Balancing premium growth with market inclusivity in Singapore’s office sector
Structural shifts towards higher-value activities sustain rental growth in the prime Grade A segment; the challenge will be to create space for businesses at all stages of growth
[SINGAPORE] The Republic’s 60-year economic journey is visible in its evolving skyline. What was once a manufacturing hub has transformed into a high-value economy, creating a gleaming testament to growth and Asia’s premier business hub. Amid this skyline remain the older commercial buildings which are increasingly dealing with the winds of change. This duality of new and old presents Singapore with its next great challenge: balancing high-value economic ambition with market inclusivity.
The strategic ascent
Singapore’s economic strategy has been deliberate and effective. Recognising limited land and labour resources, authorities have encouraged companies to locate sophisticated operations within Singapore.
Over the years, more labour-intensive functions have moved elsewhere in the region. Recent tightening of immigration policies and higher minimum salary thresholds for work visas have increased hiring costs. This has prompted companies to base regional back-end staff in lower-cost South-east Asian countries while maintaining high-value functions in Singapore.
This approach supports Singapore Economy 2030, aiming to increase the Modern Services cluster’s value-add by 50 per cent by 2030.
Focusing on finance, professional services and IT creates roles requiring advanced digital skills, strategic thinking and innovation capacity. These high-value activities maximise economic output per square foot of precious Singapore real estate. According to the Ministry for Trade and Industry (MTI), the financial services sector achieved real value-added growth of 6.8 per cent a year from 2016 to 2021.” *See Amendment note
Corporate evolution in action
The corporate landscape in Singapore’s Central Business District (CBD) tells this story clearly. Standard Chartered Bank maintains its regional headquarters (HQ) in Marina Bay Financial Centre Tower 1, having relocated processing and call centres to Malaysia and India. Its Singapore office now focuses on complex financial products, wealth management and fintech innovation, generating higher revenue per employee.
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Pharmaceutical giant GSK maintains sophisticated biomedical manufacturing operations in Singapore, having moved basic production offshore. Its Singapore operation now serves as HQ for its global general medicines business and regional HQ for Greater China and emerging markets. It focuses on complex biologics production and research and development, rather than basic tablet manufacturing which has shifted to Thailand and India.
Even manufacturing companies have adapted. Tetra Pak recently closed its packaging production facility in Jurong. The company consolidated manufacturing across the region. It retained core functions such as business management, IT, finance and marketing in Singapore. Its move from Jurong to Labrador Tower shows a shift from industrial operations to knowledge-based work.
Office market patterns and the 21-year itch
This economic evolution has created a growing split in Singapore’s office market. JLL’s review of 87 tenant moves to four recently completed premium buildings – IOI Central Boulevard Towers, Guoco Midtown, CapitaSpring and Keppel South Central – shows a pattern of an emerging market transformation.
Growth trumping uncertainty is perhaps the most revealing trend with 49 per cent of these relocations being expansion-driven despite global economic headwinds. Financial powerhouses are among companies that have relocated. With Morgan Stanley having secured spaces exceeding 107,000 square feet, it signals strong business confidence in Singapore’s future.
The “21-year itch” phenomenon is evident as companies exit ageing buildings. Those relocating to the four Grade A developments are leaving facilities averaging more than 21 years old. This flight to quality was the primary motivation across all four buildings – from 24 per cent of tenants at IOI Central Boulevard Towers to 100 per cent at Keppel South Central.
JLL’s data also shows a shift from flex spaces to permanent ones. Some 15 per cent of new premium tenants are graduating from flexible workspaces to permanent offices. Fintech firms such as Coinup and AppLovin lead this trend, suggesting Singapore’s high-growth startup ecosystem is maturing.
Cluster power is evident as clear industry specialisations emerge in specific buildings. IOI Central Boulevard Towers has become a magnet for legal firms, Guoco Midtown attracts luxury retailers and pharmaceuticals, while CapitaSpring has become the destination for financial services.
These movements have created two distinct market segments: premium buildings commanding ever-higher rents and ageing buildings facing increasing vacancy and pressure to redevelop.
The balancing act ahead
These market trends create opportunities and challenges for Singapore’s commercial real estate landscape. The flight to quality concentrates demand in newer buildings, allowing landlords to maintain pricing power despite JLL Research reporting five consecutive quarters of modest growth for Singapore office rents.
A widening rent gap between older Grade B or B+ buildings and premium Grade A developments is emerging, presenting a significant market challenge. While high-value companies willingly pay premium rents for sophisticated spaces, mid-tier firms that contribute significantly to Singapore’s diverse business ecosystem often lack the resources to compete for top-tier space.
Older buildings now face what we call the addition and alteration imperative. JLL’s data shows that tenants demonstrate a clear willingness to pay substantially more for modern amenities and sustainability features. Building owners must either undergo significant upgrades or risk obsolescence in an increasingly bifurcated market.
This market division shows remarkable resilience against economic uncertainty. In previous cycles, uncertainty depressed the entire office market. Today, the concentration of strategic functions in Singapore creates a stable demand base for premium spaces.
The Amazon Effect illustrates this shift, with the tech giant’s consolidation from four scattered locations to a massive 369,000 sq ft space signalling a broader corporate strategy where maximum efficiency in landmark buildings trumps distributed footprints.
European financial institutions further reinforce this trend, establishing strategic footholds in Singapore. Credit Agricole, VP Bank and Unicredit have all moved into premium office spaces, positioning Singapore as the bridge between Western capital and Asian opportunity.
A sustainable path forward
How the market responds to this bifurcation will determine Singapore’s commercial real estate’s future. For building owners, differentiation strategies become crucial. While government schemes may offer incentives, market-driven solutions will likely prove most effective. Innovative asset repositioning strategies, going beyond cosmetic upgrades to deliver genuine value enhancement, will separate winners from losers.
For tenants, especially mid-tier companies, alternative location strategies and flexible space solutions offer viable pathways. The Flex-to-Perm Revolution seen among fintech firms suggests that a new tenant journey emerging. This creates opportunities for landlords to develop growth pathways within their portfolios.
The pull factor shown by the four buildings analysed by JLL is fuelling the cluster power where specific buildings become magnets for particular sectors. This organic shift creates value opportunities for both landlords and tenants.
IOI Central Boulevard Towers’ emergence as a legal sector hub and CapitaSpring’s appeal to technology-forward financial services demonstrates how strategic positioning can create premium value even within the Grade A segment.
Long term, Singapore’s commercial real estate market appears positioned for resilience. Despite potential short-term fluctuations, the structural shift towards higher-value activities creates a foundation for sustained rental growth in the prime Grade A segment.
This rental dynamic reinforces Singapore’s market positioning as a regional command centre, attracting premium rents for high-value business functions while more cost-sensitive operations relocate regionally.
As Singapore celebrates its remarkable six-decade journey, its economic transformation stands as perhaps its greatest achievement. By recognising its constraints early and deliberately moving up the global value chain, Singapore has created a template for sustainable economic development.
The next challenge will be ensuring that this model remains inclusive and adaptable. Singapore must create space for businesses at all stages of growth while continuing to attract high-value functions. If Singapore can successfully navigate this balancing act, it will secure its continued prosperity and offer valuable lessons to cities worldwide facing similar constraints.
Tahlil Khan is executive director, leasing advisory, and James Short is senior director, leasing advisory, at JLL Singapore
*Amendment note: This story has been amended for clarity on government data.
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