What the future of work looks like for life sciences

A focus on innovation, talent, and cost-effectiveness is driving life sciences leaders to shake up traditional lab spaces.

Nearly half of life sciences leaders surveyed by JLL in the latest Future of Work Survey cited innovation as their top real estate priority, surpassing the global average of 37% across industries. They also expect their labs and workplaces to help in lowering operational costs and recruiting top talent.

“Innovation is at the heart of drug discovery, and having the right talent is essential to achieving these scientific breakthroughs,” says George Beaton, EMEA Life Science Research Lead, JLL.

To remain competitive, life sciences companies are leveraging technologies like artificial intelligence (AI) and automation to modernize their research facilities.

Traditional labs, once reliant on manual processes, are increasingly integrating automation tools and AI models to streamline operations and boost efficiency.

Up to 85% of life sciences professionals believe AI is equipped to solve major real estate challenges, according to the JLL survey.

“Technology will change the way labs are designed and upend the way lab work is done,” says Beaton. “Many routine lab tasks will soon be automated, freeing up scientists to pursue more complex research and potentially broadening the scope of roles for life sciences professionals.”

While technology is often at the center, human connection remains a critical component of innovation. A recent industry survey found that most life sciences professionals value in-person collaboration and being in close proximity to fellow colleagues.

“Life sciences companies need to draw inspiration from other sectors to create inspiring, collaborative spaces where scientists can connect and ideate to foster innovation,” says Beaton.

Beyond the lab itself, the surrounding environment also plays a crucial role in attracting and retaining top talent.

“Labs need the ‘wow factor’ in terms of location and amenities to stand out in the competitive talent market,” says Beaton. “When employees are satisfied with their work environment, their engagement is much stronger, and their productivity is likely to increase dramatically.”

Life sciences professionals often prioritize dining options and convenient transportation as the top amenities they want near their labs, but also value wellness features like green spaces and fitness facilities.

In Asia Pacific, leading science and innovation parks are striving to set new benchmarks in terms of amenitization, according to Colin Bridge, Director, Industries Research, APAC, JLL.

“These parks offer a diverse range of amenities, including hotels, sports facilities, residences, event spaces as well as a variety of F&B options,” says Bridge. “This makes them increasingly attractive locations to live, work, and play.”

A prime example is the Hong Kong Science and Technology Park, which houses shared living accommodation with smart-living technologies within the modern campus, complete with facilities including restaurants, a clubhouse, activity rooms, and a barbecue area.

Many science and innovation parks, often anchored by leading universities, have risen to global prominence as life science clusters due to their proximity and access to top industry talent.

“These institutions are highly regarded for their life sciences faculties and offer a wide range of highly specialized courses,” says Bridge. “Many of their students find employment within the park upon their graduation.”

This targeted approach ensures a steady stream of highly skilled talent, making these parks highly sought-after locations for life sciences companies, he adds.

To strengthen their ability to attract top talent, some pharmaceutical companies are even leasing premium office space for their labs in convenient city center locations, shifting away from traditional suburban sites.

Amid increasing competition, life sciences companies are under pressure to innovate, attract top talent, and control costs. A key strategy to achieve this balance is through optimizing their real estate portfolios.

One such approach is sale-leaseback, a transaction where an owner sells an asset to an investor before leasing it back. In Europe, for instance, more large companies are turning to this strategy to reduce ownership costs while retaining the use of the asset through a long-term lease arrangement.

“This frees up capital to reinvest in innovation and growth, while allowing companies to adapt to changing research needs and scale their operations as required,” says Beaton.

Outsourcing real estate functions, from lease administration and facilities management, is also gaining traction, with life sciences companies expected to outsource over 60% of these functions by 2030.

“Cost efficiency is one of the main drivers for outsourcing in life sciences, but the ultimate goal is still to accelerate innovation,” says Beaton. “By leveraging these strategies, companies can empower their talent to stay focused and pursue new, novel discoveries.”