Questions about Workplaced, answered

Per completed employee per month, billed annually in advance. The pricing page carries the current plans and prices and is the authoritative source.

Two things sit outside that. Occupancy is quoted per study, because a measurement round is scoped per building, period and method. Entry Pass is not sold at all: it comes free with Dynamics, because charging for the return leg removes the reason people take part a second time.

Scope and price are agreed per case. We do not advertise a free pilot, because a free study is one nobody staffs properly and the data comes back thin — and thin data is the problem you hired us to fix. A single building at a real price is the smallest thing worth doing.

The proposal separates them, deliberately: platform access, implementation and activation, a managed measurement round if there is one, and anything a partner delivers alongside.

Advisory work is a partner line, 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.

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, which is sometimes smaller than the enquiry.

It depends on the buildings, the method and how many people take part, so what we will not do is publish an average implementation time. What we can say is the shape: scoping in weeks rather than months; an occupancy round runs over a defined measurement period agreed up front; Dynamics closes when the response window closes. We commit to dates in the proposal, per project, and we 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 GDPR.

We confirm the list per project before anything starts.

It depends on the product. Dynamics asks them to answer questions once. Occupancy does not involve them, though they should be told it is happening. Entry Pass gives them something back.

Participation should be worth their time, and they should know what is collected, what it is used for and what returns to them.

Yes, and comparability is the point: twelve buildings measured twelve ways produce twelve stories, and one method produces a ranking you can act on.

Language, local workplace practice, works council process and privacy requirements differ per market, and the delivery model adapts to that.

The analysis is not the deliverable, the decision is. Depending on scope: scenarios, a hybrid policy, a space programme, support through design and fit-out, employee enablement, and then measuring again on the same method.

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

It depends on the product, and the architecture reports patterns rather than people by design. That is a decision taken before the first sensor, not a policy added after a works council asked.

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.

Entry Pass is for the individual. There is no manager view of it.

Where a product does report to the organisation, it reports aggregated patterns. If you are evaluating this as a works council, ask for the specific configuration in writing rather than relying on a website: that is what the DPA is for.

We describe it as aggregated, which is the honest word. It produces utilisation at building, floor and zone level 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 rather than the one on this page.

Booking integrates with Microsoft and Google calendars. Beyond that, what is possible depends on the system, its interfaces, permissions and data quality, and we assess it during scoping.

We do not publish an integration list we cannot stand behind.

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.

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; they are not published on the open web.

In three phases. Analyze, to understand what is happening: Dynamics and Occupancy. Configure, to turn that into policy and a space requirement: Balance and Taxonomy. Manage, to run the workplace day to day: Booking and Entry Pass.

That order drives the navigation, the sitemap and every product list on this site, because it is also the order the work happens in.

Dynamics is workplace assessment. It establishes how people work: where, when, with whom, on what, what helps them and what gets in the way, measured across activities rather than as one satisfaction score.

It is the product that tells you why a floor is empty, rather than only that it is.

Occupancy measures how offices are actually used, through observation studies, IoT sensors or Wi-Fi triangulation. It classifies the activity rather than only recording presence, maps utilisation onto your own floorplans, and reports on one method so this year and next year can be compared.

The method was commissioned in 1998 by the Dutch Ministry of Economic Affairs and has been tested against real buildings ever since.

Balance models hybrid working policies against your own workforce data. It compares scenarios across six factors: office space, satisfaction, emissions, commute burden, recruitment appeal and cost.

It is a decision aid, not a decision. Leadership still owns the policy, the consultation and the announcement.

Taxonomy turns measured behaviour into a space programme. It holds more than ninety space types, each with area, enclosure, equipment and cost, and derives the mix from Occupancy and Dynamics data rather than from a template.

The output is a document a supplier can price, which is where most workplace projects lose months.

Booking is workspace reservation for desks, meeting rooms and parking, with Microsoft and Google calendar integration and apps for iOS and Android.

It has a second job: every reservation is a signal, so the demand picture underneath the strategy stays current instead of ageing the day a study is delivered.

Entry Pass is a personal workplace guide for the employee. It combines how someone works with the Big Five and their own stated preferences for noise, light and enclosure, and returns guidance about themselves.

Only the individual sees it. No manager view exists. It is the return leg that makes aggregation a fair exchange rather than a policy.

No. Entry Pass is a personal workplace profile and has nothing to do with access control, visitor management or a door credential. The name misleads and the current site's alt text gets this wrong.

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

Yes. Entry Pass is the current name for the personal workplace profile that came out of Dynamics and was previously called the Workplace Passport. The old address still resolves to the new page.

No, and most never see most of it. Dynamics asks them questions once; Occupancy does not involve them at all; Balance and Taxonomy are for the teams making the decision.

Booking and Entry Pass are the two with a genuine employee-facing experience.

In a managed study we design and coordinate it end to end: floor plan preparation, the measurement rounds, quality control, analysis and reporting.

In a self-managed study your own team runs the rounds using our process and tooling. It costs less and it scales: measuring twelve buildings is not twelve times the cost of measuring one. Which fits depends on internal capacity and how often you intend to repeat it.

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

Wi-Fi is aggregated by design. It is not a way to see what an individual did, and we will not present it as one.

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

A desk with a bag on it is occupied and supports nothing. That gap is exactly why activity classification exists, and why the occupancy figure travels with workforce evidence rather than alone.

Often, and it is usually the stronger answer: an observation round establishes what the sensors are seeing, and the booking record shows what people intended.

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

We can measure the workplace side of it accurately and the rest by asking. Occupancy describes physical use; Dynamics establishes patterns, preferences and where people work when they are not in the office.

An operating model judged on building data alone is judged on half the picture.

Start from the decision. A lease decision on one building is a short observation study. Ongoing monitoring of a portfolio is sensors or Wi-Fi. A brief for a fit-out needs activity classification, which observation does best.

Budget, existing infrastructure and what your works council will accept usually narrow it further.

Workplaced is a workplace intelligence platform. It measures how people actually work and how buildings are actually used, and turns both into decisions a board can follow: how much space, which policy, which settings, and whether last year's change did what it promised.

The company was founded in 2023 and took over the activities of RRIS, active since 2001. The occupancy method behind it goes back to 1998.

How much office space do we need. Which hybrid policy fits us. Consolidate the lease or renew it. Why does the office feel empty when the figures look healthy. How do we prove the business case. How do we measure any of this without monitoring people.

Each of those is a page on this site, because each needs a different combination of measurement rather than a single product.

Software, plus getting it live and used. Workplaced supplies the platform and does implementation and activation, because a platform that is bought and never adopted is a problem for both sides.

Everything past that line belongs to a partner: the advisory work, the interpretation, the measurement rounds in market, the space programme, the fit-out and the change programme. That boundary is deliberate and we keep it explicit.

Yes. Each product answers a distinct question and several clients start with one.

They compound when connected: what Dynamics learns about how people work feeds the policy comparison in Balance, the space programme in Taxonomy and the demand picture that Booking keeps current. Occupancy is the measurement most of the others are checked against.

Anyone with a stake in a workplace decision, which in practice is never one department. Corporate real estate, facility management, HR and people teams, transformation leads, portfolio and location teams, and the consultants and technology partners who deliver alongside them.

The reason the evidence base is shared is that HR sees people, real estate sees square metres and finance sees cost, and the decision stalls when those three arrive with three different numbers.

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

Workplaced brings the measurement, the method and the platform that makes 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, which we lead, and where it normally joins.

No, and a partner programme that competes with its own channel does not last. The point is that you bid on evidence rather than rapport, and that post-occupancy evaluation becomes something you can sell rather than 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. Naming partners per market creates channel conflict, and the enquiry is routed instead: tell us where you are and what you need and we will introduce the right one.

Since 1 September 2026 Workplaced and IFMEC Academy have been in a lasting partnership. 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. 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.