The customer has changed. Has workplace dining kept up?

From Social Media trends, Gen Z and workplace wellbeing, changing consumer habits are challenging some familiar approaches to catering and hospitality.

A workplace restaurant can be producing excellent food, meeting its financial targets and delivering against its contractual obligations while employees walk past it to buy lunch elsewhere. There may be nothing particularly wrong with the operation, but if fewer people are choosing to use it, we ought to be interested in understanding why.

Much of workplace catering has been developed around a fairly predictable working day. Breakfast, a mid-morning coffee, a busy lunchtime service and perhaps something to see people through the afternoon. Menus, purchasing and staffing have been structured around those patterns, supported by historical sales information and an understanding of what customers have traditionally wanted. While many of those principles remain perfectly reasonable, the people using our restaurants, and the circumstances influencing their purchasing decisions, are changing. Generation Z is now an established part of the workforce, joining colleagues whose expectations have developed through very different experiences. Younger employees have grown up with immediate access to information, an enormous choice of food influences and the ability to compare prices, products and experiences within seconds. Meanwhile, customers of all ages are reconsidering their eating habits, influenced by health, household finances and changes in how and where they work.

There is little reason to abandon everything we know about good catering, but equally, relying on historical buying patterns without questioning whether they remain relevant could become an increasingly expensive mistake.

Changing tastes and TikTok influences

Changing tastes and changing appetites

Anyone spending time on TikTok or Instagram will be familiar with the extraordinary range of food content now available. Korean street food, matcha, hot honey and countless other ingredients and dishes have found audiences well beyond their traditional markets. Customers are discovering food through people and platforms that have little connection with established catering businesses, often developing an interest in dishes long before they appear on a local restaurant menu.

Research published by YouGov in August 2026 found that 74% of Gen Z adults enjoy trying new foods and cuisines, although 69% also consider eating out a treat rather than an everyday activity. Social media was identified as a source of restaurant discovery by 43% of respondents, but recommendations from friends and family remained more influential at 59%. Although this research concerns wider dining habits rather than workplace catering specifically, it illustrates the difference between an appetite for new experiences and the willingness or ability to purchase them regularly.

During a review of a catering operation, discussions about introducing more adventurous dishes were running ahead of any real examination of what customers were purchasing. There was understandable enthusiasm for change, yet familiar, affordable meals continued to account for much of the sales. It raised the question of whether the proposed menu development reflected genuine customer demand or simply an eagerness to introduce something new. There should always be room for chefs to experiment, introduce new flavours and take inspiration from the food customers are discovering elsewhere. Daily specials, seasonal menus and collaborations with local suppliers can provide opportunities to do this without committing an entire operation to a passing trend. However, a customer who enjoys watching an elaborate dish being prepared online may still choose a jacket potato, sandwich or traditional hot meal when faced with buying lunch on a Wednesday afternoon.

Customers can be adventurous in their tastes and conservative with their spending. Menus need to recognise both

For younger employees managing rent, travel and other living costs, the difference between a £5 lunch and a £10 lunch can be considerable. An interesting premium offer might represent good value on occasions, but the ability to purchase an affordable everyday meal is equally important. A restaurant that continually increases its average transaction value while losing regular customers may be doing itself few favours, even if the monthly sales report initially suggests otherwise. That balance between customer expectations and what people actually purchase becomes more complicated when health and nutrition are considered. Research published by Circana in April 2026 found that 45% of British adults were following a specific diet, increasing to 60% among Gen Z and younger millennials. The same research reported that 23% of consumers had switched dining venues because suitable high-protein or lower-calorie choices were unavailable.

For years, the industry's response to healthier eating has often involved additional salads, plant-based alternatives and nutritional labelling. These can all be useful, but the range of customer requirements is becoming more varied. Someone seeking a protein-rich meal may have very different expectations from a customer interested in reducing sugar, increasing fibre or controlling portion sizes. Both may still want something that tastes good, looks appealing and represents reasonable value.

The growing use of GLP-1 medications provides an interesting example of how eating habits are changing beyond the influence of any particular generation. The names Mounjaro, Wegovy and Ozempic are becoming increasingly familiar, and their influence on eating habits is attracting attention across the hospitality industry. Wegovy (semaglutide) is prescribed for weight management, while Ozempic, which contains the same active ingredient, is used to treat type 2 diabetes. Mounjaro (tirzepatide) is licensed for both conditions. These medications work by influencing hormones that regulate blood sugar and appetite, helping people feel fuller sooner and for longer. Mounjaro acts on two hormone pathways, GLP-1 and GIP, while Wegovy and Ozempic act on GLP-1. The consequences for catering are already becoming apparent. NielsenIQ research published in March 2026 found that 27% of surveyed users of weight-loss medications were choosing starters or smaller plates instead of a main course, while 28% reported skipping starters or desserts.

For catering and hospitality businesses, customers eating less doesn't necessarily mean they have lost interest in food. Someone may still want an interesting dish, quality ingredients and an enjoyable experience, but have little appetite for the portions traditionally associated with a main meal. This could create opportunities for greater flexibility, although the commercials need careful consideration. Reducing a portion might lower ingredient costs, but the labour involved in preparing and serving it can remain much the same. Greater choice can complicate purchasing and production, while smaller portions need to be priced in a way that customers consider fair. Operators will need to understand the effect on gross profit, food waste and average spend rather than simply assuming that offering less food will solve the problem. It's also quite possible that a customer influenced by a new dish on TikTok will want to try it in a smaller portion, or without some of the traditional accompaniments. The same person can be interested in adventurous food, mindful of their health and careful with their money. Accommodating those preferences will require thoughtful menu development rather than simply adding more dishes to an already extensive offer.

The experience beyond the food

During another workplace catering visit, I saw dishes that had clearly been prepared with care, yet the presentation and communication surrounding them were disappointing. Signage was limited, customers had little guidance about the available choices, and the team appeared more concerned with completing transactions than engaging with the people waiting at the counter. The food deserved better support from the experience surrounding it. Customers were being given few reasons to appreciate the work taking place in the kitchen, and relatively straightforward improvements to presentation, communication and service could have helped without requiring an expensive refurbishment or a complete change of menu.

Customers begin forming opinions about an operation long before they taste their food. They notice whether the restaurant is welcoming, whether prices are clear, how long they have to wait and how they are treated. These experiences influence their perception of value and, ultimately, whether they choose to return.

To this end, technology can make a really positive contribution, especially for customers accustomed to accessing information and making purchases through their phones. Being able to check a menu, review nutritional information or order ahead may improve convenience, provided the systems work reliably and make the experience easier. However, an ordering app offers little advantage if customers still have to queue to find out where their food has gone, or if the collection process becomes more complicated than ordering at the counter. The pursuit of efficiency should never come at the expense of hospitality or experience. Acknowledging customers, being able to explain a dish and taking an interest in the people being served are fairly basic expectations, yet their delivery can be surprisingly inconsistent where technology takes over. Speed matters, particularly during a busy lunch period, but customers should still feel welcome rather than simply processed.

Hybrid working has added further complexity to how workplace catering is used. Building occupancy can vary considerably throughout the week, while many employers are investing in working environments intended to encourage collaboration and social interaction. A well run restaurant or café can contribute to that ambition, although it needs to provide an experience that encourages employees to use it rather than simply being the most convenient option when they haven't brought lunch from home.

Workplace wellbeing and social interaction

World Mental Health Day on 10 October provides a timely reminder of the pressures faced by today's workforce. The Health and Safety Executive estimated that 964,000 workers in Great Britain were experiencing work-related stress, depression or anxiety during 2024/25. Workplace catering cannot be expected to resolve those problems, but there is value in providing an environment where employees can step away from their desks, enjoy a proper break and spend time with colleagues. Comfortable surroundings, manageable queues, reasonable prices and friendly service can all encourage people to use a workplace restaurant. Equally, uncomfortable seating, excessive noise and an unwelcoming atmosphere may encourage employees to return to their desks with a sandwich or leave the building altogether. The quality of the food will have little opportunity to influence their decision if the environment itself discourages them from staying. These same questions are highly relevant for hospitality workers as well - catering teams are expected to maintain food quality, comply with legislation, control costs and meet increasingly varied customer expectations, often within demanding labour budgets. Their training, working conditions and so the support they receive will inevitably influence their ability to provide the service customers expect.

Environmental considerations influencing purchasing decisions

Customer enthusiasm for sustainability doesn't always translate into a willingness to pay more. Responsible sourcing, waste reduction and improvements to packaging need to be achievable within the commercial realities of an operation. Thoughtful menu planning, making better use of ingredients and developing relationships with local suppliers can all contribute, particularly when customers can see genuine evidence of what is being achieved.

Taken altogether, these issues illustrate why the customer experience needs to be considered more widely than the menu or service counter. Someone buying breakfast before an early meeting, collecting coffee between appointments or taking a longer lunch with colleagues may have quite different expectations, even though they're using the same facility. How successfully an operation accommodates those needs depends on the relationship between its food, people, environment, technology and commercial model.

What are we actually measuring?

When reviewing catering performance, considerable attention is naturally devoted to sales, gross profit, labour, purchasing and contractual compliance. These remain essential measures of a successful operation, but they don't necessarily explain whether the service is meeting the needs of the people it was intended for. A restaurant could be achieving its financial targets while serving a declining proportion of the workforce. Strong lunchtime sales might conceal opportunities being missed at other times of the day, while improved profitability might result from price increases rather than greater customer participation. Without looking beyond the headline figures, those differences can be easy to miss. If a building regularly accommodates 1,000 employees, I would want to understand how many are using the catering facilities and how that changes throughout the week. Are customers returning regularly, or is the operation relying increasingly on a smaller group of purchasers? Which products are consistently successful, and what do we know about the people who choose to bring food from home or purchase it elsewhere?

Modern till systems, transaction reports and customer feedback provide access to considerable amounts of information, although there is still a great deal to be gained from spending time in the operation itself. Watching how customers behave, speaking to the people serving them and understanding where frustration occurs can reveal problems that aren't immediately apparent in a management report. During contract reviews, clients should also be considering whether the operating arrangements they have in place still reflect how their buildings are being used. An agreement developed around five days of predictable office occupancy may no longer be appropriate when employees attend on different days or have changed their eating habits. Service hours, menu expectations, investment requirements and financial returns may all deserve reconsideration if the assumptions behind the original agreement have changed. Catering operators should be prepared to challenge those arrangements with evidence rather than continue delivering a service that is becoming less relevant. Equally, clients need to recognise the commercial consequences of demanding more choice, better ingredients, longer opening hours and lower selling prices. Those expectations have to be reconciled with labour costs, purchasing, investment and the level of financial return required.

A catering contract can meet every agreed financial target while the people it was written to serve increasingly choose to eat somewhere else

I would expect a well-managed catering contract to demonstrate more than financial performance and compliance. Customer participation, purchasing behaviour, service standards, feedback and food waste can all help establish whether the operation is responding to the needs of its customers. More importantly, that information should influence decisions about the service rather than simply provide additional figures for a monthly meeting. If I were reviewing a workplace catering operation tomorrow, I would want to understand how its customer base and purchasing habits have changed over the past few years. Have customers become more price-sensitive? Are smaller meals or different meal occasions gaining popularity? Has hybrid working changed demand throughout the week, and have menu development, staffing and service arrangements responded accordingly? The answers should help explain why particular decisions have been made. A restaurant refurbishment, new ordering system or revised menu might be entirely appropriate, but there should be a clear understanding of the problem being addressed and some means of establishing whether the investment or change has delivered the intended improvement.

We have more access to purchasing information, customer research and operational data than ever before. It should be possible to build a much clearer picture of what customers want, what they're prepared to pay and how their behaviour is changing, without relying so heavily on historical assumptions. Of course, not every trend requires a response. Some will disappear as quickly as they arrive, while others will have lasting implications for how we develop menus, organise services and measure performance. Good food, sensible pricing, consistent standards and genuine hospitality will remain important regardless of which generation happens to be driving the latest conversation about eating habits. The challenge for operators and clients is to demonstrate that they understand the people their catering services are intended to serve. Knowing who uses the restaurant is useful, but understanding who doesn't, and why, may be considerably more revealing. We should be able to explain how customer expectations have changed, what we've done in response and whether those decisions have encouraged greater participation, improved the experience or delivered better value.

Before commissioning another restaurant refurbishment, introducing a fashionable menu concept or investing in new technology, I would want to know what evidence supports the proposal and how its success will be judged. Making changes without that understanding risks spending money on improvements that fail to address the reasons customers are going elsewhere. Excellent food, efficient operations and sound financial management will always be essential, but they cannot provide a complete picture of success. If growing numbers of people are choosing to eat somewhere else, we should be asking why long before the next contract review or tender process.

Q: Perhaps the most revealing measure of any catering operation is whether the people who have a choice continue to choose us.

Agree ?

References and further reading

1. YouGov (19 August 2026). How Gen Z consumers eat out in 2026: Attitudes, restaurant types and discovery drivers. Research examining food preferences, eating-out habits and restaurant discovery among Gen Z adults. "Read the research" (https://yougov.com/en-gb/articles/55399-how-gen-z-consumers-eat-out-in-2026-attitudes-restaurant-types-and-discovery-drivers).

2. Circana (20 April 2026). Britain on a diet: 45% cutting back while health trends and GLP-1 reshape menus. UK foodservice research examining dietary preferences, consumer behaviour and the implications for hospitality operators. "Read the research" (https://www.circana.com/post/britain-on-a-diet-45-cutting-back-while-health-trends-and-glp-1-reshape-menus).

3. NielsenIQ (13 March 2026). What GLP-1s mean for hospitality. Research examining the influence of weight-management medication on dining habits, portion preferences and hospitality spending. "Read the research" (https://nielseniq.com/global/en/insights/analysis/2026/what-glp-1s-mean-for-hospitality/).

4. Health and Safety Executive (2025). Health and safety at work: Summary statistics for Great Britain 2025. Official statistics covering work-related stress, depression and anxiety during 2024/25. "Read the statistics" (https://www.hse.gov.uk/statistics/overview.htm).

5. World Health Organization (2026). World Mental Health Day 2026: Lived experiences heard, real voices, real change. Information on the annual campaign held on 10 October. "Read more" (https://www.who.int/campaigns/world-mental-health-day/2026).