Researchers at Nottingham Trent University (NTU) are investigating how indoor plants may improve the health and wellbeing of office workers.

A team of biophilia experts have developed a ‘green’ office with more than 20 plants and a green wall in order to monitor whether, and in what ways, people working among greenery develop improved health.

Participants will have their heart rate and blood pressure monitored while working in the green office, and this will be compared to their measurements while working in a separate office space which features no plants.

The project is led by Professor Emeritus Derek Clements-Croome, who is also a visiting professor at NTU from University of Reading, with Dr Yangang Xing, an associate professor at NTU, and Dr Tatsuya Matsuoka, a visiting scholar at NTU from Shimizu, Japan.

Dr Matsuoka said: “While it’s commonly believed that being surrounded by nature is good for your health and wellbeing, we’re keen to design a methodology which can prove whether or not this is the case in an office environment.

“When you consider how many people work in offices around the world – whether onsite or from a home office – the implications for people’s wellbeing could be considerable.

“And with increasing interest in healthier work environments, our findings could help shape how offices of the future are designed and maintained for long-term health benefits.”

The study is taking place until December this year and will result in published research which will be open for the public to read free of charge.

The chosen plants are selected based on related research carried out by the North American Space Agency (NASA) for their air-filtering abilities, primarily for their capacity to remove volatile organic compounds (VOCs).

They include tall plants such as the kentia palm, barrier plants like the sansevieria, as well as snake plants, monsteras, the Dracaena Janet Craig and more.

A series of short tests of 30 minutes per participant will take place this summer before 24 hour tests will take place later in the year for a more detailed analysis.

Participants will wear Google Fitbit 6s to monitor their blood pressure and heart rate and be asked a series of questions about their experience of working in both environments. 

Their wellbeing outside of the office, including quality of sleep, will also be monitored as part of the later study.

Dr Matsuoka is working at NTU for a period of 12 months before he returns to the Institute of Technology at Shimizu Corporation in Japan.

The plant scaping was done in collaboration with the Benholm Group, a company in Falkirk which specialises in interior plant scaping to support biophilic design.

Research supervisor Professor Clements-Croome said: “We are connected to nature and it affects us deeply in many ways physically and mentally. At a fundamental level, nature makes an impact on the brain and hence decision-making.”

Research supervisor Dr Yangang Xing, of NTU’s School of Architecture, Design and the Built Environment, said: “Biophilic design may not only support employee wellbeing but could also enhance productivity and job satisfaction over time.

“We hope that this study will pave the way for further international collaborative research into optimising inclusive biophilic design and will inform better designed work places to support human health, well-being, and contribute to one-planet health over time.”

By Clare Hancock, Managing Director, Thrive London

When we think about workplace wellness in 2025, our minds often go to flexible hours, remote options, or the latest mindfulness app. But what if the most powerful tool for building a thriving workforce was already sitting in the break room? New research suggests that barista-quality coffee is no longer just a perk—it’s become a cornerstone of a productive, people-first office culture.

At Thrive London, we’ve explored this idea through an in-depth survey of 1,000 employees and 100 UK employers. The results confirm that high-quality, sustainably sourced coffee is not only appreciated—it’s expected.

The Research Is In: Coffee Is Core to the Employee Experience

Our findings reveal a striking shift: specialty coffee is now viewed as an essential part of the modern workplace. Employees overwhelmingly say that good coffee improves both their mood and productivity. Nearly three-quarters consider chats over coffee to be the most sociable moments of their day. And employers are paying attention—almost all surveyed agree that coffee contributes directly to workplace wellbeing, while over 90% say the office coffee area serves as a vital hub for collaboration and camaraderie.

Despite this, a large number of offices still rely on outdated setups, with two-thirds of employees reporting that their only in-office option is a kettle in the corner. This disconnect underscores a broader point: small, daily rituals like coffee breaks are being redefined as strategic tools for culture-building and employee satisfaction.

The Social Impact of a Coffee Break

Coffee’s real influence goes beyond the caffeine. It’s the social pause that matters. Our research highlights that the coffee machine is now the most natural gathering point in the office. It’s where conversations begin, stress levels drop, and spontaneous collaboration often takes root.

Employees describe coffee breaks as the most sociable part of their day, while employers view the coffee machine as a driver of cross-team interaction. One manager summed it up perfectly: offering high-quality, ethically sourced coffee in a thoughtfully designed space doesn’t just fuel work—it fuels connection and community. That’s what brings people back to the office, day after day.

Coffee and Wellbeing: Small Pause, Big Impact

In a workplace era increasingly shaped by digital fatigue and burnout, wellbeing isn’t always about big interventions—it’s about intentional moments to pause, reset, and connect. High-quality coffee breaks serve as these micro-wellness moments.

Employees report tangible benefits. Many say a good coffee break lifts their energy and focus. Stepping away from screens even briefly reduces stress, while regular, informal interactions over coffee foster a deeper sense of belonging. Especially in hybrid workplaces, this sense of inclusion can make a measurable difference to morale and mental health.

Happy Teams Mean Better Business

Investing in premium coffee might appear like a luxury, but the business case is strong. Providing these kinds of shared, high-quality experiences demonstrates that a company genuinely values its people. And when employees feel cared for, they tend to stick around—and perform at their best.

The ripple effects are significant. Happier staff are less likely to leave, helping to reduce costly recruitment cycles. They’re also more engaged, more productive, and more willing to innovate. A strong internal culture also becomes a powerful magnet for external talent, enhancing both reputation and recruitment outcomes.

As I often say: when budgets are tight, it may feel counterintuitive to invest in something like coffee. But our research shows it’s one of the smartest investments you can make in your people. The kettle hasn’t moved with the times—but workplaces should.

Sustainability and CSR: Brewing Coffee with a Conscience

Beyond boosting morale, barista-quality coffee offers an opportunity for businesses to walk the talk on Corporate Social Responsibility. At Thrive London, a certified B-Corp, we work exclusively with independent UK roasters who align with our values on ethics and sustainability.

Our partners prioritise fair pricing and direct trade, ensuring that coffee growers are paid fairly and their communities supported. We also reduce our carbon footprint through sustainable delivery methods, including walking, public transport, and electric vehicles.

Transparency is another key feature—every bean can be traced from farm to cup. This level of accountability helps our clients easily meet their Environmental, Social, and Corporate Governance (ESG) commitments, while delighting their teams at the same time.

And because coffee is essential, reliability matters too. Thrive London’s 2-hour breakdown response time ensures that no team has to go without their daily brew for long.

Creating a Better Workday, One Cup at a Time

Wellness in the modern workplace doesn’t need to be complicated, but it must be intentional. As our research makes clear, something as simple as coffee—done well—can be transformative. It brings people together, lifts performance, and aligns with the values that today’s employees care about most.

Great coffee isn’t just about taste. It’s about culture, connection, and care. And that’s what the best workplaces are built on.

Thrive London: https://thrive.london/

White paper from Assurity Consulting

1. The importance of senior management engagement

Health and safety senior management engagement refers to the active and visible participation of your top-level executives in the development, implementation, and continuous improvement of your health and safety performance. They set the tone, directly influencing the behaviours and attitudes of employees to health and safety and so are critical to your organisations prevailing culture.

Senior management engagement provides strategic leadership in aligning your health and safety objectives with the wider business goals. It communicates a clear message to employees, contractors, and other stakeholders that safety is a core value rather than just a regulatory obligation. Having said that, regulatory compliance/risk management has been (and still is for many) the primary driver for health and safety in organisations.

Financial risk, particularly with the introduction of revised sentencing guidelines for health and safety and food safety in 2016: and the significant increase in penalties for both organisations and individuals where prosecutions occur (currently about 3 a week on average according to HSE figures) – which may surprise some and certainly does for more than a few directors!

Moral risk management, back to culture and trust, has been a developing driver, hand in hand with EDI, staff attraction/retention, pay and conditions and the greater expectation employees have for their working life. But being a caring employer and having ‘a good place to work’ is always a benefit.

Of all these though, reputational risk management is the aspect that is having most traction. With more information about organisations being expected by consumers, customers, investors and employees, the importance of non-financial risk management (particularly health and safety) cannot be discounted. Are you adding any content/information to your health and safety initiatives? How could you engage with your senior management to deliver better/more/verifiable health and safety content?

Leadership commitment is a key component in safety management systems, i.e. ISO 45001 and publications such as “Leading health and safety at work” (HSE). If your organisation is looking to secure or maintain such systems, what is in place to actively demonstrate this commitment?

All these points offer opportunities to not only promote the positive benefits of successful health and safety management but also remind senior managers of the responsibilities and accountability they have as duty holders.

2. Factors to consider/sell when engaging senior management

Good health and safety is good for business. The positive impacts you and your senior management should be considering and promoting are:

• Keeping employees and others safe in work – effective health and safety management reduces accidents, illnesses, and serious injuries at work (less lost time).

• Complying with legislation – and promoting the positives not just minimising the risk in legal and/or civil action and reputational damage.

• Improving productivity/efficiency – minimising disruptions caused by accidents and incidents, therefore delivering more consistent operations and higher employee productivity.

• More effective cost management – such as compensation claims, medical expenses, legal fees, and insurance premiums.

• Employee morale and retention – a strong health, safety and wellbeing culture improves morale and reduces turnover.

• Positive reputation – being able to demonstrate a positive and proactive safety culture shows professionalism and responsibility, that can help attract better talent, partners, and customers.

• Better risk management – good health and safety management helps identify and control risks before they cause harm, protecting your people, places and processes.

• Better business continuity – serious accidents/safety failures can have a major impact on business; good safety management is key to long-term operational stability.

• Better ethical management – well-managed health and safety reflects ethical leadership and corporate responsibility.

3. What should good senior management be doing?

Senior management can demonstrate genuine and active engagement in health and safety through a variety of practical and visible actions. These include:

Setting the right example

What senior management see as important, so do the rest of the organisation. Adopting or ignoring the health, safety and wellbeing procedures you have in place either helps promote or undermines what you have in place.

Establishing clear policies and objectives

Senior leaders should make sure that robust health and safety policies are in place, clearly articulated, and aligned with the organisation’s goals. Your policies should be more than formal documents – they should reflect the way you want to do business.

Providing resources and support

Effective engagement means not only promoting safety but allocating adequate resources in terms of time, money and people to implement safety initiatives. A mentality of investing– rather than spending – in appropriate risk assessments, training, equipment, and health surveillance is fundamental to good health and safety.

Getting involved

Visibility reinforces the importance of safety and encourages employee involvement. Does your senior management actively participate in health and safety audits, inspections, toolbox talks, or safety meetings, they all demonstrate commitment.

Integrating safety into business process

Put health and safety considerations into your strategic planning, procurement, project management, and operational procedures embeds it into your business operations. Safety becomes ‘business as usual’.

Monitoring performance and learn from incidents

Review your health and safety performance (through e.g. KPIs, accident, incident and near-miss reports) helps make informed decisions. When incidents occur, senior management should lead or be actively involved in investigations and learn from any lessons.

Create the right culture

An engaged senior management team creates a strong health and safety culture. Culture, in this context, is about the shared beliefs, practices, and attitudes toward health and safety across the organisation. A culture shaped by engaged leaders is one where safety is considered everyone’s responsibility.

We’ve seen many examples where senior management getting involved has had a real impact on standards and performance.

4. What barriers to good health and safety management do we see and how can they be avoided?

While few, if any, senior managers have said health and safety is not a priority, there can be several potentially conflicting interests or barriers that can cause challenges in what and how is implemented. These can include:

Competing priorities: business pressures, such as meeting financial targets or deadlines, can sometimes overshadow safety considerations. This can be avoided by using data (i.e. accident investigation information) and your business intelligence to demonstrate the financial and reputational benefits of proactive safety leadership. Underlying causes is key here.

Lack of understanding/training: some senior managers may lack the technical knowledge or understanding of their role in promoting and influencing safety culture. Many directors and senior managers are sadly unaware of their specific responsibilities particularly with health and safety and the law.

This can be avoided by incorporate health and safety leadership training into executive development programs or providing specific training/briefings on health and safety. Current topics, such as Martyn’s law and updated guidance, are always good conversation starters.

Delegation of responsibility: leaders erroneously believing that safety is the responsibility of others – health and safety officers, line managers and even contractors. Yes, everyone has a responsibility for health and safety, but the primary duty is with those who create the risk in being responsible for managing it (to paraphrase the HSE).

This can be avoided by making safety performance visible throughout the organisation, part of senior managers’ appraisals and incentive structures and with good policies, procedures and training in place.

5. In summary

In summary, fundamentally effective senior management engagement is about creating and maintain the culture of the organisation. Promoting and delivering good health and safety benefits everybody, and while some may seem a little more intangible, those benefits can include:

• Reduced incidents, injuries and lost time: a culture led by engaged leaders results in fewer workplace accidents.

• More effective cost management: preventing incidents means less downtime, fewer compensation claims, and lower insurance premiums. As the saying goes if you think safety is expensive, see what having an accident costs!

• Improved compliance and risk management: better systems and clear expectations drives better performance, especially when driven from the top.

• Better employee relations: workers feel more valued and respected, leading to improved morale and lower turnover.

• Enhanced reputation: organisations with a strong safety culture and leadership will attract better talent, customers and potentially investors.

Senior management engagement in health and safety is not optional – it is a fundamental part of business management and those that do it well will benefit from the investment.

By leading from the front and committing to allocate resources, setting the right example and embedding safety within the core of business operations, your senior management have a significant role to play in your health and safety culture.

When your senior management show that health and safety matters to them, it starts to matter to everyone else in the organisation too.

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

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

TECH & SUSTAINABILITY

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

COLLABORATION AND ACCOUNTABILITY

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

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

HUMAN-CENTRIC SPACES

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

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

CLOSING THE DESIGN TO OPERATION GAP

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

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

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

STRATEGIC ROLE FOR FM

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

CONCLUSION

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

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

By Paul Scott, CTO of Matrix Booking 

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

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

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

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

Legacy is lacking 

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

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

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

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

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

Working smart 

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

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

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

Unlocking the right space

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

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

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

Looking ahead

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

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

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

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

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

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

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

1. Establish risk appetite and tolerance

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

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

2.                  Fix your asset register

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

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

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

3.                  Understand your statutory obligations

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

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

4.                 Cost forecasting

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

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

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

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

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

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

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

By Hanna Barrett, Director of Operations at Portico

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

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

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

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

A generation drawn to presence and connection

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

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

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

The office as a values-driven environment

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

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

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

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

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

Facilities management as experience leadership

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

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

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

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

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

Data with empathy

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

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

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

Planning for the long term

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

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

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

Conclusion

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

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

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. 

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.