Why amenities matter to landlords and asset managers

A prospective occupier needs to understand how a building will support its people before it commits to a lease. Reception, shared meeting facilities, changing rooms and outdoor space all contribute to that judgement. For landlords, these spaces deserve the same commercial attention as the floors being let.

The importance of appropriate amenity provision is evident in CBRE’s 2026 European Office Occupier Sentiment Survey. Among more than 90 occupiers surveyed across Europe, 88% said they would reject a building missing an amenity they considered essential. Yet only 48% were willing to pay a premium for workplace amenities, down from 54% in 2025. These findings describe a European sample, rather than a forecast for an individual UK asset. They suggest that amenity provision can influence whether a building makes the shortlist without guaranteeing additional rent. ^{[16] [17]}

At RU Creative, we believe an upscale workplace should combine a strong identity with facilities that people can use comfortably and reliably. The investment case depends on choosing the right offer for the building, its location and its intended occupiers.

Start with the occupier and the asset

An amenity strategy should begin with local demand, discussions with letting agents and feedback from existing tenants. The needs of smaller businesses taking fitted suites may differ from those of a large occupier with its own meeting and staff facilities. Nearby services, travel patterns and the affordability of the total occupancy cost also matter.

This research should be tested against the building’s capacity. Accessible routes, ventilation, drainage, structural constraints and available floor area can determine what is practical. Existing rooms and infrastructure should be assessed before new space is created. For each proposed facility, the team should define who will use it, when it is likely to be busy and who will operate it.

Give business lounges and meeting spaces a clear purpose

A business lounge can provide somewhere to work between appointments, meet a visitor or hold an informal conversation away from an occupier’s own office. For a smaller tenant, shared facilities may provide access to settings it could not justify within its own leased space.

That usefulness depends on the detail. Comfortable seats need appropriate table heights, accessible power and dependable connectivity. Social areas need suitable acoustic separation from quieter work settings. A welcoming reception team, clear visitor arrangements and good housekeeping help the space feel dependable throughout the day.

Meeting facilities need a range of capacities matched to demand, reliable technology and suitable privacy. Booking arrangements should make access fair across tenants, with clear rules for guests, cancellations and use outside normal hours. A facility that looks impressive at a viewing still needs to work on a busy Tuesday.

Support movement and the journey to work

Secure cycle storage, showers and changing facilities work best as a connected part of the arrival experience. The route from the street should be understandable and convenient, with storage that can accommodate the cycles people actually use, including a suitable provision for non-standard and adapted cycles.

Showers need to be supported by private changing space, usable lockers, drying arrangements, ventilation and a realistic cleaning regime. Accessible facilities and an inclusive choice of changing arrangements should be considered early. The maintenance and hot-water requirements belong in the operating budget from the outset.

A gym or studio can extend that offer where demand supports it. Its viability depends on likely participation, supervision or operator arrangements, equipment maintenance, noise and running costs. For some assets, a flexible studio or a partnership with a nearby facility may provide a more proportionate offer. The decision should follow the occupier brief and the building’s commercial position.

Provide facilities that support dignity and inclusion

Multi-faith rooms and nursing or expressing rooms deserve clear briefs of their own. A prayer or reflection space needs appropriate privacy, clear access arrangements and consultation about its layout, storage and any washing requirements. Its availability should be understood by the people relying on it.

A room for breastfeeding or expressing milk needs particular attention to hygiene, comfortable seating, privacy and suitable storage. HSE guidance identifies privacy and hygiene as important, states that toilets are unsuitable and includes provision for storing milk. Landlords and occupiers should agree how shared facilities will be accessed and managed, alongside the employer’s responsibilities. ^[18]

These uses should not automatically be assigned to the same room as confidential calls, sensory retreat and first aid. Their timings and requirements may conflict. Where a room has several functions, the design and operating arrangements need to demonstrate that each remains available when needed. Inclusive provision should be considered early enough to have a meaningful place in the plan.

Make outdoor space comfortable and usable

A roof terrace, courtyard or garden can give occupiers somewhere to take a break, meet informally or spend part of the day outside. The design should consider shelter, seating choice, planting, accessible routes and the practicalities of use through different seasons.

For roof terraces, structural capacity, wind exposure, drainage, safe access and any planning requirements need early specialist assessment. Planting brings an ongoing maintenance commitment. A ground-level courtyard may offer a valuable opportunity where a roof conversion would be impractical. In both cases, the quality of access and everyday comfort will influence whether the space is used.

Make the investment and operating model work together

The financial appraisal should consider the initial works, any reduction in lettable area, ongoing staffing and maintenance, and the effect on the total cost to occupiers. Local letting evidence should inform assumptions about rent, incentives, void periods and retention. A generic uplift attributed to a lounge or gym would be a weak basis for investment.

Management arrangements need to be designed alongside the spaces. Responsibility for bookings, cleaning, security, equipment and repairs should be clear. Costs and access terms need to be understandable to prospective tenants. Once the facilities open, usage, booking availability, feedback and maintenance costs can help the team adjust the offer.

Our work at No.3 Embankment in Leeds illustrates how shared areas can form a coherent repositioning project. The scheme brought together a new arrival experience, a flexible business lounge, meeting spaces, wellness facilities and enhanced communal areas. ^[19]

For landlords and asset managers, the opportunity is to create a building whose shared spaces support the working day and strengthen its relevance to the target market. Our role is to connect that commercial brief with thoughtful interior design, practical delivery and an amenity offer that the building can sustain over time.