OccupierEdge_Ed4_US

31 / 66

THE OCCUPIER VIEW POINT
Occupiers focus on curating the experience of their
employees, which includes where they work. Those
companies focused on cost are looking for ways to
provide a great work environment without having to
pay for it entirely themselves.
Previously, just being downtown, proximate to public
transit was sufficient, but now that employers are
expected to offer so much more, the stakes are rising.
Occupiers are interested in food quality and variety;
wellness, and access to the outdoors and exercise
options; and collaboration created through community
spaces where people intersect.
They want places where their people will linger and
remain connected to the organization and each other
in meaningful ways.
Instead of creating suburban campuses with in-house
facilities, which is cost prohibitive, they can find
high quality amenities in existing buildings located
downtown.
The motives of occupiers and landlords create a
positive tension which has driven an emerging and
significant trend in the corporate office market:
amenity-laden high-rise towers in the downtown core.
What we used to only see in corporate campuses,
we are now seeing in large office buildings nestled
together in our CBDs. This move to city centers is
borne out by recent research of occupiers needs.
We're watching closely as the differing interests of
landlords and tenants continue to converge.
Checkmate.
31
TRENDS
Landlord provided amenities: some provided exclusively
for tenants especially when the building can support
thousands of occupants and others available to both
the tenants and the public, creating vital and energetic
community spaces. These include:
Fine dining restaurants branded
by star-chefs.
Aggregated tenant-convenience
services to elevate tenant wellness such
as fitness management companies, etc.
Information bars & concierges that add
a residential or boutique hotel-like feel
to the corporate environment.
Outdoor spaces: rooftop gardens,
internal atria, green walls, podium
decks converted to gardens.
Destination marketing as a value-add:
maintaining a heritage building onsite
and converting it to a food hall, creating
an outdoor concert/event forum for
performance; viewing platforms and tourist
attractions: all features that position the
building as a destination.
Aggregation of multiple amenities
into one integrated, branded ‘club.’
MICHAEL COCCE
Associate
Global Occupier Services
ANTONIA CARDONE, MCR.W
Managing Director, Workplace
Strategy & Change Management
Strategic Consulting
CHRIS MARRABLE
Director
Strategic Consulting, Australia