Conflicting requirements of clinical and corporate spaces pose major challenge for FM and NHS space planners…

Technology fragmentation is costing NHS Trusts both money and efficiency, while the unique difference between clinical and corporate workforce requirements is hampering NHS efforts to make its existing workspace work harder. That’s according to the findings of a new virtual NHS seminar hosted by workplace solutions provider HubStar.

With the NHS estate already one of the largest publicly owned property portfolios in Europe, the virtual seminar examined the mounting challenge of how to make existing NHS spaces work smarter without the budget for major investments.

The insightful online discussion included three senior leaders from NHS property and estates departments: Leigh Whitbred from NHS South West London ICB, Philip Boorman from Sussex Partnership NHS Foundation Trust, and David Mander from Royal Berkshire NHS Foundation Trust.

The event was chaired by Joe Harris, Director of Business Development at HubStar, a leader in advanced workplace technology designed to enhance the day-to-day operational needs of hospitals and healthcare facilities.

The virtual seminar found that technology fragmentation is prevalent across the NHS, with key tools such as space booking, access control, motion sensors, and Wi-Fi analytics rarely fully integrated—even in the same building.

As Philip Boorman from Sussex Partnership NHS Foundation Trust told the online attendees: “We’re very good at reinventing the wheel in the NHS. We’ll have one system for booking, another for workplace management, another for sensors, but none of these systems talk to each other.”

The attendees heard that this technology fragmentation is leading to higher costs because NHS Trusts are unable to save money on bundled technology solutions or platforms. Additionally, siloed data means there is no unified view of space utilization. Incompatible booking systems are also preventing Trusts from sharing underutilized spaces with neighbouring NHS services, resulting in inefficient space management.

The seminar heard that the NHS can no longer afford to treat space as an unlimited resource. With Trusts like Royal Berkshire operating on ‘island sites’ with no room to expand, and others facing 15-year delays on new hospitals, it is now critical for the NHS to get more from its existing spaces. 

The virtual seminar also heard that NHS Trusts face a significant space planning challenge because of the unique difference between clinical and corporate space requirements.

“The NHS hasn’t got a lot of money to spend on lots of tech or collaboration spaces, or on lots of interesting ways to help people work flexibly and remotely,” Sussex Partnership’s Philip Boorman said. “So we’re trying to make our buildings work harder, for less money, while also giving people better spaces in the office. But in the clinical environment, it’s a whole different ball game.”

The unpredictability of each clinical day makes traditional space planning models inadequate. Clinical teams need immediate access to specialized equipment, confidential spaces for patient discussions, and flexible space scheduling around patient care. This requires space utilization targets and measurement approaches that are substantially different from corporate areas.

David Mander of the Royal Berkshire NHS Foundation Trust told the virtual seminar: “At present, if we need extra space we have to buy more space externally because there is no more space available on site. But we know that if we could use a space on site better, and more efficiently, it would save us money.”

The virtual seminar heard how it was becoming increasingly vital to design both corporate and clinical spaces for activity-based working. This would involve creating spaces for different types of work, such as confidential meeting pods for sensitive discussions, collaboration areas for team meetings, and drop-in spaces for flexibility.

Royal Berkshire’s David Mander said: “I think the answer lies in accepting that we have to design our space in a way that makes it more flexible for future use. We need to be able to work the space differently and more flexibly in the future, while still making sure consulting space or clinical space is available and accessible. But it’s a real challenge.”

CIBSE’s Measuring Performance and Facilities Management 2025 Conference brought together leading voices from across the built environment to explore the evolving landscape of building performance. Madeleine Ford reports

CIBSE’s Measuring Performance and Facilities Management Conference, held on June 19, centred around driving data-led decisions for a sustainable, efficient future. It set out to foster participation, challenge assumptions and share experiences. Leading voices from across the built environment brought a range of experiences and honest reflection on important themes such as building management systems, post-occupancy evaluation, data-driven decision making, and health and wellbeing metrics.

TECH & SUSTAINABILITY

The event highlighted the urgent need to move from theoretical targets to operational outcomes, specifically in the context of net zero ambitions. The agenda offered actionable insights into optimising building performance through smarter FM strategies in the panel discussions and real-world case studies presented throughout the day. 

COLLABORATION AND ACCOUNTABILITY

The day started with a session on collaboration and accountability with a unanimous call for a culture shift in project delivery, which involves bringing FM and operations teams into the conversation from the very beginning. The discussion, chaired by CIBSE President Vince Arnold, highlighted how aligning objectives across disciplines, setting clear responsibilities, and prioritising operational knowledge can achieve greater value in facilities management. Arnold proclaimed that in the built environment, there is a growing recognition that performance must be “understood as something that evolves and must be designed, maintained, monitored, and improved at every opportunity”. 

His message was that achieving true operational excellence goes far beyond a tick box exercise, it’s about ensuring buildings work as intended, that they are efficient, safe, resilient, and support the people who live and work in them. And to do this, a collaborative model must be taken. 

HUMAN-CENTRIC SPACES

A key theme of the conference was the human dimension of performance. Multiple sessions focused on strategies for harmonising performance optimisation with occupant wellbeing, in particular, how buildings can be tuned not only for energy and cost-efficiency, but also for health and comfort. 

Dr Philip Webb emphasised this in his discussion on the significant impact of poor environmental quality on health, noting that 83 per cent of non-communicable diseases and deaths in western populations are linked to air quality. Webb explained the long-term health consequences of having poorly built and designed buildings, particularly those that are frequented by vulnerable individuals such as schools. He called for better regulation and monitoring of building designs to ensure health and safety regulations are met. Webb’s talk closed with an emphasis on the need for a stronger focus on the economic and moral implications of building design.

CLOSING THE DESIGN TO OPERATION GAP

Several sessions throughout the day focused on the persistent disconnect between design intent and actual building operations. Panellists shared real-world experiences that had failed operationally due to over-engineered or inaccessible plant, lack of commissioning clarity or assumptions made without FM input. It was frequently noted among speakers that FM involvement in projects and greater collaboration across disciplines will help to ensure buildings perform as intended long after handover. 

The key takeaways presented from different speakers’ experiences were the value of designing with maintainability and accountability in mind and ensuring that building systems are fully understood by those who are running them. 

Alongside this, the concept of ‘soft landings’ was highlighted to ensure buildings are easily maintained and accessible, which means improving operational performance and minimising defects by involving all key stakeholders from the outset. It was argued that achieving this shift would reduce long-term costs, improve system reliability, and empower FM teams to manage more proactively. 

STRATEGIC ROLE FOR FM

The conference reaffirmed that facilities management is no longer simply about upkeep and compliance, it is evolving into a strategic discipline; one that enables buildings to meet performance goals over time, respond to user needs, and support the transition to a low carbon future. CIBSE Vice President David Stevens stated that FM professionals should lead proactively, as they are central to this shift whether through better collaboration, smarter use of data, or human-centred design thinking. 

CONCLUSION

CIBSE’s Measuring Performance and Facilities Management Conference provided a platform for the FM sector to rethink its role, not just as a service provider, but as a strategic partner in delivering better, healthier, and more sustainable buildings. Additionally, as the sector looks to tackle both climate challenges and growing performance expectations the day allowed for vital knowledge exchange, innovation and collaboration. 

As stated by Dr Anastasia Mylona, Technical Director at CIBSE: “Sharing practical approaches and lessons learnt is central to improving outcomes and empowering the professionals who shape the buildings we live and work in.”

Transport for London (TfL) has expanded its wildflower verges by the size of around 18 football pitches – 130,000m² – a 50 per cent increase in the last financial year. This takes the total amount of rewilded space to 390,000m² – the equivalent of around 52 football pitches. TfL is now well over halfway to reaching the goal set back in 2024 of doubling the total area to 520,000m² of wildflower verges along its road network by 2026.

The newest sites range in size and include a verge along the A1 in Barnet (1,700m²), a central reserve on the A30 near Heathrow (2,900m²) and a large verge that backs onto woodland along the A312 in Hounslow (2,600m²). There are also some publicly accessible sites, so people can enjoy the green spaces, such as at Redbridge Roundabout via the pedestrian underpass and by a shared foot and cycle path alongside the A40 in Hillingdon.  

Each site is selected based on a range of factors, including the suitability of converting the existing vegetation to wildflower meadows, easy access for cut and collect mowers, as well as proximity to residential houses and maintaining road safety.

TfL manages each site to promote biodiversity, reducing the number of times it mows down from around five to eight times a year down to, typically, twice a year. This allows the grasses and wildflowers more chance to grow. The extra flowers and taller grasses create a supply of nectar and other food, plus shelter for wildlife, including bees, butterflies, birds and small mammals. Wildflower verges bring additional benefits beyond London’s biodiversity, including the transfer of carbon dioxide from the air into the soil and reduced carbon emissions from mowing.

There have been promising results from TfL’s changed management of roadside verges – particularly at the more mature sites where the new mowing regime has been implemented for at least two years. As well as butterflies, other insects such as hoverflies, craneflies, grasshoppers, dragonflies, damselflies, beetles, and bees have been observed across the capital.

To celebrate London Climate Action Week, Greater London Authority (GLA) employees and volunteers have been giving away 12,000 packets of wildflower seeds today (Monday 23 June) near the entrances of several stations spanning the London transport network. The aim is to encourage more people to develop their own green thumbs, planting and nurturing the seeds themselves at home.

Deputy Mayor for the Environment, Mete Coban, said: “I’m delighted that TfL has expanded London’s wildflower verges by an impressive 50 per cent since last year, boosting biodiversity and bringing much-needed green space across the capital for wildlife to thrive.

“This is a huge milestone and I’m proud to be working with our partners to engage Londoners in our efforts to rewild local areas, including giving away 12,000 packets of wildflower seeds to Londoners today for London Climate Action Week as we work to build a better, greener city for everyone.”

David Mooney, CEO of London Wildlife Trust, said: “It’s inspiring to see Transport for London making such strong progress in rewilding our capital’s road network. These wildflower verges are vital nature corridors for pollinating insects, birds, and mammals and they play an important role in nature recovery. At London Wildlife Trust, we applaud TfL’s commitment to creating a greener, wilder London — one verge at a time.”

By Paul Scott, CTO of Matrix Booking 

The way we use workspaces has evolved at a rapid pace. Hybrid working, shared offices and flexible schedules have reshaped how we work. In fact, as of early this year, 62 per cent of UK workers have the option to work from home regularly, and 16 per cent work from home exclusively. This is in stark contrast to the 4.7 per cent of UK employees who worked from home in 2019, prior to the COVID pandemic.

However, this shift in workplace evolution has shaped not only the physical office layout but also how people interact with these spaces. Now, employee-specific permanent desks and five-day weeks are mixing with hot-desking, unstructured attendance and organised team schedules.

While this shift brings new opportunities for flexibility and collaboration, it also introduces a huge challenge for facilities and workplace managers: visibility. On any given day, it’s difficult to know how many people will be in the office, where they’ll be sitting or even which teams will be working together. 

This results in inefficient space usage, frustrated employees and increased operational costs. Yet, this is more than just a logistical issue. It’s a health and safety issue. The question now is no longer about attendance, but about accountability: do you really know who is in your building?

Legacy is lacking 

Many organisations still rely on outdated tools to manage occupancy, from paper-based sign-in sheets to siloed digital datasets. But these legacy approaches were not designed with the complexity of hybrid work environments in mind. 

Fragmented datasets are often the result of multiple disparate digital systems – for example, separating employee attendance from visitor records – making it difficult to gain a unified view. Manual processes only compound the problem, offering even less visibility and control. They offer no real-time insights and leave critical blind spots when it comes to managing foot traffic, tracking visitors or preparing for emergencies. What’s more, they fail to reflect the flexible ways people use the office today. Simply put, they are no longer fit for purpose.

Yet, modern digital systems are not infallible; they present their own challenges. Organisations often face cultural and operational challenges with how they manage access to the building with Return-to-Office (RTO) mandates. Companies like PwC and EY aremonitoring swipe-card data to enforce in-office attendance, but these methods are often perceived as intrusive. When people feel monitored, they find workarounds – whether it’s sharing cards, signing in for others or simply avoiding entry systems altogether by not turning up. Trends such as ‘coffee badging’ – where employees check in briefly to meet attendance requirements before leaving – only add to the problem.  

This is only exacerbated in multi-tenant buildings or shared spaces, where employees, contractors, cleaners and visitors move in and out with little oversight. Access control systems might exist, but organisations often don’t own the data – landlords do – and it may not include vital data such as visitor information. Even in single-tenant buildings, visibility can still be a significant issue if data is siloed across systems. Without a unified view, facilities teams can’t ensure compliance or respond effectively to emergencies.

And the stakes are continuing to rise. Particularly in light of the Building Safety Act 2022 – which mandates a continuous ‘golden thread’ of information about a building’s design, occupancy and maintenance. As such, organisations cannot afford non-compliance. Yet only 26% of workplace managers are currently familiar with the Act’s implications for their role. Without reliable, real-time data, meeting these obligations becomes a significant challenge.

Working smart 

Therefore, as workplace models evolve, so too must the tools facilities and workplace managers use. This is particularly important, with research from Verdantix showing that many organisations are ramping up investment in real estate technology – with more than 60 per cent saying they’re strengthening physical security management plans, up from 46 per cent in 2022.

But effective occupancy management is not just about adding more tools. The most effective workplace strategies avoid siloed point solutions in favour of integrated and unified platforms that understand how an environment is being used.

Rather than tracking individuals, unified smart workplace systems track trends: which days are busiest, how certain teams use meeting rooms or whether areas are consistently underutilised. These insights can inform everything from cleaning schedules to long-term property decisions. Additionally, in multi-tenant environments, technology also needs to be intelligent enough to protect sensitive information. This means making sure only authorised users see specific data, while maintaining an overall picture of building occupancy and access patterns.

Unlocking the right space

Forward-looking organisations are already rethinking their approach. They’re moving away from isolated, reactive tools and towards unified configurable platforms that deliver visibility, flexibility and control in real-time.

With these systems, organisations can establish a view of how a space is being used – whether across a single floor, an entire building or even multiple regions – without compromising privacy.  Within this context, occupancy and environmental sensors play a valuable role in the workplace technology stack, by capturing real-time data on space usage, air quality, temperature and other key factors. These actionable insights help optimise day-to-day operations, reducing wasted space and energy usage while enhancing employee satisfaction. A recent report from Matrix Booking detailed how critical integrated platforms are in managing complex, dynamic environments. One example it highlighted was EDF’s Energy Campus. Faced with the challenge of coordinating bookings across accommodation, conference rooms, transport and other facilities, EDF consolidated every aspect of the visitor journey into a single platform. This resulted in a fully connected, seamless experience for its visitors – built around security, visibility and efficiency.

Ultimately, workplace management today is about balance. Safety, efficiency, usability and trust don’t have to be at odds. With the right blend of tools and transparency, it’s possible to keep people safe while giving them the freedom to work how they choose.

Looking ahead

The hybrid office is here to stay – but managing it effectively requires better insight into who is using the space, how often and why. From meeting compliance regulations to enhancing the employee experience, modern workplace systems must be smarter, more connected and less invasive.

It’s no longer enough to rely on outdated and disconnected check-in systems or incomplete data sets. Facilities and workplace managers need platforms that can integrate resource booking, occupancy analytics and visitor management – delivering a real-time, accurate picture of activity across the workplace. When platforms offer a full view across past usage, current activity and future needs, organisations gain the foresight to optimise space, improve experiences and plan with confidence.

William Walsh, a partner in the employment team at law firm DMH Stallard, explains.

“All employers have an obligation to ensure the health and safety of their employees in the workplace so far as reasonably practicable.

“Failure to do so can not only result in sanctions against the organisation, but also criminal liabilities for directors and managers.

“When it comes to working in hot conditions, there is no maximum working temperature specified in the Health and Safety at Work etc Act 1974. This would be impractical, as some work environments will always involve exposure to high heat, for example those working in glass works. From a risk perspective, there will also be a difference between those undertaking very physical tasks in the heat, compared to those with more sedentary roles.

“While there is no specified maximum temperature, this does not mean that heat can be ignored.

“The legal responsibilities in respect of health and safety in the workplace still apply and this means carrying out a risk assessment and ensuring that employees work in temperatures that are reasonable and do not place their health and safety at risk.

“The nature of the work will be relevant, as will factors such as whether employees need to wear protective clothing as part of their job that may make it harder still for employees to keep cool.

“For office workers, employers should also consider dress codes, particularly if the normal requirement is that employees wear long trousers, shirts and ties. Employers need to be aware of the health risks and the warning signs of an employee suffering from heat exhaustion or other physical effects caused by the heat.

“Employers need to remember that, if employees are working from home, the health and safety obligations still apply to that working environment.

“The risks should be much lower, as home workers are unlikely to be undertaking physical tasks and, even if they were told to stop working, those individuals would still be in their same home environment. But the issue should not be discounted altogether.

“If, for example, it was known that an employee was working from their home office set up in a small box room up in a loft conversion, where it could get uncomfortably hot, they should be encouraged to move and, if necessary, given flexibility around their tasks to allow them to do so.” 

On this National Healthcare Estates and Facilities Management Day, NHS Property Services (NHSPS) proudly shines a spotlight on the unsung heroes who keep our hospitals running efficiently and sustainably. At the heart of this celebration is Tony Gatfield, Technical Services Supervisor, who leads a dedicated team of six in managing one of the largest hospitals in the NHSPS portfolio. Royal South Hants is primarily managed by Hampshire and Isle of Wight NHS Foundation Trust and the Hampshire and Isle of Wight Integrated Care Board (ICB).

With over 21 years of service in the NHS, Tony brings a wealth of experience, resilience, and leadership to his role. Based in a hospital that serves a diverse community, Tony oversees all aspects of the estate’s operations (from critical infrastructure to day-to-day maintenance) ensuring that patients and staff have a safe, functional, and welcoming environment. 

“People around the world look at the NHS and think, ‘Wow, I wish we had that.’ And they’re not wrong.” He said. “It’s something we should all be proud of. I know I am.  Every day, I see the difference we make, and it reminds me why this work matters so much.” 

Tony and his team are also the driving force behind the NHSPS’ largest heat pump installation, a landmark project in the organization’s journey toward net zero. This state-of-the-art system is not only a testament to engineering excellence but also a symbol of NHSPS’ commitment to sustainability. 

Tim Johns, Maintenance Technician – Electrical at NHSPS, said: “It’s the people and the patients who use the hospital that inspire me to come to work every day. They’re the heart of the hospital. Whether I’m fixing something small or working on a big project, it feels good knowing we’re making a real difference. That’s what keeps me going and proud to be part of the team.” 

Steve Wheeler, Maintenance Assistant at NHSPS, said: “I love serving the community I live in. It means a lot to know that the work I do is making life a bit better for my neighbours, friends, and family. That’s what makes it all worthwhile.” 

Heat pumps are a cornerstone of NSHPS’ major decarbonisation project at RSH. The works include the installation of four Air Source Heat Pumps (ASHPs), three Water-to-Water Heat Pumps, new triple-glazed windows, cavity wall insulation, insulated panels above windows, and solar panels across the roof elevations. This initiative represents the largest carbon reduction effort in an NHSPS building to date, with an estimated anticipated saving of 500 tonnes of carbon in the first year alone.  

Today, we celebrate Tony and his team, not just for their technical expertise, but for their unwavering dedication to keeping the NHS running behind the scenes. Their work ensures that healthcare spaces are not only operational but also sustainable, safe, and fit for the future. 

The National Healthcare Estates & Facilities Day is an annual celebration that recognizes the essential work done by our NHS colleagues and their value to patients. It takes place on the third Wednesday of June each year. 

From SFG20, an exhibitor at Facilities & Estates Management Live.

The NHS estate has long faced a serious and growing challenge: an overwhelming £13.8 billion backlog in essential maintenance, with costs only rising. Delays in upkeep not only endanger patient safety but can also expose Trusts to legal risks, including fines and increased long-term expenditure.

33% of building maintenance professionals reported “defending maintenance budget cuts” as their biggest challenge*, a problem intensified by the Building Costs Information Service’s prediction of a 4.8% rise in maintenance costs in 2023.

In response, Paul Bullard, Product Director at SFG20, the industry standard for building maintenance specification, has shared a step-by-step framework to help address the £13.8 billion maintenance backlog, even amid tight financial constraints.

Reflecting on the true costs of inaction and the risks posed by failing assets, the following strategies identify proven methods for healthcare estates to manage budgets better during inflationary pressures. 

1. Establish risk appetite and tolerance

To begin addressing the NHS maintenance backlog, organisations must first define their risk tolerance and appetite, the level of risk they are willing to accept to meet strategic objectives. 

Clearly articulating this helps inform cost forecasting and ensures consistency across decision-making and governance. A well-defined risk appetite supports better prioritisation, reduces uncertainty, and strengthens spending reviews and resource allocation.

2.                  Fix your asset register

Accurate and up-to-date asset registers are critical for maintenance planning, compliance, and safety in NHS estates. They are also a fundamental part of the Golden Thread of Information under the Building Safety Act 2022, supporting transparency and accountability throughout a building’s lifecycle. 

Despite this, 43% of organisations report poor data accuracy, and 6% have no register at all**. 

After creating or fixing your asset register, the next step is to match your assets within your asset register to the right maintenance tasks.

3.                  Understand your statutory obligations

Delays in maintenance, especially those that are critical, can result in ward closures, cancelled treatments, and increased costs across NHS estates. While non-statutory tasks fall outside legal requirements, completing them can often play a key role in preventing asset failure and minimising disruption. 

The Government’s FMS 002: Asset Data standard emphasises the use of SFG20 criticality codes as a basis for producing complete and accurate asset registers. Aligning with this guidance helps healthcare estates plan effectively, manage risk, and maintain safe, compliant operations.

4.                 Cost forecasting

Effective maintenance planning depends on applying compliant, standardised tasks to each asset and accurately forecasting the associated costs. Facilities management technologies, such as CAFM systems with integrated finance modules, can support this by linking asset data with cost and compliance tracking.

Without this structure, NHS trusts may struggle to communicate risk profiles and budget needs to decision-makers, hindering efforts to reduce the growing maintenance backlog and increasing exposure to serious legal, financial, and reputational consequences.

When SFG20 spoke to David Hemming, Civil Engineer and leading FM expert at NHS Shared Business Services, he said:

“Currently, the NHS uses the Premises Assurance Model when they [the board of each trust] look at assurance… they could benefit from having a more directed tool to really understand their resources and their finances, to say this is what we need to get on top of it.

“This is important because if you’re doing asset management well and you’ve integrated tools like SFG20 into CAFM systems, asset management systems, enterprise asset management systems etc., then you should have a clear horizon of when you need to undertake tasks, what it’s likely to cost and the risks involved by not doing it. 

“This is important because it gives you a rich risk picture that you can then use to brief the decision makers about finances and resources.

“Doing things in a standardised way is invaluable and therefore doing a procurement/investment strategy that is linked to that, can save you thousands and thousands of pounds.”

By Hanna Barrett, Director of Operations at Portico

There’s been no shortage of debate over the future of the office. Will hybrid become the permanent norm? Is the five-day commute dead? Has remote work won?

But these questions often overlook a critical group: the new generation of workers who are entering the professional world for the first time. And the signals they’re sending might just surprise us.

Gen Z, typically defined as those born between 1997 and 2012, is beginning to shape workplace culture in visible ways. While many expected this digital-native generation to push for permanent remote work, the opposite is starting to unfold. More and more, Gen Z workers are choosing to come into the office.

This shift has important implications for those of us responsible for designing, managing and delivering workplace environments. For facilities and estates teams, it presents both a challenge and an opportunity to meet evolving expectations and create spaces that truly support the workforce of the future.

A generation drawn to presence and connection

Gen Z came of age during a time of profound uncertainty. From global lockdowns to the climate crisis, theirs is a generation shaped by instability, but also resilience and adaptability. They are digitally fluent, socially conscious, and place high value on wellbeing, community and purpose. Their desire to connect in-person is strong. They value the opportunities that a physical workplace can offer: mentoring, visibility, collaboration and social interaction.

A recent Deloitte study found that over 70% of Gen Z workers appreciate in-person time with colleagues, even if it requires commuting. Rather than viewing the office as an outdated fixture, many see it as a place to grow professionally and socially.

Importantly, this doesn’t mean younger workers want to abandon flexibility. It means they view the office as one part of a broader ecosystem – a space for certain types of work, connection and development. That puts pressure on employers and FM teams to ensure the space delivers real value when people choose to use it. Guest services, in particular, have a role to play in ensuring those moments of in-office interaction feel welcoming and intentional.

The office as a values-driven environment

This generational shift challenges outdated narratives about the death of the office. But it also raises the bar. Gen Z isn’t interested in returning to beige, function-first environments. They want spaces that reflect their values and respond to their needs.

That means workplaces must now do more than house people. They must inspire, support and connect them.

This has major implications for the way we think about layout, services and building performance. For example:

• Shared spaces matter: Gen Z is more likely to use communal areas such as breakout zones, social spaces and informal meeting rooms. These aren’t perks, they’re essential parts of how this generation builds relationships at work.
• Design signals values: Sustainability, accessibility and wellness are non-negotiables. Offices that invest in biophilic design, inclusive facilities and wellbeing support will better align with Gen Z expectations.
• Technology must be seamless: While this group is tech-savvy, they’re also impatient with friction. Tools that don’t integrate well, booking systems that are clunky, or inconsistent hybrid meeting tech can all undermine the workplace experience.

These aren’t superficial preferences, they’re reflections of deeper shifts in how work and identity now intersect. If we want younger talent to feel welcome, we need to demonstrate that the physical environment is keeping pace.

Facilities management as experience leadership

This is where facilities professionals have a major opportunity. Traditionally, FM has operated behind the scenes, ensuring things run smoothly, systems work efficiently, and spaces stay compliant. But as expectations around the workplace evolve, FM is stepping into a new, more visible role: curating experience.

From how people are greeted when they arrive, to how clean and comfortable shared spaces feel, every touchpoint shapes the overall perception of a workplace. And for Gen Z, who are often visiting these spaces with fresh eyes, those first impressions count.

We’re seeing growing interest in service-led FM models that take cues from hospitality. Guest services teams are central to this, providing the human layer that makes the built environment feel alive, warm and intuitive. This might mean better front-of-house visibility, more responsive cleaning and maintenance teams, or using feedback tools to understand what occupants actually want.

At Portico, where I oversee operations, we’ve seen how a more people-centric approach can change behaviour. For example, when concierge-style services are offered in multi-tenant buildings, usage of communal amenities goes up. When wellness rooms are properly signposted and integrated into the culture of a building, younger employees are more likely to use them.

But this isn’t about importing hotel-style gloss, it’s about anticipating needs, responding quickly, and making people feel valued. It’s about creating a workplace that works for people, not just one they work in.

Data with empathy

Understanding what Gen Z wants isn’t just a matter of instinct, it requires insight. Facilities leaders are increasingly making use of data from sensors, feedback platforms and usage analytics to track how different areas are performing.

But numbers only tell part of the story. To really understand this generation, qualitative input matters too. That means involving younger employees in workspace planning conversations, asking them what matters to them, and being open to experimentation.

This could involve trialling different space layouts, running listening sessions, or co-creating wellness initiatives with early-career staff. The more engaged younger workers feel in shaping their environment, the more likely they are to invest in it.

Planning for the long term

We are now at a crossroads in workplace strategy. Some organisations are reducing their office footprint, while others are doubling down on physical space. But wherever you sit on that spectrum, the reality is this: the expectations of the next generation are reshaping the purpose of the office.

Facilities and estates teams are uniquely positioned to turn this shift into a strength. By embracing a more holistic, user-led approach to workplace planning and service delivery, they can help futureproof the built environment for decades to come.

That doesn’t mean chasing trends. It means listening closely to what Gen Z is telling us, and taking it seriously.

Conclusion

Gen Z isn’t demanding a return to the traditional office, nor are they fully embracing remote work as the answer. Instead, they’re calling for workplaces that enable real connection, meaningful experiences, and shared purpose.

For FM leaders, that’s not a threat, it’s a mandate. With guest services playing a vital supporting role, this is the moment to reimagine what the office can be, not just for today’s occupants, but for the workforce of the future.

To mark World FM Day, the Global FM Awards of Excellence 2025 has recognised Legal and General Investment Management Limited (LGIM) and FM Partners with a silver award for exceptional achievement. 

Nominated by IWFM, Hidden Workers focuses on improving the working conditions and benefits of security, maintenance and cleaning staff, developed in response to the challenges faced by the UK’s hidden workforces, particularly during the pandemic. The initiative was highly commended at last year’s IWFM Impact Awards in the Wellbeing category.

The initiative has had a profound impact on wellbeing. Surveys have demonstrated significant improvements across various metrics; baseline discussion data was collected from across the hidden workforce in October and November 2022, then the survey was repeated in October 2023. Of staff surveyed: 

• 100% of felt their jobs fit their lifestyle, compared to 95% previously.
• 100% liked their work-life balance, a dramatic increase from 71% previously.
• 96% liked engagement and communication levels, up from 87%.
• 87% were happy with benefits and incentives, an increase of 11%.

LGIM and FM Partners have detailed the full scope of the Hidden Workers initiative.

Jenny Thomas, Director of External Affairs, Insight and Impact of IWFM, said, ‘It is core to IWFM’s mission to highlight workplace and facilities management’s lynchpin role in the world of work, particularly the dedicated teams that enable organisations to prosper. Initiatives like Hidden Work are hugely important to ensure professionals can do their best work and are well supported as they progress throughout their careers. I’d like to congratulate LGIM and FM Partners and am confident that the initiative will continue to serve as an inspiration to the sector overall.’

“Evolving employer demands, shifting employee preferences and changing work styles mean facilities managers must not only be resilient but also adaptable. Gone are the days of designing standardised workspaces. Now, FMs face the challenge of creating connected workspaces that tackle this fresh set of requirements. Whilst it’s no easy feat, doing so will mean they design offices where people want to work – not just where they’re required to be.

“This poses the question: how can FMs overcome this challenge to unlock the potential? The answer lies in valuable data that can be gathered via smart workplace technology such as access control systems, occupancy sensors and resource booking software. A workplace strategy that combines the essential data from these sources stands to help businesses make more informed decisions that benefit them and their teams before they enter the office, during their time on-site and after they leave. This could look like optimising offices for efficiency, accessibility, productivity and sustainability. With the right insights and supporting technology like machine learning in place, facilities managers can anticipate demand and allocate resources more effectively – making sure they match the desired employee experience and remove potential barriers to entering the office.”