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Science and technology (S+T) office design works best when it treats write-up, focus and collaboration space as part of the research environment—not as leftover space beside the lab. The practical approach is to pair visual connection and short paths to the bench with enclosed options for concentration, huddle rooms near laboratories, and a building layout flexible enough to absorb changes in research. For purpose-built life-sciences buildings, plan the base building to support a 60/40 laboratory-to-office split, but do not assume every tenant should fit out to that ratio: HGA reported a 58% median lab share in 2025 and many projects nearer 50/50. Those figures concern life sciences, not every technology facility.
The guidance below brings together the 2020 S+T office practices, later life-sciences planning data and lessons from a decade of use at the Francis Crick Institute. They point to one central design principle: make the workplace adaptable to how science is actually conducted, while keeping people, information and decisions close to the work.
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It must support the work around research as deliberately as it supports work at the bench. In life sciences, that means space for analysis, private concentration, team discussion, shared equipment and informal contact, connected to the laboratory without forcing every researcher into one open-plan arrangement.
“S+T” is broader than life-sciences laboratories. Building Design + Construction’s 2024 facility ranking, published in 2025, includes laboratories, research buildings, technology and innovation buildings, pharmaceutical production, and semiconductor production. The office practices discussed here come chiefly from a 2020 article about research workplaces, especially life-sciences teams. HGA’s 2025 lab-to-office figures concern life-sciences floor plates and should not be treated as a universal ratio for semiconductor, manufacturing or technology projects.
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The original practices were published during the COVID-19 period, when teams were weighing distancing against the need to collaborate. Their durable ideas are flexible space, useful adjacencies, multiple kinds of work setting and shared access to information. Specific pandemic-era occupancy arrangements are not a permanent space standard: the available later sources do not establish a current post-pandemic conference-room occupancy rule.
Should a research workplace be open-plan?
Open labs and open offices can make researchers and their work more visible, encourage contact across teams and help a space adapt. They should be part of a mix, not a design default imposed on every activity.
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Random freezes, missing sound and display glitches usually trace back to one bad driver. Find and replace yours safely.Free scan · under a minuteClark Nexsen’s 2020 guidance describes glazing along laboratories as a way to connect the office to the lab, show research to visitors and create a stronger sense of community. Views can also make a facility more legible for recruiting and tours. But visibility alone does not make space useful: a researcher doing data-driven work may need controlled lighting, reduced distraction or a quiet place to concentrate. Open collaborative areas, enclosed focus rooms and smaller team rooms should coexist.
The same distinction applies in the lab. A larger, more flexible lab can support changing research and make it easier to adjust layouts or safety measures than a rigidly planned room. Yet openness does not replace requirements for containment, controlled processes or security. The right balance depends on the research program and its operational constraints.
A useful hybrid appears in HOK’s account of the Francis Crick Institute in London. Clinical group leader Philippa Matthews describes a small glass office with a closable door: it can be a quiet spot for deep work, while the transparent walls let colleagues see that she is available. This illustrates a practical principle: make privacy selectable without severing visual connection. The Crick’s experience is a project example, not proof that one office type suits every facility.
Where should the PI’s office go?
Place principal-investigator (PI) and team work areas close enough for frequent contact, with sight lines that make it easy to see when colleagues are available. A PI office isolated elsewhere in the building can add friction to daily decisions and make team connection depend on scheduled meetings.
The 2020 practices describe a move away from siloed PI and technician offices toward better connectivity between the PI and team. Proximity does not mean eliminating a private office: a closable room can support confidential conversations and focused work. It means treating the office, lab, write-up desks and shared team settings as an adjacency problem to solve together.
At the Crick, write-up desks sit directly outside laboratories, so bench work, analysis and conversation are near one another. Four lab neighborhoods are arranged around intersecting atria, with bridges, an open central stair and glass-fronted laboratories connecting people visually across floors. The design aims to make movement and visibility part of everyday contact, rather than relying only on formal meetings.
HOK reports that group leaders at the Crick were given small offices so substantial meetings would move into shared collaboration areas. Sir Jim Smith, an emeritus scientist at the institute, described these as “marginal gains” intended to encourage unplanned conversation. This is a deliberate operational choice, not a universal instruction to undersize offices: it works only if the shared rooms are convenient, adequately equipped and available when teams need them.
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How much lab space should a life-sciences building provide?
Distinguish base-building capacity from a tenant’s first fit-out. HGA described 60% laboratory and 40% office as the planning standard for purpose-built life-sciences lab buildings, particularly core-and-shell projects intended to suit different wet-lab tenants. Its project database showed a 58% median lab share in 2025, while many projects remained nearer 50/50.
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1Fix the driver behind crashes, sound loss and screen glitches2Clear out junk files and repair common Windows errors3Scan for outdated or missing drivers - takes under a minuteHGA’s definition matters: its lab category includes laboratory and laboratory support. Its office category includes office and office support, conference rooms, and community-convening space. So “office” is not simply private desks; it includes the huddle rooms, meeting areas and shared spaces that support research. Broad Institute’s 300 Binney Street in Cambridge, Massachusetts, is cited by HGA as a 60/40 example with a flexible modular layout.
| Planning figure | What it describes | Source and context |
|---|---|---|
| 60/40 lab to office | Purpose-built life-sciences shell capacity, especially for flexible wet-lab tenancy | HGA, 2025 |
| 58% lab share | Median lab-space ratio in HGA’s life-sciences project database | HGA, 2025 |
| About 50/50 | Older chemistry and small-molecule planning pattern; also a fit-out share many projects still approach | HGA, 2025 |
| 10,000 sq. ft. serving about 30 chemists, later about 50 biologists and biochemists | Illustrates how staffing and research methods can change within a similar lab footprint | HGA, 2025 |
Planning ratios checked November 2026; figures describe HGA’s 2025 account, not a code requirement.
The shift from about 30 synthetic chemists to about 50 biologists, biochemists and team members in a 10,000-square-foot lab illustrates why office and support areas can grow even when the bench footprint does not. Biology can place more people around a given bench area; computational biology and AI add staff who may spend less time at a wet bench; and collaboration rooms, workstations, kitchenette or café space and meeting areas all use floor area. HGA also notes that limits on remote work have brought more computational researchers back to the workplace.
Conversely, animal facilities, cleanrooms, clinical manufacturing and pilot laboratories can push the lab share to 60% or higher. These uses may have fewer staff per square foot and different technical requirements. The ratio should therefore follow the program, not substitute for one.
There is a cost reason to avoid treating lab area as interchangeable with office area. HGA says laboratory space typically costs three to four times as much as office space to fit out. A lower lab share can let a fixed per-square-foot tenant-improvement allowance cover more of the fit-out and can reduce operating costs. But shrinking labs without understanding the research program can constrain the work; overbuilding lab area can spend heavily on space a tenant does not use.
HGA’s recommendation is to keep the base building capable of supporting a 60/40 wet-lab scenario, while allowing the initial tenant fit-out to reflect its real needs. Where the first tenant needs less lab infrastructure, heavier HVAC and electrical equipment can be deferred if the building is planned for future expansion. HGA gives pre-planning additional equipment in a mechanical penthouse as an example, so a later tenant can obtain more supply and exhaust air. This approach preserves options without requiring every day-one fit-out to install the maximum equipment load.
How should huddle rooms and shared spaces be arranged?
Put formal huddle rooms close to the lab and distribute informal meeting spots, larger flexible rooms and shared break areas through the workplace. Researchers should be able to continue a technical discussion with little transition, but not every conversation needs the same setting.
A formal huddle room next to a lab can function as an extension of the work area. Equip it with meeting technology, writable surfaces such as a dry-erase whiteboard, and tools suited to the team’s work. A quick discussion about a project should not require a walk across the building or a booking in a large conference room. Formal rooms support focused project talk; informal huddles suit brief exchanges; larger flexible rooms can accommodate broader team sessions or different uses over time.
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Centralized support spaces can help these settings do more than one job. A break area may serve everyday needs while creating a natural place for people from different teams to meet. Outdoor space can provide another setting for conversation and, where conditions allow, give people more choice about where to work together. It is a complement to suitable indoor rooms, not a replacement for them.
The 2020 article discussed reducing the number of people using indoor huddles at the time and supporting virtual meetings with easy content sharing. It also asked whether larger rooms and lower occupancy would last. Later sources do not settle that question or provide a universal occupancy figure. Size and equip rooms for the project’s current operational requirements, and retain flexibility rather than treating a temporary capacity rule as permanent.
How should teams share research and information?
Give researchers both physical and digital ways to present work. Pin-up boards and poster space remain useful for informal review, while screens and video tools can make material easier to share across locations and teams.
Researchers routinely prepare and give presentations; dedicated space for posters or other work is a common client request. The 2020 guidance anticipated more digital information sharing after the pandemic, but did not expect traditional pin-ups to disappear. The design goal is a usable place where teams can see and discuss one another’s work—not simply a surface left over in a corridor.
Consider sight lines, circulation, acoustics and room use when locating display areas. If a board sits where people cannot pause without blocking a route, it is less likely to support conversation. If digital displays are used, provide the meeting technology and content-sharing capability needed to make them useful. Physical displays and digital sharing can coexist; neither alone guarantees that teams will exchange information.
How can a building stay useful when science changes?
Design for change in the services, furniture and neighborhood layout rather than trying to predict every future instrument or research method. A decade of use at the Crick shows why a flexible system matters: its science shifted toward more desk-based and computational work than the original plans anticipated.
The Crick, designed beginning around 2008 and opened on 9 November 2016, is a nearly 1 million-square-foot London research institute. Its researchers are not arranged in conventional departments, reflecting a founding idea of “discovery without boundaries.” In HOK’s November 2026 anniversary account, Smith says wet-lab use became lower than expected, while dry work grew. In his field, researchers no longer routinely pour and run gels at their benches; samples go to shared facilities for processes such as sequencing.
The design response includes casework that plugs into service spines and can be rearranged, and neighborhoods that can expand into adjacent space when one group grows and another shrinks. HOK’s Brian Connolly summarizes the lesson: “Flexibility matters more than prediction.” He says that if the Crick were being designed today, computational science would receive more space and infrastructure from the outset. That is a useful reminder to plan for known trends while preserving options for developments no brief can fully anticipate.
Flexibility needs to be tested with users. For the Crick’s lab module, HOK reports that a full-scale polyboard mock-up was followed by a detailed 2012 warehouse mock-up near Heathrow. Researchers were invited to challenge the furniture and give feedback before the design was fixed. Founding director Paul Nurse described the building as shaped by architects working with the scientists who would use it. Mock-ups, workshops and stakeholder review can expose circulation, reach, equipment and furniture problems that a drawing may not reveal.
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HOK reports that the Crick received R&D Magazine’s 2017 Laboratory of the Year award and a BREEAM Excellent rating. These are outcomes for that UK building, not standards that every S+T facility must meet. Its public presence also mattered: HOK says the gallery served as a vaccination center in 2021 where staff and NHS colleagues delivered more than 80,000 vaccinations. That civic role sits beyond office planning, but it underlines how arrival spaces and visitor routes can serve institutional as well as research purposes.
What do energy, daylight and finishes mean for office areas?
Laboratory and office zones have different environmental demands, so plan them together rather than applying ordinary office assumptions to the whole building. Put offices, support and interaction areas where they can benefit from daylight, and select lab finishes for safety and research compatibility as well as occupant comfort.
A 2012 Building Design + Construction article quoted Daniel Watch of Perkins+Will as saying a typical laboratory used five times as much energy and water per square foot as a typical office building. That is a historical quotation from an undated Whole Building Design Guide statement, not a current 2026 measurement. The article identified containment and exhaust devices, along with heat-generating equipment, among the factors behind the resource demand. Its practical planning idea was to group the heaviest ventilation loads in a zone, potentially toward the exterior, to help address the tension between safety and energy performance.
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That same 2012 article said there was no “LEED for Labs” at the time: a proposed application guide was not a formal alternative to LEED for New Construction or Commercial Interiors. It noted that required ventilation, process water and research-compatible finishes can complicate energy, water and indoor-environment targets. The dated discussion should not be read as a claim about the status of certification programs in 2026. Its enduring point is that dropping a plaque is not a reason to drop sustainable design; safety and research needs must be accommodated in the design strategy.
For finishes, the article recommended low-VOC-emitting materials. It described rubber flooring as a common lab choice because it can be low-VOC, reduce static electricity, resist slipping and absorb shock. Static control can matter for contamination-sensitive work. Offices and collaboration areas can use renewable wood or other biophilic materials; the article mentioned bamboo with a caution about maintenance in high-traffic floors and frequently used casework. Low-VOC adhesives and appropriate acoustic treatment also matter. Open-plan labs need sound damping to make privacy possible and avoid harsh echo.
Daylight is most practical to prioritize in offices, support areas and places for interaction, while still pursuing views or daylight into research areas where feasible. BD+C’s 2012 article summarized two Heschong-Mahone studies as finding benefits associated with natural daylight in workplaces and schools, including productivity, absenteeism, health and satisfaction. It supplied neither study dates nor sample sizes, so this is the article’s summary rather than a newly verified meta-analysis. It also cited a Yale Medical School renovation that brought daylight into 90% or more of discrete spaces using large windows, partial dividing walls, reflective materials and clerestory windows. That is a project claim, not a code minimum.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Which standards and planning steps should a project team consider?
Begin with the research program and applicable safety requirements, then develop the spatial plan. A floor plan alone cannot define a successful facility: the design team needs a shared understanding of the work, users, equipment and organizational goals.
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- Set the vision and goals. Clarify what the facility must support: research types, team structure, collaboration, recruitment, visitor experience and future flexibility. Include researchers and human resources; for corporate facilities, the 2012 BD+C guidance also identified marketing as a relevant stakeholder.
- Document the R&D program. Record workflows, equipment, support functions, staffing assumptions, adjacencies and changing needs before fixing the floor plan. Distinguish wet-lab, dry-work, shared-facility and office requirements.
- Organize and benchmark. Test lab-to-office assumptions against the actual program and comparable projects. A ratio is a planning reference, not a substitute for space programming.
- Check codes and technical criteria. The 2012 article identified the NIH Office of Research Facilities, CDC, OSHA, ASHRAE, NFPA, and state and local codes among the relevant sources. Applicability depends on the project and jurisdiction; confirm current requirements with qualified design and compliance professionals.
- Mock up critical spaces. Use full-scale review where possible for lab modules, furniture, equipment access and circulation. Involve the people who will work there before layouts become difficult or costly to change.
- Preserve future options. Coordinate service distribution, mechanical capacity, casework, room boundaries and neighborhood growth so change does not require rebuilding the whole workplace.
The 2012 article described an NIH Office of Research Facilities single-module guideline of 33.67 square meters, or 362.4 square feet, as suggestive rather than required. Its current status was not verified here, so the figure should not be treated as 2026 NIH policy or a universal module dimension. The article also noted that manufacturers may build equipment and casework around such modules, which can influence a project even where a guideline is not law.
Adaptability can also come from retaining useful existing infrastructure. BD+C’s 2012 account of Yale’s WB-24 labs on West Campus described flexible casework, plug-and-play mechanical, electrical and plumbing access, rolling cabinets, and retained benches and refurbished fume hoods in a former Bayer complex. It reported cost reductions of as much as 50% in the three-story, 60,000-square-foot facility. Treat that as a published project case-study claim, not a guaranteed saving for other renovations.
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What should a project team avoid?
Avoid optimizing a single number or room type at the expense of research operations. The most common planning mistakes are treating all work as wet-lab work, assuming open space automatically creates collaboration, or locking the building into a precise forecast of future science.
- Do not equate 60/40 with a universal fit-out mandate. HGA’s figure concerns life-sciences base-building capacity; actual tenant needs vary.
- Do not cut office and convening space to maximize benches by default. Analysis, team discussion, write-up, support and breaks contribute to the research ecosystem, and those functions use real area.
- Do not make every room open. Data work and focused tasks need quiet and control; confidential work and technical processes may need enclosure.
- Do not isolate leaders or teams. Poor adjacencies can turn short questions into scheduled meetings and reduce useful visibility.
- Do not treat temporary occupancy rules as enduring design facts. The 2020 source raised the question of room capacity over time; the supplied later evidence does not resolve it.
- Do not apply generic office sustainability assumptions to labs. Ventilation, process loads, finishes and safety constraints require coordinated engineering and research input.
- Do not confuse a historical benchmark with a current rule. The five-times energy-and-water quotation and the 362.4-square-foot NIH module come from a 2012 account and are not verified as current standards.
What does the evidence suggest about the future research workplace?
More digital science makes the physical workplace more important as a setting for mentoring, shared problem-solving and interactions that are difficult to schedule. It does not mean every researcher must be at a bench or in an office all day.
HOK’s 2026 Crick account points to a pattern that the 2020 office guidance could not fully anticipate: more research moved from bench to desk, while shared facilities handled some laboratory processes. The article reports that 15 companies have emerged from discoveries at the Crick and its parent institutes and raised more than £2 billion in follow-on investment, citing the institute’s anniversary reflection. Those figures are reported by HOK; they do not establish that a particular layout caused the outcomes.
HOK also reports that the institute’s open plan was intended to encourage interaction across UK science and break down silos. Matthews described the value of being together as an immediate exchange—a colleague looking at code that is not working—rather than a meeting booked for a later date. The point is not that every conversation must be spontaneous; it is that a research workplace should make useful contact possible without making it difficult to focus.
For design teams, that means combining shared facilities and collaborative routes with quiet rooms, write-up places beside labs, flexible service infrastructure and rooms that can change with the science. The building should support both planned work and the chance encounter, without assuming that either one can replace the other.
Frequently Asked Questions
Who should be involved in planning a science and technology workplace?
Bring researchers, human resources and facility stakeholders into early visioning, and involve marketing for corporate projects where visitor experience or recruitment is part of the brief. Researchers should help test the spaces and workflows they will use, not only review a completed floor plan.
Is there a universal lab module size for research buildings?
No universal dimension is established by the supplied evidence. A 2012 BD+C article described a 362.4-square-foot NIH ORF module as suggestive rather than required, and its status today is not verified.
Does an open research workplace compromise privacy?
It can if openness is treated as the only option. A mix of visual connection, closable focus rooms and appropriate controlled spaces can support interaction while allowing concentration and privacy.
Can a laboratory meet sustainability goals while maintaining safety?
Safety requirements remain central, but design can coordinate ventilation zoning, energy strategy, process loads and material selection rather than treating sustainability as an optional extra. The appropriate solution depends on the research and current applicable requirements.

