Why Social Impact – Not Pop-Ups – Will Define the Future of Workplace Engagement 

It’s a familiar cycle in commercial real estate: footfall drops or employee sentiment dips and the default response is a pop-up coffee bar or doughnut wall. These may create a temporary lift in mood, but they rarely deliver meaningful change – certainly not the kind associated with employee loyalty, tenant retention or long-term asset value. 

Across the office and mixed-use sector, the conversation is changing. As leasing decisions become increasingly tied to staff retention and locations remaining relevant and valued, the focus is shifting from temporary activations to sustained, purpose-led programming. And for good reason. 

Employees Are Seeking Purpose, Not Perks 

The post-pandemic workplace has made one thing clear: employees want to feel that their workplace aligns with their values. According to Deloitte, over 60% of younger workers consider a company’s societal impact before accepting a job. They want their employer – and by extension where they work – to stand for something. 

This is a critical shift for real estate. Buildings that actively engage with their local community and demonstrate a commitment to social good are now more attractive to occupiers and their staff. When it became evident that young people were struggling to secure work placements and businesses were unable to deliver meaningful experiences in Camden and Islington, I collaborated with businesses, local councils and schools to create a youth employability programme where 10 businesses delivered three-hour workshops instead of offering week long placements. This practical adjustment meant employees could contribute without having to invest excessive time or take on duty of care, while young people gained experiences to boost their CVs and personal statements. The result was a sense of shared pride – students and businesses forming connections that otherwise wouldn’t have happened – and employees feeling their workspaces were directly enabling opportunity. 

A Deeper Impact For Owners 

Many owners still default to ‘instagrammable’ moments that have little long-term impact. Yet the very initiatives that truly build loyalty amongst employees also bring major strategic value to owners. Programmes like The Homework Club were a great example of this: when redevelopment closed a school library, leaving many students without space to study, local businesses stepped in to offer meeting room space after work as a quiet place to study. Employees soon volunteered for one-to-one tuition, focusing on specific aspects of the curriculum. The effect was twofold – improved results for students and improved retention for employers whose staff felt proud of their contribution. Purpose-led initiatives provide not only measurable social outcomes but also tangible commercial benefits. 

By embedding social impact programming into their occupier engagement strategy, owners can: 

• Improve tenant retention and achieve longer leases 

• Enhance leasing velocity and differentiator value in competitive markets 

• Strengthen asset value with measurable social impact 

• Build better relationships with councils and community stakeholders 

• Reduce reputational risk and secure long-term licence to operate 

• Gain operational efficiency by replacing ad-hoc activations with structured annual plans 

These outcomes aren’t theoretical; they’re proven. In my experience, businesses that once hesitated to offer work placements due to time constraints became eager contributors once the model was adapted. With the Homework Club, businesses saw firsthand how their employees’ tutoring efforts improved students’ grades, while simultaneously deepening employee loyalty. 

Social Impact As Engagement Strategy 

Social impact projects aren’t one-off gestures — they are tools for cultural and commercial value creation. When young people secure meaningful work experience through collaborative programmes, or when students gain access to study support through a shared effort between schools and businesses, the impact is lasting. These are not isolated interventions but narratives that unfold over time and create a legacy. 

Unlike table tennis tournaments or free lattes, social impact programmes embed a building into its local ecosystem. They create a sense of place and belonging that both employees and employers value. Reducing barriers for businesses to participate – whether by reshaping work experience into three-hour sessions or by creating structured, curriculum-based tutoring opportunities – is what turns good intentions into successful, sustainable outcomes. 

The Future is Purpose-Built 

In a market where occupiers have more choice than ever, the buildings that will stand out are those that generate pride, purpose, and genuine connection for the people inside them and the communities around them. Employees are no longer satisfied by novelty alone – they want purpose. 

Social impact programming delivers that – while simultaneously strengthening asset performance, owner confidence and local stakeholder trust. 

In short: the buildings of the future won’t just be activated. They’ll be accountable, embedded and impactful. And that’s what will keep both tenants and owners coming back and, ultimately, create truly better places.