FM newsroom – survey, CRE, strategy. The 2025 What Occupiers Want survey reveals a Corporate Real Estate (CRE) sector at a pivotal moment. While cost remains a dominant consideration, it no longer reflects the full value that real estate brings to business performance. CRE leaders now have the chance to redefine that value—demonstrating how property decisions can drive culture, productivity, and long-term organisational success.
The comprehensive What Occupiers Want report, published every two years by Cushman & Wakefield in partnership with CoreNet Global, captures how global Corporate Real Estate (CRE) leaders’ priorities are evolving across decision-making, investment, workplace trends, and portfolio strategy.
Cost Rules, Confidence Falters
Cost continues to dominate CRE strategy as organisations face relentless pressure to manage spending. Financial metrics—cost, efficiency, and utilisation—remain the foundation of decision-making. Yet rising uncertainty has become the bigger challenge, driven by economic volatility, shifting workplace behaviours, and unclear ROI.
Meanwhile, ESG priorities have slipped globally to pre-2022 levels. However, they remain more prominent among larger organisations and in regions like EMEA and APAC, where sustainability continues to rank near the top of the agenda.
Aligning CRE for People and Performance
CRE is shifting from a cost centre to a people-focused function, with nearly one-third of companies now reporting CRE into HR—a sign of its growing link to culture and experience. Yet priorities still differ across departments: finance focuses on cost, HR on engagement, and corporate services on technology and workflow.
To close these gaps, CRE leaders must adopt shared, cross-functional metrics that balance cost, experience, and productivity—positioning real estate as a strategic bridge between business performance and workforce effectiveness.
Stabilisation Signals a New Phase for CRE Portfolios
After years of contraction, portfolio downsizing is slowing. While two-thirds of occupiers have reduced space in the past two years, only one-third plan further cuts, and some are even expanding. Average office lease sizes have grown 13% since the post-pandemic low, reflecting a shift toward proactive portfolio management.
Occupancy levels are also stabilising at 51–60%, below pre-pandemic norms but steadily improving. Globally, more companies are adopting policies to encourage in-office presence, though regional variations persist: 20% of organisations in the Americas report utilisation above 50%, compared to more than 40% in EMEA and APAC.
Tenants expect more from their landlords—and are willing to pay for it
Occupiers now expect more than quality space—they want amenities, services, and experiences that build community and enhance work life. 85% seek greater landlord support, and nearly half are willing to pay a premium, contributing to a 98% rent uplift for top-tier offices since 2019.
The office remains vital for collaboration and culture, yet only 60% of employees feel their space meets these needs. By partnering with occupiers to deliver value-driven environments, landlords can transform the office into a service and set themselves apart in a changing market.