real estate to create an environment that enhances employee satisfaction,
encourages collaboration and innovation, as well as creates a cohesive culture and brand
differentiation. Cost too has been a driver, with 70% of companies in Australia increasing
utilisation rates and 65% pushing up densities over the past three years (Fig 10). This is only
set to increase with organisations intensifying their focus on utilisation and density, as well as
quality of space. Only 29% of corporates surveyed in Australia are expecting to increase the
size of their portfolio over the next three years.

Figure 10: The extent of workplace transformation
IncreasedDecreased
The last three years Next three years
Quantity Quality Utilisation Density
50%
30%
29%
53%
71%
78%
70%
76%
65%
76%
2% 4%
14% 12% 14% 12%
Question: To what extent has your global corporate workplace transformed over the last three
years and is expected to transform over the next three years in terms of quantity, quality, utilisation,
density?
CRE’s role in delivering a productive and inspiring workplace, will impact on the productivity
of people. Research has shown that employees feel they are more productive in a work
environment that offers spaces to support the different type of work they do, be it individual
concentrated work, collaboration with their team or client-facing. 71% of Jones Lang
LaSalle’s own employees in Sydney stated their new activity based work environment (with
eight different settings) improved their overall productivity compared to just 24% in the
former, traditional office environment with assigned desks. Indicative statistics also point to a
reduction in absenteeism, increased retention rates and higher staff motivation. Jones Lang
LaSalle’s employee engagement score increased by 11% points to 71% following the move
to an activity based working environment.
However, workplace environments cannot be expected to single-handedly drive employee
productivity, with many other factors playing a role including remuneration, scope of work and
quality of work relationships. Similarly productivity at the enterprise level relies on a myriad
of influences, but CRE can contribute through positively impacting the bottom line with a
reduced cost base or improved speed to market by fostering collaboration and cross selling.

Driving productivity gains isn’t the only component of value creation. C-suite expectations
are also high around flexibility and fluidity of not only their employees but also their real
estate portfolio. 78% of respondents stated there were increasing demands from the C-suite
for enabling remote and mobile working (Fig 11). Given the changing demographic profile
of the workforce, with Generation Y becoming more established and Generation Z entering
companies, there is a requirement for organisations to provide more choice and flexibility
when it comes to work location for their employee base. For example, more collaboration
space vs personal space, improved technology tools to support the way in which Gen Y
and Gen Z are accustomed to communicating and working, as well as an environment that
supports trust-based leadership.
71% of respondents also cited increased demands for flexibility in their leased portfolio.
Adopting flexible workplace strategies is one way of achieving flexibility, giving organisations
the ability to add and contract headcount without expanding or shrinking floor space. If a
flexible workplace strategy is implemented across an entire real estate portfolio, rather than
just one location, the organisation will have the benefit of a more flexible and transportable
workforce. There is the ability to move people around based on client demand without the
need for re-stacking every time a new client or project is won.
These workplace strategies by their very nature afford flexibility through space utilisation,
rather than having to negotiate expensive options and contracts. As a result, organisations
may opt to take longer-term leases, resulting in a superior incentive, more simplistic lease
structure and more attractive rental level as they are able to offer the landlord security
of income. Thus the lease negotiation process may be less focused on getting the right
expansion and contraction options, but rather on extracting the best financial deal on a longer
term lease and not having to worry about building-in flexibility.
However if a flexible workplace strategy is not the chosen path, there are other avenues to
achieve portfolio flexibility. First and foremost is engagement with internal stakeholders to
be able to anticipate demand and have strong alignment between business and real estate
strategy. Occupied space should be divided into core and non-core, with flexibility and
engagement with stakeholders paramount for core space.

Essentially flexibility entails the ability to expand and grow or consolidate and contract your
real estate footprint. In terms of contraction, lease flexibility can be achieved by taking
longer-term leases over core-space and shorter-term leases across non-core space. Taking
multiple leases over a larger space is another way of achieving flexibility, to allow disposal of
single floors if required, although this will come at a cost. Negotiation of flexible terms around
sub-letting and lease assignment is also a strategy for more easily contracting out of space.
Ensuring built infrastructure such as a data centre is located outside the enterprise building
will better allow for re-stacking or contraction if required.
Considering expansion, there are negotiation strategies such as the first right of refusal
options over available space in their building and alignment of expiries to make whole-
of-business decision. But perhaps more important, is developing robust accommodation
standards and building requirements (such as larger floor plates or space that can
accommodate higher densities) that can easily be applied to new space that the organisation
is considering to support business growth. In addition, streamlining the internal procurement
decision making around real estate will speed the process of acquisition of new space.
Question: How are the demands of senior leadership/C-suite on the CRE team changing in
terms of the following areas?
Figure 11: The changing demands of senior leadership
Total Australia
78% 78%
55%
Enabling remote and
mobile working
65%
Transforming
workplace quality
56%
Bringing more flexibility
to leased portfolio
71%
84%
Enhancing productivity
of real estate portfolio
68%
Key Recommendations
Consider alternative
workplace solutions that
deliver a holistic workplace
experience by integrating
technology, human capital
and facility operations
1
Define and establish a
productivity framework
that directly aligns with
corporate objectives and is
agreed by the C-suite
2
Measure and track key
productivity contributors to
demonstrate real estate’s
value
3

CRE Preparedness and
Barriers to Success
Key Trend 3 : CRE executives recognise the increasing demands of the C-suite and the requirement to
shift the focus to value creation, as well as deliver on cost metrics, although not all believe
they are equipped to do so. Only 30% of respondents felt they were well equipped to meet all
demands of the C-suite, with 62% stating they could meet most demands.
Figure 12: Meeting the demands of the C-suite
Figure 13: Constraints most hindering CRE from enhancing itself as a
strategic value-add
Well equipped to
meet all demands
30%
Can meet
most demands
62%
Ill equipped to meet
the demands
8%
Question: In your opinion, what are the top two constraits that are hindering CRE from
enhancing itself as a strategic value-add to your organisation?
Question: How well equipped do you feel to meet the demands of the C-suite?
The reasons most commonly cited for not being able to meet the demands of the C-suite or
barriers to CRE enhancing its strategic value were - financial constraints (60%), skills and
knowledge (29%), data and analysis (25%), C-suite commitment (25%) and fragmented team
(23%) (Fig 13). Financial constraints being the most significant barrier to enhancing CRE
strategic value is not altogether surprising. It is more challenging to demonstrate tangible
outcomes of ‘value creation’ and therefore harder to secure the funding required to execute
real estate strategies that will deliver on this side of the equation.
Total Australia
48%
60%
Financial
constraints
34%
25% 25%
Data and
analytics
27%
23%
Fragmented
team
26%
29%
Skills/knowledge
32%
C-suite
commitment

27%Lack of investment capital
12%Employee resistance
13%Difficulty to change management styles
12%Lack of management engagement
8%Difficulty to build a compelling business case
4%Complexity arising from cultural diversity
6%Technology difficulties
6%Lack of opportunity
2%Lack of continuing C-suite sponsorship
8%None
4%Others
Figure 14: Factors limiting workplace transformation
Looking specifically at the workplace, there are barriers that are recognised as constraints
to successful workplace programs (Fig 14). Again the lack of investment capital ranks
highest at 27% of respondents, proving the need to build a compelling business case that
shows the initial investment will deliver a positive return over the life of the lease with fewer,
expensive option rights required, as well as the positive impact it will have on culture,
employee engagement, retention and motivation. Other barriers to workplace transformation
were existing management styles (15%) and employee resistance (12%) – both of these
highlight the need for a robust change management program that addresses all levels of
stakeholders and provides training for managers to move from a command and control style
of management to trust-based leadership.
Question: What are the limiting factors to driving workplace transformation?
*Figures may not total 100% due to rounding.

Figure 15: Elevating the CRE function
Figure 16: Capturing the Attention of Stakeholders
Question: Below is a list of behaviours/attributes that have the potential to elevate the CRE
function. Please select the three most important to your organisation.
The Australian respondents to our survey believed that demonstrating good business
acumen would have the biggest impact on elevating the CRE function inside their
organisations (Fig 15). This comes back to the alignment with corporate objectives and
being able to articulate how real estate can be a value contributor to business performance.
Fundamental real estate skills such as presenting real estate options and scenarios were
also considered important, as was being an influencer and challenging the status quo.
Essentially it is being able to clearly articulate the value contribution that CRE brings that will
capture the attention of the internal client.
28%
27%
Innovation
Efficient stakeholder management
outside CRE
26%
6%
Adding new skills
20%
17%
Communication skills
16%
22%
41%
35%
Challenging the status quo
41%
59%
Business acumen
38%
39%
Presenting real estate options
35%
23%
Providing data and insights
30%
25%
Improving internal reputation of CRE
Total Australia
Value
Add clear value to
stakeholder knowledge
and decisions
Knowledge
Leverage this attention to
deepen your knowledge of
the stakeholder’s
business
Enhance
Use knowledge to enhance
your service offering and
add more value
Attention
As a result, stakeholder
gives greater share of
attention and are
more open

Figure 17: Real estate delivery models – now and three years from now
Question: On a scale of 1 to 5, where 1 is fully in-house and 5 is fully outsourced, how would
you best describe the current and future delivery of the following CRE services.
* Figures may not total 100% due to rounding.
A large majority of respondents in Australia (64%) maintain that outsourcing represents a
strategic relationship where partnership value is assessed over the long-term as opposed to
a minority who see it as a tactical transaction, mainly with the lowest cost supplier. A growing
number of organisations are clearly looking beyond tactical out-tasking and instead seeking
to capitalise on the greater value and synergy that comes from deeper, strategic partnerships
with service providers. This is one way in which CRE executives are bridging any gaps in
being able to deliver on the demands of the C-suite.
18%13% 18% 31%20%
7%15% 15% 41%22%
14%28% 19% 16%23%
5%26% 21% 26%21%
33%23% 21% 5%18%
9%19% 30% 26%16%
13%13% 36% 20%
15%9% 26% 24%26%
18%
7%22% 24% 18%29%
9%18% 13% 38%22%
27%52% 14% 7%
20%37% 20% 9% 15%
Energy and sustainability services
Lease administration
2%35% 28% 20%15%
4%26% 7% 37%26%
Transaction services
Project management
Portfolio and facilities management
Portfolio strategy
Property management
Today
Three years from now
Fully outsourced43Fully-in-house 2
Key Recommendations
Outsource operational
aspects to spend more
time on stakeholder
management
1
Change the conversation
from cost to value
2
Recognise the compression
in business cycles, talk
the business language
and demonstrate both the
short-term and long-term
paybacks of real estate
strategy to the business
3

At a facility level
At a portfolio level
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Limited
capability
No
capability
Everything
we need
Adequate
capability
Big Data
Key Trend 4: Data has never been more critical to the value perception of CRE internally. Data that is
relevant, data that helps business decision making and data that minimises risk. Yet CRE
professionals told us that they are currently lacking with their ability to extract metrics. At a
facility level, only 22% of respondents stated they had everything they needed to extract real
estate metrics and only 20% at a portfolio level (Fig 18).
Figure 18: Ability to extract metrics
Figure 19: Improvement in ability to extract metrics since 2010
The good news is that there has been an improvement in the ability to extract metrics since
the GFC, but this was largely attributable to data collection by the CRE team rather than
investment in technology or lease administration resources (Fig 19). This highlights one area
where the CRE team have focused at a tactical level to meet the increased transparency
requirements demanded by the C-suite, but could also present an opportunity to outsource
this tactical delivery in order to focus more on the strategic input and decisions based on
enhanced data.
Question: How would you rate your current ability to extract real estate metrics (such as space
held, costs, vacancy) on demand?
Question: Has your ability to extract real estate metrics improved since 2010? And what has
driven this improvement?Total Australia
75%
71%
Data collection
by the CRE team
38%
18%
Commitment to spend
on data collection
and data systems
22%
16%
outsourcing of
lease administation
to a service provicer
7%
11%
Others
32%
21%
Purchase and
population
of a database
system
73% said their ability to extract metrics
has improved since 2010

CRE professionals believe that technology tools are critical to elevating the CRE function
inside their organisations. In Australia, the tools that are top of the wish list are those that
assist with occupancy planning data, retail network planning and electronic document
depository.
Figure 20: Elevating the CRE function – technology tools
Question: What technological tools would most enhance your performance as a CRE
professional?
50%
electronic document
depository
25%
rental
benchmarking
21%
financial modelling
33%
portfolio
dashboards
19%
lease
management
53%
occupancy planning
data
50%
retail planning
network

Figure 21: Data vs knowledge
However, a word of caution in an age of so-called big data and analytics, CRE has so
much access to information that data overload is a risk. The key to success is filtering out
the data that clearly has the ability to positively impact the business and drive productivity
improvements. CRE professionals need to challenge current thinking about data - the
temptation is to focus on the creation of an infrastructure that spits out traditional real
estate metrics at the touch of a button. There is a discernible shift away from placing total
emphasis on numeric indicators and instead building impact assessments, business cases
or operational dashboards on a more balanced set of indicators that include more intangible
issues, particularly around workplace strategy.
Accumulate
Intelligence
Knowledge
Information
ResultsData Format, Filter,
Sort
Interpret,
Validate, Act

Figure 22: CRE performance metrics hierarchy
Key Recommendations
Ensure real estate
decisions are made using
real time, accurate data1
Build the connection
between real estate
performance data and
business performance
data through a hierarchical
metrics structure
2
Invest in appropriate technology
platforms to transform data into
knowledge3
CRE should frame their data collection and analytics around the mindset of operational,
performance and critical success factors. Historically CRE has been strong at capturing and
communicating operational data and metrics, to a lesser degree performance metrics and is
often challenged in being able to measure the contribution of real estate to the success of the
organisation’s core business via critical success factors.
Measure the contribution to
the success of the Corporates
core business
CRE Performance measure
are grouping of the basic CRE
operations that lead to the
desired outcomes
Process measures of specific
services and activities
A mechanism to assess the
compliance of the delivered services
to the original objective
A system for progress reporting
A set of service levels
Corporate
Success Factors
Strategic Metrics
Strategic Metrics
CRE Performance Indicators
CRE Control Measures

Jones Lang LaSalle’s Global Corporate Real Estate Survey is a biennial global initiative. Concluded in December 2012, the survey collected a
total of 636 responses across 39 countries and 536 companies with more than 1,000 employees. For the purpose of this survey, we analysed
responses from 52 of the survey participants working in Australia at companies with more than 1,000 employees.
A broad range of industries are represented in our Australia sample base (Fig 23). A third of respondents belong to the banking and financial
services. This is also the same for the government sector, while the remaining are spread across diverse industries. In terms of company size,
more than a third are organisations with 10,000 to 50,000 employees, the rest of the sample offering a variety of other sizes (Fig 24).
About the Survey
Figure 23: Australian responses by industry sector
Figure 24: Australian responses by size of company
23%
5,001-10,000
37%
10,001-50,000
19%
1,000-5,000
10%
More than 100,000
12%
50,001-100,000
Jones Lang LaSalle Australian Corporate Research Team
Tony Wyllie
National Head of Integrated Portfolio Services
Corporate Solutions
tony.wyllie@ap.jll.com
61 2 9220 8729
Tony Wyllie is Head of Integrated Portfolio Services, Corporate Solutions at Jones Lang LaSalle. Tony works with real
estate and facilities teams to drive real estate performance and align the property strategy to that of the business. Tony
has more than 20 years experience in the corporate property services industry, delivering and implementing solutions
around work place strategy, portfolio strategy, strategic sourcing, transactions and valuations and due diligence.
Anna Town
Director, Strategic Sales Services,
Corporate Solutions
anna.town@ap.jll.com
02 9220 8445
Anna has more than 14 years experience in marketing, communications and research in the commercial and hotel
property sectors. She is responsible for setting the marketing strategy and executing strategic programmes, including
thought leadership, for the Corporate Solutions business in Australia.
banking and financial services
33%
government33% other
6%
6%professional
services
6%
manufacturing
and industrial
6%
technology
6% retail
6%
health care
8%Energy (includes oil,
gas, petrochemi-
cals, energy utilities
4%
2% 2% 2%
Media,
entertainment
and
hospitality

About Jones Lang LaSalle
Jones Lang LaSalle (NYSE:JLL) is a professional services and investment management
firm offering specialised real estate services to clients seeking increased value by owning,
occupying and investing in real estate. With annual revenue of USD 3.9 billion, Jones Lang
LaSalle operates in 70 countries from more than 1,000 locations worldwide. On behalf of
its clients, the firm provides management and real estate outsourcing services to a property
portfolio of 2.6 billion square feet. Its investment management business, LaSalle Investment
Management, has USD 47.0 billion of real estate assets under management.
About Jones Lang LaSalle Corporate Solutions
A leader in the real estate outsourcing field, Jones Lang LaSalle’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
Jones Lang LaSalle gratefully acknowledges the assistance of those CRE professionals
who participated in this survey. We are also grateful to Kadence International, our research
partner for this project.
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. Additional reports for specific countries and
industry sectors will be posted to this site as they are released throughout the year.

Corporate Real Estate at the Crossroads - Cost vs. Value: Australian CRE trends 2013

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Corporate Real Estate at the Crossroads - Cost vs. Value: Australian CRE trends 2013