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New Kids on the Block Generation Z and the Changing Office Workplace on the Chinese Mainland
An Important Demographic
The “new kids on the block”, or Generation Z, on the Chinese mainland are an increasingly important demographic in the region. Generation Z on the Chinese mainland are a unique cohort, having been shaped by economic growth, the one-child policy, and the rise of the Internet. As the office-based Generation Z employee cohort grows in number and significance on the Chinese mainland, so CRE practitioners will have to deepen their office workplace change management and office workplace strategy on this generation to ensure the office workplace is fully optimised for the future.
Questionnaire Survey: What proportion of your organisation’s current office-based workforce on the Chinese mainland fall within the Generation Z age group?
Source: Cushman & Wakefield Research
Needs Alignment – Crucial
Generation Z on the Chinese mainland look for collaboration, and a strong organisational culture. They seek office workplaces that promote wellbeing and inclusivity. According to our survey and Figure 16, “flexibility and a work-life balance”, “personalisation, comfort and the promotion of a sense of belonging” and “meaningful work and purpose” are the top three priorities cited by CRE practitioner respondents that are best catered to by their organisation’s office workplace on the Chinese mainland.
Questionnaire Survey: Looking at the priorities that Generation Z generally value, which priorities do you feel your organisation’s office workplace on the Chinese mainland caters to best?
Source: Cushman & Wakefield Research
Gaps Present
Our survey of corporate real estate (CRE) practitioners on the Chinese mainland and their perceptions on current and future office workplace optimisation for Generation Z in the region, revealed significant gaps between existing office working conditions and Generation Z expectations. The returned information and data underscores the urgency for organisations on the Chinese mainland to adapt their office workplaces and implement strategies that align with the evolving needs of the Generation Z demographic.
Questionnaire Survey: Looking to the future, what changes will your organisation look to make to ensure your office workplace on the Chinese mainland is appealing/even more appealing to your organisation’s Generation Z employees?
Source: Cushman & Wakefield Research
XSF – A Value-Add Tool
Cushman & Wakefield’s Experience per Square Foot (XSF) is a key metric for evaluating office workplace experience. In simple terms, XSF measures employee experience, wellbeing, and performance, while also defining the office workplace’s role within the occupier’s unique office workplace ecosystem. Lastly, office workplace strategy case studies that Cushman & Wakefield have worked on, on the Chinese mainland, clearly illustrate how XSF can be used to guide strategic decisions, improve employee wellbeing, enhance employee productivity, and ultimately optimise the office workplace for our clients in the region, including their Generation Z employee cohort.
Johnathan Wei, President, Project & Occupier Services, China, said, “To align with Generation Z’s unique characteristics and their expectations in the modern work environment on the Chinese mainland, office workplaces in the region need to integrate technology and create spaces that foster connection, wellbeing, sustainability and productivity.”
Lois Yang, Senior Associate Director, Workplace Strategy & Change Management, Occupier Services, China, said, “Organisations on the Chinese mainland should explore a workplace ecology that links people, purpose and place to better meet the needs of Generation Z in the region. Also, the strategies need to be implemented via a systematic approach in order to create the workplace that helps attract and retain talent.”
Shaun Brodie, Head of Research Content, Greater China, said, “Generation Z are digitally fluent; they desire flexibility, a work-life balance and have a strong focus on sustainability and social responsibility. Understanding these traits is crucial to curate the appropriate office workplace experience for this demographic. Through enhanced experience, this office workplace will not only be engaging and alluring to Generation Z talent but will also be that much more productive.”
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Hashtag: #Cushman&Wakefield
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About Cushman & Wakefield
Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In Greater China, a network of 23 offices serves local markets across the region. In 2024, the firm reported revenue of $9.4 billion across its core services of Valuation, Consulting, Project & Development Services, Capital Markets, Project & Occupier Services, Industrial & Logistics, Retail, and others. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit www.cushmanwakefield.com.hk or follow us on LinkedIn (
https://www.linkedin.com/company/cushman-&-wakefield-greater-china).
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Woodfibre LNG Marks 2025 as a Year of Construction Progress, Environmental Stewardship and Community Partnership
Over the past year, the project advanced from planning into visible, on-the-ground execution. Major construction milestones included the pouring of foundations for key modules, continued progress on marine piling, and further implementation of modular construction techniques designed to reduce on-site footprint while accelerating delivery timelines.
These advancements were achieved through close collaboration with project partners, suppliers and contractors, and in partnership with the Sḵwx̱wú7mesh Úxwumixw (Squamish Nation).
In 2025, Woodfibre LNG, a member of the RGE group of companies founded by Sukanto Tanoto, continued to operate its floatel workforce accommodation solution, designed to minimise pressure on local housing and community services. As of November, two floatels were in active operation, providing high-quality, safe and comfortable living conditions for the project workforce while supporting construction efficiency.
Environmental protection remained a central focus throughout the year. The project’s Marine Mammal Monitoring Programme, which includes hydroacoustic monitoring, exclusion zones and shore-based observation posts, delivered measurable outcomes by enabling real-time operational decisions, including pauses to marine activities when marine mammals entered exclusion areas.
In parallel, remediation of legacy materials from the former pulp mill site continued, with hundreds of thousands of tonnes of historical waste removed. These efforts have contributed to improving site conditions for both local communities and marine and terrestrial ecosystems in Howe Sound.
Woodfibre LNG’s Operator Training Programme, delivered in partnership with the Squamish Nation Training and Trades Centre and the British Columbia Institute of Technology (BCIT), progressed throughout the year. The programme’s first cohort of graduates transitioned into full-time roles, supporting the development of long-term, skilled local employment opportunities linked to the project.
Through its Community Partnership Programme (CPP), Woodfibre LNG continued to invest in local communities across the Sea-to-Sky corridor. In 2025, the programme surpassed $1 million in total grants since its inception, supporting initiatives in sports, healthcare, emergency services, arts and culture, and youth development.
Luke Schauerte, CEO of Woodfibre LNG, said, “2025 has been a year of significant progress for Woodfibre LNG. We are proud of what our team and partners have accomplished together and look forward to building on this momentum in the year ahead.”
With more than half of the project’s development now complete, Woodfibre LNG remains focused on advancing construction safely and responsibly, while maintaining strong partnerships with Indigenous communities, local stakeholders and regulators.
As the project looks ahead to 2026, Woodfibre LNG continues its work toward delivering lower-carbon, responsibly produced Canadian energy to international markets.
Hashtag: #RGE #PacificEnergy #PacificCanbriamEnergy #WoodfibreLNG #LNG #environment #partnerships #LNG #liquefiednaturalgas #energy #sustainability
The issuer is solely responsible for the content of this announcement.
About Woodfibre LNG
The Woodfibre LNG Project is owned by Woodfibre LNG Limited Partnership, owned 70 per cent by Pacific Energy Corporation (Canada) Limited and 30 per cent by Enbridge Inc. The Woodfibre LNG facility is being built on the site of the former Woodfibre pulp mill site, which is located about seven kilometres southwest of Squamish, B.C. Woodfibre LNG will source its natural gas from Pacific Canbriam Energy, a Canadian company with operations in Northeastern British Columbia. Pacific Canbriam is an industry leader in sustainable natural gas production. Woodfibre LNG and Pacific Canbriam Energy are subsidiaries of Pacific Energy Corporation Limited. Woodfibre LNG is the first industrial project in Canada to recognise a non-treaty Indigenous government, Sḵwx̱wú7mesh Úxwumixw (Squamish Nation), as a full environmental regulator.
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New Opportunities in Southeast Asia’s Digital Shift: Thailand Emerges as the New ASEAN’s AI Hub
The expansion of AI and data centers (DCs) in Thailand is driving several transformative trends:
- Changing data traffic patterns. As DCs multiply in Bangkok, Chonburi, and beyond, Thailand is evolving from a traditional data “transit point” into a regional “convergence hub.” East-west digital traffic is accelerating, with Thai DC clusters increasingly meeting the computing demands of Southeast Asia and the broader Asia-Pacific.
- Optimized data routing. Data flows that once relied on submarine cables via Hong Kong and Singapore are gradually shifting to land-based digital corridors linking China, Laos, and Thailand. This route reduces data transmission latency from southwestern China to Southeast Asia.
- Elevated business expectations. Demand is shifting beyond “sufficient bandwidth” toward “high-quality experience.” Thailand sits in a “latency sweet spot” for key Asia-Pacific markets, with latencies to Singapore, Vietnam, and Malaysia falling within an optimal range—a crucial advantage for latency-sensitive sectors like autonomous driving, telemedicine, and fintech.
New opportunities inevitably bring new challenges, and Thailand also addresses the following three challenges:
1. Massive traffic impacting existing networks: Compared with mature hubs like Singapore, Thailand has insufficient international submarine cables. A large volume of cross-border data still needs to be transmitted through detours. Meanwhile, as DC investments continue to accelerate, traffic will keep rising. Analysis shows that by 2029, Thailand’s DC capacity may reach 2000 MW, with cross-region traffic surging to 630 Tbps. The current network architecture is no longer capable of supporting such heavy traffic.
2. Latency advantages not fully realized: Despite its geographic advantages, Thailand’s network latency performance has yet to reach its full potential. Routes to key markets, like China, still require third-party transit. What’s more, traditional network scheduling lacks intelligent route selection capabilities, making it difficult to provide deterministic assurance for latency-sensitive services like financial transactions and real-time AI interactions.
3. Potential risks in network reliability: Thailand’s network reliability faces structural challenges. Single points of failure have previously caused hours-long interruptions to critical services, directly undermining enterprise users’ confidence.
To overcome these challenges, Thailand can take a systematic approach to upgrading its digital infrastructure, aiming to build next-generation AI-ready networks.
1. Building ultra-high-bandwidth “sea-land” connectivity. By actively introducing new submarine cables, Thailand can significantly enhance its connectivity with the Asia-Pacific region and the world. Meanwhile, accelerating the construction and expansion of key terrestrial cable routes—such as China-Laos-Thailand and Thailand-Malaysia-Singapore—will transform Thailand’s geographic advantage into a tangible connectivity advantage.
2. Optimizing network routes to create a regional low-latency core. Strengthening the Kunming-Laos-Thailand terrestrial cable route will continuously reduce transmission latency between China and Thailand, meeting the needs of real-time applications. In addition, the introduction of autonomous networks will enable automatic selection of the optimal, shortest route, shifting from “best effort” to “deterministic low latency.”
3. Designing a “never-interrupted” high-resilience architecture. Deploying active-active DC networks with millisecond-level switchover capabilities ensures the continuity of core services. Meanwhile, AI-driven intelligent O&M can reduce fault detection and diagnosis from hours to minutes.
Thailand’s booming AI and DC industries are driving rapid growth in regional and cross-border business demand. In this trend, network infrastructure construction centered on DCs is the core engine that drives AI transformation, propelling Thailand toward its vision of becoming the new AI hub for ASEAN.
Hashtag: #huawei
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MyRepublic Launches Card Sub, Singapore’s First Subscription Service for Trading Card Game Fans
Hashtag: #CardSub, #MyRepublic #MyRepublicCardSub #CardSubSG #TCG #GeeksUseUs
https://myrepublic.net/sg/
https://www.linkedin.com/company/myrepublic
https://x.com/myrepublic
https://www.facebook.com/MyRepublicSG/
https://www.instagram.com/myrepublicsg/
The issuer is solely responsible for the content of this announcement.
MyRepublic
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