By BCO Scotland committee chair Peter Kerr:

A quiet revolution is underway in the UK’s office market, and it’s happening outside of London. From Glasgow to Birmingham, major banks are doubling down on their presence in regional cities. This, in turn, is driving up demand for premium sustainable office space in the regions.

According to Savills, the banking sector is already recording its highest regional take-up since 2018, marking a significant shift in geography. A further wave of activity is predicted, driven by 1.8m sq ft of leases expiring in the sector due across the Big Six regional markets by 2030. This trend also stretches beyond the banking sector, with recent findings from CBRE showing that availability in the regional markets decreased by 3% in the second quarter of this year.

Occupiers aren’t just looking for any space. They want grade-A, BCO-compliant buildings that tick all the boxes: ESG compliance, tech-enabled infrastructure, wellness features and proximity to talent. Glasgow, Manchester and Birmingham are emerging as prime targets, offering lower costs, strong transport links and growing innovation hubs.

This shift in demand is reshaping how developers, investors and local authorities think about office-led regeneration. More than just places to work, offices have a vital role to play as anchors for wider urban renewal. When designed well and integrated with transport and public realm improvements, they can unlock stalled developments, attract complementary uses such as retail and leisure and boost civic pride.

This aligns with both national and devolved government strategies. The UK’s “Plan for Change” aims to relocate 12,000 civil service roles from London by 2030, with new campuses planned in Aberdeen and Manchester. These moves are expected to generate £729m in local economic benefits and release 3.5m sq ft of London office space. Meanwhile, the Scottish Government’s National Planning Framework 4 emphasises sustainable, high-quality work environments that support local economies.

Capital attracts capital. The benefits of the presence of JP Morgan’s 270,000 sq ft tech hub in Glasgow and HSBC’s headquarters at 1 Centenary Square in Birmingham, housing 2,500 staff, will go far beyond providing custom for local shops and businesses.

Barclays’ £500m campus on Glasgow’s riverside is a case in point. The BCO Award-winning workplace now houses more than 5,000 employees and has helped catalyse regeneration in the surrounding area. It also demonstrates how large occupiers can integrate social value commitments into their developments. Barclays’ partnership with local employability programmes reflects the office’s role as a wider community asset.

Indeed, major office developments often trigger improvements in public transport, public realm and local services. In line with BCO guidance, the integration of active travel routes and public transport is now a baseline expectation for attracting leading occupiers.

Offices can also help to anchor mixed-use regeneration, integrating retail, leisure and civic uses into business districts. This is demonstrated in Glasgow’s International Financial Services District and Edinburgh’s Haymarket regeneration, where office-led schemes have catalysed broader urban renewal.

Public sector pre-letting is likewise proving to be a powerful tool for growth. It can de-risk speculative developments and encourage clustering, drawing in private sector occupiers. This dynamic is already playing out in cities such as Leeds and Newcastle, where civil service relocations have boosted demand and viability.

Of course, challenges remain. Hybrid working is now the norm and civil service headcount reductions could dampen long-term demand. But the shortage of premium ESG-certified space in regional markets means that the best buildings will continue to attract tenants.

For landlords and developers, regional cities are no longer secondary markets. These locations are central to the UK’s economic future. Unlocking their full potential will require coordinated planning policy, infrastructure investment and occupier incentives. If all of this can come together, we have the opportunity to create thriving, inclusive business districts that support long-term growth.

Banks are investing, occupiers are expanding and cities are responding. If we get this right, regional office markets will not only thrive but help rebalance the UK’s economic map, one building at a time.

Photo credit: Material Source.

The UK’s current office grading system is no longer fit for purpose, says a new report from the British Council for Offices.

The report, authored by JLL for the BCO, found that fewer than 3% of respondents supported the current grading system. As such, the report proposes a comprehensive overhaul of how office quality is defined and measured.

The Redefining the Market: Beyond Grade A report presents a comprehensive analysis of how office quality is currently assessed and suggests a new scoring-based classification system that better reflects the evolving priorities of occupiers, investors and developers in the flexible working era.

The report proposes a new 100-point scoring matrix that evaluates buildings across four categories – physical quality, sustainability, technology and amenity – offering a more transparent and adaptable framework.

Key findings include:

• Widespread dissatisfaction with current grading: 89% of survey respondents agree that a more robust framework would provide greater clarity and consistency.
• Sustainability is now central: 96.5% of respondents rated sustainability certifications (e.g. EPC, BREEAM, NABERS) as essential to office quality – more than any other factor.
• New priorities emerging: Health and well-being, smart technology, and tenant amenities are now seen as critical components of office quality, yet are often overlooked in current classifications.
• A new tier of quality: The concept of “Super Prime” office space is gaining traction, defined by superior environmental performance, advanced technology and premium amenities.

The research draws on input from 89 representatives across 41 organisations, including developers, agents, investors and occupiers, as well as data from more than 180 survey responses and multiple stakeholder workshops.

The proposed new BCO grading system would use a scoring-based approach that allows for more nuanced differentiation between buildings. This includes a flexible matrix adaptable to both new-builds and retrofits, taking the form of a four-tier classification: Prime (≥80 points), Grade A (50–79 points), Grade B (30–49 points) and Grade C (<30 points). The criteria used cover natural light, floor-to-ceiling heights, building management systems, WiredScore rating, WELL certification, energy source, air quality and tenant amenities.

The framework has been tested on office schemes in London, Leeds, Manchester, Reading and Gloucester. These pilot applications demonstrate that best-in-class office space is no longer confined to central London and that high-quality retrofits can compete with new-builds.

The proposed BCO grading aims to support better decision-making, improve transparency, and align the industry with modern standards of performance and user experience.

BCO chief executive, Samantha McClary, says: “As demand for high-performing, sustainable and amenity-rich workplaces continues to grow, the industry needs a shared language to distinguish truly exceptional space. The proposed framework supports the market’s flight to quality and provides clarity for investors, developers and tenants alike. It’s about creating offices that deliver long-term value – for people, for performance and for the planet.”

Elaine Rossall, report author and JLL head of offices research, says: “Office market standards and occupier expectations have evolved since the pandemic. While traditional physical characteristics remain important, there has been a shift towards emphasising building performance and user experience, and it was encouraging to see that there was a strong recognition and a consensus for change from across a broad cross section of stakeholders.  This is key for industry adoption and to ensure relevance over the longer term.”

The BCO is now calling for further feedback from both its members and the wider office community on the proposed new grading system.

To share your views, email mail@bco.org.uk

ENDS

Please find a link to the full report here

About the BCO

The British Council for Offices’ (BCO) mission is to research, develop and communicate best practice in all aspects of the office sector. It delivers this by providing a forum for the discussion and debate of relevant issues.

Established in 1990, the BCO is the UK’s leading forum for the discussion and debate of issues affecting the office sector.

Its members are all organisations involved in creating, acquiring, or occupying office space, whether architects, lawyers, surveyors, financial institutions, or public agencies. The BCO works to advance the collective understanding of its members, enabling them to work together to create more effective office space.

Media Contact:

ING Media

BCO@ing-media.com

T: + 44 (0) 20 7247 8334

London continues to outperform, sustainability and employee experience matter most and supply remains a critical issue.

Those were some of the key takeaways from the recent BCO NextGen London & South East Committee and Carter Jonas hosted Q2 Market Update webinar.

The session, which took place on 12 August, offered a detailed analysis of the Central London office market from the occupier’s perspective, focusing on demand dynamics, supply constraints, and future outlook.

The panel was hosted by Carter Jonas’s Lucy Atkins (BCO NextGen London & South East Committee member) and feature expert insights from research associate Sophie Davidson, head of research Daniel Francis, and head of tenant representation Michael Pain.

Francis presented a macroeconomic overview, noting that while UK growth remains subdued, London continued to outperform. He highlighted that London’s economic growth had historically averaged 2.5% annually, compared with 2% for the UK as a whole.

 “London’s resilience is underpinned by strong infrastructure investment, population growth, and a robust office-based employment forecast,” said Francis. He projected 460,000 new office-based jobs in Greater London over the next decade, driven by professional services and tech sectors.

Pain said that while demand for office space was strong, occupiers were focused on three key drivers: sustainability, employee experience, and talent attraction.

Businesses are increasingly relocating to Grade A buildings with strong environmental credentials, he said, using high-quality office space to foster collaboration and support recruitment. Pain also noted the rise of landlord-funded fit-outs, which offer tenants turnkey solutions and reduce upfront capital expenditure.

Supply, of course, remains a critical issue, said Carter Jonas. The market is experiencing a shortage of new and refurbished Grade A space, exacerbated by rising development costs, geopolitical uncertainty, and regulatory pressures. This imbalance has led to significant rental growth, particularly in the West End, where headline rents have reached £167.50 per sq ft, with some deals exceeding £215 per sq ft. Rent-free periods have remained stable, as landlords prioritise headline rents to support investment valuations.

Davidson, said there had been a 6% rise in net effective rents across central London, led by the West End, which reported a 8.1% rise and the City, up by 7.5%. Net effective rents take into account rent free periods.

Districts such as Marylebone and Mayfair saw the strongest growth, driven by limited availability and pre-letting activity.

The panel also discussed the impact of upcoming EPC regulations and their influence on lease lengths and investment risk. Davidson noted that 80% of London’s office stock could become non-compliant by 2030, prompting tenants to secure long-term leases in sustainable buildings now.

What was clear from the data presented was London’s enduring appeal and adaptability for both occupiers and investors.

 “London’s ability to consistently outperform the UK economy is not accidental,” concluded Francis, “It’s the result of strategic investment, global connectivity, and a dynamic workforce. That growth story is far from over.”

On 30 July, the BCO NextGen London & SE committee gathered a panel of experts from across the architectural, engineering, construction and development community to talk about adaptive reuse – the good, the challenges and the not so ugly.

Hosted by Heyne Tillett Steet at its award-winning offices at 16 Chart Street, N1, the location served a prime example of adaptive reuse done well. The former 1930s masonry warehouse has been lovingly retained and extended to create a low-carbon, four-storey HQ building.

Key themes discussed included:

·         Design challenges and opportunities: Panellists highlight the tension between preserving historical character and meeting modern standards. Adaptive reuse requires sensitive integration of new systems while retaining the building’s essence.

·         Construction complexities: Selective demolition, structural unknowns, and coordination issues are common. Contractors face risks due to limited surveys and existing tenants, making cost estimation and planning difficult.

·         Sustainability and viability: Adaptive reuse is praised for its environmental benefits, especially in reducing embodied carbon. However, financial viability and regulatory support remain inconsistent.

·         Community engagement: Successful reuse projects often involve local communities in design decisions, fostering a sense of ownership and preserving cultural identity.

·         Future trends: The panel anticipates increased reuse of mid-century and early 2000s buildings, with digital tools like materials passports and digital twins aiding future retrofits.

Expert Panel:

•  Host: Ben Gardner | Heyne Tillett Steel
•  Alex Buck | BGY
•  Cameron McGeoch | Multiplex
•  Richard Sansom | Landsec
•  Ella Smith | Allford Hall Monaghan Morris (AHMM)

Adaptive reuse is increasingly recognised as a vital strategy in sustainable architecture and urban development. The panel discussion, hosted by HTS’s Ben Gardner, offered up a multifaceted exploration of its implications, challenges, and future potential. Drawing on the expertise of architects, engineers, and developers, the conversation revealed both the promise and complexity of repurposing existing structures.

Design paradox

At the heart of adaptive reuse lies a design paradox: how to preserve the historical and cultural essence of a building while upgrading it to meet contemporary standards.

Alex Buck, head of sustainability at BGY, emphasised the importance of rediscovering traditional methods of adaptation, noting that buildings only thrive when actively used.

The sentiment was echoed by AHMM’s Ella Smith, who pointed out that the most impactful spaces often emerge from creatively addressing the constraints of older buildings. She cited The Bower in Old Street, EC1V, a building now on its third façade, but retained and reused and still much-loved despite its age.

From a construction standpoint, the challenges of adaptive reuse are substantial, however. Both Multiplex’s Cameron McGeoch and Landsec’s Richard Samson discussed the difficulties of selective demolition, health and safety risks, and the unpredictability of working with existing structures.

The lack of comprehensive surveys and the presence of tenants often complicate risk allocation and cost estimations, they said, issues that were often compounded by the still adversarial nature of contractor relationships.

Despite these hurdles, the panellists all agreed that adaptive reuse offers compelling benefits. Retaining structural elements significantly reduces embodied carbon, and refurbishing mechanical systems can extend their lifespan while minimizing waste. Buck and Samson both advocated for a nuanced approach, pointing out that even partial reuse contributes meaningfully to environmental goals.

However, the financial viability of such projects remains a concern. Regulatory frameworks often favour new builds, and planning processes can be slow and uncertain. The panel collectively called for policy reforms to incentivise reuse, such as streamlined approvals and VAT adjustments.

Leveraging value

Looking ahead, a shift toward reusing mid-century and early 2000s buildings is anticipated. The challenge, however, lies in identifying and leveraging their value, whether structural or spatial. Tools like materials passports and digital twins are seen as key enablers, providing transparency and facilitating future retrofits.

Adaptive reuse is a dynamic and evolving practice that bridges heritage, sustainability, and innovation. While technical and financial challenges persist, the benefits—environmental, cultural, and social—are substantial, said the panel.

What is needed now is a holistic approach that combines thoughtful design, strategic construction, policy support, and community involvement. As cities grapple with climate change and resource constraints, adaptive reuse offers a pathway to resilient and meaningful urban transformation.

And BGY’s Buck perhaps said it best: “Buildings are only successful when they are used by people. A derelict building is no use to anyone—it’s just a pile of materials.“

The Workspace Unwired podcast will delve into everything workspace and work places, from the people that make it happen, the places that it helps create, the planet that we need to protect as we redesign, retrofit and deliver fresh workspaces, to the policies and practices that are impacting the sector today and tomorrow.

By utilising the BCO’s vast and expert membership – and beyond – the new podcast will broadcast the very best voices in the sector.

Workspace Unwired will deliver key insights on the latest policies impacting the commercial real estate sector, dig deep into BCO research and guidance and showcase new and existing leaders across the workplace sector.

Guests will also share invaluable lessons on how to “earn the commute” as occupancy levels continue to stabilise and provide a unique insight into the work of the BCO and how you can unlock the best value from your membership.

Presented by BCO chief executive Samantha McClary, the debut episode features an interview with newly installed BCO president Helen Hare.

Hare, who is director of projects at GPE, shares lessons from decades of experience in the built environment, her journey into real estate and why, if you really want to be successful, picking your team well and being an ace at project management are vital skills to have.

She talks more about the value that comes from the BCO’s unrivalled access to excellence, the importance of talent in the sector, the need to close a growing skills gap, the importance of language, Helen’s responsibility as a visible role model and how the world of workspace and work places needs to be more widely recognised as contributor to growth.

“The launch of this podcast is just the first small step in the evolution of the BCO,” says McClary. “The workplace sector is one of the most fascinating parts of our industry. It is the biggest and most powerful part of the commercial real estate sector and is going through the biggest transformation in its history.”

She added: “At the BCO, we’re committed to supporting that transformation and to challenging the sector to consistently improve so British offices continue to lead when it comes to quality of kit and service.

The Workspace Unwired podcast aims to help our sector do that by sharing stories, advice and real world experiences and lessons in an accessible and easily consumable way. Real estate always has and always will be about people, so what better way to learn than through a good old chat?”

Workspace Unwired is available on all good podcast players including Spotify, Apple Podcasts and Podbean and can also be accessed at https://workspaceunwired.podbean.com/

If you enjoyed listening in to Helen Hare’s episode and want to know more about her plans for her year as BCO president, be sure to book your tickets for the debut President’s Party for your exclusive preview of the BCO’s 2026 ambitions. 

If you’d like to get involved with the Workspace Unwired podcast email us at mail@bco.org.uk

The British Council for Offices (BCO) has published new research revealing a fundamental shift in how UK offices are used, with major implications for developers, investors and occupiers.

The report, authored by Nigel Oseland of Workplace Unlimited, shows that the long-standing benchmark of 80% office utilisation may no longer be fit for purpose. Post-pandemic data suggests a more realistic, but nevertheless conservative, figure of 66% equating to an effective density of 15 m² per occupant, up from the previous 12.5 m².

This recalibration reflects a maturing flexible working model that empowers organisations to right-size their space, reduce waste and enhance employee experience. With high-profile organisations in financial services and the public sector under the spotlight for space misalignment, the report offers timely, evidence-based guidance for the sector.

The study draws on sensor data, observation studies and swipe card access records from across the UK.

Key findings include:

• Utilisation has shifted from 80% to 66%, redefining the amount of space needed per person.
• Mid-week peaks dominate, with Tuesday to Thursday (TW&T) occupancy averaging 40% in UK offices, compared to 30% across all weekdays.
• Corporate occupiers lead the return, with desk utilisation 13% higher than in the public sector.
• Regional offices outperform London, with desk utilisation around 7% higher outside the capital.
• Finance and legal sectors show the highest engagement, with above-average space utilisation.

The findings have significant implications for office design and infrastructure planning. While escape routes are fixed by legislation at 6 m² per occupant, services like lifts and toilets are based on assumed maximum occupancy. The report suggests providing services via incremental modular units and mothballing floors or deactivating surplus toilets and lifts, to align operational costs with actual usage.

The report underscores that low-density, high-utilisation offices are more sustainable than high-density, underused spaces. This balance not only reduces energy consumption but also supports employee wellbeing and workplace satisfaction.

“This shift in utilisation isn’t a setback. It’s a signal,” said Nigel Oseland, author of the report. “Organisations now have the opportunity to design smarter, more agile workspaces that reflect how people actually work today. A well-utilised, lower-density office can not only be more sustainable – it can also be more productive, more engaging and better aligned with employee needs and expectations.”

As working patterns continue to evolve, the BCO’s report provides critical guidance for occupiers and landlords navigating changing trends. It calls for updated benchmarks and more consistent terminology and metrics to inform future office design, fit-outs and sustainability strategies.

Eric Chong, Director of Research & Policy at the BCO, said: “This report lands at a critical moment. As organisations rethink their space strategies, the data offers vital clarity to help ensure the sums add up. But beyond the numbers, it’s about understanding how today’s workforce — the customers of the office market — actually use their workspaces. Misjudging utilisation is costly, leading to wasted space and poor user experience. This insight helps the sector make smarter, more agile decisions that reflect how people really work — and what they truly need from the office.”

ENDS

BCO members can access the report in full at https://www.bco.org.uk/publications/about-our-reports

About the BCO

The British Council for Offices’ (BCO) mission is to research, develop and communicate best practice in all aspects of the office sector. It delivers this by providing a forum for the discussion and debate of relevant issues.

Established in 1990, the BCO is the UK’s leading forum for the discussion and debate of issues affecting the office sector.

Its members are all organisations involved in creating, acquiring, or occupying office space, whether architects, lawyers, surveyors, financial institutions, or public agencies. The BCO works to advance the collective understanding of its members, enabling them to work together to create more effective office space.

Media Contact:

ING Media

BCO@ing-media.com

T: + 44 (0) 20 7247 8334

Helen Hare, director of projects at GPE, has been elected president of the British Council for Offices (BCO) with immediate effect. She succeeds Peter Crowther, chief executive of Tatton Estate and co-founder of HERE.

Andy McBain, head of future of workspace & design at NatWest Group, takes over from Helen as vice president, while John Wright, director at Stride Treglown, becomes junior vice president.

Helen has more than 30 years’ experience in the construction and property industry and is responsible for the design and delivery of all projects across GPE’s development, refurbishment and flex working programmes.

Having started her career as a quantity surveyor, she joined GPE as project manager in 2007 and was appointed director of projects in 2019. She has a proven track record in the successful delivery of major development projects, including GPE’s largest mixed-use development at Rathbone Square in Fitzrovia, 12/14 New Fetter Lane and 33 Margaret Street.

Helen holds responsibility for four teams across GPE and is currently responsible for circa £1bn of new development, refurbishment and fit-out work. In recent years Helen has led her teams to deliver some of the most sustainable buildings in the sector and market- leading circular economy initiatives, delivering and, in some cases, exceeding GPE’s net zero targets.

As well as her deep understanding of the importance of effective design, Helen has a passion for unlocking the potential of young people in the real estate sector. Alongside her BCO work, she is a regular speaker at industry events and prior to taking up her presidency role, acted as a mentor for The Circle Partnership; an organisation which seeks to address the gender diversity gap at senior leadership level in the built environment.

Helen said: “This is an incredibly exciting time not just for the BCO, but for the office sector.  With our refreshed focus on the whole life cycle, you will hear us reference design, develop and operate much more – building on what we debated at this year’s conference in Milan and the clear evidence that offices matter to us as humans – and the amazing fresh talent we have coming into our sector. Again building on our gallery wall in Milan, which encompassed some of the great work that our membership undertakes, data capture and sharing is high on my agenda for the year ahead.”

Vice president Andy McBain is also a strong advocate of mentoring, having helped set up the BCO’s NextGen Scotland group following his appointment to the BCO Scotland committee in 2011. At NatWest, he leads on workplace experience and cultural change across the group and is at the heart of the bank’s new office designs and future of the office strategies. Andy also led the publication of the BCO’s research paper on customer experience in the sector, Towards Experience Utopia and launch of a new customer experience award.

Andy said: “I really enjoyed being part of the customer experience research in 2024 and the launch of the new BCO Customer Experience Award is an exciting step, supporting BCO members across the full property lifecycle, from design and development to operation. In addition, seeing the NextGen’s growth over the last 15 years has been amazing. The BCO’s NextGen community continues to expand, flourish and add value across our regional and specialist committees.

“It has been a great pleasure to work alongside Peter this past year and I look forward to seeing all that Helen will achieve as BCO President.”

Sustainability will be a continued focus for the BCO Presidential Team, with junior vice president John Wright bringing valuable experience in this field. He has a deep interest in sustainable design and leads teams of architects and interior designers across the UK from Stride Treglown’s offices in Bristol – a city he is particularly passionate about.

John said: “The BCO has an important role to play in continuing to drive ESG in offices, and it is great to be part of the team shaping the conversation. Sustainability has evolved massively during my time in the industry, but we must keep challenging, not just in sustainable development and retrofit, but also championing social impact and great placemaking.”

Commenting on the latest appointments, BCO chief executive Samantha McClary said: “The BCO wouldn’t be what it is without the wonderful members who give up their time to drive our mission forward. Our presidential team commits so much time, effort and passion to making sure that everything the BCO does is for the betterment of this most vital part of our industry. I couldn’t be more grateful to them.

“I am particularly excited to be stepping into my new role as chief executive of the BCO at the same time that Helen steps into the presidential role. We share the same passion for people being the central and most important element in driving our sector forward and I can’t wait to see what we can deliver together.”

She added: “Huge thanks goes to Pete too for being such a strong president, delivering a sell-out conference in Birmingham, and for being so welcoming to this new CEO”

– ENDS –

Images available HERE

About the BCO

The British Council for Offices (BCO) is the UK’s leading member organisation representing the interests of all those who occupy, design, build, own or manage offices in the UK. The BCO leads on thought leadership and best practice in all issues related to the creation and use of office space – through its research, awards, conference and events programmes. You can learn more about the BCO at www.bco.org.uk.

For more information, please contact:

ING Media
bco@ing-media.com
+ 44 (0) 20 7247 8334

The £15.6bn earmarked for local transport by Rachel Reeves last week is a welcome intervention that will have impacts beyond those set out in the Spending Review. It is not just about moving people; it is a strategic investment in our urban centres that has the potential to spur economic growth through regional office investment.

Improved connectivity inevitably enhances the long-term viability and attractiveness of office locations for both occupiers and investors. By making city centres more accessible and appealing, it creates the conditions for businesses to thrive, increasing the demand for high-quality office spaces and ultimately contributing to the “place-based growth” goals of the government’s Growth Mission Fund.

Primarily targeted at England’s city regions across Yorkshire, the North West, Midlands and the South West, the announced funding will complement and incentivise the private sector-driven placemaking that underpins the most ambitious office schemes in our regional cities.

Regional impact

In Greater Manchester, £2.5bn has been allocated for growing the Metrolink tram network, with new tram stops in Bury, Manchester and Oldham, plus a Metrolink extension to Stockport. Some 1,000 new electric buses are also planned.

Expanding the Metrolink network will directly benefit the growing prime office cluster at St Peter’s Square in the city’s Civic Quarter and the nearby Spinningfields, expanding the catchment for viable commuting and improving the service for those already using the network.

The increased funding for city region transport and the long-awaited TransPennine Route upgrade, will play a pivotal role in stimulating the office market across the North as a whole. Faster, more affordable, and predictable commuter routes will support greater attendance in offices, improving productivity and collaboration in the long term.

“Proposed investment in mass transit networks is not just about mobility – it’s about economic parity,” says BCO Northern Committee chair Alex Stork. “For example, current headline office rents in Bradford sit at £22 per sq ft compared with £41 and £45 in Leeds and Manchester respectively. If regional hubs like Bradford are better connected, we will see a more balanced and thriving office landscape in those underinvested areas as a result.”

In the Midlands, some £2.4bn will be invested into the West Midlands Metro, a project that is set to enhance regional connectivity, unlock development potential and support wider economic growth.

The Spending Review also confirmed funding for the next stage of the planning and development for the Midlands Rail Hub. It is expected to dramatically increase rail capacity into Birmingham and provide a step-change in connectivity across the wider region, driving economic growth and thousands of new homes and jobs.

“Strategic investments in infrastructure, sustainability and skills development are set to drive long-term growth, while short-term economic factors may influence the trajectory of the office market,” says chair of the BCO Midlands committee Robert van Zyl. “We hope that this level of public commitment helps restore confidence across the city and local office community.”

More than mobility

However, infrastructure alone cannot deliver growth. While there is plenty of evidence that shows that when the commute is timely, clunky and expensive, workers stay home, how an office enables a valuable work experience matters in equal measure.

The British Council for Offices Guide to Specification now puts location, showers and bike stores, and energy performance on a par with floor‑plate efficiency. That means that offices beyond the ticket barrier therefore have to repay the effort of the commute, providing energy‑efficient workplaces with real amenities that recreate the social buzz that remote work lacks.

If investment in transport makes it easier to attend the office, a key challenge for occupiers will be maintaining a consistent and inclusive experience across multiple work settings.  While working patterns have evolved from a single place of work to multiple “places” of work in the new hybrid model, not all employees have access to high-quality home setups or suitable third spaces. The proposed regional transport improvements, especially in smaller towns and rural areas, should enable more equitable access to the best quality work environments.

The role of the BCO

So, what role can we at the BCO have to help insure our regions make the most of this proposed increased investment in infrastructure?

Unlocking the Growth Mission Fund cash will flow only where promoters show a clear link between quicker, greener journeys and productive, people‑centred buildings.

Together we can help highlight the importance of commercial workspace in the revival of our towns and cities and can connect with our regional city leaders to help them link offices to transport in every bid for funding they make.

By connecting people to jobs and businesses to talent, efficient transport systems amplify the impact of other investments made through the Growth Mission Fund and Local Plans.

It was once said that “if you build it, they will come”, but it is equally true that “if they come, we will build it”. The investment case is clear, let’s use this opportunity to maintain the momentum of regeneration across our regional cities.

“Concrete and coworking pods will not revive our cities on their own,” says chair of the BCO Scotland committee Peter Kerr. “People will return when the journey is swift and the destination inspiring. This £15bn is the opening bid; turning it into footfall and growth falls to transport chiefs, developers and employers alike.”