Client story

JLL helps a global bank reduce its real estate footprint with a dynamic workplace strategy

Optimised space utilisation and smooth transition to new ways of working enhanced the efficiencies of the bank’s operations




Improved desk sharing ratio and increased space utilisation


A multinational bank headquartered in the UK wanted to centralise its operations in Noida, India. The firm’s operations were dispersed across two floors, and they wished to bring them under one facility. The purpose was to reduce real estate footprint, optimise space utilisation, reduce costs, and drive collaborative work to boost performance.

Their existing way of working was a combination of workstations for individual focus and official meeting spaces for formal meetings and collaboration. The client approached JLL seeking help in implementing a strategy that reduces their real estate cost through maximised use of space. The firm also wanted JLL to educate their 4,500+ employees about new ways of working and motivate them to adapt to the change that awaited them at work.


Understanding the client’s needs, JLL conducted a workplace utilisation study and workplace experience survey to gain insights into employee behaviour and work patterns. As the client aimed at aggressive desk-sharing, JLL used innovative workplace technologies, such as sensors, wayfinding and a desk booking system, to implement an environment that promoted the hot desk culture. Moreover, JLL also introduced neighbourhood planning, a clean desk policy and lockers for personal storage as additional facilitators of new ways of working.

The new space offers better collaboration spaces, such as touchdown desks, breakout areas and team tables for formal and informal interactions. Kiosks and phone booths provide a secured environment for online or offline client meetings.

We also launched a change management programme to help the workforce transition from traditional working culture to a more dynamic and agile work environment. We identified employees eager for change and nominated them as change champions to disseminate the message and encourage their respective teams. 


The workplace strategy that JLL introduced improved the desk sharing ratio to 1:30 with increased average daily peak utilisation of 90%. This hot desk system increased space efficiency by roughly 30% and space utilisation by 25% on average, reducing the real estate operations cost substantially.

Once the complete transition was over, JLL carried out a health check survey to assess the satisfaction level. The survey ensured all employees' physical and mental comfort in their new work set-up and established the sustenance of change.