More than four times as many UK businesses (45 per cent) are looking to expand their office space in the next 12 to 18 months rather than to reduce it (10 per cent) according to a new survey commissioned by law firm Irwin Mitchell Office Occupiers Survey 2025 – Office Occupiers Report 2025.

This shift comes as more workers return to the office to work, prompting many companies to reassess their current space allocations. 64 per cent of those surveyed admit they overshot their downsizing efforts during the Covid era.

Of those planning to expand, 49 per cent said they would do this by reconfiguring their existing premises rather than relocating to entirely new sites (23 per cent). And in a vote for flex, 44 per cent of respondents are considering incorporating flexible workspace options in their property portfolios – perhaps creating the “breathing space” needed as they adapt to evolving operational requirements.

Furthermore, organisations are capitalising on a marked shift in working habits. Over the past year, 72 per cent of employers have noted an increase in office attendance, with 74 per cent predicting further growth in the next 12 to 18 months. This trend is particularly pronounced in London, where 81 per cent of businesses expect higher in-office numbers, and in the Northwest, where 71 per cent forecast a similar rise.

The survey also reveals a decisive tilt towards more days expected in the office, reflecting a strong push for traditional office engagement following the pandemic.

Rising costs are the main concern for businesses who seek greater productivity from their office and staff. Other concerns include escalated employment costs and risks, adverse tax policies, and mounting property costs covering energy, rent, business rates, insurance, and service charges. 

To entice employees back into the office, 46 per cent of businesses are integrating workplace environment and design into their broader strategies to attract and retain talent—and a further 35 per cent are considering doing so. A decisive 95 per cent have already involved HR teams in making decisions on working spaces, and 97 per cent are offering employee incentives. 

Additionally, businesses acknowledge the importance of sustainability in their property strategies, but cost and return on investment remain primary drivers for making changes. Only one sixth of businesses said sustainability was not a priority. 

Many businesses showed limited concern about government’s current EPC regulations, with a lot of office occupiers see EPC compliance as a landlord’s responsibility rather than their own. Despite these reservations, corporate engagement with environmental initiatives is growing. 85 per cent of businesses now report on their carbon emissions policies (Scope 1, 2 and 3), with 89 per cent voluntarily doing so. 

Considering the overall results of the survey, Will Scott, Real Estates Disputes Partner at Irwin Mitchell said, “Our survey shows that the office and its place in the world of work continues to evolve, particularly as working patterns change. As rising costs and inflation impact corporate decision making and in line with the need to reduce unnecessary expenditure, businesses appreciate they need to improve the productivity of their current office space so that it can both accommodate increasing numbers of staff coming back in to work, but also one that can satisfy internal stakeholders’ needs and wishes.”

A survey conducted by Baxi of 200 state school estates managers, consultant engineers and M&E contractors has found that while enthusiasm for net zero and support for low carbon heating systems in schools is thriving, persistent barriers remain.

The survey found extremely strong support for net zero within schools, with 90 per cent of estates managers who responded agreeing that net zero is a priority, a sentiment echoed by 78 per cent of consultant engineers and contractors. 99 per cent of the school estates managers surveyed reported having a net zero plan in place. Experience and satisfaction with low carbon heating systems within schools was also high, with 95 per cent of school estates managers having replaced a fossil fuel boiler with a heat pump in their buildings previously. 97 per cent of all school estates managers (87 per cent of all respondents) viewed heat pump performance and operating costs favourably. 

Despite the strong support for low carbon heating and net zero in schools, the study also uncovered significant challenges faced by respondents when opting to install a low carbon heating system. The most prominent was technical difficulty as a barrier to deployment. With 36 per cent and 39 per cent of school estates managers and consultant engineers and contractors respectively identifying the challenge, there may be a skills gap which can stall decarbonisation projects. 

Both groups also agreed that additional electricity capacity needed for low carbon heating solutions was a challenge, with 36 per cent of consultant engineers and contractors outlining this as a barrier to decarbonisation. Further challenges include, the financial and technical feasibility of school heating system changes, infrastructure requirements, and the length of project timelines as any major refurbishment projects are typically restricted to the fixed window of time of the summer holiday period.

The study did identify potential solutions in the form of hybrid heat pump systems and prefabricated packaged solutions. 80 per cent of the consultant engineers and contractors surveyed would be likely to recommend a hybrid system, and support for hybrids among school estates managers increased with school size. However, grant support for hybrid heat pump solutions under the Public Sector Decarbonisation Scheme (PSDS) is limited, despite strong backing for the technology.

Policy recommendations:

Baxi is calling for four clear steps that we believe the Government must take to ramp up the decarbonisation of our state schools and remove barriers preventing the installation of hybrid heating systems within public buildings. 

1. Include heating system upgrades for schools within existing public sector support schemes, utilising GB Energy to support
2. Include hybrid heating systems within existing support schemes
3. Address the imbalance in price between gas and electricity
4. Address the skills gap to help deliver clean energy projects.

According to a recent survey, by SFG20, the industry standard for building maintenance, 34 per cent of facility maintenance professionals do not update their asset registers or do not know how frequently they are updated. Only nine per cent believed their asset registers to be 100 per cent accurate and up to date, with a further 37 per cent stating their register is at most 50 per cent accurate. 

SFG20 surveyed 190 professionals from various sectors to assess challenges and priorities regarding facility management for its State of FM Report 2025. The survey reveals that asset registers were the leading investment priority for respondents over the next three years, spotlighting the industry-wide issue that FM professionals face in keeping their registers complete and updated. 

The report also reveals that almost a third of FM professionals (31 per cent) still keep their asset registers in a spreadsheet. A further five per cent have a mix of software, spreadsheets, and paper-based registers, splitting their assets across different formats. 

Davy Clark, Implementation Consultant at SFG20, said: “One of the most common issues we encounter is the lack of consistency and specificity in asset registers. Too often, assets are recorded with vague descriptions like ‘boiler’ or ‘pump,’ making it incredibly difficult to map them to the correct maintenance tasks. 

“Several factors contribute to this challenge, including the collection of asset data across large estates, which may have been surveyed at different points in time and by different people, causing inconsistencies in data quality and accuracy. 

“This leads to inefficiencies, increased risk, and compliance challenges. Ensuring asset data is consistently structured, complete, and digitally maintained in a single source of truth is essential—not only for effective planned maintenance but also for long-term cost savings and compliance.”

By Victoria Baldock, Partner at Field & Foliage

With today’s modern approach and working attitudes towards venturing back into the office, expectations are shifting. Facilities managers are no longer just responsible for keeping spaces functional – they’re increasingly expected to make them healthier, greener, and more visually engaging. And as biophilic design continues to move from trend to standard, many are searching for practical, low-maintenance ways to integrate greenery into the spaces they manage.

As someone with a background in high-end beauty retail and merchandising, I’ve always understood the power of visual design to shape an experience. In retail, it’s about atmosphere, mood, and making people feel something from the moment they enter a space. That same principle now applies across workplaces, hospitality, healthcare, and commercial settings: when a space looks better, people feel better, and perform better.

The integration of natural elements into our working environments is known to support cognitive performance, mood, productivity, and reduce stress levels. But bringing nature indoors isn’t always straightforward – especially when you’re also managing budgets, schedules, and long-term maintenance strategies. Artificial green walls are fast becoming a strategic solution.

Once considered a design gimmick or of poor quality, the technology behind artificial foliage has evolved dramatically in recent years. High-quality products now deliver all the visual and psychological benefits of greenery without the complications that living systems can bring.

The Biophilic Expectation

First impressions of environment spaces can make a big impact for new and existing employees, and customer facing visitors. Whether it’s a reception area, a breakout space, or office partitioning, the presence of greenery has a measurable impact. According to the statistics, employees working in environments with natural elements report a 15% higher level of wellbeing, are 6% more productive, and 15% more creative.

This has led many organisations to adopt biophilic design principles, often with guidance from frameworks like the WELL Building Standard or BREEAM. But translating those principles into real-world spaces (especially within the limitations of older buildings, tight budgets, or high-traffic environments) can be challenging. That’s where artificial green walls come in.

The Problem with Real Green Walls

Living green walls are undoubtedly beautiful, they’re also logistically complex. They require access to natural or integrated light and irrigation systems, ongoing pruning, pest control, and regular nutrient top-ups. For facilities teams already maintaining HVAC systems, cleaning rotas, and energy monitoring, managing a living wall can quickly become a costly burden.

In some cases, the conditions just aren’t suitable at all. Poor lighting, limited ventilation, or the presence of sensitive equipment and potential allergies among employees can rule out live planting entirely. Artificial green walls, by contrast, offer the visual richness and calming effect of greenery, without the infrastructure or ongoing maintenance.

A Smarter, Simpler Solution

Artificial green walls have come a long way in recent years, and I have seen vast improvements in their material and quality. 

Modern artificial green walls are modular, customisable, and highly realistic. Textures, colours, and leaf patterns are widely varied, with the ability to add trailers, integrate with real plants, create seasonal elements, and include branding.

They can be installed on virtually any wall (indoors or outdoors, large or small) making them ideal for corporate offices, healthcare facilities, hotels, educational institutions, and even rentable for events and feature walls. 

Once installed, they require only minimal cleaning, and those with UV colour protection will prevent fading giving your product longevity. Always check your product choice comes fully certified fire retardant to ensure they remain compliant with commercial and office building regulations.

Simply, they provide a consistent, zero-maintenance green feature that instantly enhances the look and feel of a space.For me, what’s most powerful, is their ability to transform sterile or uninspiring areas into spaces that feel welcoming, calming, and intentional. That same instinct I developed in the retail world-to create environments that engage people on a sensory level-is exactly what artificial green walls enable us to do in the built environment. 

Strategic Benefits Summarised

Artificial green walls deliver more than visual appeal-they also offer many operational and strategic advantages for facilities managers:

• Low Maintenance: No need for watering, pest control, or professional horticultural services
• Consistency: Unlike living plants, artificial walls won’t fade, wilt, or die
• Speed of Installation: Modular panels can be installed quickly, even out of hours, to minimise disruption
• Longevity: High-quality systems offer a long service life and are backed by warranties
• Compliance Ready: Fire-rated materials and fade-resistant UV protection keep the system safe and suitable for high-traffic commercial use

Most importantly, artificial green walls support employee wellbeing and brand experience in a cost-effective way. They create a calm, nature-inspired atmosphere that contributes to a more inviting and productive space – without tying up your FM resources.

As expectations rise around environmental quality, mental health, and aesthetic design, facilities managers are expected to do more with less-improving workplace experiences while managing costs, time, and sustainability targets. Artificial green walls offer a rare win-win: a solution that meets strategic objectives while being practical to manage.

They are not a replacement for nature, but a clever, creative way to bring the benefits of biophilic design into spaces where real plants simply won’t thrive.  For facilities professionals looking to deliver results without additional workload, artificial green walls may be one of the most versatile and impactful tools in the modern workplace. 

Artificial foliage doesn’t mean an artificial experience. When thoughtfully applied, it brings all the benefits of nature without the burden.

Mark Bouldin, Director for Consultants Outreach Programme at Johnson Controls:

Monday 28^th April marks the third anniversary of the Building Safety Act 2022 passing into law, which aims to improve the design, construction, and management of UK buildings. Yet, outdated building systems and processes are still costing companies time and money – including 67 per cent less efficiency, 62 per cent less customer loyalty and 52% less revenue.

While this legislation has proved a step in the right direction, there is still work to be done to accelerate the UK’s transition to smarter, safer and more efficient buildings. Harnessing advanced technologies will enable significant strides forward in terms of energy efficiency and occupant safety, health, and comfort – all while helping to meet net zero targets. To accelerate the smart building transition, key technologies and capabilities for building consultants and their customers to prioritise include:

• Advanced HVAC systems for improved health and productivity: Occupant comfort is a growing priority in building design. Factors such as lighting, acoustics, air quality, and temperature are carefully monitored and adjusted to create a healthy and productive environment. To align with evolving building requirements, smart building technologies that utilise advanced HVAC systems will be important to maintain optimal quality for improved health and productivity. These systems can adjust temperature, humidity, and ventilation based on real-time data, ensuring a comfortable environment for all occupants. Furthermore, smart lighting systems can mimic natural light patterns, reducing eye strain and improving overall well-being. 

• “Real-time safety capabilities: Smart building technologies will be vital in enhancing occupant safety by providing real-time monitoring and control of security systems. For example, look for a solution with biometric access controls and cloud-based surveillance systems. This will facilitate efficient evacuations in the event of an emergency, by monitoring the flow of occupants and ensuring clear escape routes. Your smart building solution should also include features like automated fire detection and suppression systems, ensuring a swift response in case of emergencies.

• “IoT and AI-enabled energy efficiency: A key consideration for the Building Safety Act is to optimise energy consumption. By integrating systems such as heating, ventilation, and air conditioning (HVAC), lighting, and security through a centralised control system, smart buildings can significantly reduce energy waste. These systems are often powered by the IoT and AI, which enable real-time monitoring and adjustments based on occupancy and usage patterns. This not only lowers energy costs but also reduces the building’s carbon footprint.

Your smart building solution should also utilise advanced sequences to actively reduce energy use and demand. For instance, automated building controls in the US have proven to save on average 30 per cent of HVAC energy in commercial buildings, by using more advanced functionalities like demand-controlled ventilation. By leveraging these technologies, the UK’s smart buildings will contribute significantly to targets and regulation aimed at reducing greenhouse gas emissions. 

By: Kristen Mierzejewski, Senior Consultant at Acclaro Advisory

Recent months have seen a regression in ESG commitments, from Trump’s election and the rollback of key climate policies in the U.S. to proposed weakening of the CSRD through omnibus regulations. Corporate responses have followed suit, with the six largest U.S. banks withdrawing from the Net-Zero Banking Alliance and several energy companies scaling back low-carbon investment plans. Yet, climate challenges remain urgent: January 2025 was declared the warmest January on record, accompanied by devastating wildfires in California. The World Meteorological Organization has confirmed that 2024 was the hottest year on record, marking the first time global temperatures exceeded 1.5°C above pre-industrial levels.

Despite this, sustainability remains a priority for many companies and investors. In the UK, several key pieces of legislation are set to be introduced this year, reinforcing the need for action. Within the Facilities Management (FM) industry, organisations continue to make progress, with many FM leaders identifying new revenue streams and market differentiation through high-return sustainability initiatives.

The SFMI

At the Sustainable Facilities Management Index (SFMI), we work closely with FM leaders to assess and advance their ESG strategies. Established by Acclaro Advisory in 2013, the Sustainable Facilities Management Index (SFMI) is dedicated to driving ESG leadership within the FM sector. Through a unique partnership programme rooted in research, assessments, strategic solutions, and collaboration, the SFMI provides a forward roadmap and challenges the industry to adopt best practices and embrace innovation.

Each year, the SFMI conducts comprehensive assessments, evaluating how FM providers integrate sustainability across 23 ESG criteria. We help FMs learn how to avoid risks, capitalise on opportunities, and become leaders in their industry. Our 23 Criteria each have numerous subtopics to fully understand the policies, strategies, and activities of FMs in achieving a more sustainable business. These criteria cover essential areas of operations and management, ensuring a holistic view of sustainability performance.

Each year, we update and adjust our assessment criteria in order to reflect changes in legislation, frameworks and societal trends affecting the industry. 

2024 Trends

The FM industry is becoming more complex. Beyond supporting workplace and operational property needs, FM providers must now navigate regulatory shifts, societal pressures, economic uncertainty, staffing challenges, and increasing environmental requirements. Despite these headwinds, SFMI assessments indicate steady ESG progress, with rising performance across Governance, Social, and Environmental categories.

Through expert insights and in-depth evaluations, SFMI has identified four dominant sustainability trends shaping the FM sector in 2024:

• Decarbonisation
• Wellbeing
• Social Value
• Risks & Opportunities

These themes reflect the industry’s growing maturity in commercialising sustainability, turning ESG efforts into tangible business benefits. They also underscore the importance of collaboration, innovation, and strategic integration to maintain competitiveness and resilience in an evolving market.

Decarbonisation: Turning Ambitions into Opportunities

FM leaders are at the forefront of transforming decarbonisation from a compliance-driven goal into a dynamic, revenue-generating opportunity. By bringing new service offerings to market that involve decarbonisation, not just for them but for their clients, they are setting new benchmarks for commercial success in FM. 

With a deeper understanding of the challenges and opportunities in decarbonisation, SFMI Partners have matured their approach. This has enabled the development of service offerings, and, due to increasing demand for these services across industries, is driving their commercialisation.

To meet complex client needs, FM providers are diversifying carbon services, including climate risk mapping, EV infrastructure, and sustainable building solutions. Fleet decarbonisation is a major focus, with companies implementing data-driven approaches to optimise EV adoption and mileage reduction. Leadership plays a crucial role in sustaining these efforts, requiring continuous upskilling and strategic foresight to integrate decarbonisation into business growth. Additionally, engaging supply chains to tackle Scope 3 emissions is becoming essential, as FM firms collaborate with suppliers to reduce indirect carbon impacts. By leveraging high-quality data and enhancing governance, FM providers can capitalise on the commercial potential of sustainability while staying ahead in a competitive market.

Wellbeing: The Value of Doing What’s Right

Wellbeing has become a key differentiator for FM providers, with SFMI Partners seeing commercial benefits through improved employee retention, customer satisfaction, and organisational diversity. Last year, wellbeing scores rose, but significant potential remains untapped. The FM sector is expanding beyond traditional health and safety measures, incorporating aspects like sleep, neurodivergence, and menopause into wellbeing initiatives. These efforts reduce absenteeism, enhance employee engagement, and strengthen business performance.

FM leaders are also integrating wellbeing into broader sustainability strategies, linking it with net zero and biodiversity initiatives. Forward-thinking companies are embedding wellbeing into leadership priorities, with executives championing programmes that enhance workplace culture and attract talent. 

However, there remains significant room for growth in integrating wellbeing with nature, decarbonisation and net zero strategies. While wellbeing and nature are beginning to find their place in strategies, they are not yet at the core. The next phase involves refining metrics, deepening integration into contracts, and leveraging nature-based solutions to maximise the commercial and social benefits of wellbeing-focused sustainability strategies.

Social Value: Turning Purpose into Profit

Last year, SFMI partners made significant strides in social value, with scores rising about 14% across the relevant criteria. This reflects a growing recognition that the partners have been giving to this area. As companies expand their social value activities, driven by government mandates or client requirements, measuring the benefits is increasingly proving commercial value of these new approaches. 

Beyond fulfilling regulatory requirements, social value initiatives enhance company reputation, employee satisfaction, and recruitment efforts. FM firms are now demonstrating structured approaches to social impact, ensuring initiatives translate into tangible business benefits.

Innovative programmes, such as one company’s ex-offender employment scheme, highlight how FM providers can drive measurable social outcomes while improving operational efficiency. The industry is also advancing social value tracking, with some companies integrating real-time ESG dashboards to measure impact. Successful FM firms are embedding social value into contracts and linking initiatives to financial performance, strengthening their market position. To sustain this momentum, FM leaders must continue fostering collaboration, refining data measurement, and upskilling teams to turn social value commitments into long-term commercial success.

Risks and Opportunities: Turning Risks into Rewards

As the FM industry faces more risks, SFMI leaders are turning challenges into opportunities. Encouragingly, the majority of SFMI partners are demonstrating a deeper understanding of monetising sustainability, with some already leveraging their expertise to deliver services that enhance both their own sustainability goals and those of their clients. The SFMI’s latest findings reveal that companies with a strong grasp of monetising sustainability are successfully integrating climate risk assessments, decarbonisation strategies, and supply chain improvements into their business models. 

However, challenges such as data reliability, Scope 3 emissions, and ecological risks remain key barriers that require innovative solutions. Yet, these same risks can serve as springboards for innovation. FM leaders that turn these hurdles into opportunities – such as through enhanced decarbonisation services, decarbonising fleets, assessing climate risks, contracts improvements, and upskilling decision makers – are positioning themselves as market leaders in the industry.   

The sector’s governance practices are also evolving, with board-level upskilling enabling companies to better manage risks and improve ESG performance. FM providers that proactively embed sustainability into governance, contracts, and service offerings are positioned to lead the industry, securing long-term financial and environmental resilience. Looking ahead, it’s reasonable to expect that commercialised opportunities will continue to grow, while less monetisable risks may lag. Factors such as regulatory deadlines and potential commercial impact will likely drive prioritisation, with supply chain and climate risks taking precedence. 

Insights & Next Steps

The 2024 SFMI Assessments show significant ESG progress, with Governance leading due to improvements in Diversity and Collaboration. Social aspects, particularly Wellbeing and Sustainable Communities, have strengthened, while Environmental gains are notable in Energy but remain weak in Ecology, Biodiversity, and Water.

Key Takeaways:

• Governance is driving sustainability progress, with further potential in integrating ESG into financial decisions.
• Social Value & Wellbeing are becoming embedded across operations, but Supply Chain Management remains a challenge.
• Environmental Progress is growing, yet critical gaps in Ecology, Biodiversity, and Water demand urgent attention.

Next Steps for FM Leaders:

• Upskill & Assess Risks: Conduct materiality assessments and climate risk evaluations.
• Invest in Sustainability: Allocate resources to pioneering ESG initiatives.
• Turn Risks into Opportunities: Innovate solutions that create both sustainability and commercial value.

By prioritising collaboration, data-driven insights, and strategic investments, FM providers can lead in sustainability while driving business growth.

Join the SFMI 2025 Programme Launch webinar: 

The SFMI is hosting its 2025 Programme Launch webinar on 15^th May at 10am. This is a fantastic opportunity to learn more about the SFMI and discover the plans for this year’s programme. Register now. 

WORKTECH’s Smart Technologies25 London conference took place last week at WeWork Waterloo. An apt location considering the day explored the next generation of intelligent buildings and workspaces, and how tech can improve the workspace experience. Sara Bean reports.

WeWork Waterloo is billed as the world’s largest co-working office, offering pet friendly space, kitchen pantries and trendy bar/coffee areas. It was an appropriate place to hold a conference on smart workplaces, as this event didn’t feature endless sessions on BMS and building assets, but rather how tech can improve the workplace experience.

In her keynote address on the role of data driven innovation, Director of Unwork Imogen Privett advised when it comes to thinking about the digital workplace journey, “be more Disney”. The Disney theme parks she explained use tech innovation to shape visitors’ experiences. Applying this approach to the office she suggested, delivers a user centred approach resulting in a friction free day with seamless transitions across the workspace.

The autonomous building is becoming a reality said Elisa Rönkä of Kasvu Growth Hub and guest lecturer at Cambridge University. Agentic AI, which can make decisions without human intervention is beginning to automate tasks such as diagnostics, maintenance requests and workflow management, leaving FMs opportunities to focus on the experience side. This could mean a repurposing and redefining of the FM role, but the sector needs to be careful it’s not overridden by IT she warned.

In a panel session exploring the latest trends in technology innovation, Dan Drogman CEO at Smart Spaces said people don’t just move physically but digitally at work, so developers must take a leaf out of the consumer side and offer the convenience factor to encourage adoption. One example is the now ubiquitous Apple Pay which was first approached with some trepidation over privacy concerns. 

THE POWER OF DATA

People have different needs at different times said Arjun Kaicker from Zaha Hadid Architects so let’s utilise AI to match people to place. For instance, an occupant’s environmental needs depend on a variety of factors and agentic AI can work out ideal places to sit rather than just what is available. 

Matthew Potter, Head of Workplace Experience Technology, HSBC echoed this approach. The digital experience has gone from “give me a space’ to a much more personalised, ‘help me plan my day”. But avoid investing in the “new and shiny” he warned – aim for a process of evolution rather than revolution.

During a panel session on return on investment, Damien Renaut from Landsec said the relationship between landlords and tenants is a key aspect for unlocking ROI in Smart Buildings. The challenge is to manage the volume of tech that is often deployed by occupants and landlords within every building, he said, which is why all stakeholders must work together. However, Chris Boultwood of Workspace Group added, while ROI is often approached by measuring the value of the real estate space, there is also significant ROI factor in improving recruitment/retention and reducing churn.

CONNECTED WORKPLACE

Introducing the last panel of the day Jonathan Mills of Osborne Clarke LLP said future work is influenced by changing societal expectations as employees today seek flexibility more than ever before. This shift towards flexible, dynamic and employee centric work means organisations must rethink traditional office settings to offer a wealth of experiences which drive innovation and creativity.

Reflecting the event’s coworking setting Tom Redmayne from coworking specialists Industrious offered some insights into how organisations are utilising these spaces. A lot of enterprise businesses don’t want a single office he said and instead make “fractional purchases” where rooms are booked for hours or days. Flex strategies also mean corporate companies will concentrate on high quality fitouts in their regional HQs and as leases on other buildings come to an end replace them with flex spaces. 

Providing a bespoke solution is a key part in delivering the connected workplace said proptech provider Jack Sibley. Some organisations may want to create an environment where occupants don’t want to leave, or FMs might want to concentrate on making energy savings backed up with strong governance to make sure they’re managing risk. But the overriding purpose of smart workplaces argued Laura Woolcock of Savills is to provide flexible, customisable spaces over generic programming with an ability to personalise your space.

In the last presentation of the day, Ibrahim Yate from JLLT brought the discussion back to the human experience and the fact that one size won’t fit all. He argued the root problem of the controversial return to work mandates is a lack of definition on what is a workplace and not enough thought on ways of integrating remote and in-office environments.

The key message of the day was to move beyond utilisation targets and instead reframe the smart workplace where employees are seen as customers. In this way HR and FM are the product managers who utilise smart technology to figure out user demand and provide a better return on experience for occupants.

CIBSE are supporters of Facilities & Estates Management Live

This ambitious initiative is set to create a lasting legacy for the building services engineering profession and support future generations of engineers in their journey towards net-zero and sustainable building performance.

A key element of this campaign is the recent opening of CIBSE’s new head office in London, which will serve as a central hub for innovation, knowledge-sharing and lifelong learning. This new space will empower engineers to lead the way in shaping a sustainable built environment.

A home for innovation, learning, and progress

CIBSE’s vision for its new head office is to create a world-class Skills Hub that will serve as a central focal point for both CIBSE members and the wider built environment community. The facilities will feature a modern theatre for lectures, events, and knowledge-sharing, outstanding training facilities to support professional development and collaborative workspaces designed to foster networking, learning and industry engagement.

CIBSE’s CEO, Ruth Carter, commented: “At CIBSE, we are committed to fostering innovation, collaboration and sustainability in the built environment. Our new head office is more than just a new space; it’s a symbol of our commitment to shaping the future of the profession globally and ensuring that the next generation of engineers is equipped to meet the challenges of tomorrow. With the support of our members and partners, we can make this vision a reality and continue driving progress for the building services sector worldwide.”

Matt Bailey, workplace analytics specialist at Matrix Booking explores how data-driven insights can help organisations balance occupancy levels and adapt to changing work patterns.

Facilities and workplace managers have been at the forefront of addressing and navigating evolving challenges, from sustainability demands to the rapid adoption of hybrid work. It’s a role that requires agile and adaptable workspace strategies – something that only continues to gain momentum. 

In fact, the push for flexible work arrangements presents both opportunities and challenges for facilities and workplace managers. Initiatives like the four-day workweek, backed by Labour’s push to grant full-time workers the right to request compressed hours,^[i] offer an exciting opportunity to rethink traditional workplace models. 

However, with companies like Amazon, Barclays Bank and many more mandating a full five-day return-to-office policy, citing the value of face-to-face interactions,^[ii] facilities managers are forced to balance competing demands.

Now, with over 70% of companies reporting having excess office space due to hybrid work models,^[iii] vacant desks and underused rooms are not just a waste of space – they’re a drain on the bottom line. This leaves one pressing question: How can workplace and facilities managers effectively manage spaces to accommodate diverse working styles while aligning with organisational goals?

Competing demands in the modern workplace

Hybrid work has transformed office spaces into dynamic environments, leaving discrepancies between planned and actual workspace usage. This has left facilities and workplace managers having to negotiate between evolving work patterns and growing expectations from both employees and organisations. 

Take the UK-based online lender Starling Bank as an example, which manages 900 desks for over 3,200 staff. After its new CEO demanded more in-office requirements, some employees resigned over this mismatch, citing limited space and desk availability.^[iv]

And yet, organisations continue to advocate a return to the office, while employees demand increased flexibility and better working conditions.^[v] The findings from the Verdantix “Global Corporate Survey 2022: Smart Building Technology Budgets, Priorities & Preferences,” further underscores these tensions, with 23% of corporate facilities and real estate technology decision-makers identifying that reducing real estate costs was their top priority, followed closely by improving the wellbeing of occupants at 22%.^[vi]

This fluctuating dynamic only leads to unpredictable office occupancy, where spaces may be quiet one day and overcrowded the next. That lack of clarity about who will be in the office on any given day makes resource allocation even more difficult. Trends like “coffee badging” further complicate the issue, as employees briefly visit the office to meet attendance requirements without significant work.^[vii] What’s more, superficial tracking methods, like card scanning, also fail to provide meaningful insights into employee engagement or space usage. 

Facilities and workplace managers, therefore, find themselves in a delicate position. Without reliable data, it’s almost impossible to figure out not only who’s in the office but also for how long, or how spaces are being used.

Traditional office management methods are simply ill-equipped to handle the complexities of modern working patterns. To address this challenge, facilities and workplace managers need the right tools and strategies to efficiently manage resources and adapt to today’s workplace demands.

The power of data in balancing workstyles

In this era of unpredictable working patterns, data has emerged as the linchpin for effective space management. Verdantix reports 35% of organisations across EMEA have prioritised space utilisation monitoring – using commercial software that supports facilities and workplace processes – with 40% focusing on space planning initiatives to adapt to evolving workplace demands.^[viii]

This highlights the increasing importance of data-driven strategies and tools to manage fluctuating occupancy. By analysing the right data, facilities and workplace managers can gain valuable insights into workspace usage. However, it’s important to start in the right place. The first step is looking at historical data.

Facilities managers can understand past trends and identify inefficiencies when analysing historical data, such as office bookings or occupancy sensors. This data can show which areas are popular at specific times of the day and which are underused. In a sense, it reveals a “past view” of how spaces have been used. As an example, a recent report from Matrix Booking detailed how an NHS Trust analysed occupancy data to identify a need for more meeting rooms. From here, 30 out of 160 desks were replaced with an extra meeting room, saving about £65k per year by eliminating the cost of booking external meeting spaces.^[ix]

Next, looking at real-time data offers immediate insights or a “present view” of the space. Managers can use this information to temporarily close underused areas which can lead to energy savings or address issues like overcrowding by reconfiguring layouts. Integrating environmental sensors, for example, can also provide real-time usage reports on what’s being used and where. From here, managing wider resources such as lighting or heating can be applied only when needed – reducing costs and creating an adaptive environment that works for everyone. 

Predictive insights take this even further, enabling managers to anticipate future workspace trends while ensuring that spaces are both functional and efficient. If data suggests higher attendance on specific days of the week, facilities teams can prepare by allocating resources accordingly. Facilities and workplace managers, therefore, benefit from this proactive approach or a “future view” of workplace trends. This includes adapting to changing workplace policies, such as mandatory in-office days or a potential four-day workweek.

Ultimately, by understanding data and usage patterns, facilities and workplace managers can strike a balance between creating policies that encourage meaningful office presence rather than superficial compliance. More importantly, it provides them with the insights needed to successfully adapt to any changes that may come their way.

Finding the right balance 

Modern workspace management systems offer more than just scheduling solutions, they provide the tools to create adaptable, efficient and engaging office environments. These systems allow facilities and workplace managers to align employee preferences with organisational objectives by using real-time insights, occupancy monitoring and predictive analytics.

As the world of work transforms, organisations that embrace a data-driven approach will be the ones better equipped to balance the competing demands of the workforce. Facilities and workplace managers play a pivotal role in this journey, ensuring that workspaces not only meet today’s demands but are also prepared for tomorrow’s changes.

^[i] https://www.hrmagazine.co.uk/content/news/government-plans-right-to-request-four-day-work-week/

^[ii] https://startups.co.uk/news/companies-ordering-return-to-office/

^[iii] https://www.linkedin.com/pulse/facility-managers-guide-right-sizing-your-office-hybrid-shaik-ismail-a3fwc/

^[iv] https://www.personneltoday.com/hr/starling-bank-employees-quit-over-office-working-demands/

^[v] https://www.circles.com/gb/resources/top-uk-organisations-mandating-return-to-the-office-employees-are-challenging

^[vi] https://www.verdantix.com/report/global-corporate-survey-2022-smart-building-technology-budgets-priorities-preferences

^[vii] https://www.fastcompany.com/91158036/what-is-coffee-badging

^[viii] Verdantix, ‘Market Size And Forecast: Space And Workplace Management Software 2023-2029’

^[ix] https://www.matrixbooking.com/resources/case-studies/solent-nhs-trust/

From the Business Sprinkler Alliance (BSA), one of our exhibitors.

The recent fire that tore through a 6,000m² mixed-use building on the Brucefield Industrial Estate in Livingston has highlighted the huge challenge faced by firefighters when fire breaks out. The blaze rapidly engulfed a business and several adjoining units, necessitating significant fire service resources and road diversions.

The extensive fire on Saturday, December 7^th required nine appliances, including two aerial ladder platforms, two pumping appliances, and a bulk water carrier from the Scottish Fire and Rescue Service (SFRS) to bring it under control.  While thankfully there were no injuries, the industrial unit was destroyed, impacting several businesses including an adjacent gymnastics club. 

Highlighting the dramatic visuals of the destroyed building, Tom Roche, Secretary of the BSA said: “What caught my attention was the sheer destruction of what was a simple industrial building. The number of units involved and need for additional water highlight how even limited buildings require significant resources to quell them. The scale of the fire service platform beside it demonstrates the enormity of the challenge faced by firefighters. It underscores how quickly these fires escalate when buildings are not protected by automatic sprinkler systems.”

Roche emphasised the critical importance of early fire suppression, explaining that while the average response time to a primary fire in the UK is eight minutes and 50 seconds¹, the actual development of a fire can begin long before the first appliance arrives. Delays in discovering the fire, assessing its nature, and notifying the fire service can allow the fire to grow unchecked. Upon arrival, firefighters must evaluate access, water supplies, and the safety of the scene—all while the blaze continues to intensify.

As a fire grows, the resources needed to tackle it also increase. Larger fires demand greater amounts of water and personnel, with efforts often limited to external firefighting due to the scale of the inferno and associated risks. The UK fire services are already noting challenges with the available water in the supply network for hydrants. “This scenario is precisely what we see with fires in unsprinklered industrial buildings. They escalate rapidly, overwhelming fire service resources and leading to catastrophic damage,” Roche explained.

In stark contrast, incidents involving buildings equipped with sprinkler systems demonstrate the dramatic difference these systems can make. When fire broke out at a Winsford Packaging Factory in January 2022, the fire was contained by the premises’ sprinklers, preventing significant damage and allowing the Fire and Rescue Service to manage the situation quickly. Similarly, a fire at a Lutterworth Warehouse in March 2022 that started in storage racks was suppressed by sprinklers, enabling firefighters to extinguish it with minimal disruption to operations. The business was able to resume operations the following day.

“The outcomes of these sprinkler-protected fires are notably different from the large-scale devastation we saw in Livingston,” Roche added. “Automatic sprinkler systems activate early, containing or extinguishing a fire before it can spread. They are an essential component of a fire protection strategy, reducing the burden on fire crews, minimising property damage, and helping businesses recover faster.”

Call for sprinklers

The BSA is advocating for the wider adoption of sprinkler systems across the UK’s built environment, including industrial and commercial buildings. Fires like the one in Livingston serve as a reminder of the true cost of inadequate fire protection. Beyond the immediate destruction of property and business interruption, these incidents disrupt local economies, jeopardise jobs, and place enormous pressure on emergency services.

“Automatic fire sprinklers are a proven solution to mitigate fire risk,” Roche stated. “It is time to prioritise their inclusion as a key part of the fire strategy at the earliest stages of the design process, ensuring a safer and more resilient future for businesses and communities alike.”