Case study from Expansive.

Too many systems. Too many spreadsheets. Too much time spent chasing jobs that should’ve been closed yesterday. These organisations didn’t need another FM buzzword; they needed things to work. Here’s what happened when they switched to expansive:

• TEAMSPORT (Leisure & Entertainment, 37 venues):

The challenge: Rapid growth exposed paper-heavy processes, slow compliance and limited visibility across sites.

What changed: Expansive was rolled out across the estate in weeks, not months, giving sites clarity and contractors structure.

Results: Live in 12 weeks, 2,300+ work orders in 12 months, 10x faster compliance checks, 50% faster time to fix.

• SPAMEDICA (Healthcare, 38 hospitals):

The challenge: Fragmented FM processes made compliance tracking difficult across a growing healthcare estate.

What changed: Expansive brought every site, asset and audit trail into one place.

Results: Implemented in 12 weeks, 6,000+ work orders in year one, 100% compliance KPI’s achieved.

• THE CO-OPERATIVE BANK (Financial Services)

The challenge: A failed TFM model left the FM team without control, clarity or contractor engagement.

What changed: Expansive restored structure, accountability and confidence across the supply chain.

Results: 30% increase in contractor engagement, 6,000+ work orders raised, 93%+ contractor adoption.

• QUEENSWAY (Hospitality & Retail)

The challenge: Rapid expansion was being managed through spreadsheets and email, limiting visibility and slowing FM teams down.

What changed: Expansive replaced manual processes with one system that worked across countries, languages, and brands.

Results: Live in 8 weeks, 99% contractor adoption, 10% improvement in SLA compliance, 4.5% reduction in reactive maintenance costs.

Book a Demo: https://www.expansivefm.com/demo

With a proven track record spanning three decades, Asckey has established itself as a trusted leader in providing innovative FM software solutions.

In 1995, several significant computer programs and technologies emerged, including the release of Windows 95, the introduction of Java and JavaScript, and the development of the Internet search engine AltaVista. The year also saw the launch of Amazon, eBay and Netscape. However, more legendary is the inception of what is now known as Asckey Data Services Limited, a name inspired by ASCII, a standard data-encoding format for electronic communication between computers.

Where it all began

Asckey started as a consultancy company working with NHS Estates, now known as NHS England, working from a back office of a house in St Ives. Asckey consulted on the support of the Works Information Management System (WIMS), owned by the Healthcare Facilities Consortium (HFC).

The company decided to expand, move to an office outbuilding in Pidley, and took a step into application development. In 2001, Asckey were awarded a contract by the HFC, then a member of the NHS Confederation, to redevelop WIMS.  Due to the size of the project and the number of stakeholders, this project took several years to complete. In 2005, the project reached its conclusion, and WIMS was transformed into EclipseFM, our first version of Computer Aided Facilities Management software.

During this time of development, in 2003, Asckey also began hosting and maintaining the Estates & Facilities Management portal, now known as NHS Digital.

The growth in services

With the development projects growing, Asckey began to assess how we could further support our NHS clients. In 2008, we began providing N3 hosting services for NHS-related applications and then in 2015 we facilitated the move from N3 to the Health and Social Care Network for many of our clients. HSCN hosting then became a service we offered to the Healthcare sector. 

In April 2011, following a reorganisation within the HFC, Asckey acquired the full rights to Eclipse-fm® which was subsequently rebranded as fmfirst®.  In 2012, the name was changed to fmfirst® Estates, becoming an innovative CAFM system used by NHS Trusts across the country. 

The fmfirst® name became the preceding name to our developing suite of applications, with our cleaning compliance application, fmfirst® Cleaning, being added to the portfolio in 2013.

2014 saw the creation of fmfirst® Cloud which became the platform to access our cloud-based products and became a demo platform for showcasing what the software could do.

With the growth of the team, we were then able to offer bespoke development as a service and welcomed new clients from outside the healthcare sector.

In 2016, the management of Asckey changed hands. In 2018, with the continued growth of clients and the Asckey team, we moved to new premises from a village office to a building in the town of St Ives. The move in 2018 also led to a rebrand of the company to represent the change we had gone through from consultancy to application development and hosting providers.

How we continue to grow

The fmfirst® product suite continues to evolve in terms of functionality and user numbers.  There has been a significant increase in fmfirst® uptake in recent years with notable growth in the number of fmfirst® sites across the UK.  This includes the whole of the NHS Greater Glasgow and Clyde Health Board – the largest health organisation in the UK.

Along with fmfirst® Cleaning, fmfirst® Cloud now hosts our Survey, Portering and Tasking applications. fmfirst® Tasking has become an alternative CAFM solution for many of our clients. We continue to add new modules within our applications, most recently we added Stock Management to our fmfirst® Tasking module.

By working with our clients, we continuously improve and develop our applications to achieve our mission of becoming the partner-of-choice for organisations. We are proud to say that 75% of our clients have been with us for 8 or more years. 

Get in touch today if you would like to discover more about our applications and how we can add value to your organisation.

By Nigel Dews, Managing Director Restore Information Management

The story of 2026 is not about chasing the next breakthrough. Organisations aren’t abandoning innovation, but they are done with experimentation for its own sake. Big visions are being replaced by a focus on what works day to day. CIOs are under pressure to prove value, reduce risk, and keep the organisation running, not just to trial new technology. In our world of Information Management, trust, governance, and resilience matter just as much as innovation and increasingly determine whether it succeeds at all.

Over the past year, we’ve spoken extensively with organisations across sectors about their information management challenges and ambitions. Here’s what they told us and what we predict will be the trends in 2026.

1: From AI Hype to AI Practicalities 

With nearly nine in ten organisations now using AI in at least one business function, the question for 2026 isn’t whether to adopt AI, we’ve actually been using it for years, but how deeply it should be embedded into everyday operations. The focus is shifting away from generic tools and toward AI agents designed to handle governance, data quality, retention, and optimisation quietly in the background.

Yet, at the same time, CIOs are more cautious than ever. Talking to our customers reveals a growing scepticism toward overhyped “AI” promises, particularly where accuracy, security, and accountability are unclear. 

The message is consistent. AI must deliver practical value, operate transparently, and strengthen, not weaken compliance. 

 2: Legacy Foundations vs. Modern Expectations

Consumers want information at their fingertips; organisations want to differentiate via customer experience. Forcing organisations to access real time data around the clock and from anywhere. 

But here’s the friction point. Many are trying to deliver real-time insight on top of fragmented, legacy-heavy environments. The ambition is there; the foundations often aren’t. This gap explains why incremental progress still dominates, even as the need for speed accelerates.

The challenge isn’t choosing the next shiny technology. It’s building an information management ecosystem that can adapt, comply, provide efficiency and access, helping to make quicker decisions and improve the user’s end experience.

3. From Cloud Adoption to Cloud Judgment

Cloud‑native platforms have shifted from being a bold choice to an expected part of modern IT. With most large‑scale data environments now running partly or entirely in the cloud, the question is no longer “Should we use cloud?” but “How do we use it in the smartest way?”

For many organisations, hybrid and multi-cloud strategies are emerging as the pragmatic middle ground, balancing flexibility, resilience, and regulatory demands. This mirrors what CIOs are telling us: wholesale replacement of legacy systems is rarely realistic. Controlled evolution is.

4. UK Data Sovereignty and the return to local service 

UK organisations are becoming far more conscious of where their information lives, who can access it, and which legal frameworks ultimately govern it. Ongoing regulatory change, geopolitical uncertainty, and high-profile data breaches have sharpened awareness that data hosted or managed overseas can introduce risks that are difficult to see and even harder to control.

There’s a growing recognition that local service delivery matters. Information Management providers who combine UK infrastructure with on-the-ground service, deep understanding of local regulation, and the ability to support hybrid environments that blend digital and physical information securely provide more value than global ones. 

5. Trust Becomes the Differentiator

Perhaps the most striking insight from our customer research is this: technology is no longer the deciding factor.

Organisations consistently prioritise reliability, service quality, and delivery confidence over cutting-edge features. After years of ambitious promises and underwhelming execution, trust has become the real currency of digital transformation.

In 2026, information management partners will be judged not by how futuristic their platforms sound, but by how well they understand sector-specific pressures, compliance realities, and operational constraints.

6. Sector Specific Pressures 

In the public sector we will continue to see mandates for the NHS and Government for 
paperless and interoperable systems. Organisations will not only want to work with sector experts but trusted digital partners who can help them navigate legacy records and systems. 

They will want direct access to multiple experts who not only understand the sector they are in, but where they can offer flexible ways to meet their needs. 

7. Sustainability Continues to be a focus 

85% of companies increased their sustainability-related investments from 2023 to 2024, with green IT initiatives, paper reduction, and eco-friendly storage becoming standard considerations in information management strategies. This is a 10% rise from 2023. Sustainable data management practices and ethical AI deployment will influence procurement decisions. 2026 is shaping up to be the year organisations stop talking about transformation and start embedding it into governance models, operating rhythms, and everyday decision-making. Automation, real-time insight, compliance, sustainability, and trust are no longer separate conversations. They are converging into a single mandate: control at scale.

2026 isn’t a year of radical reinvention. It’s the year organisations finally make good on the promises of the last decade. As AI becomes business as usual, cloud strategies stabilise, and data sovereignty moves centre stage, the winners will be those who prioritise trust, governance, and real-world impact over hype. 

Information management is no longer a supporting function; it is the backbone of operational resilience, compliance, and customer experience.

If 2025 was the year businesses talked about transformation, 2026 is the year they’ll be forced to prove it. Organisations that can’t control their information won’t control their future.

AI has triggered a shift in the facility management and built environment sectors, offering opportunities to streamline operations and enhance maintenance strategies. However, despite the promise of increased efficiency and cost savings, AI adoption comes with significant risks – especially when it comes to building maintenance schedules for high-risk buildings. 

Mike Talbot, Chief Technology Officer at SFG20, the industry standard for building maintenance, has shared his insights on the dos and don’ts of using AI in facilities management. 

The dos of using AI 

1. Using AI tools for deep research

AI is an invaluable tool for conducting in-depth research. Whether you’re assessing new maintenance technologies, gathering market intelligence, or researching evolving regulations, AI can quickly process vast amounts of data and extract relevant insights. In facilities management, where decisions often depend on the latest information about equipment performance, AI can significantly enhance the speed and quality of research. By automating this process, AI frees up human resources to focus on more strategic activities—such as adapting the findings to your unique operational context.

2. Leveraging AI to review and challenge 

AI can be a powerful tool for reviewing and challenging your work. From checking for compliance issues in contracts to identifying inconsistencies in documents, AI-powered tools can scan large volumes of information quickly and flag potential risks or errors. In facilities management, AI can identify gaps in existing workflows, prompting facilities managers to revisit and refine their strategies.

3. Maximise asset lifespan 

AI-powered solutions can extend asset lifecycles by predicting potential failures before they occur. By recommending the best timing for maintenance (not applicable for statutory requirements), AI can prevent both over-maintenance, which can cause unnecessary cost, and under-maintenance, which can lead to premature failure.

The risks of using AI

While AI offers clear advantages, its over-reliance can expose organisations to risks that could undermine maintenance effectiveness. One of the main risks is using it to create maintenance tasks and schedules, which may miss critical regulations or fail to take specific context into account.

1. Lack of human judgment when creating contracts or building maintenance schedules

AI-generated schedules and contract clauses can be useful tools, but they are no substitute for the judgement of experienced engineers and facilities professionals. Competent practitioners draw on years of technical training, practical experience and industry knowledge to interpret legislation, understand risk, and apply standards in context.

Without this human input, AI is prone to treating guidance as static and absolute, missing nuances that are critical to statutory compliance. An engineer or FM professional will recognise when a new code of practice affects an existing regime, when a manufacturer’s recommendation should be challenged, or when building-specific factors demand a more conservative approach. AI, by contrast, may uncritically reflect incomplete or out-of-date legislation, regulations or Approved Codes of Practice, creating an impression of compliance that does not stand up to scrutiny.

Human judgement is also essential in understanding how assets behave in the real world. Experienced practitioners know how changes in occupancy, usage patterns, environmental conditions or operational strategy will alter maintenance requirements. While AI might propose a schedule based on assumed or “ideal” usage, a professional can see when a change in activity renders that schedule inadequate, and adjust it to prevent missed maintenance, equipment failure and potential non-compliance.

2. Inability to adapt to unforeseen circumstances

AI systems are typically designed to follow patterns, a main reason they are beneficial in predictive maintenance. However, these systems may not respond well to unexpected changes. If a facility experiences a sudden surge in activity, a breakdown, or an emergency situation, AI-generated schedules might fail to adjust quickly enough to accommodate the new conditions. This lack of adaptability could result in improper or delayed maintenance, putting equipment and operations at risk.

3. Relying on outdated content in AI-written maintenance schedules

A key risk in using AI to generate maintenance schedules is that it may not keep pace with changes in legislation, regulations and standards over time. Maintenance obligations in the built environment are inherently longitudinal: statutory duties, Approved Codes of Practice and industry standards evolve, and maintenance strategies must be updated accordingly.

If an AI system is trained on, or continues to draw from, incomplete or outdated legal and technical sources, it may generate schedules that reference superseded standards or omit newly introduced requirements. This can create a false sense of compliance while exposing duty holders to enforcement action, contractual disputes, insurance challenges and increased liability – particularly in higher-risk settings such as healthcare and residential buildings.

The risk is not only about immediate accuracy, but about maintaining a defensible compliance position over the life of an asset. Where AI-generated schedules are not explicitly grounded in current legislation and updated guidance, organisations may struggle to demonstrate that their maintenance planning has followed the law as it has evolved, undermining both safety outcomes and legal compliance.

Mike Talbot, CTO at SFG20, says: 

“AI, like any professional tool, delivers its best results when guided by people who understand both the technology and the realities of managing complex building assets. It offers genuine value by speeding up early research, helping teams explore maintenance options in more depth, facilitating longer asset lifespans, and increasing overall efficiency. But even with these strengths, it still benefits from clear human direction and careful review.

“SFG20 recently tested creating a maintenance schedule for an L1 Fire Alarm system within a Large Language Model (LLM) and encountered a glaring error within seconds: the reference standard the schedule was based on was out of date. The problem here is that it could potentially put building occupants at risk and leave building owners exposed to legal consequences.

“When used in a controlled, informed way, AI can enhance efficiency and help organisations get more from their assets over time. Its role is to support professionals in making better decisions, not replace the experience and judgement that ensure maintenance strategies remain accurate, safe, and fully aligned with current requirements.”

As hybrid working becomes the norm, more and more companies are recognising the need to create a destination office that will attract and retain employees by offering more than just a place to work. The pandemic saw a shift to remote working, driven by flexibility and an improved work / life balance which has had a direct impact on city centres and office space use. This changing culture means today a workplace has to speak to an employee’s sense of wellbeing as much as to their desire to do a good job. It means workspace design, service excellence and facilities management all play a part in employee satisfaction and productivity.

Gary Seaton, Sales and Marketing Director, and John Norris, Head of Innovation at cleaning and security provider Samsic UK, look at how facilities management and the use of artificial intelligence (AI) can help create destination offices by providing healthier, happier workplaces.

From Gary’s perspective: “Creating a destination office today means aligning space with purpose – where AI, sustainability, and wellbeing intersect to support hybrid workforces.”

While John believes: “We’re not just cleaning offices; we’re transforming them into ESG-aligned, data-led spaces people want to return to.”

Today, many companies are facing real challenges in getting people to return to their workplace because employees have grown accustomed to the flexibility and balance offered by remote working. The decision to commute to a fixed place of work (or not) is weighed heavily against factors such as impact on wellbeing, opportunities to collaborate and socialise, as well as the overall quality of the workplace experience.

According to the Office for National Statistics Opinions and Lifestyle Survey1, more than a quarter (28%) of working adults in Great Britain in late 2024 were hybrid, splitting their working hours between the office and home.

Many companies are now demanding office attendance two or three days a week, or are even looking to cut the hybrid model altogether with a full-time return, but could such a change in attitude turn into a stampede for the door? According to WTW’s Global Benefits Attitudes Survey2, 52% of employees indicate they would quit or look to leave if their company mandated a full-time return to the company premises.

The return-to-office battle has never been felt more keenly. Therefore, forward-thinking companies are trying to entice people away from remote working – rather than just demanding it – by creating more appealing workplaces, which have been termed ‘destination offices’.

The ultimate aim of a destination office is to provide a space that promotes a sense of community and belonging, strengthens company loyalty and enables a deeper connection with company culture. It should provide flexibility for people to work in the way they want, in premises that are comfortable, engaging, clean and hygienic. It means developing an employee-centric ethos and providing an experience-driven workplace that meets people’s emotional and physical needs.

The question is: how do businesses achieve this while also keeping an eye on the bottom line?

Wellness programmes and ergonomic workspaces are a given, but there are more subtle nuances that help to create an enticing workspace, such as using AI and intelligent data analysis in facilities management to greatly improve user experience. By analysing data, companies can optimise predictive maintenance, on-demand cleaning and smart resourcing, to support the creation of dynamic, employee-friendly spaces.

AI can tell you what people do, what they want and what they like. It can monitor their use of the building, lifts, canteens, washrooms, tracking trends that may help businesses identify what people are doing that makes them come to the office rather than stay working from home.

A healthy, hygienic environment is a mainstay of a destination office, particularly in this post-COVID world. This is where facilities management can make a real impact, especially by improving wellbeing through intelligent hygiene. Data-led auditing can track hygiene standards and target areas for improvement – ensuring healthier indoor environments. 

AI-led cleaning routines directly support the comfort and health of building occupants using sensor feedback to ensure spaces remain clean and inviting, while predictive replenishment ensures essentials, such as washroom products, are always available.

Touchpoint-focused cleaning and on-demand scheduling, which supports user comfort and safety, can be utilised, while scent management in reception areas can help to improve the sensory experience of employees and visitors.

Cleaning and security teams often operate with real-time feedback tools, allowing adjustments that improve comfort and user experience. It means site operatives can ensure shared spaces, such as washrooms, kitchens and breakrooms, remain clean, safe and welcoming.

If you look at Maslow’s Hierarchy of Needs3, it is AI that will help a destination office reach the top of that pyramid, covering physiological and safety requirements, creating social belonging, building self-esteem and achieving self-actualisation, where people can achieve their potential and feel a real purpose.

It is all about finding solutions so that you can move people’s mindsets from ‘I need to survive at the office’ to ‘I am happy to commute for an hour because I am going somewhere I want to be’.

AI can also provide energy and efficiency solutions helping to reduce water and chemical usage. Audits can also help to identify energy savings opportunities through LED lighting, and cleaning schedules that are tied to occupancy.

Therefore, a real benefit of AI for companies is how data analytics and AI-driven insights can support better service delivery, optimise building management, predictive maintenance, and operational efficiency. 

The use of data can also support a company’s ESG targets, using data-led ESG gains, whether it is eliminating chemical usage, reducing single-use plastics, or tracking energy and material savings, AI can help clients meet their ESG targets with measurable results.

Physical changes can also have an impact on people’s perception of a building with many businesses also prioritising green cleaning, using methods and products that prioritise human and environmental health and employee wellbeing.

Facilities management can have a direct impact on the creation of a destination office, which in turn can enhance productivity, wellbeing, and culture.

Reimagining office space is one thing, but it goes far beyond just enticing workers back into the office. A destination office is a powerful tool in helping to retain top talent, boost morale and motivate a workforce, and facilities management has a strong role to play in this modern office trend.

Claremont workplace psychologist Becky Turner explains why understanding the cost-per-visit is the first place for any organisation to start if considering attendance mandates for driving people back to the office.

Hybrid working still remains the most popular for organisations post pandemic, back to work mandates are becoming more popular as business leaders push to make office attendance compulsory. The practiced reality around return to work mandates can be as subtle a change as two set days a week in the office, but the very word can carry strong undertones of authoritarian and outdated leadership styles. 

The latest insight report from office interior design experts Claremont, reviews the impacts both positive and negative mandating employees back to the office can have on an organisation and its people. The balanced, conclusive guide is well worth a read for anyone reviewing policies around office attendance and is available here for free.

One of the key takeaways from the report (of which there were many), was the idea of driving visits not mandating attendance and with this, attributing an ROI against cost-per-visit. 

For decades the industry has measured value of office space in square feet with footplates equalling the total number of desks the space can hold, but in a tech-connected post pandemic workplace, it’s not just desks organisations need. It’s call booths, hot-desks, break-out spaces, quiet zones, meeting rooms and a whole host more. Dedicated desks and cellular offices are fast becoming a thing of the past. 

Set-up correctly, an office can be like a multi-functional member’s lounge dedicated to bringing employees together, naturally driving productivity, culture and creativity. And it’s by looking at the office as a member’s lounge dedicated to bringing employees together, organisations can think more creatively about how they drive attendance.  

Expensive real estate being underutilised is every CEO’s worst nightmare, but by running a cost-per-visit exercise, organisations can quickly understand how much a space costs by each day and by each visit. This practice highlights what days it delivers the least value and by understanding this, organisations can begin to drive off peak attendance and in some cases monetisation. 

Becky Turner, Workplace psychologist for Claremont said: “The pandemic changed the way we work dramatically, supercharging our adoption of technology to do business. It gave employees more autonomy, brought them closer to their loved ones and made them more productive. That rapid adoption of technology means offices can be left completely empty for a number of days a week and as a result, organisations are calling into question the value of its underutilised space.  

“There are plenty of arguments for mandating attendance to make better use of this expensive real estate, but it isn’t something organisations should choose to do without also considering the adverse effects it can have on an organisation, its culture and its ability to recruit and retain top talent. 

“For anyone looking to get a rounded picture here, I recommend you read our insight report on mandating workplaces, but for now, I’d like you to consider how much each visit costs your organisation and how you could incentivise visits before ‘laying down the law’ on when people should attend?  And with this, consider what a creative approach to off-peak office use could look like?

“Every organisation we speak to knows just how important their office is for embedding company culture, bringing people together, increasing creativity and getting stuff done. Quite often they come to us with problems too. They want employees to use their workplace more. Post-pandemic the office isn’t working for them like it used to. In many cases, that’s down to office design and the way we’ve adopted technology, but for some employees, home feels like a more compelling place to be. For example, those with caring commitments are likely to feel as though a long and busy commute is eating into time they can be getting on with their work, whilst adding daily stress when it comes to school or nursery pick-up.

“The benefits work both ways too, that parent with care commitments may be able to work later because that commute isn’t part of their day. They’re better connected to their devices, less stressed, working longer hours and feeling more productive. Throwing an office mandate into that person’s life, is a sure-fire way to get them to jazz-up their CV and look for a role which offers more flexibility.” 

“If increasing visits is the target outcome, how could an organisation offer fluid working hours to support those with care giving responsibilities? If empty, underutilised space is the problem, how could the organisation drive monetised out-of-hours use through its workforce? 

“Cost per visit can also provide a better benchmark for the power of location. A well-connected location can drive visits, it can support recruitment of underrepresented groups. It can reduce the requirement for dedicated workstations, demonstrates the value of shift patterns and team days.” 

“By getting a cost per visit base line, organisations can quickly understand what activity has the most cost-effective impact on attendance. Can it be the backdrop for an early morning yoga club that creates a community use with free attendance for employees (can that club help to drive attendance and embed culture)?  

“Training, mentoring, creative workshops, socials are all great ways to bring people into the office on off peak days where the implications of booking meeting rooms out could have a greater impact on peak days.

“It’s by shifting away from traditional bricks and mortar valuations of office space and adding a cost per visit approach into the mix, we can start to think more creatively about how we drive attendance rather than just stipulating attendance which can only be a positive.” 

To download the complete insight report by Claremont visit: https://claremontgi.com/mandated-workplaces/

By Laura O’Sullivan, Rubberdesk 

Every week I speak with businesses exploring serviced and managed office options. And while location and cost are still part of the conversation, there’s one topic that consistently takes centre stage: amenities.  

Not just the essentials like Wi-Fi and coffee, but the kinds of features that shape how people feel about their workplace – wellness rooms, rooftop terraces, concierge-style services.  

Take FORA’s Chancery House, for example. It has a fitness facility to rival a number of high street gyms, complete with private training pods where users can follow guided workouts and train solo. The changing rooms are spa-like, designed to make transitions between work and wellness seamless. 

Similarly, Uncommon’s High Holborn location features a dedicated studio space that hosts a rotating schedule of wellness classes catering to a wide range of interests and fitness levels.  

And this isn’t just confined to serviced office operators, either. At GPE’s fully managed location at 141 Wardour Street, wellness is embedded into the design itself with a gym, biophilic elements, and a green roof terrace that brings nature into the heart of Soho. 

These examples highlight a wider trend: amenities are no longer just perks, they’re an expectation 

Wellness spaces: and I’m not just talking about quiet rooms 

Wellness amenities have moved from a quirky added benefit to front-and-centre. In London, we’re seeing operators introduce meditation pods, nap rooms, and even on-site yoga studios. And they’re not just for show. CBRE’s Occupier Survey found that 79% of employees believe wellness amenities positively impact their productivity. That’s a compelling figure for any business trying to get the most out of its team. 

For facilities managers, this means thinking beyond maintenance. It’s about creating spaces that support mental health, reduce burnout, and encourage balance. 

It’s also worth noting that this shift is being driven in part by generational expectations. 

Younger employees, particularly Millennials and Gen Z, are more likely to prioritise wellbeing, flexibility, and purpose in their work environments. FM teams need to be attuned to these evolving expectations to remain competitive in attracting and retaining the best talent. 

Rooftop terraces are the new breakout space 

Outdoor space is becoming a major draw, especially in cities where green space is limited. Rooftop terraces are multifunctional. Teams use them for more casual catchups, client drinks, or just some fresh air between meetings. 

Outdoor spaces are also a great way to boost sustainability and support ESG goals. 

Not only do green roofs look fantastic, but they also help cool down city buildings, clean the air, and create little pockets of nature for birds and insects. For companies focused on doing their bit for the environment, these features are a smart, meaningful investment. Facilities managers play a big part in making sure these spaces are both welcoming and eco-friendly, so everyone can enjoy them with a clear conscience. 

Facilities managers are key to making these spaces welcoming, ecofriendly and usable year-round – whether it’s installing heaters for winter or shade sails for summer. It’s about turning a feature into a functional asset. 

Concierge-style services 

Concierge services are fast becoming a staple in premium office offerings. From dry cleaning and bike repair right down to booking taxis and restaurant reservations, these services add a layer of convenience that employees genuinely value. 

For FM teams, this means collaborating closely with front-of-house staff and service providers. It’s about ensuring consistency, quality, and responsiveness. And it’s a shift from operational to experiential thinking. 

Technology is playing a growing role here too. 

App-based platforms now allow employees to book services, reserve wellness rooms, or even order lunch from their desks. FM teams are increasingly working alongside IT departments to make sure these systems are secure and user-friendly.  

From operations to strategy 

With 60% of tenants now saying amenities are a key driver in office choice (JLL), the role of facilities managers is evolving. They’re no longer just keeping spaces running – they’re helping shape the workplace experience. 

This shift positions FM professionals as strategic partners. They’re working with landlords, operators, and HR teams to deliver environments that go beyond the desk. It’s about understanding what people value, and making sure the space reflects that. 

The challenges 

Budget constraints, existing infrastructure, and changing employee needs mean FM teams need to be nimble and creative. Many are turning to data in order to track usage patterns, gather feedback, and then use those analytics to inform decisions about which amenities to invest in and how to optimise them. 

The demand for high-quality, experience-led amenities will only grow. 

FM teams will need to stay ahead of trends, anticipate user needs, and continue to evolve their approach. The most successful will be those who see amenities not just as features, but as integral to the workplace experience. 

In essence, amenities are the new differentiator. And facilities managers are the ones making them work. 

Matt Etherington, Public Sector Workplace Specialist at Matrix Booking explores how NHS and local authority estate sharing can transform services and budgets

The shift to hybrid working in the UK public sector has created both a challenge and an opportunity around effective estates usage. While hybrid models offer staff flexibility, they’ve also put a spotlight on how public sector buildings are managed. From hospitals to council offices, the public sector estate is vast. It’s under pressure, budgets are tightening, space is often underused, and yet communities expect services to be more connected and accessible than ever. 

The recent criticism of the UK government’s brand-new £150 million headquarters in Glasgow highlights the problem. After a recent visit to the headquarters, MP Angus Macdonald tweeted his disapproval of not only the “oppulance” of the offices, but also crucially the “emptiness” of the space. He later went on to tell The Times that the office was “massively over-specified” given the number of employees working from home – showcasing that, for public sector organisations, estates management is not just a matter of efficiency, it can have huge reputational impact.

The picture is further complicated by the fact that councils increasingly share space with partner organisations, government agencies and NHS Trusts. Take the NHS and local authorities: both hold large, expensive estates and face rising demand – from stretched health services to councils delivering housing, welfare and social care. Yet, despite often sharing premises, they still tend to operate in silos, duplicating costs and efforts while missing opportunities to integrate services under one roof.

The challenge: why estates are hard to share. 

Encouraging staff back into offices has proven difficult. Buildings can swing from half-empty to overcrowded depending on the day. For the NHS and local government, this makes planning even harder when teams share estates. They face too many empty desks on quiet days, but too little space on busy ones. This leads to frustrated staff and unnecessary costs – for example, lighting, heating or cooling an empty floor.

On top of this, cultural habits and operational silos make sharing difficult. NHS trusts and councils have long managed their estates separately, with different systems, regulations and funding streams. Concerns around accountability, data privacy and health and safety complicate estate sharing. And while investment is needed to redesign buildings and install supporting tech, budgets are tighter than ever.

Shared infrastructure, stronger services

However, there’s a significant opportunity: by reimagining the NHS and local authority estate as a connected body, organisations can eliminate duplication of efforts for overlapping communities, optimise space usage, reduce costs, better support cross-organisational collaboration and – most importantly – transform how services are delivered. We’ve seen this in action through the One Public Estate and Kent Connects’ Shared Spaces Project.

In practice, estate sharing can look like integrated community hubs for GPs, social workers and council welfare teams, which support faster referrals, earlier intervention and reduced duplication of efforts. It can also look like underused council offices hosting NHS outreach clinics or mental health drop-ins, while surplus NHS buildings could become council access points for children’s services hubs. It can also look like budget relief.

This raises the key question: how do we make it happen?

To solve this new workspace puzzle, many public sector organisations are turning to workplace tech to manage shared spaces. Far from being a free-for-all where employees simply turn up and work, workspace management systems are being used to provide real-time insights to ensure desks, meeting rooms, IT peripherals and other resources are available when and where needed. Alongside providing visibility, the insight from these systems is helping organisations to audit the success of cross-organisational working, and to help them plan for the future.

Cross-organisational working and shared spaces are still relatively new concepts, and the public sector is working harder than most to ensure these first forays aren’t being taken blindly, or as a kneejerk reaction to the wider working world. But what is absolutely clear, is that they’re having a hugely positive impact, providing flexibility, security, improved productivity and an overall reduction in cost thanks to a consolidation of real estate.

Make the opportunity a reality

The public sector faces increased financial and service pressures during a period of unprecedented change. Sharing estates between the NHS and local authorities is not just a cost-saving measure – it’s a way to redesign services around citizen and staff needs. Vacant and underused buildings can be turned into connected hubs that improve access, reduce duplication and support integrated care with little to no detrimental impact to staff working practices.

To achieve this, estate leaders should look to embrace estate-sharing strategies and the technologies that underpin them. This is about more than balancing hybrid work with efficient estates. It is about building public sector estates fit for the future: flexible, shared and focused on delivering maximum value. Indeed, the UK government’s own local government reorganisation process highlights the importance of rethinking how councils use resources and estates, reinforcing that this shift is both a strategic and a structural priority. 

Those who move early will set the standard – not just for the public sector, but for any organisation rethinking how its spaces can work harder.

Claremont’s Workplace Psychologist Becky Turner will be taking part in a panel session on Wellbeing in the workplace – Keynote Theatre, 8th October at 12.30 pm – 13.00 pm.

Zero carbon, 100% renewable electricity supplier Bryt Energy has moved into its new UK headquarters with the help of award-winning nationwide interior design and fit-out business Claremont.

Bryt Energy, part of the Statkraft Group, supplies British businesses with zero carbon, 100% renewable electricity*, sourced solely from solar, wind, and hydro power. The company is proud to be accredited as a Silver Carbon Literate Organisation, making it the first renewable electricity supplier globally to achieve Carbon Literate status.

Previously located in Victoria Square, Birmingham, Bryt Energy signed a lease at the end of 2024 for 12,500 sq. ft of space in Bruntwood Sci-Tech’s Cornerblock, situated in the heart of the city’s central business district. The building offers a range of shared amenities, including an on-site gym, secure bike storage, and Birmingham’s largest private roof terrace.

Cornerblock was a strategic choice for Bryt Energy, aligning with its commitment to sustainability. As a renewable electricity supplier, Bryt Energy had specific environmental criteria for its new office, including the use of renewable energy, to ensure their move aligned with their near term SBTi targets set in 2023.

Claremont has now completed an ambitious 14-week design and fit-out programme to give Bryt Energy an inspiring and attractive workspace for its 150-strong and growing team. Claremont’s strategy was to embody Bryt Energy’s environmental values by making sustainable choices throughout, including the use of furniture made from natural fabrics and recycled plastic. As a result, the scheme has achieved the RICS SKA Silver standard. 

The new office is rich in choice and offers ample room for collaborative working and enhanced employee facilities. The movement design concept takes clever design cues from the renewable energy sector.  In reception, visitors are welcomed by a striking brand wall featuring angled ribbon lights, echoing the angles at which sunlight hits solar panels and a blade shaped reception desk made from recycled CDs and refrigerators. A tunnel walkway continues the theme, with jagged acoustic panels mimicking wind turbines, and bespoke turbine-inspired divider walls to zone the space.

A social and collaboration zone is at the heart of the floorplate, which acts as a town hall space for company events and is fully equipped with AV, plus there’s an impressive client suite. As employee wellbeing was a driving force behind the design, a wellbeing and multifaith room, enclosed focus rooms, and multiple quiet zones have also been included.  

Heidi Wilbor, Customer Operations and HR Director at Bryt Energy said: “We are proud to have an office that prioritises both sustainability and employee wellbeing, ensuring that our growing team has all that they need to thrive. Our Silver SKA rating reflects the thought and care that was put into crafting our office with sustainability in mind, at every level. We will continue to seek ways to develop our new home even further, to make it as welcoming and inclusive as possible.”

Patrick Ames, Client Director at Claremont said: “Sustainability is no longer a nice-to-have, it’s becoming a core driver in the design and fit-out briefs we’re seeing, especially from value-led businesses that know the importance of action when it comes to environmental responsibility and carbon reduction.

“From day one, Bryt Energy has brought a real energy and commitment to doing things differently, and we made sure that passion for sustainability was embedded in every part of the design – not just in materials, but also in the way the office supports their team. Now the team has moved in, we’re excited to see how they use their new Destination Office and put its many features and spaces to work.”

Claremont has been delivering office interior design and fit-out projects across the UK for over 48 years. 

Visit CBRE on stand B3, C3, C4 at the show. Additionally, listen to talks from CBRE’s Laura Toumazi (7th at 10:30) and Dan Andrews (8th at 10:30).

Introduction 

The facilities management industry has demonstrated remarkable resilience in recent years, adapting to economic shifts, hybrid work models, and the pandemic’s impact. FM services often represent significant expenditure, highlighting the constant demand for value-driven workplace solutions. Outsourcing FM remains a key strategy for future-proofing commercial estates, leveraging specialised expertise.

This report explores the major drivers reshaping the FM industry, offering insights for organisations seeking to thrive in this evolving landscape. It focuses on three key areas: Digital, Physical, and Human (Workplace PHD).

Economic stability

CBRE anticipates economic stability, with inflation near target levels and potential base rate cuts. This will likely result in a modest market growth of 3.2% in the UK’s outsourced FM market, which is currently worth over £35 billion according to Frost & Sullivan.

The Top Facilities Management Trends

Digital

Mature organisations are developing holistic digital strategies for facilities management data to support their goals. By connecting facilities management, real estate and project management data, businesses can invest more wisely and derive greater value from their workplace technology investments.

1) AI-optimised facilities management:

Artificial intelligence (AI) tools have exploded over the past 12 months, with businesses in every sector exploring how they can drive efficiencies and change. The integration of AI and automation into facilities management services is accelerating and we are already seeing the potential it has to transform operational excellence, user experience, skills and talent, innovation, data and sustainability.

AI is rapidly transforming facilities management, offering significant improvements in operational efficiency, user experience, and sustainability. Over the next year, we’ll see further impact, including streamlined workflows, automated tasks, and optimised building systems. 

Agile companies are leading the way, with industry-specific AI variations emerging. Demand is increasing, but the human element remains crucial. Organisations must cultivate a culture that values critical thinking and empathy alongside technology. 

Expect AI to enhance, not replace, human decision-making in the near future. The “human-in-the-loop” approach, combining AI with human input, is key for accuracy and long-term reliability. Data quality will be critical for successful AI implementation, driving advancements in machine learning and expanding AI’s applications within facilities management.

2) Connected FM technologies:

Facilities Management will continue to focus on implementing and scaling key technologies to support core business goals. Smart FM solutions, including IoT sensors, BMS alarm analytics, HVAC optimisation, AI-powered BIM and predictive maintenance, will drive operational efficiencies and sustainability efforts, leading to tangible cost savings.

The industry is evolving towards flexible, on-demand service models, with technology as the key enabler. Remote monitoring, IoT, and predictive maintenance will optimise resource allocation and facilitate pay-as-you-go models.

“Living intelligence,” integrating AI with advanced sensors, will be a key trend. This continuous data analysis will boost workflow efficiency, reduce costs, and improve sustainability. Expect increased PropTech M&A activity, driven by reduced inflation and investment, aiding data unification and unlocking AI’s full potential.

3) The data and insight economy:

Data is an increasingly valuable business asset, and FM data is no different. In a data-driven world, facilities managers derive meaningful insight from large volumes of information to support organisations in making strategic decisions. Improving quality in proprietary facilities management data will be a central focus, with the aim of supporting decision-making through enhanced accuracy and usability, thus creating meaningful pathways for successful action and outcomes.

Data protection and cybersecurity remain top priorities as systems become increasingly connected. With enterprise data projected to grow significantly, enhanced security controls are essential.

This year, companies will start feeling the effects of the environmental impact of data storage as a Scope 3 emission, particularly as AI becomes more prominent. We will begin to see whether AI will enable the net zero transition or derail it

Physical

4) Human-centred workplace strategy:

The narrative around workplace strategy is expanding far beyond hybrid working and the common thread will be the need to reimagine our offices to meet the needs of workforces in 2025 and beyond. The focus is on creating a human-centred workplace experience, supporting the “untethered workforce” with flexible policies and environments. This involves measuring and strategically leveraging the workplace to gain a competitive advantage.

Inclusion remains paramount, with spaces designed to accommodate diverse needs, including accessibility and neurodiversity. Sustainability is also crucial, with a focus on renewable energy, energy-efficient technology, and sustainable building certifications like NABERS or BREEAM.

Friday occupancy remains a challenge, prompting companies to explore strategies to boost attendance or repurpose office space. Facilities management will need to offer flexible, demand-led services. While the four-day workweek and the metaverse are emerging discussions, the focus will be on addressing burnout and digital overload.

5) Simplification of ESG:

After a year of newsworthy climate impacts there will be a sharper focus for Environmental, Social and Governance (ESG), driven by the urgency of net-zero targets and heightened climate impacts. The focus will shift from initiatives to data, with governance and climate risk taking precedence. Organisations are moving from target setting to concrete action, demanding data integrity.

Facilities managers will play a critical role, facilitating advanced ESG benchmarking and supporting budget allocation for decarbonisation projects. Expect a stronger emphasis on the “S” of ESG, going beyond healthy workplaces. FM can enhance local impact by sourcing from ethical suppliers, conducting community needs assessments, and designing effective social value strategies.

6) Cost savings:

Cost and value for money will remain the primary drivers of FM purchasing decisions. Facilities managers are well-positioned to deliver savings, even on mature contracts.

Innovation and cost savings will go hand in hand, with organisations that invest in digitisation seeing the greatest benefits. Cost will also drive ESG initiatives; demonstrating the financial benefits of ESG will help organisations reach net-zero targets faster.

A challenge to the ability of facilities managers to support cost savings is the National Insurance increase, as outlined in the current Government’s budget scheduled to take effect in April 2025. As a result, facilities management providers will seek innovative strategies to mitigate its impact on employment opportunities and service quality.

Key Decision Drivers in Purchasing FM Services (Survey Results):

• Cost and Value for Money (77%)
• ESG and Sustainability (27%)
• Service Quality, Innovation, Partnership, Workplace Experience, Technology, Flexibility, and Data/Insight

Human

7) The next generation workforce:

The arrival of Gen Z is reshaping workplace expectations, requiring companies to navigate a multigenerational workforce. Workplace experience and design are key to fostering collaboration across generations.

Gen Z expects personalisation and flexibility, challenging traditional office attendance models. An enforced five-day office attendance is generally seen as less attractive by younger generations, so companies must decide their stance on this as they build their future workforce

Wrapped up in this trend is the growing need to digitally reskill the workforce, address the skills gap and continually enhance the capabilities of facilities managers to meet the needs of new buildings. AI is changing job types, necessitating more digitally literate facilities management professionals. The Government’s newly formed skills board recognises the fractured skills landscape and could prove useful in driving next generation talent into engineering and facilities management careers across the whole of the UK.

8) Rethinking workplace metrics:

We will continue to see an evolution of traditional measures of workplace performance. We will see a move from efficiency measures, like desk density and sharing ratio, to effectiveness measures such as utilisation and employee sentiment or satisfaction. Total cost of occupancy will become a common and crucial measure of estate performance and a valuable data asset that facilities management can deliver to their clients.

Expect improved data analytics and connectivity, linking FM performance to workforce and business outcomes. For example, correlating lift uptime with footfall or retail sales.

New metrics that measure employee experience, organisational dynamics and ESG are also gaining prominence and will become more common.

9) Supply chain designed for strategic impact:

Facilities Management supply chains must flex and adapt to meet evolving organisational needs. This includes driving technological innovation, service efficiencies, and aligning with ESG goals, particularly reducing Scope 3 emissions. Differentiated partnerships will remain crucial for delivering diverse spend and fostering innovation.

In today’s fast-paced marketplace, organisations need a facilities team that that fosters a culture of proactively identifying advantage – and evolving solutions to keep at them at the cutting edge. Whether organisations are targeting efficiencies, cost savings, smart solutions or other innovations, facilities supply chains will be designed to deliver strategic impact.

The Final Word

The current FM industry is poised for success, driven by economic recovery, data-driven insights, and technological advancements. The industry must remain resilient and flexible. Organisations will increasingly seek FM providers with deep industry knowledge and a commitment to partnership. Success will rely on delivering exceptional value through big data, human-centric design, and digital transformation.