However, this real estate lever is far from having been successfully and systematically activated by all players in the private and public sectors. In a general context of increased budgetary constraints and the search for ways to improve operational and financial performance, the more systematic optimization of real estate resources is becoming a major focus of action for major owners/users, both to achieve savings on expenses and to optimize or identify new revenues. This optimization work is all the more desirable when the room for maneuver is real and significant and when its implementation is not excessively complex, particularly in social terms.
Table of Contents
- Lever 1- Optimizing the use of space is the main way to reduceis the main lever for reducing real estatereal estate costs.
- Lever 2 – Re-examine the contractual relationship with lessors :
- Lever 3 – Act on real estate operating costs :
- Lever 4 – Improve revenues from real estate from real estate :
- Lever 5 – Mobilize the financial potential of real estate assets :
- Lever 6 – Optimize the organization of the real estate function :
- Lever 7 – Deploy the optimal information system :
Lever 1- Optimizing the use of space is the main way to reduce
is the main lever for reducing real estate
real estate costs.
As work patterns change, as well as organizational structures and staffing levels, workspaces need to be regularly resized and reconfigured, which very often highlights the existence of underutilized or poorly utilized space. Correctly allocate real estate resources according to needs and missions, consolidate sites and share premises with synergies, set synergies, setting space ratios by type of workstation, etc. are all ways of rationalizing locations and space: this work leads to the freeing up of space that can be returned to the company, if necessary or sold.
In addition, the densification of spaces with the application of optimized occupancy ratios and the emergence of new ways of work (shared spaces, teleworking, third third-party workplaces, nomadism, etc.) are also ways of also make it possible to free up square meters and consequently generate financial savings. financial savings.
Lever 2 – Re-examine the contractual relationship with lessors :
Over time, the occupancy cost of a property may become may be out of line with market conditions: renegotiating the amount of rent renegotiate rents with landlords can therefore be a source of savings. In a declining or more competitive market, tenants may find themselves in a position to renegotiate their leases. For the lessor, the risk of For the lessor, the risk of vacancy encourages him to enter into negotiations (on issues such as the amount of rent, rent-free periods, reduction of surface area reduction, landlord work, etc.) in return for a new commitment from the tenant. commitment from the tenant.
Lever 3 – Act on real estate operating costs :
Property operating costs are divided between building services costs (maintenance, fluid consumption, cleaning, etc.) and occupant services costs (IT, telephony, etc.). The analysis of costs by item and by building makes it possible to focus on the items with a high leverage effect. In particular, it appears that the coverage of maintenance and upkeep needs shows variability that is reflected in costs and/or in quality. Repositioning contracts on the right need and the right price, or modifying the strategy of internalization/outsourcing of real estate services, can result in a significant reduction in the overall bill.
More generally, in order to identify the potential for optimizing expenses in terms of services to the building and services to the occupant on the various sites, and thus to identify interesting margins for maneuver, it is necessary to at least :
- Control real estate costs;
- Define service levels for multi-technical and multi-service
- Have a well-thought-out outsourcing strategy
Lever 4 – Improve revenues from real estate from real estate :
Real estate can also be a source of the financial source to optimize for large owners, and more particularly for the public A room rented at a derisory price or a free surface not offered for rent are all examples of possible complementary revenues to be exploited. A room rented at a very low price or a vacant space not offered for rent are all examples of possible additional revenues that can be exploited. A work of the marketability of its assets can be of its assets may be appropriate in a budgetary context.
Lever 5 – Mobilize the financial potential of real estate assets :
Real estate is an asset: as such, it has a value and constitutes a potential source of financing. The mobilization of this resource translates into the valuation of assets and invested capital. The aim is to make the most of the assets in order to reallocate resources to higher yielding investments or new projects, or to deal with a problem of debt problems. An outsourcing with eventual return may be considered in order to upgrade the assets assets, improve their performance through a partner and/or generate cash.
Lever 6 – Optimize the organization of the real estate function :
For a long time, the real estate function remained unknown and poorly structured within companies. However, it has evolved considerably over the last few decades, both in its organization and in the scope of responsibilities covered. It has thus become a recognized function with a wide range of performance objectives;
Lever 7 – Deploy the optimal information system :
The information system is the support for the strategy and the operational vector of the business processes. It must be designed as a lever for implementing the organization’s strategic ambitions, and not just as a tool for implementing and operating the various activities and business processes. The management of the real estate function, without requiring a very sophisticated information system, requires a minimum of reference systems and management functions that are essential for controlling occupancy and costs. In addition, evolution of standards for the exchange In addition, the evolution of real estate data exchange standards and, more broadly, the sector’s digital developments, raise questions about the ability of systems to evolve in order to make them more agile and responsive, particularly in terms of customer service.
