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Despite ongoing economic uncertainty, logistics occupiers in Asia Pacific maintain a positive business outlook for the next three years. Expansionary demand continues, although appetite has weakened slightly compared to 2021, with occupiers shifting their focus toward optimising their operations.

CBRE’s 2023 Asia Pacific Logistics Occupier Survey features insights from more than 120 logistics real estate executives in the region on their business outlook, growth plans, strategic opportunities and concerns for the next three years. Key findings include:

Market Sentiment

  • 81% of respondents are confident about their business outlook for the next three years.
  • Expansionary appetite weakened from 78% in 2021 to 68% this year.

Supply Chain

  • Warehouse automation is seen as integral to logistics operations; Automated storage and retrieval systems remains the most sought after logistics technology.
  • 87% plan to outsource more or the same amount of operations to 3PLs to enhance operational efficiency.

Portfolio Strategy

  • Modern logistics assets near customers and public transport are the most sought after, especially those in urban areas.
  • Short-term leases and/or flexibility for expansion ranked as the most important element of future lease management.

ESG Considerations

  • ‘Green energy supply’ and ‘Electric Vehicle charging stations’ are the most desirable features for future-proof warehouses.
  • 51% expressed an interest in green certified warehouses.

This report was originally published in https://www.cbre.com/insights/reports/2023-asia-pacific-logistics-occupier-survey

Despite facing lower risks of obsolescence compared to the US and Europe, the office sector in Asia Pacific is not without challenges. Pressure is starting to build on several fronts including elevated vacancy levels, evolving occupier space requirements and impending government legislation .

This report takes a deeper dive into the underlying dynamics and drivers across the APAC region’s major markets and provides a roadmap for asset optimisation.

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Since 2015, Cushman & Wakefield has been taking the pulse of CRE leaders around the world to understand What Occupiers Want. In our annual survey—conducted in partnership with CoreNet Global External Link—we ask about trends in office location and workplace, perspectives on changes to portfolios, and strategies around policies, procedures and decision-making. Over the past five years alone, we’ve uncovered critical insights about what matters most to occupiers, including sustainability, recruiting tech talent and post-pandemic portfolio transformations. This year, we asked more questions about Environmental, Social and Governance (ESG), and occupiers told us how they’re incorporating meaningful changes across environmental, sustainability and governance standards within their organizations.


KEY TAKEAWAYS FROM THE 2023 SURVEY:

  • Cost and talent—cost pressure is the #1 challenge for companies across the globe
    • Globally, cost has moved to the forefront of strategic drivers for CRE, followed by talent and operational excellence. In 2022, the reverse was true, as most occupiers sought talent before cost reduction.
  • Communal office space for sparking creativity and innovation—targeted space has doubled from pre-pandemic levels, from 20%-30% to 40%-50%
    • Most occupiers see the office as a centralized, planned meeting spot to learn, develop and ignite ideas collaboratively. As such, they seek to grow their communal spaces to foster a flexible and synergistic workplace environment.
  • Finding talent beyond the city limits—26% of occupiers are recruiting from anywhere in the world
    • Though occupiers mostly prefer Central Business Districts (CBD) for HQ locations, this doesn’t limit their reach to hire from a global talent pool.
  • Footprint reduction—nearly two-thirds of occupiers (63%) plan to reduce real estate footprint in the next two years
    • With office occupancy at half of pre-pandemic levels, most occupiers want to reduce overall footprint, while simultaneously optimizing their current space with amenities and services to increase office usage and experience.
  • The importance of ESG—with a dramatic jump, from #8 to #5, ESG rose in importance as a key driver of real estate decisions
    • Social consciousness and sustainability are becoming increasingly important to occupiers around the world. Forty-two percent of CRE executives told us they have ESG goals either in operation or in planning stages.
  • Making an impact with flexible work—employees report a better workplace experience when given autonomy to work when and where they want
    • Employees want to have agency to independently choose where and when to work. CRE executives see that providing workplace flexibility not only drives employee engagement, but also aligns with their social pillar goals.

This report was originally published in https://www.cushmanwakefield.com/en/insights/what-occupiers-want

New hybrid work models implemented on a large scale have created a major shift in the expectations of how the future office should be. Offices are now more intelligent, connected and accommodating to hybrid workers. Occupier organisations are planning to switch to flex office models instead of only choosing traditional leases. The change in office space preference and workplace expectations have posed challenges for landlords in Asia Pacific (AP) to keep up with market demands and to understand occupiers’ priorities.

In this study sponsored by essensys, IDC surveyed 180 leaders from occupier organisations, whose organisations are either using traditional lease or in flexible working spaces, and 180 leaders from office real estate organisations across six markets in AP, to capture their expectations, challenges and plans for future offices.

This InfoBrief then deep dives into Australia as a case study to understand the market demands and opportunities.

The findings provide insights to help landlords in AP understand the changing demands of the office real estate market and help them remain competitive in the office real estate landscape.


Key Takeaways:

  • For occupiers, a seamless digital experience is highly important. All organisations are willing to pay more to have such an experience.
  • Occupiers are using networks more in the dynamic spaces in office buildings such as the common lobby (76%), event and meeting spaces (62%), and food and beverage outlets (26%).
  • Landlords in AP have not fully met the demands of occupiers on network and connectivity services, especially in areas such as speed, reliability, security and access.
  • Landlords are aware that automated network management brings benefits such as controling networks across a portfolio (76%) and streamlining network infrastructure management (55%).
  • Landlords also plan to implement more smart technologies for their portfolio in the next 3 years. Top technologies include network management, space management and touchless and sensor-based solutions.

2023 has brought about the implementation of favorable political and economic policies along with the revitalization of domestic demand and investment. As such, Greater China, the largest emerging market, is set to experience a significant rebound. The new economy real estate industry presents burgeoning growth potential.

Jointly released by Tricor and Asia Pacific Real Assets Association (APREA), ‘New Economy Real Estate in China – Market Review & Operational Guide 2023’ offers a thorough analysis of China’s new economy real estate industry, with specific emphasis on the logistics real estate market. It provides insights into the current market landscape, growth trajectory, and anticipates future trends.

Focusing on three key aspects, Engage, Evolve and Accelerate, the report provides real estate strategies being made by some of the leading global companies to strengthen processes, build resilience, and meet complex needs, with the aim to enrich the workplace experience.

During this time of heightened uncertainty, this report provides potential real estate strategies with recommendations for occupiers to:

  • Engage: Preparing workplaces and workforces for change
  • Evolve: Meeting future space needs and the demands of a hybrid workforce
  • Accelerate: Applying technology to advance change and drive performance

Key highlights

  • Across industries, occupiers are in the process of reassessing their current office footprint to determine the most optimal mix for their employees.
  • More than 65% of workers are seeking more in-person time with their teams, while 70% of workers want flexible work options to continue.
  • 66% of business decision-makers are considering redesigning physical spaces to better accommodate hybrid work environments.
  • The growing urgency to attract and retain talent is prompting companies to consider alternative workplace solutions and new locations.
  • Flex space has been brought to the forefront by the hybrid working model and has helped occupiers optimize costs and ensure employee flexibility.
  • Integration of smart technology, digital infrastructure and smart facilities can help attract tenants and achieve greater operational efficiency, reduce energy consumption and higher customer retention.
  • Companies across the globe are investing ESG and DEI initiatives, including green design, tech-enabled features that promote higher health & safety, wellbeing amenities, and inclusive workplace environments.
  • Demand for green certified buildings will continue to rise as occupiers continue to seek eco-friendly buildings that meet environmental, energy, and health standards in their design, construction, and performance.

As the Asia Pacific region exits the pandemic and business activity returns to normal, corporate occupiers are placing more emphasis on employee productivity and on increasing office utilisation. With workplace transformation underway, there is strong demand to adapt and “build a better office” to meet the fast-evolving needs of employees and senior management. Additionally, occupiers should be actively identifying new opportunities and strategies to future-proof their portfolios. CBRE’s 2023 Asia Pacific Office Occupier Sentiment Survey, which features insights from more than 130 corporate real estate executives in the region, from more than 80 multinational and domestic companies, delves deeper into the future of work and the changing role of the office.Key findings include: 

  • Policy on hybrid working is tightening
    • 68% of C-suites are focusing on increasing office attendance or improving work efficiency
    • 66% have policy enforcement on office attendance, including performance and financial consequences
       
  • Companies are future-proofing their portfolio
    • 44% expect their CRE portfolio to grow in the next three years
    • Public transportation access, onsite F&B and sustainable building features are the most desired building features
       
  • ‘Flight-to-green’ is becoming the next norm
    • 64% want to expand into ESG-certified buildings
    • 47% want to include data sharing in green leases
       
  • Demand for a more refined workplace is increasing
    • 48% have adopted flexible seating; this is expected to increase to 80% by 2025
    • Increasing demand for focus space and small-sized meeting rooms

This report was originally published in https://www.cbre.com/insights/reports/asia-pacific-major-report-2023-asia-pacific-office-occupier-sentiment-survey

As a specialist real estate investor, Cohen & Steers has long viewed executive compensation and stock ownership as a critical pillar of governance, underpinning longer-term alignment with investors and broader stakeholders of the listed REIT sector across Asia-Pacific.

Managed properly, executive compensation can enhance value creation and growth over the longer run, help retain and develop talent and encourage sustainable business practices. Managed sub-optimally, compensation may encourage short-term behaviour, poor capital allocation and strategy, loss of key talent and risk losing the firm’s social license to operate.

Compensation and equity alignment can be challenging to get right. The pandemic has shown for a number of listed REITs that remuneration structuring and key performance hurdles were not fit for purpose, resulting in a wholesale “shifting of the goal posts” thereafter. Schemes with longer-term performance hurdles focused on securityholder returns and sustainability, with a greater lean into longer-dated stock grants, generally fared better through the cycle. An emphasis on nearer-term performance targets with outsized cash components or short-dated stock grants were ultimately more impacted by cyclical factors that were (at least partly) out of management’s control. Similarly, schemes that lacked a meaningful performance objective and were linked predominantly to the passage of time have generally not fared well.

In our view, some of the more successful remuneration schemes have featured >50% weightings to longer-dated stock with a 5+ year vesting period. Implicit in these schemes is a requirement for Boards to be hands-on with management succession and retaining emerging talent. Some level of staff turnover is generally healthy, necessitating appropriate planning in the context of longer-dated stock schemes. We also encourage challenging stretch targets around a REIT’s Environmental, Social and Governance (ESG) objectives to the extent they are embedded within the firm’s broader objectives. In our view, the upfront disclosure of these targets and subsequent periodic disclosure of realised performance provides best practice transparency.

With the growing prevalence of externally managed REITs across the region, we also encourage the voluntary disclosure of key management remuneration and stock schemes, including clear disclosure of performance hurdles and achieved outcomes. While not necessarily required under local listing or regulatory requirements, we believe constructive stakeholder discussions lead to improved outcomes over the longer run.

Dane Garrood

Portfolio Manager – Asia-Pacific
Cohen & Steers

FY23 saw PE activity in real estate stable on a y-o-y basis. However, there was a keen interest in platform deals, with a total value of $4.5 Bn. Most of the large ticket platform deals were in rent-generating assets (offices & warehouses) for pan India developments, while the smaller ticket items were largely for residential developments in southern cities of India. Domestic investors were significantly more active in FY23, while foreign investors have seen their incremental investments decline. Consequently, the share of domestic PE investors in Indian RE increased from 14% in FY22 to 22% in FY23.

Insolvency resolution has been a bane for Indian policy makers and real estate lenders alike, with a poor track record in terms of recoveries and timeliness before the implementation of Insolvency and Bankruptcy Code, 2016.

In our latest report, we examine the development of the IBC relevance, impact and challenges faced in resolving insolvencies in the real estate sector. Our key findings deal with:

Resolution rates in Real Estate within IBC, compared to other sectors.

  • Recovery rate, as a proportion of claims, where resolution has been achieved
  • Key challenges specific to resolution of real estate stress
  • Way forward in resolving real estate insolvencies