How to thrive in 2025: Workman’s leaders set out their wish lists and predictions for how the real estate sector can go from strength to strength in the year ahead.
Matthew Pateman, Managing Partner
“Culture and values are the ultimate backbone of a successful workplace, shaping how employees interact, make decisions, and approach challenges. In the property industry – a sector built on trust, relationships and client satisfaction – these elements are especially critical, and a priority for Workman as we move into 2025 and beyond. Our culture and values directly impact recruitment, employee engagement, retention, and productivity, attracting top talent and motivating teams to deliver exceptional service, which translates to long-term business success.
“A strong workplace culture fosters collaboration, innovation, and alignment with our goals; all vital for navigating the competitive and often complex property market. Core values provide a moral compass, ensuring consistency in our actions and decisions, which builds our credibility with clients and stakeholders. We’re currently engaging with all our people across the firm, using their feedback to inform the kind of workplace we want to be. In an industry where trust and much-valued client relationships are paramount, businesses that invest in culture gain a competitive edge, driving both financial and reputational growth.”
Richard Hart, Partner, Head of Property Management
“The future of property management in 2025 will hinge on innovation, adaptability, and a diverse talent pool, all critical elements to help the real estate industry thrive in 2025.”As technology reshapes the industry, increasingly integrating AI, IoT, and data analytics, companies will need skilled professionals capable of navigating this digital transformation. Ideally, it will also enable our teams to be even more customer-facing, placing a premium on those with the inter-personal skills to deliver outstanding service. Diverse talent will be crucial, bringing varied perspectives that drive creativity and solutions tailored to a multifaceted client base.
“The workforce of the future – as featured in our upcoming Future Voices podcast – must usher in individuals with expertise in a range of areas – sustainability, technology, placemaking- to manage smart buildings that create attractive destinations for occupiers. Meanwhile, the demand for inclusivity will require leaders who understand the complex needs of diverse occupier demographics. Attracting talent from various cultural, professional, and generational backgrounds fosters innovation and ensures we remain competitive. By prioritising diverse recruitment and upskilling efforts, property management firms can thrive in an era that will be defined by technological advancement and societal transformation.”
Richard Taylor, Partner, Head of Building Consultancy
“It’s been some year. One of recalibration for many.
“In offices, the market is craving data that reveals actual building performance, rather than simply badges, and there’s been a positive shift towards optimising building equipment rather than replacing it. In the living sector, the Building Safety Act gateways are intended to drive up standards to improve safety, and we all welcome this ambition, albeit with the awareness that investors with options may begin to approach tall residential schemes with caution if bureaucratic delays begin to impede profitability.
“Decent development opportunities are scarce in the industrial sector, net zero carbon is a pre-requisite, while power availability is a challenge for increasingly automation-focused occupiers.
“Meanwhile, in retail, we are seeing a resurgence in prime shopping destinations; footfall is at pre-pandemic levels, and occupiers want the best spots again. Retail retrofit and tenant approvals are fast paced; high levels of agility and responsiveness are needed from delivery teams to get tills ringing as quickly as possible.”
Vicky Cotton, ESG Director
“High on my wish list for 2025 is the evolution of GRESB beyond box-ticking and desktop compliance. While the framework has historically played a vital role in setting benchmarks for sustainability in the built environment, the world has turned, and we must now demand real, measurable action. Our very apparent climate crisis won’t be solved with well-documented policies; it requires tangible energy reduction, smarter building technologies, and outcomes-driven accountability to ensure the built environment can truly thrive in 2025 and beyond.
“If GRESB is to get future-fit, it must prioritise verifiable performance metrics, such as energy intensity reductions, operational carbon cuts, and integration of intelligent systems for energy optimisation, like Workman’s IBOS. By rewarding genuine impact over box-ticking, GRESB can accelerate meaningful change. Leaders in real estate and infrastructure have the opportunity to champion this shift by aligning ESG reporting with real-world results, fostering transparency, and empowering innovation. So in 2025, let’s make sustainability in the built environment not just a tick-box but a transformative force for a resilient, low-carbon future. The tools already exist. Now let’s put them to work in the real world.”
Hedley Jones, Partner, Head of ESG – Refurbishment & Development
“In 2025 and beyond, the evaluation of both embodied and operational carbon over a building’s entire lifecycle will be critical, not least due to increasing global commitments to Net Zero targets. In the UK, the need for Whole Life Carbon Assessment (WLCA) has been further underlined by its inclusion in the recent UK Net Zero Carbon Building Standard pilot version, which provides clear science-based requirements for buildings to be classified as Net Zero Carbon Aligned.
“This is a significant development for the industry, providing clear limits on embodied emissions, which for the first time demonstrably align with the nation’s decarbonisation commitments. WLCA enables informed decisions on materials, design, and end-of-life strategies, ensuring holistic approaches to minimising climate impact, aligning with stringent environmental policies, and carbon accounting frameworks. The overriding priority must be to reduce both operational energy and embodied carbon as much as possible – regardless of whether the position is formally certified.”
Gareth Soar, Partner, Head of Retail & Leisure
“Once defined solely by transactions, physical retail spaces are being reimagined into hubs of connection, creativity, and lively community. This shift positions retail property management as a pivotal force in increasing occupancy and driving value. Forward-thinking asset managers are partnering with property managers to reinvigorate and transform spaces in close alignment with their business strategies. These collaborations focus on blending retail with lifestyle offerings, such as flexible workspaces, curated events, and dining destinations. At the heart of London’s West End, the iconic St Christopher’s Place exemplifies this approach, hosting pop-ups, seasonal markets, and art installations that attract diverse audiences, while fostering occupier and customer engagement.
“The role of the property manager increasingly involves direct collaboration with placemaking experts, to craft environments that inspire loyalty and footfall, while putting retail destinations like Silverburn and Touchwood at the heart of their communities. Success hinges on fostering strong occupier relationships, and responding dynamically to market trends to create adaptive, vibrant spaces that serve as a foundation for retailers and communities to thrive.
“For 2025, demand will grow for enhanced immersive retail experiences, powered by augmented reality and virtual reality for more meaningful, engaging and personalised shopper journeys. Property managers are already leveraging data insights to analyse foot traffic, monitor occupier performance, and refine leasing strategies. By embracing collaboration and innovation, the new generation of retail property management is poised to not only increase occupancy, but also redefine the future of retail destinations.”
Monika Newton, Partner, Head of Welcome Offices
“2024 has shown us that the needs of Gen Z must be front-and-centre as we look to the future of the workplace. Gen Z employees already outnumbered boomers in the workplace in 2024 – and will comprise 30% of the workforce by 2030. So, for leaders who care about collaboration, loyalty, and productivity, it’s high time to start paying attention to Gen Z and figuring out how to enable them to thrive in 2025 and beyond. This rising generation seeks workplaces that prioritise flexibility, inclusivity, collaborative spaces, and cutting-edge technology that enables seamless communication, along with facilities that encourage active commuting.
“At 10 Fleet Place for example, tech like IBOS, along with brand new end-of-trip facilities contributed to Mott MacDonald’s recent space expansion on leases up to 2040. Mental health support, plus wellness amenities like quiet zones and fitness areas, along with sustainability practices, are all critical to this tech-savvy, socially conscious generation. At Workman’s Welcome Offices, our focus on community-building fosters collaboration and inclusivity. With a commitment to providing vibrant, modern environments that reflect Gen Z’s values, the offices of the future are workplaces where this forward-thinking generation can flourish.”
James Hallworth, Partner, Head of Building Technology (DRAFT)
“Radical collaboration between ESG and building technology offers a transformative approach to achieving Net Zero goals in the real estate sector. While ESG drives the focus on sustainability, tech like Workman’s Intelligent Building Operating System (IBOS) emphasises energy efficiency, along with carbon reduction, to achieve improved building performance. By leveraging advanced data analytics and real-time monitoring to optimise building operations, including energy usage and HVAC systems, IBOS enables property managers to identify inefficiencies, implement energy solutions, and track emissions reduction progress.
“So far, IBOS has saved £6.5m on clients’ energy bills, cutting 31,200,000 kWh of energy, and prevented 3,400 tonnes of CO2e from entering the Earth’s atmosphere. Combined with the might of ESG expertise, IBOS empowers property managers’ alignment of operations with regulatory standards and occupier expectations for greener living and working spaces. The result is a proactive, data-driven pathway that reduces environmental impact, enhances property value, and ensures compliance with regulatory net zero initiatives. Together, ESG, building tech and property management will help the real estate sector achieve Net Zero.”
Matthew Osborne, Partner
“By 2025, the Building Safety Regulator (BSR) is expected to be fully operational, with responsibility for overseeing stringent safety measures for structures over 18 metres or with seven-plus stories. If it is to ensure that landlords and developers meet increasing scrutiny – with requirements to maintain a golden thread of building information and conduct regular safety case reviews – the BSR must be fully resourced and supported to meet demand. A proactive, adaptive BSR can safeguard lives, support innovation, and ensure the built environment meets future safety, environmental, and societal needs.
“As we progress through the decade, the industry will need to look beyond the BSA, taking a holistic approach to building safety, considering the entire lifecycle of a building rather than focusing solely on high-risk sectors, and safeguarding vulnerable buildings like care homes and assisted living facilities, which may not fall under the Act.”
Nick Hilton, Partner
“With leisure provision and the night-time economy now a central pillar of shopping centre offerings, enlightened property managers are tailoring strategies to align with the unique character of each community. In diverse areas like Peckham, The Aylesham Centre’s community-driven, artistic, and culturally vibrant events resonate well, fostering local engagement. Meanwhile, at City destinations like The Royal Exchange, the focus is on fine dining, luxury retail, and upscale experiences like live jazz. There is a need for a balanced approach that addresses both commercial viability and community needs.
“As the retail landscape continues to evolve, property managers must adopt a flexible and adaptive mindset to navigate the challenges of the night-time economy. By prioritising safety, community engagement, and operational efficiency, they can transform shopping centres into vibrant, 24-hour destinations that serve the needs of diverse consumer groups. Critical to success is understanding the demographic profile, cultural identity, and spending habits of the local audience. Effective engagement combines relevant programming with strong partnerships, local insights, and the agility to meet shifting leisure trends.”
Ben Kearns, Partner
“To streamline development approvals and foster sustainable growth in the built environment, the UK commercial real estate sector is advocating for planning reform in 2025. Streamlining the planning process could accelerate development timelines, reduce costs, and improve certainty for investors. Key industry proposals, which include digitising planning applications, faster approval timelines, and incentives for environmentally responsible designs, could address bottlenecks, reduce costs, and mitigate risk during the pre-construction phase.
“By reducing bureaucratic hurdles, allowing developers to realise projects more efficiently, and promoting flexibility to adapt to market needs, such as mixed-use developments and sustainable designs, planning reforms could simplify overall project feasibility – and unlock valuable growth in the UK economy, fostering innovation and meeting demand for modern commercial spaces.”
Richard Cooper, Partner
“As institutional investors and asset managers continue to adjust sector allocations to adapt to changing market conditions, the living sector has emerged as an industry darling. Over the past year, it has attracted a flood of institutional investment into build-to-rent (BTR), later living, co-living, and purpose-built student accommodation (PBSA), much of it invested through a new partnership model of delivery. This model relies upon close alignment between an established sector-specialist developer and an institutional funder, either in a forward-funding or forward-purchase structure.
“Institutional standards in both construction and operation are changing how these assets are being delivered, as funders consider liquidity, leasing, compliance and reputational risks. This can impact construction costs and volumes of units delivered. In our role as development monitor surveyors, we see this trend accelerating, requiring us to highlight at an early stage where misalignments may exist, assess the risk associated with these issues, and assist in navigating a path to reach a balanced conclusion, which respects a developer’s traditional approach, but also tries to accommodate a funder’s requirements. The monitoring team of 2025 needs to provide a much more proactive and solutions-based service — guiding decision making at each key moment, with an extensive knowledge of each party’s established procedures.”
Andrew Sparrow, Director of Activate, Workman Placemaking
“Over the past few years, offices and business parks have increasingly reflected the retail placemaking playbook, with enlivenment strategies designed to create vibrant and inviting workspaces that bring communities together. But it’s not a one-size-fits-all approach: strategies should be tailored to properties by understanding their occupiers’ workforce demographics, industry focus, and understanding what they want to add value to their at-work experience. From food trucks to yoga sessions, from team sports days to summer festivals – the goal is to build networks and foster collaboration among those working in the same place.
“For example, at one City office location occupied by several investment firms, a table tennis tournament brought players together in a multi-occupier league. At Moretown, our seasonal events aligned with a desire for summer socialising, while at Croxley Park, our family-friendly Coachella-inspired music festival event attracted working parents. The key is flexibility: curate activities that reflect occupier needs, while ensuring a regular refresh to maintain the dynamic approach. A well-planned activation strategy fosters community, boosts morale, and enhances occupier retention.”
Charlotte Bradley, Head of HR
“As the property industry evolves to reflect the diverse communities it serves, fostering innovation and stronger client relationships, Equity, Diversity and Inclusion (ED&I) is increasingly crucial. By embedding ED&I as a core HR priority, the property industry can drive sustainable commercial growth and societal progress. At Workman, we have adopted inclusive practices to address diverse market needs, attract top talent, and enhance decision-making. Our HR leadership strategy is focused on inclusivity and opportunity.
“To this end, we’ve introduced a range of initiatives to support our people; progressive moves to foster a culture of equity, including newly increased parental leave, our menopause policy, and our team of Mental Health First Aiders. Flexible working policies and equitable pay structures further enhance inclusivity, in a bid to make the industry more accessible to individuals from a wider variety of backgrounds. Our partnership with The Academy of Real Assets is yet another lens on our inclusive outlook, supporting UK school students with work experience, talks and events designed to highlight the world of career possibilities in the real estate sector. By targeting underrepresented groups, leveraging diverse talent pipelines from educational institutions and community organisations, we are tapping into a diversity of thought and background that can only enhance our industry’s ability to succeed into the next decade and beyond.”
Find out more about our services:
Property Management Building Consultancy Welcome Offices ESG Activate IBOS
“Culture and values are the ultimate backbone of a successful workplace, shaping how employees interact, make decisions, and approach challenges. In the property industry – a sector built on trust, relationships and client satisfaction – these elements are especially critical, and a priority for Workman as we move into 2025 and beyond. Our culture and values directly impact recruitment, employee engagement, retention, and productivity, attracting top talent and motivating teams to deliver exceptional service, which translates to long-term business success.
“A strong workplace culture fosters collaboration, innovation, and alignment with our goals; all vital for navigating the competitive and often complex property market. Core values provide a moral compass, ensuring consistency in our actions and decisions, which builds our credibility with clients and stakeholders. We’re currently engaging with all our people across the firm, using their feedback to inform the kind of workplace we want to be. In an industry where trust and much-valued client relationships are paramount, businesses that invest in culture gain a competitive edge, driving both financial and reputational growth.”
“The future of property management in 2025 will hinge on innovation, adaptability, and a diverse talent pool, all critical elements to help the real estate industry thrive in 2025.”As technology reshapes the industry, increasingly integrating AI, IoT, and data analytics, companies will need skilled professionals capable of navigating this digital transformation. Ideally, it will also enable our teams to be even more customer-facing, placing a premium on those with the inter-personal skills to deliver outstanding service. Diverse talent will be crucial, bringing varied perspectives that drive creativity and solutions tailored to a multifaceted client base.
“The workforce of the future – as featured in our upcoming Future Voices podcast – must usher in individuals with expertise in a range of areas – sustainability, technology, placemaking- to manage smart buildings that create attractive destinations for occupiers. Meanwhile, the demand for inclusivity will require leaders who understand the complex needs of diverse occupier demographics. Attracting talent from various cultural, professional, and generational backgrounds fosters innovation and ensures we remain competitive. By prioritising diverse recruitment and upskilling efforts, property management firms can thrive in an era that will be defined by technological advancement and societal transformation.”
“It’s been some year. One of recalibration for many.
“In offices, the market is craving data that reveals actual building performance, rather than simply badges, and there’s been a positive shift towards optimising building equipment rather than replacing it. In the living sector, the Building Safety Act gateways are intended to drive up standards to improve safety, and we all welcome this ambition, albeit with the awareness that investors with options may begin to approach tall residential schemes with caution if bureaucratic delays begin to impede profitability.
“Decent development opportunities are scarce in the industrial sector, net zero carbon is a pre-requisite, while power availability is a challenge for increasingly automation-focused occupiers.
“Meanwhile, in retail, we are seeing a resurgence in prime shopping destinations; footfall is at pre-pandemic levels, and occupiers want the best spots again. Retail retrofit and tenant approvals are fast paced; high levels of agility and responsiveness are needed from delivery teams to get tills ringing as quickly as possible.”
“High on my wish list for 2025 is the evolution of GRESB beyond box-ticking and desktop compliance. While the framework has historically played a vital role in setting benchmarks for sustainability in the built environment, the world has turned, and we must now demand real, measurable action. Our very apparent climate crisis won’t be solved with well-documented policies; it requires tangible energy reduction, smarter building technologies, and outcomes-driven accountability to ensure the built environment can truly thrive in 2025 and beyond.
“If GRESB is to get future-fit, it must prioritise verifiable performance metrics, such as energy intensity reductions, operational carbon cuts, and integration of intelligent systems for energy optimisation, like Workman’s IBOS. By rewarding genuine impact over box-ticking, GRESB can accelerate meaningful change. Leaders in real estate and infrastructure have the opportunity to champion this shift by aligning ESG reporting with real-world results, fostering transparency, and empowering innovation. So in 2025, let’s make sustainability in the built environment not just a tick-box but a transformative force for a resilient, low-carbon future. The tools already exist. Now let’s put them to work in the real world.”
“In 2025 and beyond, the evaluation of both embodied and operational carbon over a building’s entire lifecycle will be critical, not least due to increasing global commitments to Net Zero targets. In the UK, the need for Whole Life Carbon Assessment (WLCA) has been further underlined by its inclusion in the recent UK Net Zero Carbon Building Standard pilot version, which provides clear science-based requirements for buildings to be classified as Net Zero Carbon Aligned.
“This is a significant development for the industry, providing clear limits on embodied emissions, which for the first time demonstrably align with the nation’s decarbonisation commitments. WLCA enables informed decisions on materials, design, and end-of-life strategies, ensuring holistic approaches to minimising climate impact, aligning with stringent environmental policies, and carbon accounting frameworks. The overriding priority must be to reduce both operational energy and embodied carbon as much as possible – regardless of whether the position is formally certified.”
“Once defined solely by transactions, physical retail spaces are being reimagined into hubs of connection, creativity, and lively community. This shift positions retail property management as a pivotal force in increasing occupancy and driving value. Forward-thinking asset managers are partnering with property managers to reinvigorate and transform spaces in close alignment with their business strategies. These collaborations focus on blending retail with lifestyle offerings, such as flexible workspaces, curated events, and dining destinations. At the heart of London’s West End, the iconic St Christopher’s Place exemplifies this approach, hosting pop-ups, seasonal markets, and art installations that attract diverse audiences, while fostering occupier and customer engagement.
“The role of the property manager increasingly involves direct collaboration with placemaking experts, to craft environments that inspire loyalty and footfall, while putting retail destinations like Silverburn and Touchwood at the heart of their communities. Success hinges on fostering strong occupier relationships, and responding dynamically to market trends to create adaptive, vibrant spaces that serve as a foundation for retailers and communities to thrive.
“For 2025, demand will grow for enhanced immersive retail experiences, powered by augmented reality and virtual reality for more meaningful, engaging and personalised shopper journeys. Property managers are already leveraging data insights to analyse foot traffic, monitor occupier performance, and refine leasing strategies. By embracing collaboration and innovation, the new generation of retail property management is poised to not only increase occupancy, but also redefine the future of retail destinations.”
“2024 has shown us that the needs of Gen Z must be front-and-centre as we look to the future of the workplace. Gen Z employees already outnumbered boomers in the workplace in 2024 – and will comprise 30% of the workforce by 2030. So, for leaders who care about collaboration, loyalty, and productivity, it’s high time to start paying attention to Gen Z and figuring out how to enable them to thrive in 2025 and beyond. This rising generation seeks workplaces that prioritise flexibility, inclusivity, collaborative spaces, and cutting-edge technology that enables seamless communication, along with facilities that encourage active commuting.
“At 10 Fleet Place for example, tech like IBOS, along with brand new end-of-trip facilities contributed to Mott MacDonald’s recent space expansion on leases up to 2040. Mental health support, plus wellness amenities like quiet zones and fitness areas, along with sustainability practices, are all critical to this tech-savvy, socially conscious generation. At Workman’s Welcome Offices, our focus on community-building fosters collaboration and inclusivity. With a commitment to providing vibrant, modern environments that reflect Gen Z’s values, the offices of the future are workplaces where this forward-thinking generation can flourish.”
“Radical collaboration between ESG and building technology offers a transformative approach to achieving Net Zero goals in the real estate sector. While ESG drives the focus on sustainability, tech like Workman’s Intelligent Building Operating System (IBOS) emphasises energy efficiency, along with carbon reduction, to achieve improved building performance. By leveraging advanced data analytics and real-time monitoring to optimise building operations, including energy usage and HVAC systems, IBOS enables property managers to identify inefficiencies, implement energy solutions, and track emissions reduction progress.
“So far, IBOS has saved £6.5m on clients’ energy bills, cutting 31,200,000 kWh of energy, and prevented 3,400 tonnes of CO2e from entering the Earth’s atmosphere. Combined with the might of ESG expertise, IBOS empowers property managers’ alignment of operations with regulatory standards and occupier expectations for greener living and working spaces. The result is a proactive, data-driven pathway that reduces environmental impact, enhances property value, and ensures compliance with regulatory net zero initiatives. Together, ESG, building tech and property management will help the real estate sector achieve Net Zero.”
“By 2025, the Building Safety Regulator (BSR) is expected to be fully operational, with responsibility for overseeing stringent safety measures for structures over 18 metres or with seven-plus stories. If it is to ensure that landlords and developers meet increasing scrutiny – with requirements to maintain a golden thread of building information and conduct regular safety case reviews – the BSR must be fully resourced and supported to meet demand. A proactive, adaptive BSR can safeguard lives, support innovation, and ensure the built environment meets future safety, environmental, and societal needs.
“As we progress through the decade, the industry will need to look beyond the BSA, taking a holistic approach to building safety, considering the entire lifecycle of a building rather than focusing solely on high-risk sectors, and safeguarding vulnerable buildings like care homes and assisted living facilities, which may not fall under the Act.”
“With leisure provision and the night-time economy now a central pillar of shopping centre offerings, enlightened property managers are tailoring strategies to align with the unique character of each community. In diverse areas like Peckham, The Aylesham Centre’s community-driven, artistic, and culturally vibrant events resonate well, fostering local engagement. Meanwhile, at City destinations like The Royal Exchange, the focus is on fine dining, luxury retail, and upscale experiences like live jazz. There is a need for a balanced approach that addresses both commercial viability and community needs.
“As the retail landscape continues to evolve, property managers must adopt a flexible and adaptive mindset to navigate the challenges of the night-time economy. By prioritising safety, community engagement, and operational efficiency, they can transform shopping centres into vibrant, 24-hour destinations that serve the needs of diverse consumer groups. Critical to success is understanding the demographic profile, cultural identity, and spending habits of the local audience. Effective engagement combines relevant programming with strong partnerships, local insights, and the agility to meet shifting leisure trends.”
“To streamline development approvals and foster sustainable growth in the built environment, the UK commercial real estate sector is advocating for planning reform in 2025. Streamlining the planning process could accelerate development timelines, reduce costs, and improve certainty for investors. Key industry proposals, which include digitising planning applications, faster approval timelines, and incentives for environmentally responsible designs, could address bottlenecks, reduce costs, and mitigate risk during the pre-construction phase.
“By reducing bureaucratic hurdles, allowing developers to realise projects more efficiently, and promoting flexibility to adapt to market needs, such as mixed-use developments and sustainable designs, planning reforms could simplify overall project feasibility – and unlock valuable growth in the UK economy, fostering innovation and meeting demand for modern commercial spaces.”
“As institutional investors and asset managers continue to adjust sector allocations to adapt to changing market conditions, the living sector has emerged as an industry darling. Over the past year, it has attracted a flood of institutional investment into build-to-rent (BTR), later living, co-living, and purpose-built student accommodation (PBSA), much of it invested through a new partnership model of delivery. This model relies upon close alignment between an established sector-specialist developer and an institutional funder, either in a forward-funding or forward-purchase structure.
“Institutional standards in both construction and operation are changing how these assets are being delivered, as funders consider liquidity, leasing, compliance and reputational risks. This can impact construction costs and volumes of units delivered. In our role as development monitor surveyors, we see this trend accelerating, requiring us to highlight at an early stage where misalignments may exist, assess the risk associated with these issues, and assist in navigating a path to reach a balanced conclusion, which respects a developer’s traditional approach, but also tries to accommodate a funder’s requirements. The monitoring team of 2025 needs to provide a much more proactive and solutions-based service — guiding decision making at each key moment, with an extensive knowledge of each party’s established procedures.”
“Over the past few years, offices and business parks have increasingly reflected the retail placemaking playbook, with enlivenment strategies designed to create vibrant and inviting workspaces that bring communities together. But it’s not a one-size-fits-all approach: strategies should be tailored to properties by understanding their occupiers’ workforce demographics, industry focus, and understanding what they want to add value to their at-work experience. From food trucks to yoga sessions, from team sports days to summer festivals – the goal is to build networks and foster collaboration among those working in the same place.
“For example, at one City office location occupied by several investment firms, a table tennis tournament brought players together in a multi-occupier league. At Moretown, our seasonal events aligned with a desire for summer socialising, while at Croxley Park, our family-friendly Coachella-inspired music festival event attracted working parents. The key is flexibility: curate activities that reflect occupier needs, while ensuring a regular refresh to maintain the dynamic approach. A well-planned activation strategy fosters community, boosts morale, and enhances occupier retention.”
“As the property industry evolves to reflect the diverse communities it serves, fostering innovation and stronger client relationships, Equity, Diversity and Inclusion (ED&I) is increasingly crucial. By embedding ED&I as a core HR priority, the property industry can drive sustainable commercial growth and societal progress. At Workman, we have adopted inclusive practices to address diverse market needs, attract top talent, and enhance decision-making. Our HR leadership strategy is focused on inclusivity and opportunity.
“To this end, we’ve introduced a range of initiatives to support our people; progressive moves to foster a culture of equity, including newly increased parental leave, our menopause policy, and our team of Mental Health First Aiders. Flexible working policies and equitable pay structures further enhance inclusivity, in a bid to make the industry more accessible to individuals from a wider variety of backgrounds. Our partnership with The Academy of Real Assets is yet another lens on our inclusive outlook, supporting UK school students with work experience, talks and events designed to highlight the world of career possibilities in the real estate sector. By targeting underrepresented groups, leveraging diverse talent pipelines from educational institutions and community organisations, we are tapping into a diversity of thought and background that can only enhance our industry’s ability to succeed into the next decade and beyond.”
