Latest news with #workplaceflexibility
Yahoo
04-08-2025
- Business
- Yahoo
New Reeracoen × Rakuten Insight APAC Study Finds Singapore Ahead in Flexibility and ESG as Workforce Expectations Are Rising Across the Region.
SINGAPORE, Aug. 4, 2025 /PRNewswire/ -- As workforce expectations continue to evolve across Asia-Pacific in 2025, a significant new study by recruitment firm Reeracoen and research agency Rakuten Insight Global positions Singapore as a regional leader in workplace flexibility and sustainability-driven employment. At the same time, the study reveals emerging gaps between what talent expects and what employers are prepared to offer, both regionally and locally. The Reeracoen × Rakuten Insight APAC Workforce Whitepaper 2025 draws on insights from more than 12,000 professionals across 12 Asia-Pacific economies. It outlines how workers are prioritising hybrid work, values-led employment, and continuous development, even as companies slow hiring and recalibrate productivity targets. "Across APAC, we are seeing a structural reset in what people want from work," said Kenji Naito, Group CEO of Reeracoen. "Flexibility, purpose, and learning are no longer perks. They are expectations. Singapore is ahead of the curve on many of these fronts and offers a powerful case study for the region." Key Findings from Across APAC: "Flexibility Gap": 72% of workers want hybrid work models, but only 46% currently have access. Singapore and Vietnam lead in flexibility, while Japan and South Korea lag. Purpose Matters: 71% of APAC respondents say a company's sustainability and CSR initiatives influence their choice of employer. This rises to 82% in Vietnam and 79% in Singapore but drops to 48% in Japan. Learning is Essential: 65% cite skills development as their top career driver, but only 18% say their current employer leads that process, revealing a growing "learning leadership" gap. Mobility Rising: One in three APAC workers is open to overseas relocation. In Singapore, 43% are open to it; this is less than in Vietnam (62%) but more than in Japan (9%). Salary Expectations Are Rising: While employers face macroeconomic caution, 28% of APAC workers still expect salary increases exceeding 10%. Spotlight on Singapore Hybrid Work Access: Singapore ranks first among APAC markets, with 68% of workers offering hybrid work, more than 20 points above the regional average. Values Influence Job Choice: 79% of Singaporeans consider a company's CSR and ESG efforts when deciding where to work, placing Singapore among the top-ranked markets for value-driven employment. Local Over Global Mobility: Only 43% of Singaporeans are open to relocating abroad, reflecting a preference for domestic opportunities with progressive work environments. Top Motivators: Salary (82%), skill development (67%), and work-life balance (61%) remain the leading career drivers. While sectors like technology and finance continue to dominate white-collar hiring, employers in Singapore are shifting toward leaner teams, more precise productivity targets, and a growing emphasis on cultural fit. The report urges companies to balance cost discipline with workforce expectations to maintain long-term competitiveness. "Sustainable practices and purpose-led work cultures are no longer optional," said Shoichi Sunaga, Branch Manager of Reeracoen Singapore. "Today's candidates are actively screening for them." "In today's rapidly evolving job market, leveraging insights to understand what truly drives talent is not just beneficial, it's a non-negotiable competitive advantage," said Cheryl Ng, Country Director, Singapore at Rakuten Insight. "Such critical shifts shaping the future of work inform us how to balance cost efficiency while upholding core values and successfully attracting and retaining key talent." About the Study The whitepaper synthesises insights from over 12,000 respondents across the APAC region, including Singapore. It provides both regional analysis and market-specific breakdowns to support workforce benchmarking and strategic planning. About Reeracoen Singapore Pte Ltd Reeracoen is an award-winning leader in Asia's recruitment landscape, celebrated for connecting top-tier talent with forward-thinking organisations. With a strong presence across the region, we leverage our expansive networks and deep industry expertise to deliver innovative recruitment solutions tailored to the evolving needs of our partners. Operating across nine offices in six major Asian countries, Reeracoen upholds the highest standards of professionalism and service excellence. Our accolades and proven track record underscore our commitment to providing exceptional service quality and cross-border talent solutions, making us the preferred recruitment partner for businesses looking to thrive in the dynamic Asian market. For more information, visit and follow us on LinkedIn for the latest updates and insights. View original content to download multimedia: SOURCE Reeracoen Singapore
Forbes
25-07-2025
- Business
- Forbes
Hybrid Lie: Why 'Best Of Both Worlds' Strategies Deliver Poor Outcomes
David Meade is one of the world's leading keynote speakers, trusted by Fortune 500 brands to inspire their people. I keynote at conferences all over the world, for clients in every conceivable sector. Whether it's a software leadership retreat in Los Angeles or a finance sales kickoff in London, there's one sobering truth I see in hybrid businesses. Five years after the pandemic forced the grand remote experiment, many companies are failing at virtual and remote working. The Numbers Don't Lie The evidence paints a picture of widespread adoption with questionable execution. According to 2024 research from Zoom, 64% of business leaders report using hybrid models, with 82% planning to increase workplace flexibility further. Meanwhile, a Robert Half study found 48% of job seekers prefer hybrid roles, making it clear this isn't a passing trend. But here's where it gets interesting: A 2024 KPMG survey of 1,325 CEOs across 11 countries found that 83% expect their organizations to require a full return to the office within three years. That's a massive disconnect between what employees want and where leadership thinks they're heading. The Collaboration Mirage A comprehensive study from Harvard Business Review (registration required) of 720 employees across a financial services company reveals why hybrid work often feels like a mirage: promising from a distance but disappointing up close. The research, conducted by Peter Cappelli and Ranya Nehmeh, uncovered systematic problems that many organizations haven't recognized, let alone addressed. Consider this workplace scenario: You're a new hire trying to learn the ropes. In a traditional office, you'd naturally absorb knowledge by watching experienced colleagues handle difficult clients or navigate complex projects. You'd overhear conversations that provide context. You'd catch someone's eye when you're struggling and receive immediate help. In hybrid arrangements, that organic learning often evaporates. New hires can't learn by example because there's no one to watch, and conscientious peers can't see when newcomers are struggling. With an average monthly U.S. turnover of just over 3% (meaning more than one-third of the workforce changes annually), this isn't a minor issue. The KPI Trap When managers can't easily observe collaboration, they often default to tracking what's measurable: individual key performance indicators (KPIs) and task completion. Employees focus on meeting their individual targets at the expense of helping colleagues or working on collective tasks not explicitly part of their KPIs. This creates a vicious cycle. When someone needs help, colleagues often indicate they're "unavailable" online because they're focused on their own metrics. People often respond to requests for help only after finishing their own tasks, unless they have a personal relationship with the person asking. The Promotion Paradox Perhaps most concerning is how hybrid work is changing who gets ahead. In some cases, promoting the best individual performers into management jobs can lead to worse team performance. Yet that's exactly what's happening in many hybrid environments, where managers can easily track individual metrics but struggle to assess collaboration and leadership potential. Managers often have no real idea whether colleagues can get along with others, let alone manage them, because they rarely see them interacting with other people. Hybrid Work As Elite Privilege Here's where expert opinion sharply divides: Stanford economist Nicholas Bloom's 2024 research found that employees working from home two days a week are just as productive and likely to be promoted as those in the office full time. His study concludes that hybrid work is a "win-win-win" for productivity, performance and retention. But some argue this research primarily applies to highly educated professionals and may not translate to other roles or industries. Remote work is increasingly becoming a privilege for higher-income workers, creating a new workplace divide between those who can work flexibly and those who cannot. This debate reflects a fundamental question: Is hybrid work a universal solution or an elite perk that inadvertently reinforces workplace inequality? Recent Corporate Reversals The tide may be turning. Reports suggest major companies, including Amazon, AT&T and Dell, have ended hybrid work policies in 2024-2025, enforcing full-time office attendance. The Wall Street Journal (registration required) has highlighted the growing tension between employers and employees over return-to-office mandates, with some companies willing to lose talent rather than maintain flexible arrangements. These reversals suggest that many organizations have concluded the administrative burden and performance costs of hybrid work outweigh its benefits, at least as currently implemented. Evidence-Based Solutions For organizations committed to making hybrid work succeed, best practices are emerging: Require all team members to be in the office on the same designated days, with attendance tracked and enforced. The optimal number varies by collaboration needs: typically two to three days per week. Limit virtual meeting attendees to essential participants only. Institute a "cameras on or don't attend" policy. I've noticed successful fully virtual companies have processes in place to continually monitor meeting effectiveness. Include collaboration and mentoring in KPIs. Tell employees that responding promptly to help requests and assisting new hires will factor into bonuses and promotions. Partner new hires with experienced mentors. Map critical cross-team interactions and bring groups together for working lunches. Use community volunteering to build personal relationships around meaningful shared goals. The Bottom Line Hybrid work isn't inherently broken, but many implementations are. Like any complex system, it requires intentional design, consistent execution and ongoing adjustment. I've noticed the companies succeeding with hybrid arrangements treat it as a management discipline, not an employee perk. The choice business leaders face is stark: Either invest in the infrastructure, policies and management practices needed to make hybrid work effective, or acknowledge that you're destined to lose people, productivity and performance to another business that is taking hybrid seriously as a strategic strength. Half-measures (the current approach at many organizations) deliver neither the flexibility employees want nor the performance outcomes businesses need. In the hybrid work equation, execution isn't everything. It's the only thing. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
24-07-2025
- Business
- Forbes
15 Ways Companies Can Support Working Parents During School Breaks
For working parents, juggling childcare and job responsibilities becomes even more complex during school breaks, and these employees need support from their workplace. Flexibility on work location and hours is a good start, but there are many other creative ways employers can ease this burden. To help businesses create a more inclusive and family-friendly workplace, Forbes Human Resources Council members share 15 smart strategies for supporting working parents beyond flexible scheduling. From offering backup care options to planning family-friendly company events, your proactive support as a leader can boost morale and foster loyalty and long-term retention. 1. Destigmatize Time Off For Childcare Employers must destigmatize time off for childcare, including school breaks and parental leave, especially for men. Goldin's "motherhood penalty" research shows why this matters. HR needs to understand these patterns to foster true workplace equality and encourage men to take leave, normalizing it for everyone. - Erika Andersson, Allshares 2. Offer Dependent Care Flexible Spending Accounts Employers can offer a dependent care FSA that allows employees to save pre-tax deductions from their paycheck for summer camps and childcare needs or partner with local summer camps and childcare providers to offer stipends. Employee resource groups are also a great resource of shared experiences, support and often have creative solutions to everyday challenges. - Crystal Williams, Corpay 3. Make The Workload More Manageable Employers can support working parents by encouraging time off and making work more manageable. This includes back-up care options, fewer meetings, more on-demand or independent work and relaxed summer hours. Small things like offering a stipend for camp or being clear that it's okay to take time off can go a long way. Managers should also plan ahead and show understanding during these busy times. - Amy Cappellanti-Wolf, Dayforce 4. Establish Parent Support Networks In addition to providing flexible spending accounts, daycare support and personal time off for parents, employers could establish a support network for parents with children of similar ages and in the same area. These networks can be beneficial for parents looking to share transportation and arrange playdates. Also, financial benefits for sports or educational activities could be helpful. - Kevin Walters, Top DEI Consulting 5. Offer Subsidized Programs And Caregiving Resources Caregivers who work full-time are juggling a lot, and they often feel stretched pretty thin. Alongside flexibility, employers can support their employees with subsidized programs, like childcare or day camps, and caregiving support resources, like mental health. Above all else, ask your employees what they need most to help them balance caregiving, work and personal life successfully. - Marcy Klipfel, Businessolver Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 6. Consider Alternatives To Meetings Consider alternative forms of communication to reduce the number of meetings. By having less on their schedule, working parents will have more flexibility in their days, allowing them to manage camp pickups and drop-offs between emails and projects. - Caitlin MacGregor, Plum 7. Ask What Employees Actually Need Flexibility isn't just about where you work—it's also about when, how much, with whom and what kind of work. To support working parents, especially during school breaks, ask them what they actually need, instead of just offering token perks. Design roles with adaptable time, workload and team setups. True support means fitting work around life, not the other way around. - Prithvi Singh Shergill, Tomorrow @entomo 8. Offer Care Stipends And Tailored PTO School breaks test more than logistics—they test your culture. Go beyond flexibility with care stipends, tailored PTO options and peer networks for support. Train managers to lead with empathy, not exception. When support is proactive and policies reflect lived realities, performance rises, and retention becomes a byproduct of belonging. - Apryl Evans, USA for UNHCR 9. Implement Summer Hours Implement "summer hours"—such as shortened workweeks, early Friday closures or reduced meeting schedules during summer months. Offering this enhanced seasonal flexibility allows parents to better manage childcare responsibilities and family commitments. - Britton Bloch, Navy Federal 10. Offer A Lifestyle Spending Account Offer a lifestyle spending account (LSA) to offset childcare expenses during summer months or to pay for summer camps and related programs. Funds may also be used to pay for games and hobbies, outdoor activities, entertainment expenses, healthy food options, travel and other approved expenditures. Because LSAs can be used by all employees and not just working parents, it's a highly inclusive option. - Lori Landrum, Heights Tower Service, Inc. 11. Be Empathetic Support starts with empathy. Respect boundaries, trust employees to manage their time and invest in their growth. When people feel seen, supported and set up to succeed—at home and work—they stay engaged, motivated and loyal. - Jamie Aitken, Betterworks 12. Make Sure Parents Feel Welcome And Supported Employers need to make sure that working parents feel welcome and supported at work. Flexible hours, working from home or job-sharing are all good tools. However, don't discount the value of employee support programs or parent social groups as a safe place to talk about any problems. Lastly, educate managers on how to help parents in the best way possible. - Dr. Nara Ringrose, Cyclife Aquila Nuclear 13. Encourage PTO During School Breaks Employers must actively promote an environment where parents feel empowered and supported in taking that time off during school breaks. This means eliminating any unspoken pressure or fear of reprisal for taking leave. Managers should proactively discuss upcoming school breaks with their teams, inquire about their plans and encourage them to schedule their time off to plan schedules accordingly. - Sherry Martin 14. Provide Employee And Family Assistance Programs School breaks are a great time to highlight your employee and family assistance program (EFAP), reminding caregivers of the resources and referrals available. Many EFAPs offer concierge-like services to connect employees with local childcare, camps and learning programs. Consider partnerships with discount providers or community groups to ease costs. - Jennifer Rozon, McLean & Company 15. Build A Culture That Encourages Time Off Whether parents or not, employers should actively encourage the use of paid time off to their workforce, reinforcing that rest is essential for sustained performance. This is especially important for working parents, who often face added demands during these periods. Promoting a culture that normalizes time off helps prevent burnout and supports overall well-being across the workforce. - Dr. Timothy J. Giardino,
Zawya
02-07-2025
- Business
- Zawya
Cushman & Wakefield and Corenet Global Release New Survey Results On "What Occupiers Want"
Cost remains king, but talent, flexibility, and service are reshaping real estate strategy globally HONG KONG SAR - Media OutReach Newswire - 2 July 2025 - Cushman & Wakefield (NYSE: CWK), in partnership with CoreNet Global, the global professional association for corporate real estate, has released new survey results revealing how corporate real estate (CRE) priorities are evolving in response to cost pressures, shifting organizational models, a stabilizing office footprint, and the growing demand for workplace flexibility and service. Findings from the What Occupiers Want 2025 survey—reflecting the views of CRE decision-makers across the Americas (52%), EMEA (34%) and APAC (14%)—highlight an industry at a strategic crossroads, as companies balance traditional cost control measures with new imperatives around talent, culture, and portfolio agility. The views represent approximately 8.1 million employees globally and approximately 340M square feet of floor area. "The survey shows that while cost discipline remains essential, organizations are increasingly recognizing that real estate decisions directly impact employee experience, engagement, and overall business performance," said Despina Katsikakis, Global Lead, Total Workplace Consulting at Cushman & Wakefield. "This marks a critical opportunity for CRE leaders to shape strategies that deliver both financial and workforce value." Cost Still Reigns, but Uncertainty Dominates Decision-Making Cost control remains the top driver of corporate real estate decisions globally, as CRE leaders face continued pressure to reduce or optimize spending. Financial KPIs—particularly cost, efficiency, and space utilization—still dominate strategy. However, uncertainty looms large. Political instability, changing workplace behaviors, and unclear ROI metrics have left many organizations hesitant to act boldly. Compounding this, environmental, social, and governance (ESG) priorities—once on the rise—have slipped back to pre-2021 levels in global importance, though they remain a top concern in EMEA and APAC regions. CRE Organizational Models Are Evolving—And Metrics Must Keep Pace One of the report's most striking findings: nearly one-third (29%) of companies that recently changed their CRE reporting structure now have real estate teams reporting to Human Resources. "This shift highlights a growing understanding that corporate real estate is about people, culture, and experience—not just space and cost," said Katsikakis. "But to make this evolution meaningful, organizations need new performance metrics that link workplace investments to employee experience, engagement, and productivity—not just financial outcomes." Despite these organizational changes, most companies continue to rely heavily on traditional financial measures. The report calls for a balanced scorecard approach that bridges the gap between cost control and workforce impact. Downsizing Has Peaked as Occupiers Stabilize Portfolios After several years of footprint reduction, the era of mass downsizing appears to be over. Only 32% of companies plan further space cuts, while 1 in 8 occupiers plan to expand their footprint. Meanwhile, average office lease sizes have grown by 13% since 2023. Office utilization rates are stabilizing as well, with global occupancy levels settling between 51% and 60%—still below pre-pandemic norms but rising steadily as more firms implement structured return-to-office policies. Landlords Must Step Up as the Office Becomes a Service Tenants are demanding more from their landlords—85% of occupiers now expect landlords to provide enhanced amenities, services, and workplace experiences, and nearly half (46%) are willing to pay a premium for these upgrades. Top-tier office space commands a nearly double-digit rental premium as a result. Yet there remains a gap between expectation and delivery: only 60% of employees believe their current workplace fully supports collaboration, relationships, and culture-building—the very elements that draw people back to the office. Flexible Location Strategies Are the New Talent Imperative Flexible hiring practices are now standard, with 61% of companies adapting their real estate strategies to access diverse talent pools across multiple geographies. Regional trends show varied approaches: In the Americas, hybrid and country-level hiring dominate. EMEA firms favor selective global hiring where presence already exists. APAC leads in expanding remote hiring options. Technology talent remains in high demand, particularly in APAC, where growth outpaces that of the Americas and EMEA. The 2025 What Occupiers Want survey reveals a CRE industry in transition: while cost pressures remain paramount, leading organizations are redefining value beyond financial savings. "To drive meaningful impact, CRE leaders must champion new, integrated performance frameworks that reflect the true business value of the workplace," said Katsikakis. "Real estate decisions are no longer just about the bottom line—they're about workforce performance, culture, and competitive advantage." Spotlight: Chinese Mainland On the Chinese mainland, occupier strategies are aligning with the broader Asia Pacific trends – but with distinct local drivers. Companies continue to prioritize cost optimization and footprint efficiency, but there is a growing shift toward premium office space in core business districts, especially among financial, professional services, and high-tech sectors. Return-to-office policies are further along compared to other global markets, with hybrid models giving way to more structured, on-site work requirements. Occupiers are seeking environments that enhance collaboration, innovation, and talent retention – particularly in Shanghai, Beijing, and Shenzhen, where talent competition remains intense. "Occupiers in China are increasingly focused on quality—not just in location and amenities, but in how the workplace supports business strategy and employee wellbeing," said Jonathan Wei, Head of Project and Occupier Services, China at Cushman & Wakefield."Landlords who can deliver integrated, experience-driven environments with flexible, tech-enabled solutions are strongly positioned to attract and retain long-term tenants." Hashtag: #Cushman&Wakefield The issuer is solely responsible for the content of this announcement. About Cushman & Wakefield Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In Greater China, a network of 23 offices serves local markets across the region. In 2024, the firm reported revenue of $9.4 billion across its core services of Valuation, Consulting, Project & Development Services, Capital Markets, Project & Occupier Services, Industrial & Logistics, Retail, and others. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit or follow us on LinkedIn ( Cushman & Wakefield
Malay Mail
02-07-2025
- Business
- Malay Mail
Cushman & Wakefield and Corenet Global Release New Survey Results On "What Occupiers Want"
Cost remains king, but talent, flexibility, and service are reshaping real estate strategy globally In the Americas, hybrid and country-level hiring dominate. EMEA firms favor selective global hiring where presence already exists. APAC leads in expanding remote hiring options. HONG KONG SAR - Media OutReach Newswire - 2 July 2025 - Cushman & Wakefield (NYSE: CWK), in partnership with CoreNet Global, the global professional association for corporate real estate, has released new survey results revealing how corporate real estate (CRE) priorities are evolving in response to cost pressures, shifting organizational models, a stabilizing office footprint, and the growing demand for workplace flexibility and from the What Occupiers Want 2025 survey—reflecting the views of CRE decision-makers across the Americas (52%), EMEA (34%) and APAC (14%)—highlight an industry at a strategic crossroads, as companies balance traditional cost control measures with new imperatives around talent, culture, and portfolio agility. The views represent approximately 8.1 million employees globally and approximately 340M square feet of floor area."The survey shows that while cost discipline remains essential, organizations are increasingly recognizing that real estate decisions directly impact employee experience, engagement, and overall business performance," said"This marks a critical opportunity for CRE leaders to shape strategies that deliver both financial and workforce value."Cost control remains the top driver of corporate real estate decisions globally, as CRE leaders face continued pressure to reduce or optimize spending. Financial KPIs—particularly cost, efficiency, and space utilization—still dominate uncertainty looms large. Political instability, changing workplace behaviors, and unclear ROI metrics have left many organizations hesitant to act boldly. Compounding this, environmental, social, and governance (ESG) priorities—once on the rise—have slipped back to pre-2021 levels in global importance, though they remain a top concern in EMEA and APAC of the report's most striking findings: nearly one-third (29%) of companies that recently changed their CRE reporting structure now have real estate teams reporting to Human Resources."This shift highlights a growing understanding that corporate real estate is about people, culture, and experience—not just space and cost," said Katsikakis. "But to make this evolution meaningful, organizations need new performance metrics that link workplace investments to employee experience, engagement, and productivity—not just financial outcomes."Despite these organizational changes, most companies continue to rely heavily on traditional financial measures. The report calls for a balanced scorecard approach that bridges the gap between cost control and workforce several years of footprint reduction, the era of mass downsizing appears to be over. Only 32% of companies plan further space cuts, while 1 in 8 occupiers plan to expand their footprint. Meanwhile, average office lease sizes have grown by 13% since utilization rates are stabilizing as well, with global occupancy levels settling between 51% and 60%—still below pre-pandemic norms but rising steadily as more firms implement structured return-to-office are demanding more from their landlords—85% of occupiers now expect landlords to provide enhanced amenities, services, and workplace experiences, and nearly half (46%) are willing to pay a premium for these office space commands a nearly double-digit rental premium as a result. Yet there remains a gap between expectation and delivery: only 60% of employees believe their current workplace fully supports collaboration, relationships, and culture-building—the very elements that draw people back to the hiring practices are now standard, with 61% of companies adapting their real estate strategies to access diverse talent pools across multiple geographies. Regional trends show varied approaches:Technology talent remains in high demand, particularly in APAC, where growth outpaces that of the Americas and 2025survey reveals a CRE industry in transition: while cost pressures remain paramount, leading organizations are redefining value beyond financial savings."To drive meaningful impact, CRE leaders must champion new, integrated performance frameworks that reflect the true business value of the workplace," said Katsikakis. "Real estate decisions are no longer just about the bottom line—they're about workforce performance, culture, and competitive advantage."On the Chinese mainland, occupier strategies are aligning with the broader Asia Pacific trends – but with distinct local drivers. Companies continue to prioritize cost optimization and footprint efficiency, but there is a growing shift toward premium office space in core business districts, especially among financial, professional services, and high-tech policies are further along compared to other global markets, with hybrid models giving way to more structured, on-site work requirements. Occupiers are seeking environments that enhance collaboration, innovation, and talent retention – particularly in Shanghai, Beijing, and Shenzhen, where talent competition remains intense."Occupiers in China are increasingly focused on quality—not just in location and amenities, but in how the workplace supports business strategy and employee wellbeing," said"Landlords who can deliver integrated, experience-driven environments with flexible, tech-enabled solutions are strongly positioned to attract and retain long-term tenants."Hashtag: #Cushman&Wakefield The issuer is solely responsible for the content of this announcement. About Cushman & Wakefield Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In Greater China, a network of 23 offices serves local markets across the region. In 2024, the firm reported revenue of $9.4 billion across its core services of Valuation, Consulting, Project & Development Services, Capital Markets, Project & Occupier Services, Industrial & Logistics, Retail, and others. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit or follow us on LinkedIn (
