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CBRE Group, Inc. is the world’s largest commercial real estate services and investment firm, with 2020 revenues of $23.8 billion and more than 100,000 employees (excluding affiliate offices). CBRE has been included on the Fortune 500 since 2008, ranking #128 in 2020. It also has been voted the industry’s top brand by the Lipsey Company for 20 consecutive years, and has been named one of Fortune’s “Most Admired Companies” for nine years in a row, including being ranked number one in the real estate sector in 2021, for the third consecutive year. Its shares trade on the New York Stock Exchange under the symbol “CBRE.”

CBRE offers a broad range of integrated services, including facilities, transaction and project management; property management; investment management; appraisal and valuation; property leasing; strategic consulting; property sales; mortgage services and development services.


CBRE Global Investors, combined with CBRE Clarion Securities and CBRE Caledon, is one of the world’s leading real asset investment managers with $122.7 billion in assets under management.

Built up over more than 40 years, our unparalleled platform is focused on real assets, giving our institutional clients access to real estate and infrastructure in the Americas, Europe and Asia Pacific. Our clients benefit from a complete range of investment solutions including equity and debt, direct and indirect, and listed and unlisted strategies.

Trammell Crow Company, founded in Dallas, Texas in 1948, is one of the nation’s oldest and most prolific developers of, and investors in, commercial real estate.The CBRE Global Investors and Trammell Crow Company platforms make up the Real Estate Investments division of CBRE Group.

The Real Estate Investments division is led by
Mike Lafitte, Global CEO, Real Estate Investments.


Regularly released content on the state of the real estate and infrastructure industry are produced by our subject matter experts and shared on their blogs. A selection of them can be found below.

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Column by Andrew Angeli, Head of Research & Strategy EMEA


Andrew Angeli

Head of European Real Assets Research

Views 1088 times


It’s time to return to the office. Are you ready? The commute, rarely pleasant in the first place, will be arduous. The experience of entering the building that you’ve worked in for years will be unfamiliar: equal parts clinical and penitential. The wait for the elevator will be long. Once in, elbows will be choosing your destination. You will be alighting on the 7th floor! The coffee will be even worse than you remember, and you will be discouraged from leaving the building for a better brew. A labyrinth of arrows on the office floor will dictate your movements. Chance encounters will need to be pre-booked and appropriately spaced. So, are you sure that you are ready to return to the office?

Of course, I embellish to make a point. But suffice to say, La Rentrée is going to be a decidedly curious affair. Yet we want it, in fact, many are clamouring to get back. Return to office surveys from commercial property agencies, leading architecture practices, major consultancies and the like are all evincing similar trends. Whilst WFH has functioned surprisingly well for many firms, it has its limitations, which are now becoming apparent. Junior members of staff crave social interaction with peers and a chance to shine in front of leadership. Senior members may have become quite comfortable with remote working, but they are struggling to recreate serendipitous information exchange.

This of course makes sense, physical premises are required to build corporate culture, champion team spirit and to provide a focal point for collaboration. The office is more than just physical space, but rather a platform for professional, business and personal development. Its confines are where a company can convey its mission and the value it places on collaboration and connection.  It’s where we create and innovate. It’s where companies foster a competitive edge in engaging and attracting talent. Hopefully the office is a safe space, and one providing a critical sense of common ground.

Being together in the office feeds a need for togetherness, whether we’re working side-by-side brainstorming a new idea on a flipchart, tackling a thorny problem at a colleague’s desk or acknowledging a friendly face across the cafeteria. There is power in the shared experience of rolling up sleeves—literally—and working on a shared objective. Being together virtually just doesn’t have the same magic.

After the profound experience that we have collectively endured, togetherness is what so many are yearning for. We want to return to the office, and we aspire to return to a better workplace than the one we left.