Occupancy and estate data that facilities can act on.

The KPI is agreement between presence and reservation systems. Ghost occupancy destroys soft-services planning.

See space & occupancy.

Open plan, meeting rooms and labs need different sensing. We pick for the building you have — not a catalogue demo.

Prefer anonymised counts unless a named use case demands identity. DPOs and works councils are stakeholders from week one.

Week 1–2: agree KPIs with FM and soft services. Week 3–6: pilot one floorplate with booking-system agreement as the headline metric. Week 7–12: decide scale, retention, and whether visitor wayfinding stays separate. Hardware choice follows the building you have — open plan, labs and meeting rooms need different sensing.

Peak and trough occupancy by floorplate, agreement between sensors and booking systems, soft-services load that tracks reality, and meeting-room honesty without a vanity map. Average occupancy lies — we design for the days that break your cleaning and catering model.

Integration into the IWMS you already run beats inventing a parallel estate stack. See space & occupancy.

Prefer anonymised counts unless a named use case demands identity. DPOs and works councils are in the room early. Wayfinding for visitors stays separable from staff analytics unless governance explicitly allows one stack.

Pilots live on one wing or floor with soft-services owners at the table — not a sensor demo that never reaches the FM operating rhythm.

Cleaning, catering and security plan on peaks and troughs, not averages. We design occupancy programmes so soft-services owners get exception queues they can act on — ghost bookings, chronically empty neighbourhoods, rooms that never release.

Success is agreement between presence and reservation systems within an agreed tolerance, sustained for twelve weeks after go-live — not a colourful heatmap in week one.