CORPORATE REAL ESTATE'S EVOLVING ROLE Wellness2015 … · • Workplace Wellness Program Strategy:...

© 2016 CoreNet Global. All rights reserved.1

| JOINT SURVEY & WEBINAR

CORPORATE REAL ESTATE'S EVOLVING ROLESupporting Employee Health and Wellness

JULIE WHELANHead of Americas Occupier ResearchBoston, MAT +1 617 912 [email protected]

MATT TONERManaging Director CBRE InstituteAtlanta, GAT +1 302 373 [email protected]


AGENDA

1. PERSPECTIVE | IMPORTANT AND RELATED STUDIES

• Global Trends, Employee Impacts & Scientific Analysis

2. THREE KEY ELEMENTS | HEALTH & WELLNESS PROGRAMS

• Strategy - Program Management

• Capital Initiatives - Program Development

• Operating Initiatives - Program Operations

3. NEXT STEPS

• Where Impacting & Why Matters

• Engaging Topical Expertise

• Q&A


PERSPECTIVE | DRIVERS, 2016

5 GLOBAL TRENDS are driving investments in workplace health & wellness

CNG & CBRE: ROI on Workplace Wellness

120 participants

Source: World Bank, 2016

Source: World Health Organization, 2016

Source: CNG, 2014

Source: IDTechEx, 2016

Source: CNG, 2014


PERSPECTIVE | IMPACTS, 2009

INCREASED PRODUCTIVITY DECREASED SICK DAYS

The average impact of 4.88% productivity improvement is equal to a

$20 PSF/YR savings over the occupied portfolio

The average impact of 2.9 fewer sick days is equal to

$5 PSF/YR savings over the occupied portfolio

University San Diego & CBRE: Do Green Buildings Make Dollars & Sense?

3000+ Participants, 154 Buildings

Agree, 43%

Strongly Agree, 12%

Disagree, 2%

Neutral, 43% Agree, 46%

More, 10%

Neutral, 45%


PERSPECTIVE | COGNITION, 2016Harvard & CBRE:

Cognitive Impact, Healthy Buildings10 Buildings in 5 Markets

Basic Activity Level

Applied Activity Level

Focused Activity Level

Task Orientation

Crisis Response

Information Seeking

Information Usage

Breadth of Approach

Strategy

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0.0

0.5

1.0

1.5

Cognitive Domain

Sco

re (

Norm

aliz

ed

to

Gre

en)

● ● ●Conventional Green Green+

Conventional

Green

Enhanced Green

COGNITIVE DOMAIN

SC

OR

E*

Basic Activity Level

Applied Activity Level

Focused Activity Level

Task Orientation

Crisis Response

Information Seeking

Information Usage

Breadth of Approach

Strategy

●

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●

●●

●●

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●

●

0.0

0.5

1.0

1.5

Cognitive Domain

Sco

re (

Norm

aliz

ed

to

Gre

en)

● ● ●Conventional Green Green+


2016 CBRE + CNG | STUDY



83% North American Based

36% Americas Span of Control

49% Global Span of Control

66%End Users

211Respondents

GEOGRAPHY

25% Technology

23%

MAIN INDUSTRIES REPRESENTED

48% Head of CRE&F

70% 20

ROLE IN ORGANIZATION

STUDY PARTICIPANTS

+Financial Services Yrs. Experience


1 | PROGRAM MANAGEMENT | BY THE NUMBERS

89%

91%

HR-led Wellness Program61%

Expect CRE&F’s Engagement in Health and Wellness to increase

Organizations are focused on Health and Wellness

Leads Enterprise Program, 8.0%

Strategic Partner, 34.5%

Implementation Vehicle , 36.8%

Takes Direction Only, 12.6%

Little to None', 8.0%

Over half of CRE&F Organizations are

Implementers of another LOB’s vision.

This is closely followed by a third who

serve as Strategic Partners to company-wide programs.

CRE&F’S ROLE TODAY CRE&F’S FUTURE


1 | PROGRAM MANAGEMENT | APPLICATION

THE WELL BUILDING STANDARD™

A Seven Year Process With Continuing New Developments

WELL v1.0

Medical & Science Research

Feedback From Pilot Projects

Feedback From Peer Reviews


“Health and Wellness is no longer an afterthought but instead a very deliberate element of the workplace being built into

decision making as early as the site selection stage”-Julie Whelan, Head of Occupier Research America

58%Favor buildings that have strong accessibility and commute convenience

Favor buildings that have access to outdoor space and a connection to nature45%

2 | CAPITAL INITIATIVES | POV


2 | CAPITAL INITIATIVES | BY THE NUMBERS

34%

35%

38%

42%

43%

44%

48%

51%

52%

53%

55%

26%

28%

35%

21%

20%

33%

19%

25%

28%

26%

31%

19%

24%

14%

7%

7%

8%

7%

6%

7%

6%

8%

13%

3%

10%

12%

10%

12%

12%

14%

10%

12%

6%

0% 20% 40% 60% 80% 100%

Movement Encouraging Design

Activity-Based Work Options

Productivity Supporting Design

Low-Emission Materials

Water Quality

Workplace Acoustics

Air Quality

Thermal Comfort

Daylight & Views

Lighting Quality

Ergonomic Furniture

Adopted as Standard Broad Implementation Pilot Implementation Under review Not considering

Where respondents are focused in workplace design and construction% of respondents, descending by prevalence


2 | CAPITAL INITIATIVES | APPLICATION

• Adding elements of wellness into site selection activities (in addition to sustainability

certifications)

• Building and/or upgrading gyms, health clubs and wellness clinics

• Installing bike racks

• Renovating mother’s rooms

• Selecting ergonomic furniture (e.g. sit-stand desks)

• Pursuing LEED™ certified buildings

• Implementing the WELL Building Standard™

• Selecting environmental friendly construction materials

• Designing floorplans to increase ease of employee communication and flow

• Measuring environmental quality of workspaces - including materials selections, daylighting,

HVAC, and acoustic considerations

What workplace design and construction initiatives are being implemented by CRE&F teams Submitted by study respondents


CBRE 360V A N C O U V E R

LIGHT

AIR

COMFORT

NOURISH

MIND

FITNESS

WATER

2 | CAPITAL INITIATIVES | CASE STUDY

Right to Light 75% of desks (regularly occupied seats) are within 7.5 meters of an atrium or window with views to the exterior. LED light harvesting fixtures automatically adjust based on exterior conditions.

Fresh AirFresh air louvres penetrate building façade to facilitate fresh air intake. Base building air handing units are equipped with MERV 13 filters to increase particle filtration

Sound MaskingSound masking and ceiling tile upgrades in open workstation areas ensure employee comfort and minimize noise distraction. Acoustic felt walls and full height partitions in meeting rooms block sound transfer.

Serving Sizes – DinnerwareDishware provided encourages appropriate serving sizes, i.e. plates no larger than 24 cm (9.5 inches) in diameter

Beauty and DesignIntegration of artwork, sculptures and biophilia to interior spaces in entrances and lobbies

Active Furnishing100% of workstations feature an adjustment option to allow employees to stand while working.

Drinking Water PromotionWater bottle filing stations, treated with carbon filters are located within 30m of all regularly occupied areas to promote hydration.


3 | OPERATING INITIATIVES | POV

“Increasingly, occupants are being offered access to amenities that

help them sustain at work the healthy lifestyle choices that many

have incorporated into their personal routines”-What’s trending in health and wellness best practices in the corporate workplace?, CBRE Research

Active Design

59% Implemented

31% Piloting

Buildings that encourage

greater physical movement of

users through stairs, facilities

that support exercise and

programs that encourage

walking.

Activity-Based Design

68% Implemented

26% Piloting

Space that encourages

employees to utilize multiple

areas around the office

depending upon their varied

tasks at hand


3 | OPERATING INITIATIVES | BY THE NUMBERS

13%

18%

20%

24%

24%

26%

29%

31%

43%

53%

18%

18%

18%

15%

33%

33%

39%

13%

35%

28%

12%

9%

19%

21%

21%

20%

12%

16%

6%

4%

19%

18%

14%

20%

16%

15%

14%

15%

10%

8%

0% 20% 40% 60% 80% 100%

Employee Concierge Services

Healthy Workplace Designer

Health Coach or Nutritionist

Wellness Committee

Fitness Amenities

Healthy Food Options

Personalized Work Schedules

Wellness Program Coordinator

Water Quality and Accessibility

Mental Health Counseling


Where respondents are focused on workplace and workforce support% of respondents, descending by prevalence


3 | OPERATING INITIATIVES | APPLICATION

• Operating gyms, health clubs and wellness clinics

• Implementing green cleaning standards

• Managing a bike share program

• Changing food options and vendors

• Offering fitness challenges, yoga classes, mental relaxation and group meditation

• Ensuring adequate access to light, clean water and air

• Providing nutrition consultation

• Implementing non-smoking campuses

• Applying calorie notifications to all food served

• Providing ambulance with trained paramedics on site 24/7

What workplace and workforce support initiatives are being implemented Submitted by study respondents


Well@WorkThe EMEA Workplace Resources team, in partnership with HR, are committed to improving the health, wellbeing and productivity of all occupants.

3 | OPERATING INITIATIVES | EMEA CASE STUDY

Core to Success

1. Developing a menu of wellness facilities, products and services; allowing flexible deployment to suit location, occupants and budgets – we’ll look at some of these in the next slide

2. Partnership with CRE & HR; wellness cannot be driven by CRE alone, it is heavily dependent on HR policy, partnership and organisational culture

3. Work with your Landlords; successfully requesting additional wellness facilities and services; either as part of ongoing relationship or at lease renegotiations

4. Communications and branding; created an awareness campaign using a consistent identifier to show care for employee well being and reinforce value of CRE team


Improved Health Screening Results

ReducedAbsenteeism

Increased Retention

IncreasedEngagement

48%48%

35%

65%

Measure of success

Improvement identified

25%

48%

19%18%

47%

NEXT STEPS | WHY WELLNESS MATTERS


CBRE SME’S | HEALTH & WELLNESS

• Environmental Sustainability: [email protected]

• Workplace Wellness Program Strategy: [email protected]

• WELL Building Standard™ Certification Management: [email protected]

• Occupier Research: [email protected]

Q&A + NEXT STEPS | ENGAGING TOPICAL EXPERTISE

Sample Studies / CBRE Thought Leadership on Wellness


| JOINT SURVEY & WEBINAR


JULIE WHELANHead of Americas Occupier ResearchBoston, MAT +1 617 912 [email protected]

MATT TONERManaging Director CBRE InstituteAtlanta, GAT +1 302 373 [email protected]


APPENDIX

CATALOGUE OF ALL GRAPHS (18)


Industry Role

Appendix - Respondent

66%

27%

8% 0%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

End User Service Provider Other Economic Developer


Industry Sector

0%

0%

0%

0%

0%

1%

1%

1%

1%

2%

2%

2%

2%

3%

7%

10%

17%

23%

25%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

Economic Development

Automotive

Distribution

Transportation

Furniture

Aircraft / Aerospace

Telecommunications

Government

Retail

Real Estate

Hospitality / Entertainment

Architecture/Design

Utilities

Construction

Manufacturing / Industrial

Business Services / Consulting

Other (please specify)

Financial Services

Technology



Best Match to Current Title

48%

31%

10% 10%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Head of CRE&F Regional or functionalservice line leader of

CRE&F

Regional or functionalservice line manager




Personal Geographic Base

83%

13% 5%

0%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

North America Asia Pacific EMEA South/Latin America



53%

17%14%

9% 7%

0%

10%

20%

30%

40%

50%

60%

26+ years 25-21 years 20-16 years 15-11 years 10 years and under

Level of Professional Experience



Geographic Scope of your Organization

49%

36%

12%8%

5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Global Americas APAC Individualcountry/countries(please specify):

EMEA



Description of your Organization’s Current Level of Focus on Employee Health & Wellness

5%

6%

40%

49%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%

Not an area of focus

Neutral / not sure

Highly focused

Somewhat focused

Appendix – Program Management / Structure


Functional Area That Leads Employee Health and Wellness Initiatives

0%

4%

7%

11%

19%

61%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

Sourcing

There is a team dedicated to this program


CRE&F

Leadership is distributed between the functions

HR



Specific Role of CRE&F in Supporting Employee Health & Wellness Initiatives within the Broader Organization

37% 35%

13%8% 8% 0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

CRE&F onlyfocuses on health

and wellnessinitiatives within

its purview

CRE&F has ameaningful seat at

the table informulating

employee healthand wellness

programs

CRE&F takesdirection fromother teams

leading theseefforts

CRE&F leads the firm’s overall strategy for

employee health and wellness

programs

CRE&F plays littleto no role in these

initiatives

Not applicable



17 14

28

19

11

13

1626

13 13

0

10

20

30

40

50

60

70

80

90

Organization-level strategy foremployee wellbeing (i.e., business led)

CRE&F strategy or goals aimed atsupporting employee wellbeing (i.e.,

CRE&F led)

Not considering

Under review

Pilot Implementation

Broad Implementation

Adopted as Standard

Strategy & Planning



31

18

27

27

3

5

13

20

11 15

0

10

20

30

40

50

60

70

80

90

Building accessibility (e.g.,walkability) commute convenience

Access to outdoor space /connection to nature

Not considering

Under review

Pilot Implementation

Broad Implementation

Adopted as Standard

Site Selection Criteria

Appendix – Program Development / Capital Initiatives


Building Design Standards

Appendix – Program Development / Capital Initiatives

34%

35%

38%

42%

43%

44%

48%

51%

52%

53%

55%

26%

28%

35%

21%

20%

33%

19%

25%

28%

26%

31%

19%

24%

14%

7%

7%

8%

7%

6%

7%

6%

8%

13%

3%

10%

12%

10%

12%

12%

14%

10%

12%

6%

0% 20% 40% 60% 80% 100%

Movement Encouraging Design

Activity-Based Work Options

Productivity Supporting Design

Low-Emission Materials

Water Quality

Workplace Acoustics

Air Quality

Thermal Comfort

Daylight & Views

Lighting Quality

Ergonomic Furniture



Occupier Experience & Amenities

Appendix – Program Maintenance / Operating Initiatives

13%

18%

20%

24%

24%

26%

29%

31%

43%

53%

18%

18%

18%

15%

33%

33%

39%

13%

35%

28%

12%

9%

19%

21%

21%

20%

12%

16%

6%

4%

19%

18%

14%

20%

16%

15%

14%

15%

10%

8%

0% 20% 40% 60% 80% 100%

Employee Concierge Services

Healthy Workplace Designer

Health Coach or Nutritionist

Wellness Committee

Fitness Amenities

Healthy Food Options

Personalized Work Schedules

Wellness Program Coordinator

Water Quality and Accessibility

Mental Health Counseling



Facilities Management

Appendix – Program Maintenance / Operating Initiatives

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Air quality / temperature management

Enhanced cleaning protocols

Chart Title



Order of Importance to your Organization(Low = Greatest importance).

2.7

3.7

4.0

4.1

4.1

4.6

4.9

0.00 1.00 2.00 3.00 4.00 5.00 6.00

Talent attraction programs

Corporate diversity and inclusion…

Innovation programs

Professional development programs

Employee health and wellness…

Corporate sustainability

Corporate philanthropy

Appendix – Program Management / Measurement


Effects of Health & Wellness Initiatives

11%

15%

35%

46%

48%

48%

65%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%


Not applicable

Improvement in employer-provided health screeningresults

Anecdotal evidence, observations, discussions

Reduction in absenteeism

Increase in employee retention

Improvement in Employee Engagement (viasurveys, etc.)



Where Success Has Been Identified

8%

18%

18%

19%

25%

27%

47%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0%


Improvement in employer-provided health screeningresults

Not applicable

Reduction in absenteeism

Increase in employee retention

No quantifiable results achieved

Improvement in Employee Engagement



Anticipated Level of Engagement by CRE&F Team in 1-2 Years

53%

38%

9% 0% 0%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Somewhatincrease

Significantlyincrease

No change Somewhatdecrease

Significantlydecrease



Description of CRE&F Leading Practices Implemented

• Created health clubs at certain locations and have changed food vendors. Installed bike racks and participated in funding the bike share program.

• Yoga classes

• Implementation of mother's rooms - meant to retain more female associates (law firm environment)

• Fitness center led by outside consultant and nutritionist.

• We have focused attention on ergonomics.

• Internal fitness centers, mindful activities, group meditation, healthy food options, etc.

• Well Building Program

• "Ergonomic furniture (e.g. sit stand desks)

• LEED Certification"

• Provide Nutrition Consultancy to the Employees on a regular basis.

• Sit/Stand desks for all employees. Very popular and well used.

• Better attention and detail to space from lighting to layout to increase communication, choice of work location, and flow.

• Non Smoking Campuses

• Health Surveillance

• Space layouts, options, ergonomics, employee engagement of the space, workplace strategy

• Calorie notification on café food, upgraded on site health and medical facilities, ALS Ambulance with trained paramedics 24x7 on site etc.

• Creation of New Work Environments for increasing numbers across campus - sit-to-stand desks, unassigned spaces, ergo support on seating, healthy building

initiatives, LEED Gold selection and cleaning standards, daylighting, etc.

• Occupational health run a number of initiatives each year - walk for well being, know your numbers

• Setting up new office standards in order to increase collaboration and well-being - construction "green offices" by using environmental friendly construction

materials in order to improve the overall comfort level in the office (AQI, climate, lighting,....) Created a Global Wellness Manager role and creating strategy and

action plans plus we have implemented this year a global fitness reimbursement program for all full time employees

• Customized health and fitness classes by site

• These will be a part of what is implemented at the new HQ location.

• Gyms and Clinics at every campus

• Integrating wellness programs and initiatives into site selection activities in addition to just green building certifications.

• Integrated physical and mental wellbeing initiatives

• Establishing an in-house health center

• Environmental quality of work spaces including materials selections, lighting, HVAC, acoustic considerations

Appendix – Program Elements / Practices

CORPORATE REAL ESTATE'S EVOLVING ROLE Wellness2015 … · • Workplace Wellness Program Strategy:...

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