Corporate real estate strategy within architecture and engineering sectors is being reshaped by a combination of talent constraints, cost pressures, proximity to clients and client expectations, as well as technological change. These forces are influencing where firms locate and how they configure their portfolios.
Talent access remains the primary driver. As skills shortages persist in many markets, firms are reassessing their location strategies to secure access to specialist expertise. In a recent survey of the Savills global network of A&E real estate experts, 78% of respondents identified talent access as the most important factor shaping portfolio decisions. Talent ranks as the top locational driver in both the United States and EMEA, where competition for skilled professionals is most intense, and as the fourth most important consideration in Asia Pacific.
Access to skilled labour is the top locational driver in both the United States and EMEA.
Cost pressures are intensifying strategic trade-offs. Firms must balance access to high-quality labour pools with overall cost efficiency. Real estate costs rank as the second most important factor in CRE strategy, cited by 74% of respondents, while the cost of talent follows closely at 61%. Client proximity continues to influence location strategy. While talent access is increasingly shaping where firms concentrate larger offices, many A&E businesses still maintain smaller locations in key markets to support bidding, delivery and long-term client relationships.
Within A&E sectors, offices often act as showcases of technical capability and design philosophy. Many architectural practices are developing their workplaces as “living labs”, demonstrating how the future of work can be enabled through advanced spatial design, smart building systems and integrated technology.
Gensler's San Francisco office illustrates this approach. The space incorporates inclusive workplace design to support diverse working styles, with varied work settings across defined mood and activity zones. Advanced AV systems enable immersive hybrid collaboration, while real-time data is used to measure the impact of design interventions.
Sustainability commitments remain embedded in real estate decision-making. Increasingly, firms are seeking to demonstrate environmental leadership across their own portfolios, providing tangible examples of best practice to clients.
Ramboll provides an example of this in practice. Its global workplaces incorporate energy-efficient systems, sustainable materials and green certifications, alongside a transition towards low-carbon energy sources such as zero-carbon district heating. Delivering these outcomes requires close collaboration with landlords, particularly in securing access to building performance data.
Technological integration is reshaping space requirements. As AI and advanced digital tools become more embedded in design and engineering workflows, firms are placing greater emphasis on project spaces that support collaboration around complex models and data. This is increasing demand for technology-enabled spaces.
Return-to-office (RTO) policies are also shaping real estate strategy. Many firms are encouraging more consistent in-office attendance to support collaboration, mentoring and project delivery. As a result, organisations are placing greater emphasis on creating workplaces that support team-based working, knowledge sharing and hybrid collaboration.
These findings also align with insights from the latest Savills Industry Trends and Metrics Survey, highlighting the increasing importance of corporate real estate strategy across A&E sectors as firms balance talent needs, project delivery and portfolio efficiency.
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