Since the end of 2018, Colliers has been assisting Colas Group, a world leader in the construction and maintenance of transport infrastructure and a subsidiary of the Bouygues Group, in the organisation and development of its real estate portfolio, the creation of their Real Estate Group Department and the design of an internal digital real estate services platform. The decentralised group has around 2,500 sites worldwide, managed in a heterogeneous way and with varied and localised needs and potential. Colas approached us as part of their One Colas corporate project.
A heterogeneous real estate stock but with potential, with a non-optimised real estate cost, a need to refurbish sites with a combination of technical difficulties, accessibility, obsolescence or unfavourable activity, 25% of sites identified as non-permanent, a fragmented real estate function and an unprincipled management model.
Analysis of the value of industrial sites - realization of a real estate master plan for the Île-de-France region - definition of a real estate strategic roadmap in France - support in the creation of a Real Estate Group Department - design and implementation of a unique internal digital platform that centralizes real estate data - support in the steering and management of real estate assets in France, USA and Canada
We had defined several real estate objectives with Colas: optimise the territorial anchorage in France, favour leasing (except for industrial assets), make a greater effort to modernise and maintain, improve the quality of life at work and make the sites more attractive. As a first step, discussions with several Colas functions made it possible to identify five main key performance indicators for the sites:
- Proximity to business locations
- Proximity to the labour market
- Suitability for urban areas
- Accessibility of the area
- Dynamism of the property market
The teams were thus able to develop a predictive model based on a Geographic Information System to evaluate the location areas. The territorial, market and client data, aggregated in the GIS, made it possible to evaluate the performance of the audited sites and to define the relevant geographical location zones, to propose scenarios for optimising the territorial network: relocation, new locations, sites to be vacated, to be disposed of, etc., and thus to present a real estate roadmap for each asset.