ESG in Corporate Real Estate Management

(2022) Daniela Toscani | Arnd Reifenrath | Frank Ströhlein | Julian Busch

(Link to Sway)

In Corporate Real Estate Management is ESG (Environmental - Social - Governance) on everyone's lips and is changing from an opportunistic aspect to a concrete implementation responsibility for the CREMs. What role does CREM play in the implementation of ESG in the company and at what level of maturity are they currently?

Informed with focus and vision

„Always on the pulse of time“ – under this headline we will constantly prepare studies and whitepapers.
The single publications respectively highlight special aspects of the real estate industry and strive for providing you with innovative approaches and to reveal interesting, business-relevant developments in the market.

Whitepapers – Real Estate Management

The new value creation of Real Estate Asset & Property Management

(2021) Kevin Kuhl | Andreas Morath

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Asset performance through controlled quality and transparency. Shaping the boundaries of value creation between the tasks of asset and property management in the sense of the organisational excellence of the partner model - cooperation 2.0.

Growth is no coincidence and anything but "me too"

(2021) Kevin Kuhl | Dr. Wolfgang Speckhahn, LLM

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The development and success of a new investment product depends largely on the definition of a clear strategy, the experience and market knowledge of the sponsor as well as an attractive and credible product concept. None of this is "rocket science", but it requires the right and structured approach, taking into account the aforementioned success factors.

Home office and latest requirements: momentum for portfolio strategists

(2021) Maximilian Steinhauser

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Those who want to raise the qualitative and quantitative potential from changing user behavior and home office have a long way to go with reactive portfolio strategies. Empty office space or too low occupancy rates were not uncommon even before the Corona crisis. The virus accelerates this decreasing demand for space provision and increased home office quota. In addition to the rental costs, there are also operating costs for the space. Proactive space management can significantly reduce real estate costs. The problem exists, but what are the challenges and quick solutions?


(2020) Julian Fischer | Frank Ströhlein

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To achieve climate neutrality, European corporations are planning climate protection measures worth billions. But is that enough? Principles such as "efficiency first" and “stop separating real estate from core business” are important fundamental elements. Climate neutrality can only be achieved by taking into account the entire real estate portfolio, including the building users. Corporate Real Estate Management (CREM) plays a decisive role in this process.


A professionally structured management of all corporate real estate means that crises can be mastered more effectively

(2019) Ralf Hohenstatt

Corporate Real Estate Management (CREM) can make a significant contribution to corporate success in the context of crisis management if it is well prepared. The dilemma: In times of crisis, short-term cost-cutting measures are often sought. However, corporate real estate, i.e. the costs for space and operation, are tied up in the long term. The study "Pre-Crisis Management" by  TME Associates (TME), evaluates cost-cutting measures and shows how CREM can ensure short-term ability to act in crisis situations.

Approach the tenant!

(2020) Christian Gebert

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While in other industries the productivity level of companies is defined by the customer, margins or growth, the real estate industry is still doing too well. In the meantime, it has become quite clear, that digitalization will change the entire industry. Especially, digital services for tenants and owners offer a variety of efficiency potentials.


How we do CREM

(2020) Dr. Ralf Hohenstatt

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The implementation of international CREM has already been realized by a large number of corporates. Even though hurdles, success factors and solutions ("best practice") are often comparable, the final result and the way to achieve it is highly company-specific ("best fit"). Everybody is talking about "best practice" and "best fit". But what is that?

The Reinvention of the district

(2020) Jörn König

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The existing ecosystem between human – work – real estate is undergoing a fundamental change. Driven by artificial intelligence and mobile technology, space and cultural constraints of the industrialization period are becoming more and more obsolete. The focus removes to humans who demand a future world that meets their expectations. Corporates and real estate investment managers who ignore this change will run the risk of being left behind.

Common Data Environment

(2019) Christian Gebert | Dr. Uwe Forgber
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The discussion about valid property-industrial data dives too fast into dis-course about eligible tools. Providing data quality is not the job of the IT department but remains the responsibility of the business. However, with the Common Data Environment approach (CDE) the IT department can provide a flexible alternative to traditional system solutions.

Integrated Working Environment - Footprint Strategy

(2018) Jörn König
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Digitalisation means progressive transformation of our economic system. Our way of life and the work environment changes rapidly. Which impact has digitalisation on corporates and how can these prepare themselves?

Sustainable Investment Funds

(2015) Andreas Morath, Ralph Siebald, Bettina Köppe
(Download PDF, 355 KB)

Now more than ever – or is it too late already?
“Not sustainable but rather insolent“ is the title of an article published by Süddeutsche in its September 30th 2015 edition. The reason: VW’s emission scandal. VW was considered the “world’s most sustainable car manufacturer” and in this position favoured by investors who place importance on sustainable investments. The consequence: VW shares were part of many funds which are considered sustainable. However, investments that once were regarded as “sustainable”, can be perceived as a disappointment today.

CREM in the corset of Corporate Policies

(2015) Arnd Reifenrath, Dr. Ralf Hohenstatt
(Download PDF, 568 KB)

Traditional CREM targets: optimal space, securing of operation and minimising real estate costs. The concrete specification of targets is mainly preset based on other Non-CREM-fields in the frame of so called Corporate Policies. These measures regarding issues such as staff and client retention, networking or corporate image follow company specific culture as well as mega-trends. For CREM the challenge is to select subjects with real estate relevance and to transform them to the space. This contribution summarizes major trends and implications for Corporate Policies. Management actions for CRE manager as well as the transformation of corporate policies into modern real estate standards are outlined.

Globalisation or Regionalism: What is driving CREM?

(2015) Arnd Reifenrath
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Due to the economic globalisation, Corporate Real Estate Management, too, had to internationalise. However, CREM-Units find – in compliance with their original region - different answers. Why is this? Which answer was the most successful? And more important for us, will the various CREM-Models assimilate or are companies to expect further regional differences?

Real Estate strategy follows transparency

(2014) Arnd Reifenrath, Jörn König, Dr. Ralf Hohenstatt
(Download PDF, 1.6 MB)

The most important challenge of international corporate portfolios is transparency with regard to location, condition of object and costs. Yet based on transparency alone no added value is achieved. There have to be prepared strategic implications such as location concepts (e.g. consolidation), identified possible cost optimising potentials or deduced decisions on maintenance work.

Best Practice Property Management

(2014) Andreas Morath, Ralph Siebald, Bettina Köppe
(Download PDF, 476 KB)

The Real Estate Investment market currently goes through a major change period. New legal regulations, an increasing competition for core real estate, decreasing yields as well as winding-up of single funds are only some examples for topics in the focus of Real Estate Managers at the moment. The Property Manager as manager of the Real Estate Investment | Asset Manager has to face these new requirements of his clients. We recommend e new positioning of Property Management structures according to Best Practice.

Entry- and Exit-Strategies for Corporates

(2014) Arnd Reifenrath, Dr. Ralf Hohenstatt
(Download PDF, 1.0 MB)

Leading practitioners such as academics of the CREM-Business call for a lower equity ratio of Corporates, as it is already standard in the Anglo-Saxon area. The focus of the discussion is directed towards the Exit in the different configurations. On the other hand the question of the optimal ownership ratio for a company follows both directions: Entry and Exit resulting from real estate ownership. This article interprets | transforms the traditional issue "Monetarisation" for modern CREM and shows the monetary potential of market-oriented Portfolio-Management by means of a case study.

The AIFM-transition year 2014

(2014) Andreas Morath, Ralph Siebald, Dr. Michael Volquarts
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The German fund industry is facing radical changes due to the implementation of the AIFM-guideline. The year 2014 is called a transition year in the industry: On the one hand the transition respite for submission of the admission application ended in July and on the other hand remaining questions were mainly answered. Consequently, it can be assumed that the “state of shock” in the business may be overcome.


TME study "IFM 2020"

(2020) Frank Ströhlein | Alexander Risto

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TME study "IFM 2020": Added value and sustainable cost reduction possible by intelligent IFM concepts

A recent study by TME Associates points out trends, approaches and examples of how Integrated Facility Management (IFM) can be used to leverage existing potential.


Strategy of Industrial Services 2018

(2018) Frank Ströhlein

The results of the study “Strategy of Industrial Services 2018” will be published at INservFM 2018 by TME Associates. In short, only a few, leading industrial service providers possess clearly defined strategies for further development of their companies. Other, especially middle-sized companies have contradicting strategic approaches or even none at all. The sector’s significant areas of activity are well known: digitalization, lack of specialists, increase of efficiency, innovation partnership with clients, growth. However, only a few solution approaches exist.

Sustainable Corporate Real Estate Management

(2015) Arnd Reifenrath, Dr. Ralf Hohenstatt, Bettina Köppe
(Download PDF, 3.26 MB)

Sustainability is the number one topic of the present and the future. Not only the society as a whole also companies will have to live sustainability actively in the future to be successful on a long-term basis. Statutory regulations and the changes in demand in the market will force Real Estate owners to act sustainably. We recommend to apply sustainability first in the cost and value-related company fields.

TME Trend Study, REIM 2014 - EXCERPT

(2014) Arnd Reifenrath, Andreas Morath, Ralph Siebald, Stephan Lückenkötter
(Download PDF, 781 KB)

Arising requirements for investment managers.

Whitepapers – Brands & Retail

Growing through International Expansion

Stephan Lückenkötter
(Download as PDF, 300 KB)

We help our customers design their international expansion strategy. We help them to take the choice which new countries to focus on, to choose the right legal form of local representation and to design a market strategy tailored to the specific requirements of the country and accompany him implementing it.

Europe: Market Entry and Growth Strategy

Stephan Lückenkötter
(Download PDF, 298 KB)

We help Asian clients to set up and develop their European business. We help to design and implement strategies for market entrance and growth in Europe – through own organizations or partnerships with European companies. Also, we help to establish licensing partnerships with European brands.

Growing operational Store Performance

Stephan Lückenkötter
(Download as PDF, 300 KB)

We help retailer organizations define standard operating procedures for their stores to grow turnover, re-duce costs and drive profitability. Only clear guidelines, roles, responsibilities, information flows, tools and respective know-how allow for smooth operations on the shop floor and within the entire value chain.

Collaborative Category Management to grow Retail Sales

Stephan Lückenkötter
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Successful category management of retail companies requires taking into consideration a vast number of information. We help establish operational procedures that strengthen the collaboration across the entire value chain and also with suppliers to maximize a category’s manageability, sales and profitability.