The safest way to choose an office campus is to define your operating requirements first, compare at least two properties against the same weighted criteria, model the full cost for the entire term, verify that your intended use is permitted, and negotiate every important responsibility into the lease. An attractive lobby or low asking rent cannot tell you whether the space will support your staff, comply with local rules, or remain affordable after service charges, taxes, repairs and fit-out.
Start with an operating brief, not a property tour
Write down what the business must be able to do before you inspect a campus. This prevents a visually impressive building from redefining your requirements during a sales-led tour.
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Record current and future demand
- Current headcount, expected headcount during the proposed lease term and the work pattern (fully on-site, hybrid or shift-based).
- Usable floor area, desk density, meeting and client rooms, reception, storage, welfare facilities and room for expansion.
- Accessibility requirements for employees and visitors, including step-free routes, lifts, accessible toilets, evacuation arrangements and any specialist equipment.
- Security needs, confidential work areas, visitor screening, delivery handling and hours when staff must be able to enter.
- Power, water, heating and cooling, internet connectivity, backup capacity, waste handling and any unusual load such as laboratories, kitchens or server rooms.
- Parking, cycling, public transport, delivery access, staff commute catchment and the required move-in date.
Separate must-haves from preferences. A campus that lacks a legal or operational must-have should not remain in contention because it has better cafés or a lower headline rent.
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The UK Department for Education recommends an options appraisal that compares several properties using common evaluation metrics. Use one row per campus and collect evidence in the same order for every candidate. Weight the criteria according to your business; no official source supplies a universal weighting formula.
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Suggested evaluation matrix
| Criterion | Questions to answer | Evidence to collect |
|---|---|---|
| Operational fit | Is the usable area and configuration right for current and forecast staffing, meetings, clients, storage, accessibility and growth? | Measured or independently verified usable area, plan, room schedule and expansion or subletting options. |
| Location and access | Can staff, visitors and suppliers reach the site reliably? Are parking, deliveries, public transport and surrounding uses suitable? | Travel checks at relevant times, parking terms, delivery rules, campus access hours and neighbouring-use information. |
| Condition and delivery | What works are needed, who will complete them and when can the space be occupied? | Inspection or survey, landlord works schedule, utility-capacity confirmation, permits and handover standard. |
| Total cost | What will the business pay over the whole term, not just as base rent? | Rent schedule, incentives, service-charge budget and reconciliations, rates or tax assessment, utilities, insurance, repairs, waste, fit-out and renovation assumptions. |
| Compliance and use | Is the activity permitted, and can the premises meet building, fire, health, safety and accessibility requirements? | Planning or zoning confirmation, permits, certificates, building rules and written answers from the relevant authority or qualified adviser. |
| Lease flexibility | Can you exit, expand, transfer or sublet if the business changes? | Term, break and renewal provisions, assignment and subletting rules, consent standards and handback obligations. |
| Energy and performance | What rating or disclosure applies, and does it cover the whole building or your tenancy? | Current certificate or rating, scope, expiry, exemptions and any performance obligations in the lease. |
Score each criterion only after recording the evidence and its confidence. A marketing statement is weaker evidence than a lease plan, authority response, service-charge reconciliation or professional survey. Keep a written explanation for every high or low score so the decision can be audited later.
Inspect the campus at useful times
Arrange more than one visit when access, traffic, deliveries or noise vary during the day. Walk the route a visitor or employee actually takes rather than viewing only the representative suite.
Check the journey and shared areas
- Test the journey from common transport stops and parking to the building entrance, including evening lighting, security gates and weather exposure.
- Inspect reception, lifts, stairs, toilets, loading areas, waste rooms, bike storage and shared amenities. Note congestion at likely peak times.
- Ask who controls access, which hours are included, and whether out-of-hours entry attracts a charge or requires advance notice.
- Observe neighbouring occupiers and nearby uses. Noise, smells, deliveries, events, security risks or incompatible operating hours can affect productivity.
Inspect the proposed premises
- Compare the floor plan with the area promised in marketing material. Confirm what is included, shared or excluded from the demise and how area is measured.
- Look for signs of leaks, damp, mould, cracked finishes, damaged ceilings, poor ventilation, overheating, inadequate daylight and worn or unsafe surfaces.
- Check electrical distribution, data routes, lighting, heating and cooling controls, water pressure, drainage, fire systems and emergency exits. Ask for capacity information where your use has unusual demand.
- Ask which defects will be repaired before handover, to what standard and by what date. Put the answer in the heads of terms or lease, not just an email from an agent.
A commercial building surveyor can identify defects and future capital risks that a general viewing will miss. The survey should be proportionate to the building, term and proposed investment.
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Calculate total occupancy cost
Model the complete cost for each candidate over the proposed term. Asking rent is only one line. Charging methods differ by lease and jurisdiction, so require the landlord to explain every pass-through and document your assumptions.
Cost categories to include
| Cost | What to verify |
|---|---|
| Base rent | Starting amount, payment dates, rent-free period, deposit or premium and any stepped schedule. |
| Rent reviews or escalation | Review dates, index or formula, caps, floors and whether increases are automatic or negotiated. |
| Service charge | Budget, historic reconciliations, allocation method, management fee, reserve funds, extraordinary works and audit or challenge rights. |
| Rates or property taxes | Who is liable, how the assessment is calculated and what happens if the assessment changes. |
| Utilities | Metering, tariffs, estimated consumption, shared-system allocation, connection charges and after-hours use. |
| Insurance | Landlord building cover, tenant liability or contents cover, premiums passed through and required limits. |
| Waste and cleaning | Included services, collection frequency, special waste, recycling and charges for additional service. |
| Repairs and maintenance | Tenant and landlord responsibility for the premises, structure, plant, common areas and replacement of major systems. |
| Fit-out and renovation | Design, contractors, permits, professional fees, landlord contribution, financing, reinstatement and delay costs. |
Use scenarios, not one optimistic forecast
Create a year-by-year schedule with the contractual rent, known fixed charges and reasonable sensitivity cases for variable charges. Test what happens if service charge rises, utilities increase, the fit-out is delayed or headcount requires additional space. Do not present an estimate as a quote: official guidance identifies these expense categories but cannot establish the actual price for a particular campus.
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Ask for service-charge budgets and prior reconciliations, current tax or rates information, utility arrangements, insurance requirements and a clear rent-free timetable. Confirm whether an incentive ends when the premises are ready, when you open, or on another trigger.
Verify permitted use and local compliance
The lease’s permitted-use clause and local law must both support the intended activity. Rules depend on the country, state or province and municipality; a landlord’s assurance is not a substitute for confirmation from the relevant authority.
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Planning, zoning and operating limits
- Ask the planning or zoning authority whether the existing use covers your activity, visitor numbers, hours and any special facilities.
- Confirm restrictions on deliveries, loading bays, parking, signage, external equipment, noise, events and alterations.
- Identify permits for construction, change of use, fire systems, food preparation, specialist equipment or waste streams.
- Check building, fire, health, safety and accessibility requirements for the actual layout you intend to create, not just the landlord’s current arrangement.
Alterations and signage
Read the consent process for partitions, cabling, security systems, branding, furniture fixed to the building and mechanical or electrical changes. Find out who prepares drawings, obtains permits, pays fees, inspects the work and bears the risk of delay. Require objective standards and response deadlines for landlord consent where possible.
Review energy disclosures in the correct jurisdiction
Energy certificates and disclosure duties are not universal. Establish which rule applies to the transaction, what area it covers and whether an exemption is recorded.
United Kingdom
UK Department for Education guidance states that a privately rented non-domestic property generally needs an Energy Performance Certificate (EPC) rating of at least E to be newly let or have a tenancy renewed from 1 April 2018. From 1 April 2023, the stated requirement applies to all privately rented non-domestic properties unless a valid exemption applies. Check the legal position for the transaction date and obtain the current certificate and any exemption evidence.
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Australia’s Commercial Building Disclosure program
For a covered Australian office transaction, the seller or landlord must have a current Building Energy Efficiency Certificate (BEEC) or registered exemption and display the NABERS Energy for offices rating in advertising. A BEEC combines the NABERS office energy rating with a Tenancy Lighting Assessment. A constitutional corporation interested in covered space may request a current registered BEEC in writing while the space is offered, subject to the program’s scope and exemptions. Confirm whether the rating covers the whole building or the relevant tenancy.
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Department of Finance guidance says that from 1 January 2025, leases by non-corporate Commonwealth entities for at least 1,000 square metres of net lettable area and four or more years must contain a Green Lease Schedule. This is a government-entity requirement, not a general rule for private tenants. Check that any schedule clauses align with the base lease and state who must collect, share and act on performance data.
Negotiate heads of terms before the final lease
Heads of terms should capture the commercial deal and expose unresolved risk before lawyers spend time drafting. They are not a substitute for the executed lease, and enforceability depends on local law.
Commercial points to record
- Exact premises, measured area, plans, shared facilities and permitted use.
- Term, commencement trigger, handover condition, rent-free period, deposit or premium and payment dates.
- Rent-review or escalation formula, service-charge definition and budget process.
- Business rates or property taxes, utilities, insurance, waste and other pass-throughs.
- Landlord works, tenant improvements, contribution, permit responsibility, completion standard and remedies for delay.
- Repair and maintenance allocation for structure, roof, plant, systems, premises and common areas.
- Break rights, notice periods, conditions, renewal options and what happens on expiry.
- Assignment, subletting, transfer or change-of-control rights and the standard for landlord consent.
- Signage, alterations, building rules, access hours, deliveries and parking.
- Handover condition, reinstatement, removal of improvements and dispute procedures.
The final lease must match the agreed heads of terms. A commercial lease solicitor or attorney should review the document before signature, particularly where the term is long, the fit-out is substantial or repair liability is broad.
Allocate repair, maintenance and improvement risk explicitly
Words such as “maintain” or “keep in repair” can create obligations far beyond routine servicing, depending on the lease and local law. Ask the lawyer to explain whether you could be responsible for replacing systems, correcting pre-existing defects or returning the space in a particular condition.
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Questions for the landlord
- Who repairs the structure, roof, exterior, windows and common areas?
- Who maintains and replaces heating, cooling, lifts, electrical infrastructure, fire systems and other shared plant?
- Are costs allocated by actual use, floor area or another formula?
- Does the service charge include capital expenditure, and are there limits or consultation rights?
- What condition will be documented at handover, and what evidence will determine reinstatement at expiry?
Attach a schedule of condition, approved plans and the landlord’s works specification where appropriate. Verbal promises about repairs, signage or fit-out should not remain outside the contract.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Use professional advisers at the right points
A tenant-side commercial broker can help identify alternatives and test market terms, but the broker does not replace legal or technical diligence. A commercial building surveyor is appropriate where condition, plant, structural alterations or a large fit-out create material risk. A commercial lease solicitor or attorney should interpret the draft, local law, break conditions, tax treatment and repair exposure.
Give advisers the same brief and scoring matrix used internally. Ask them to identify assumptions, missing documents, deadlines and risks that require a lease amendment rather than simply describing the property.
Complete the decision in a controlled sequence
- Write the brief. Record staffing, work patterns, floor area, meeting and accessibility needs, security, utilities, parking, commute catchment, growth and move-in date.
- Set must-haves and weights. Define the scoring criteria and the evidence required before a candidate can pass.
- Search and shortlist. Collect availability, address, size, rent, service charge, rates or taxes, ownership, plans, permitted use, transport, neighbouring uses, energy documentation and market context.
- Tour at useful times. Walk entrances, shared areas and the proposed premises; ask about access, deliveries, hours, parking, utilities and planned works.
- Verify the facts. Confirm measurements, authority permissions, certificates, building systems and landlord obligations through records, surveys or written responses.
- Build the whole-term model. Include rent, incentives, service charge, taxes, utilities, insurance, waste, repairs, fit-out, renovation and likely changes.
- Resolve red flags. Remove candidates that fail a must-have or price unresolved compliance, condition or access risk too high.
- Negotiate heads of terms. Write down term, rent, incentives, repairs, reviews, breaks, transfer rights, taxes, improvements, permits and timing.
- Have the final lease reviewed. Compare the draft with the agreed deal, check every schedule and obtain legal advice before signing.
Red flags that should pause signing
- The usable area, premises boundary or included facilities cannot be verified.
- The landlord will not provide service-charge budgets, reconciliations or a clear allocation method.
- Permitted use, planning status, fire compliance or accessibility is described only informally.
- Required works have no specification, responsible party, completion date or remedy for delay.
- A broad repair clause could transfer structural or pre-existing defects without a schedule of condition.
- Break, renewal, assignment or subletting rights are conditional in ways the business cannot satisfy.
- Rent-free or fit-out timing is linked to an uncertain event, while the lease commencement date is fixed.
- Energy documentation is missing, expired, covers a different area or is subject to an unexplained exemption.
- Neighbouring uses, deliveries, access hours or campus rules conflict with the operating brief.
Questions to ask before signing
What is the single most important comparison?
Compare each campus against the same weighted operational, location, condition, cost, compliance, flexibility and energy criteria. The best-looking property is not automatically the best business decision.
Should the whole campus or only the office suite be assessed?
Both. The suite determines layout and capacity, while entrances, lifts, shared services, deliveries, parking, security, neighbouring occupiers and campus rules can determine whether the operation works day to day.
Can a landlord’s email promise protect the tenant?
Do not rely on an informal promise for a material issue. Put the obligation, standard, deadline, payment responsibility and remedy into the heads of terms and final lease, with supporting plans or specifications.
Is an energy rating enough to compare buildings?
No. First establish which certificate or disclosure regime applies, whether the metric covers the building or tenancy, its date and any exemption. Then consider what the lease requires you to measure, pay for or improve.
When is a survey worth paying for?
Use a commercial building surveyor when the building’s condition, plant, structural changes, fit-out investment or repair liability could materially affect cost or timing. The longer the term and the larger the investment, the more consequential an undetected defect can be.
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Pause signature, document the failed requirement, obtain written clarification or a lease amendment, and rescore the property. If the issue cannot be cured with acceptable certainty, return to the shortlist rather than treating sunk diligence costs as a reason to proceed.
The Bottom Line
Sign only when the campus fits the operating brief, the full-term cost is supportable, local permissions and energy requirements are verified, and the lease clearly allocates repairs, improvements, charges, flexibility and exit risk. Independent legal and technical advice is usually cheaper than discovering an unpriced obligation after commitment.
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