JLL’s Future of Work 2026 survey gathers insights from Corporate Real Estate (CRE) decision-makers worldwide. Responses from Asia Pacific’s life sciences organisations reveal three shifts, drawing on responses from 91 decision-makers across the region:
- The sector is embracing AI while keeping people at its core
- The C-suite now measures CRE by productivity and innovation rather than traditional KPIs
- Portfolios are reshaping around R&D infrastructure
Human intelligence remains the cornerstone
AI’s impact on real estate is no longer in question. More than four in five (81%) APAC life sciences leaders expect it to significantly change how work is done over the next three to five years. What stands out is what they do not anticipate: a drastic replacement of the workforce. When asked how AI will reshape their organisation’s workforce, a clear majority (60%) of APAC life sciences CRE leaders favour continued workforce expansion over reduction. The preference for office-based collaboration (62%) is also notably stronger than the APAC average (52%). Growth plans focus on enhancing existing roles with technology and selectively adding AI talent, not eliminating jobs. Human intelligence remains the cornerstone of the sector’s future of work and AI will strengthen it, rather than replacing it.
Figure 1: APAC life sciences leaders’ expectation on organizations’ workforce
Source: JLL Future of Work Survey 2026, APAC life sciences respondents (n=91)
Productivity and innovation become the core CRE KPIs
The C-suite is also redefining what it expects of real estate. It is shifting CRE from cost centre to capability enabler. Employee productivity and organisational innovation support now top the list of CRE KPI’s, well ahead of traditional ambitions such as risk mitigation, energy efficiency and creating commute-worthy workplaces.
Figure 2: KPIs that are becoming critical for the CRE function in APAC Life Sciences
Source: JLL Future of Work Survey 2026, APAC life sciences respondents (n=91)
The CRE function in this sector is also pursuing long-term investment priorities. More than three-quarters (76%) prioritise long-term portfolio transformation over short-term cost savings. Yet 58% prefer streamlined, efficient operations. The mandate has two parts. First, invest in advanced technology infrastructure and research-grade facilities that enable innovation. Second, keep the wider estate standardised and cost-predictable.
Portfolios reshape around research infrastructure
These strategies are visibly reshaping portfolios. 80% of APAC life sciences organisations plan to expand their R&D laboratory footprint. Data centres show the widest gap. 44% plan expansion compared with just 6% reported in current portfolio. This reflects the computing demands of AI-augmented drug discovery. Capital is expected to be flowing to the assets that drive scientific output.
Figure 3: Portfolio expansion priorities by asset type
Source: JLL Future of Work Survey 2026, APAC life sciences respondents (n=91)
In conclusion, the future of work in APAC life sciences will be defined not by generic workplace transformation but by strategic focus. The sector views labs, data centres and computing capacity as sources of competitive advantage. The task for CRE leaders is to deliver on that vision. They must expand research infrastructure decisively while running the rest of the estate with discipline. Organisations that master this dual strategy will be best positioned to turn the region’s scientific ambition into results.
