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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:

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.

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.

Checkmate.

Aggregation of multiple amenities into one integrated, branded ‘club.’

ANTONIA CARDONE, MCR.W Managing Director, Workplace Strategy & Change Management Strategic Consulting antonia.cardone@cushwake.com

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.

CHRIS MARRABLE Director

Strategic Consulting, Australia chris.marrable@ap.cushwake.com

MICHAEL COCCE Associate Global Occupier Services michael.cocce@cushwake.com

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