Questions about Workplaced, answered

Workplaced is a workplace decision intelligence platform. It brings data about people and data about place into one model, so an organisation can work out the workplace strategy that fits its business objectives and its culture. That strategy can follow what employees say they need, or start from the company's own assumptions where there is no employee data yet.

Five solutions cover the route on one data model: Dynamics and Occupancy analyse workplace experience and space use, Balance and Taxonomy configure hybrid schedules and space budgets, and Booking manages reservations day to day. Underneath sits Work Information Modelling (WIM), a digital model of how work actually happens across people and places. It goes further than a floor plan or a schedule: psychometrics, culture, activities, space, time and location sit in one model. That is what lets you compare scenarios and estimate what a decision does to real estate cost before you commit to it, and what it does to productivity, retention and sustainability as well.

Five, in three steps. Analyze: Dynamics looks at workplace experience and Occupancy measures how space is used. Configure: Balance sets hybrid schedules and Taxonomy plans the space. Manage: Booking handles reservations and office days.

Passport, the employee's personal workplace guide, comes with Dynamics. It is not a sixth solution and is not sold on its own.

On the customer side, the corporate real estate, workplace, facilities, HR, strategy, finance and IT teams of companies, government bodies and universities. In short, whoever carries the workplace decision.

Partners use it in their own engagements. Place experts are workplace consultants, designers, architects and real estate advisors. People experts are HR advisors, organisational psychologists and employee experience consultants. Technology experts are system integrators and proptech or HR tech providers.

There are two ways to buy it. You can license one solution for one specific need, or combine several so they share a data model and feed each other, with analysis, configuration and daily management running as one connected decision framework. Passport is the exception: it comes with Dynamics and is not sold alone.

You pay for what is used: employees who complete their workplace profile, or the elements you measure with Occupancy Observations. Rates step down as usage grows and are billed annually in advance. Occupancy Wi-Fi and sensor deployments are priced on request. The pricing page has the current rates.

Yes. Each solution can be licensed on its own or connected to the others on the same platform and data model. Passport is the one exception, because it comes with Dynamics.

Yes. Connected solutions reuse each other's data and pass their insights along. You collect the same data once, and every decision draws on more of it.

Software, and we bring it live. Workplaced supplies the platform and does the activation, meaning your environment configured and running, as a separate line next to the subscription. Getting it used inside the organisation is the partner's work, because a platform that is bought and never adopted is a problem for both sides.

Advisory work, interpretation, the programme of requirements, the fit-out and the change programme are also the partner's work. Occupancy depends on the delivery model. With self-managed, your own team or a partner carries out the observation rounds; with managed, Workplaced does them.

HR is responsible for culture and inclusion, and retention and productivity are on its list too, yet it is often not in the room when decisions about ways of working and the office are made. Those decisions shape exactly the things HR is held to, more so since covid and since we have learned more about neurodiversity.

The workplace was never a traditional HR subject, while HR is increasingly responsible for it. That leaves gaps in data, in strategic alignment, and in the systems and knowledge inside the HR function. Dynamics (Analyze) and Balance (Configure) are there to close them.

Workplace strategy is the structured way of matching how people work, where they work and how the workplace is designed to what the organisation is trying to achieve.

It ties employee experience, culture, the hybrid model and the physical office to results the business already counts, such as productivity and retention, or cost and sustainability. Done properly, it treats the workplace as something that drives business performance rather than a fixed asset on the balance sheet.

Hybrid and flexible work turned the office into a complicated system. It now affects collaboration, culture, employer brand, sustainability and cost at the same time.

A decision about space, schedules or policy lands directly on business results. That means HR, real estate and finance have to agree, and it calls for more structure and better data than traditional workplace planning ever needed.

Work used to happen in one place. Now it can happen anywhere, and the office has become one part of a wider set of places that support the organisation.

Offices used to be planned around assigned desks, hierarchy and a standard amount of space per person. Today they have to support many different activities, teams spread across sites and homes, and an experience worth coming in for. They are also expected to help with productivity, retention, brand, data security and ESG targets.

So workplace decisions have become harder, and they cut across departments. They only work when people's needs, the design of the space and the policy line up, which siloed or gut-feel decisions rarely achieve.

A way of making workplace decisions with connected data and scenario modelling. What you know about people, how space is used and the policy choices on the table come together in one framework.

Leaders can then put options side by side, see the trade-offs and get a view of the likely impact before anything is implemented.

Traditional planning and analytics usually produce separate studies, benchmarks or reports on what has already happened.

Decision intelligence connects people, place and policy data, so you can compare scenarios and estimate their impact. Analytics describes what is going on. Decision intelligence helps you decide what to do next, and shows why.

Workplaced includes analytics, but they are a means to an end. The end is a decision on how much space, which hybrid policy, which layout and at what cost, made from one set of figures that HR and real estate both work from.

Because the decision is split across four areas that rarely talk to each other: workplace management, workplace experience analysis, workplace configuration and occupancy analysis. Each one usually has its own system and its own owner.

What is missing is the layer that joins them up, and that is what workplace decision intelligence is for. Only when all four feed the same decision can an organisation make the right call and get the most from its workplace.

Most workplace tools solve one piece of the problem: a booking system here, a sensor feed or an engagement survey there. Improving one piece on its own often puts another out of line.

Workplaced was built to close that gap. It connects workplace management, experience, configuration and occupancy in one decision framework, from the first analysis to daily use. Instead of looking at people, space and operations separately, you see what to change and what each option is likely to do. That is how a workplace strategy turns into business results you can measure.

When what employees need, how the space is designed and what the organisation expects pull in different directions, the usual result is lost productivity, disengagement and space that goes unused.

When they line up, workplace decisions reinforce each other. They fit how work actually happens and still move the organisation towards its goals.

Strategic ones. Setting the hybrid model and what is expected in the office. Planning, resizing or consolidating an office portfolio. Matching the design of the workspace to the work people actually do. Weighing a relocation or the choice of a new site. Balancing employee experience against cost and sustainability.

It is built for continuous improvement rather than a one-off project. With connected data and scenarios in one place, you can come back to a decision, test a future change before making it, and adjust the strategy as the business changes. Measuring again on the same method shows whether the last decision worked.

At the least, leadership, HR and the real estate or facilities team. Each sees a different part of the problem, and a decision about space, schedules or policy affects all of them.

A shared decision framework gives them the same data, scenarios and outcomes to discuss. That takes friction out of the process and gets everyone to a decision they can stand behind sooner.

The ones that come up again and again in workplace decisions.

About people and place together: how do our office and hybrid policy affect productivity and engagement? How do we get stakeholders to agree on workplace decisions? How do we get employees to engage with us on their workplace experience? Can we reduce office space to meet a financial target without hurting productivity? How do we plan a new space around culture goals that support productivity and retention? Does our current space fit what people need? Should we stay in this office or move?

About people: which office issues most need improving? How do we measure and report commute-related CO2 emissions for ESG? How does our workplace experience compare with other organisations?

About place: how do we plan offices that help meet sustainability goals? What equipment does the space plan need? How do we plan an office portfolio for teams in several countries?

Each needs its own combination of measurement rather than a single product, which is why we start from the question.

Yes. Office and hybrid policies shape how much autonomy people have, how they collaborate and how well their working day goes, and those are among the reasons people stay or leave.

In one Workplaced customer case, a 500-person professional services firm with 18% annual turnover used Dynamics to find where expectations, space design and hybrid patterns did not match. The case then works through a scenario: if turnover fell from 18% to 15%, that would mean 15 fewer leavers a year and about $2M in replacement cost, before any productivity gain. It is a calculated scenario, and the case does not show that turnover actually fell.

Yes. With real space demand, work patterns and employee experience side by side, you can test whether a relocation is really needed.

Often it is not. Adjusting hybrid patterns and reconfiguring the space you already have can meet the business need at lower cost and with less disruption. In one 1,200-person case, leadership assumed it needed 13,500 m²; the analysis put the need at 10,000 m², below the 11,500 m² the company already had.

By linking workplace decisions to outcomes you can count: cost, productivity, retention, enablement, sustainability and workplace value.

In practice that means decisions made on evidence, scenario planning with performance figures attached, and a clear business case for each change. Because the same method is used before and after, you can also see what changed: whether ghost bookings went down, whether hybrid schedules fit better, whether spaces suit the activities in them. We do not promise those results in advance. The measurement shows whether they happened.

In the order the work happens: Analyze, Configure, Manage.

Analyze shows how people work and how space is used, with Dynamics for the people and Occupancy for the space. Configure decides what to change. In Balance, HR and leadership set and simulate the hybrid policy they want and compare its effect on productivity and retention; Taxonomy turns that choice into the workspaces an office needs. Manage is Booking, which carries the decision into daily practice. Passport, the employee's personal workplace guide, is part of Dynamics.

Balance can work from workplace profiles, personas or assumptions. With Dynamics data underneath, the steps build on each other, and HR and real estate end up working from the same figures.

Yes, apart from Passport. Dynamics, Occupancy, Balance, Taxonomy and Booking can each be bought on their own, or combined when the decision calls for it. Booking needs nothing else, and Balance and Taxonomy can start on personas or assumptions before any measurement. Passport comes with Dynamics at no extra price and is not sold alone.

Connected, they add up. What Dynamics learns about how people work feeds the policy comparison in Balance and the space programme in Taxonomy, and Booking's booked-against-used figures reach Occupancy through an integration. The pricing page has the price of each solution.

We call that Place Strategy: Dynamics, Occupancy, Balance, Taxonomy and Booking on one data model. It is an approach, not a separate plan or bundle.

Together they give you people and place performance in one view, and attendance modelled against demand and supply. The hybrid strategy rests on evidence, and the space plan on what the workforce actually needs. The solutions check each other's figures, recommendations come out automatically, and the return on a change can be put in numbers.

For organisations that want one connected strategy engine instead of a set of separate tools. If your question is narrow, one solution may be enough; if it touches people, space and policy at once, the connected model saves you reconciling three sets of figures.

No, and most never see most of it. Dynamics asks them to complete a workplace profile once. Occupancy does not involve them at all. Balance and Taxonomy are for the teams making the decision.

Booking and Passport are the two that employees actually use.

Dynamics is the workplace experience solution: the people side of Analyze, next to Occupancy for the space, and usually where HR starts. Each employee completes a workplace profile. Together the profiles show how people work (where, when, with whom and on what), what helps them and what gets in the way, and how well the workplace fits them.

Results are reported by group, with benchmarks, trends and comparisons between datasets. Dynamics tells you why a floor is empty, not only that it is. Employees who take part get their Passport in return.

Between 2 and 20 minutes. It depends on the use case and how far you tailor it to the organisation: the profile can be short, medium or comprehensive.

Eight areas: how the workplace enables productivity and retention, sentiment, an office diagnosis, cultural alignment, commute impact, what drives remote work, activity patterns and collaboration networks.

They are measured across activities rather than rolled into one satisfaction score.

Strictly speaking, no, and we would rather say so plainly. Dynamics stores each participant's answers, because Passport gives that person their own profile back. The organisation sees results only in aggregate, at team, department or location level, and any report, filter or cross-cut with fewer than five employees is withheld. Administrators can see who has completed the profile, not what anyone answered.

Anything at the level of one person needs that person's consent. Dynamics measures the workplace, not the people.

Because they get something back. Everyone who completes a workplace profile receives their Passport. They can answer by clicks, voice or text, in their own language, in as little as 2 minutes.

Keep it. An engagement survey tells you how people feel. Dynamics connects that to the workplace and to productivity and retention, and shows what to change.

Yes. You choose the components, the length, the format, the language and which personal details are collected.

AI writes the reports. The findings and recommendations come from published frameworks (the 7Ps principles, the Competing Values Framework and the Big Five) and from the benchmark of other organisations' answers.

Yes. Dynamics supplies the people data for Balance and Taxonomy and helps line up Occupancy and Booking with what employees report. When the solutions run together, it is also what makes the scenario modelling sharper.

Passport is the employee's personal workplace guide, included with Dynamics at no extra price. It combines how someone works with the Big Five and their own preferences for noise and light and how enclosed they like to be, then gives personal tips on which space suits which task. It is not an access pass.

Only the individual sees it; there is no manager view. It helps each person work out for themselves what suits them, for their well-being and their productivity, and it is what they get back for taking part. That return is our answer to survey fatigue.

No. Passport is a personal workplace guide and has nothing to do with access control, visitor management or a door credential.

If you need building access, that is a different system and not one we sell.

Occupancy measures space utilisation: when desks, meeting rooms and other spaces are used, and for what kind of activity. The second part is what a simple occupied-or-empty count misses. It uses one of three methods: observation studies, sensors from any hardware vendor, or Wi-Fi triangulation on any network system.

Results sit on your own floor plans as heatmaps, utilisation figures, activities by space type and capacity against demand. Everything is reported on one method, so this year can be compared with next year. The method was developed in 1998 for the Dutch Ministry of Economic Affairs and has been tested in real buildings ever since.

Peak and average utilisation, how desks and rooms are used, attendance patterns over the week, seats that are claimed but left empty, ghost desks, and whether the size of each space matches demand. Results appear as heatmaps on your floor plans and can be added up across a whole portfolio.

Yes, and many organisations do. An observation round confirms what the sensors are picking up, Wi-Fi covers buildings without sensors, and the booking record shows what people intended.

Whether sources combine cleanly depends on granularity, the period measured and how each source defines a space. We check that during scoping rather than assume it.

With Dynamics, measured use is set against what employees report about where they work and what they do there, which gives a firmer basis for the space plan and the hybrid arrangement. With Booking, the analysis shows real demand alongside ghost bookings and leakage.

The method is the same. What differs is who manages the observers, defines the floor-plan layouts and analyses the reports.

Self-managed: your team or a partner does all three in the app, after Workplaced brings the platform live for a one-off activation fee (also called the service fee). Managed by Workplaced: Workplaced does all three and delivers the report.

Only with self-managed, where your own team or a partner walks the rounds. With managed, Workplaced carries out the measurement rounds as well.

They answer different questions. Sensors give continuous readings for each space where they are installed. Wi-Fi analytics work out utilisation from aggregated network activity and show patterns per building, floor and zone without installing anything.

Wi-Fi analytics start from device signals, which count as personal data, so they normally need a DPIA and the works council's consent. Reports stay at building, floor or zone level and do not show individuals; how the partner's system handles device identifiers is set in the agreement for your building.

External partners supply the hardware and the Wi-Fi infrastructure and always do the installation. Workplaced or the partners manage the sensors.

No. Occupancy says whether a space was in use at a given moment. It cannot say whether the work went well.

A desk with a bag on it is occupied and supports nothing. Observation studies also map activities, and Dynamics shows how employees experience their workplace, so an occupancy figure is always read next to evidence about the people.

The workplace side we measure directly; the rest we find out by asking. Occupancy describes how the building is used. Dynamics establishes patterns, preferences and where people work when they are not in the office.

Judge an operating model on building data alone and you are looking at half the picture.

Start from the decision. A lease decision on one building calls for a short observation study. Continuous measurement across a portfolio points to sensors or Wi-Fi. A space programme that feeds the programme of requirements needs to know the activities, and observation studies record those.

Budget, the infrastructure you already have and what your works council will accept usually narrow it down further.

Balance is where you set the hybrid work policy and compare how different options are likely to affect productivity and retention. It starts from the organisation's strategic goals and its culture, and shows how the workplace and hybrid ways of working can support that culture, including how much office time suits each team.

HR and leadership build and compare as many policy scenarios as they need. Mobility profiles (anchored, hybrid, remote) and recommendations per person, team, department and location show who needs what; anything per person is shown only with that person's consent. The main output is retention risk: where culture and new ways of working do not match, and who would be most affected. The results are calculated, not guaranteed.

Balance supports the decision but does not make it. Leadership still owns the policy, the consultation and the announcement.

Employee input from Dynamics workplace profiles, when Balance runs alongside Dynamics. Or the organisation's own assumptions and personas, when it runs on its own, in which case employees do not need to complete workplace profiles first. You can also combine the two.

Scenario comparisons. Each can include headcount modelling, policies per department, recommended ratios of office, home and co-working time, and hybrid schedules built around your objectives.

It also shows the likely effect on performance. That estimate takes into account that people differ in what they need from their setting. And it points out where a schedule clashes with the culture.

Yes. Managers can adjust the patterns to fit business rules and operational needs. The recommendation is a starting point, not an instruction.

Taxonomy is the space planning solution. It works out which workspaces a new or existing office needs to match the activities and preferences of the people who use it. It holds more than ninety space types, each with its own area and cost and its own enclosure and equipment, and builds the mix from your teams rather than from a template.

The output is a space programme with an estimated cost: area allocation, a space budget, guidance on zoning and equipment, and a sharing ratio (workplaces per FTE, where 1 means one workplace per FTE). You can compare scenarios against an objective before committing.

Insights from Dynamics (work styles, personas, hybrid patterns), Occupancy measurements and schedules from Balance, where you have them. Without them it runs on the organisation's own assumptions and personas, so nobody has to complete a workplace profile before you start.

Scenario comparisons. Each covers hybrid-informed planning and headcount modelling, the office settings and desk numbers per department, and space budget recommendations driven by your objectives.

It also sets out space ratios and allocations, team-area configurations, guidelines and sizes for each setting, and shows where the space plan works against the culture.

No. It gives design teams an evidence-based strategy and a set of requirements to design from. It is a starting point for design and budgeting and input for the programme of requirements, not a final CAD floor plan.

Booking is Workplaced's workspace reservation system for desks, meeting rooms, collaboration spaces, project areas, shared zones and parking. Employees choose from the floor plan or let the room finder suggest a space that meets their criteria. They can also coordinate office days with colleagues, answer a short daily pulse question and raise facility requests. It runs as a web app and integrates with Microsoft and Google calendars.

Booking is a reservation tool, not proof of attendance, and it has no per-person manager report. Every reservation is also a signal, so the demand picture under the strategy stays current instead of going stale the day a study is delivered.

Bookings against actual use, ghost bookings and booking leakage. Demand patterns for desks and rooms, and how teams book. Supply against forecast demand, and how well bookings follow the hybrid schedule.

Yes, Booking runs fully on its own. Combined with the other solutions, it can also recommend spaces automatically, based on the workplace profiles employees complete in Dynamics.

No. Booking shows what people intend; Occupancy shows what actually happens. Comparing the two is where ghost bookings show up.

Onboarding usually takes one to five days, depending on the solutions you start with and the size of the workforce. A study then runs to its own timetable, agreed in the proposal.

With the decision you are trying to make, not with a product. We work back from that to what has to be measured, who has to agree, which data already exists and what scope is realistic.

What comes out is a recommendation, and sometimes it is smaller than the enquiry.

Getting the platform live is quick: onboarding usually takes one to five days. A study takes longer, and how long depends on the buildings, the method and how many people take part, so we do not publish an average. Scoping takes weeks rather than months, an occupancy round runs over a measurement period agreed up front, and Dynamics closes when the response window closes.

We commit to dates per project in the proposal, and would rather be held to those than to an average.

Usually: who owns the decision, the question in one sentence, the buildings or teams in scope, floor plans or a space inventory, whatever workplace data already exists, a plan for telling employees what is happening, and agreement on who is responsible for what under the GDPR.

We confirm the list for each project before anything starts.

It depends on the product. Dynamics asks them to complete a workplace profile once. Occupancy does not involve them, though they should be told it is happening. Passport gives them a personal workplace guide in return.

Taking part should be worth their time, and they should know what is collected, what it is used for and what comes back to them.

Yes. It is designed for organisations working in several markets, and results can be compared by floor, building, location or across the whole portfolio.

Yes, and comparability is the point. Twelve buildings measured twelve ways give you twelve stories; one method gives you a ranking you can act on.

Language, local workplace practice, works council procedures and privacy rules differ per market, and the delivery adapts to them.

The analysis is not the deliverable; the decision is. Depending on scope, what follows is scenarios, a hybrid policy, a space programme, support through design and fit-out, help for employees in the new workplace, and then measuring again on the same method.

That last step turns two snapshots into a trend, and a trend into the next business case.

Workplaced Technologies Ltd holds ISO 27001 certificate 0202968, and the platform is GDPR compliant. Insights about employees are aggregated, so the organisation sees groups rather than individuals. The platform works with any sensor hardware and any Wi-Fi system.

Every platform user, whether a company or an individual employee, accepts the end user licence agreement before using Workplaced. It refers to the privacy policy, the data protection policy and the data processing agreement. Companies also approve our general terms.

It depends on the product, and each one says what it stores and what it shows.

Occupancy observation studies record spaces and activities, not people, so no individual record exists. Dynamics stores each participant's answers, because Passport gives that person their own profile back. The organisation sees those answers only in aggregate, at team, department or location level, and every report, filter or cross-cut must contain at least five employees or it is withheld. Administrators see who has completed the profile, not what they answered. Passport is visible to the employee alone unless they choose to share it. Booking shows colleagues where someone has booked a desk, because that is what a reservation is for.

What is processed, on what basis, who may see it and how long it is kept is settled per project before implementation, and written down.

Not through Passport. It is for you alone, and there is no manager view of it.

Where a product does report to the organisation, it reports aggregated patterns. If you are assessing this as a works council, ask for the specific configuration in writing rather than relying on a website. That is what the data processing agreement is for.

We call it aggregated, because that is the accurate word. It produces utilisation per building, floor and zone and is not a tool for observing an individual.

How far that goes depends on the network, the configuration and the contract, so the answer for your building is the one in your agreement, not the one on this page.

Booking systems, sensor platforms, Wi-Fi infrastructure, HR systems (HRIS), BIM, IWMS or CAFM platforms, and the systems our design and advisory partners use. Booking itself connects to Microsoft environments (Outlook, Exchange and Microsoft Places), to Google Workspace, and to employee directories and single sign-on.

What is possible in your case depends on the system, its interfaces, permissions and data quality. We assess that during scoping.

That is settled in the agreement between you, Workplaced and any partner involved, along with access, permitted use and retention. It is a contractual question, and a website is the wrong place to answer it in general terms.

For enterprise procurement: Workplaced Technologies Ltd holds ISO 27001 certificate 0202968, via Intertek under UKAS.

The certificate, the sub-processor list, the standard data processing agreement and the penetration test summary are handed over after contracting, under confidentiality. They exist and they are current, but they are not published on the open web. Ask through the contact form.

By use. You pay per employee who completes a workplace profile, per month, on a graduated rate that steps down as numbers grow, billed annually in advance. Occupancy Observations is priced the same way per measured element ($0.09 per element at 1,000 elements on a two-year term). Occupancy Wi-Fi and sensor deployments are priced on request, and measurement on site comes with a preliminary quote within 24 hours that shows whether it is self-managed or managed.

The pricing page carries the current rates, the minimum and the two-year discount, and it is the authoritative source. Passport is the exception: it is not sold alone and comes with Dynamics at no extra charge. Start from the decision you have to make and take the solutions that answer it.

Scope and price are agreed per case. We do not offer a free pilot: an unpaid study is rarely staffed properly, and the data comes back too thin to base a decision on. A paid study of a single building is the smallest thing worth doing.

Two lines: the subscription, and a one-off activation fee for bringing your environment live.

Occupancy is priced separately. Occupancy Observations is a platform subscription on a graduated rate per measured element per month ($0.09 per element at 1,000 elements on a two-year term), and Wi-Fi and sensors are priced on request. Measurement on site comes with a preliminary quote within 24 hours. It states whether the study is self-managed (Workplaced brings the platform live and you pay the activation fee, also called the service fee) or managed (Workplaced delivers the full study).

Anything a partner delivers alongside, such as rollout, advisory work or the space programme, is on the partner's proposal, not ours.

Yes, where the combination serves the decision. We would rather recommend two products that answer the question than four that fill a page.

Because no single organisation covers the whole workplace lifecycle, and pretending otherwise costs the client. Partners bring the advisory work and the local delivery, the design and build, the technology and the client relationship.

Workplaced brings the measurement, the method and the platform that make the rest defensible.

Three by expertise: place experts, people experts and technology experts. Two by commercial model: consulting partners and solution partners.

Each has its own page setting out which phases of the delivery lifecycle it leads, where we supply the data and the platform, and where it usually joins.

No. A partner programme that competes with its own channel does not last. The idea is that you bid on evidence rather than rapport, and that post-occupancy evaluation becomes something you can sell instead of a courtesy you absorb.

A conversation about fit: your expertise and market, the clients you already serve, where our capability adds something, who leads what, and a first opportunity concrete enough to test the model on.

That is what the solution and consulting models are for. Which products, whose branding, who holds the client relationship and who carries which responsibility are agreed before a joint engagement starts, not during one.

We do not publish partner coverage by country or segment, because naming partners per market creates channel conflict. Instead we route the enquiry: tell us where you are and what you need, and we will introduce the right one.

Workplaced has acquired IFMEC Academy. IFMEC was founded in 1994, on work Leo Laanen began in 1986, and its subject is Building, People and Services, which is where workplace strategy becomes operational.

Leo Laanen continues as CEO. Bram Aarntzen joins as Course Director, Hans van Wuijckhuijse as Director Strategy & Research, and Asaël Akkerman joins the management of IFMEC. Professor Nick Nunnington joins IFMEC's Advisory Board.

No. Workplaced stays on workplace intelligence, strategy, products and data. IFMEC adds the professional education, which is a different business with a different history.

IFMEC runs the education: qualifications, masterclasses, Post-BSc, MSc and MBA, issued by IFMEC at ifmecacademy.com. Workplaced brings the platform, technology and reach behind the next stage of it.

Workplaced awards nothing and accredits nothing.

No, and we will not present it as one. Workplaced has acquired IFMEC Academy. Bram Aarntzen and Asaël Akkerman are on the Workplaced payroll and on IFMEC's management team, which is a matter of public record.

The academic authority behind the method rests on Nick Nunnington personally and on an external examining body, not on IFMEC as an institution.

On the Academy page here, and at ifmecacademy.com for the qualifications themselves. The knowledge domain sits at thefmatlas.com.