Asset Management
More return by connecting real estate and energy.
Success in asset management is increasingly decided at the intersection of building data and energy cost. We monitor your portfolio continuously and data-driven, showing where the value levers sit and which risks arise from regulation and energy prices.
- Targeted refurbishment to avoid value discounts on unrenovated assets
- More stable lease terms (WALT) through structured dialogue with your tenants
- Additional income through connected smart-meter data and structured PPA contracts
- Reliable ESG reporting for institutional investors (LPs)
The Asset Management Dossier.
Institutional sovereignty is achieved through access to validated sector coupling pathways and rigorous strategic modeling.
Strategic Value Levers
Manage-to-Core ESG
Targeted control and evidence-backed execution to maximize returns and mitigate portfolio risks.
WALT Stabilization
Targeted control and evidence-backed execution to maximize returns and mitigate portfolio risks.
Operational Alpha
Targeted control and evidence-backed execution to maximize returns and mitigate portfolio risks.
Decision Scenarios
"Implementation of the AME ESG diligence protocol across the entire portfolio."
Ready for a confidential Strategic Audit?
AME principals invite you to a structured evaluation. Let us assess tangible value levers and decarbonization pathways for your portfolio.
Foresight &
Risk Remediation.
Worse refinancing terms when ESG data is missing or incomplete (GRESB/CSRD).
Complete capture of your portfolio's ESG data.
Departure of creditworthy tenants when the landlord lacks a credible decarbonization strategy.
Structured dialogue with tenants and shared refurbishment incentives.
What we deliver for your portfolio.
Manage-to-Core (ESG)
Systematic upgrade of unrenovated assets into ESG-compliant core investments.
Stable Lease Terms
Targeted asset management that secures long-term cashflows even in volatile markets.
Operational Efficiency
We identify and capture efficiency potential through connected smart-meter data.
The asset-management cycle.
Asset Review
Precise assessment of actual performance and the levers from connecting real estate and energy.
Implementation Plan
Execution of the energy and structural measures for tangible value creation.
Sale Readiness
Continuous upkeep of the data rooms so you can sell from a solid position at any time.
Run the numbers on your portfolio value.
Every recommendation on this page has a tool behind it.
Green Lease Indexation Optimizer
See how green lease clauses and indexation lift rental income and asset value.
Brown-to-Green Optimizer
Assess the value impact of retrofitting stranded assets into an ESG-compliant portfolio.
Real Estate Development Yield
Calculate the yield and value creation of repositioning and upgrading existing assets.
BEG Efficiency Subsidy Optimizer
Identify which efficiency subsidies reduce your retrofit costs across the portfolio.
SFDR Taxonomy Alignment
Check your portfolio's EU taxonomy alignment as a value lever with banks and investors.
DCF Valuation Terminal
Derive the fair value of your portfolio from discounted cash flows and WALT.
Executive Scenario Simulator
Play through portfolio strategies with value and cash impact for board and shareholders.
Scope
What this service covers
The Asset Management service steers portfolios across their life cycle. Wealth and risk questions of families and investors belong to Wealth & Risk. Asset Management acts from the owner's perspective: it decides what should happen to a property or plant and steers those who operate the portfolio. Day-to-day operation itself, meaning residential administration, property management, facility management or technical operations management, is provided by appointed service providers. Overall corporate strategy belongs to Strategy & Transformation, the purchase and sale of entire portfolios or companies to M&A & Succession, and data and automation solutions to AI & Digitalization. Sector logic lies with the Real Estate, Energy, Healthcare and Education sectors.
Starting point
Success in existing portfolios increasingly depends on the interface of asset data, energy costs and regulation. Owners hold their portfolios under higher financing costs, growing requirements from tenants, banks and legislators, and with service providers whose reports rarely come together into a common steering view.
Make the portfolio structure visible
Income, costs and liquidity become traceable per asset and per portfolio. Only then does it become clear which assets carry the cash flow, which tie up capital without earning an adequate return, and where concentrations and dependencies arise.
Organise steering
Reporting lines and responsibilities make measures verifiable. Without agreed service levels, reporting rhythm and escalation paths, it remains unclear who notices a deviation and who resolves it.
Administration delivers figures but no steering impulses
Conventional administration records rents and costs but does not answer what should happen to a property. Reports arrive late and in formats that do not support prioritisation or board decisions.
Energy and regulation shift the value drivers
Requirements from Germany's Buildings Energy Act (GEG), municipal heat planning and reporting obligations change the investment need and marketability of properties. Banks and creditworthy tenants ask for reliable energy and emissions data; owners who cannot provide it risk worse terms and tenant departures.
Investment needs meet scarce funds
Maintenance backlogs, energy measures and tenant requirements compete for the same budget. Without prioritisation, funds flow into the wrong properties, and the backlog grows where the stranding risk is greatest.
Leasing determines the cash flow
Expiring leases, changing space requirements and new expectations of building quality determine how stable income remains. The weighted average lease term (WALT), weighted by rental income, and the tenant structure are therefore steering variables, not mere figures in a report.
Every asset class follows its own logic
Residential portfolios are steered through rent development within tenancy law, vacancy and maintenance; office, retail and logistics space through lease terms and tenant creditworthiness; operator properties such as hotels, care homes and healthcare real estate through the viability of the operator. Energy assets depend on availability, yield and marketing. A one-size-fits-all approach conceals these differences.
Data is scattered and goes out of date
Master data, contracts, consumption values and technical documents sit with different service providers and in different systems. When a financing, a valuation or a sale is due, they have to be gathered under time pressure.
Asset management cycle
- Stage 01
Stocktake
Record actual performance and levers: income, costs, condition, energy profile, contracts and data situation per property or plant, including the levers from connecting real estate and energy.
Levers
- Data quality
- Scorecard per property
- Energy profile
- Stage 02
Asset strategy
Decide for each property whether it is held, improved or sold, and derive a business plan with target picture, value bridge and review points.
Levers
- Hold, improve, sell
- Business plan per property
- Value bridge
- Stage 03
Investment planning
Order maintenance, energy measures and repositioning by mandatory, value-preserving and value-enhancing, with costs, effect, eligibility for subsidies and sequence.
Levers
- Prioritised investment plan
- Renovation roadmap
- Subsidy overview
- Stage 04
Implementation
Steer energy and construction measures through the appointed planners and contractors; keep budget, schedule and change orders continuously in line with the plan.
Levers
- Progress of measures
- Budget adherence
- Schedule status
- Stage 05
Leasing and operators
Steer lease terms, re-letting, indexation and green lease clauses; for operator properties, clarify the lease relationship and the allocation of maintenance.
Levers
- More stable lease terms (WALT)
- Structured tenant dialogue
- Reducing vacancy
- Stage 06
Operations and service providers
Agree service levels, reporting rhythm and escalation paths with property management, facility management and operations management; integrate energy systematically with photovoltaics, heat pumps, tenant electricity and subsidies.
Levers
- SLA dashboard with traffic light system
- Operating costs
- Energy integration
- Stage 07
Reporting and value development
Report income, costs, cash flow, risks, energy and emissions data and the status of measures in an agreed rhythm, and explain value development against the business plan.
Levers
- Management reporting
- ESG data
- Plan versus actual deviation
- Stage 08
Sale readiness
Maintain data rooms continuously so that owners can refinance, have the portfolio valued or sell from a solid position at any time.
Levers
- Current documents
- Complete data room
- Reliable history
Typical decisions
Which objectives, liquidity needs and constraints apply?
A portfolio can be geared towards ongoing cash flow, value growth or a later sale. Financing covenants, holding period and distribution expectations limit what is possible and therefore belong at the start.
Options
- Secure ongoing cash flow
- Increase value through investment
- Prepare the portfolio for a sale
Hold, improve or sell?
Portfolio triage classifies each property by performance, condition, risk and development prospects. Portfolios that have grown over time often conceal which properties tie up capital without earning an adequate return.
Options
- Hold and optimise continuously
- Improve through investment or repositioning
- Sell and reallocate capital
Which measures make sense in which order?
Budget, leases and regulation set the framework. The sequence determines when measures affect income, how much capital is tied up in the meantime and whether subsidies can be used.
Options
- Renovate
- Re-let
- Reallocate
- Mandatory measures only for now
Invest now, at tenant turnover or not at all?
Measures during an ongoing tenancy are more complex than during vacancy or a change of tenant. Waiting too long risks value discounts and rising costs; investing too early ties up capital without an effect on income.
Options
- Comprehensive measure at a set date
- Step-by-step individual measures at tenant turnover
- Minimal investment and planned sale
How are leases and operator relationships structured?
Term, indexation, service charges and sustainability clauses allocate opportunities and risks between owner and user. For operator properties, fixed or turnover-based rent and the question of who bears which maintenance are added.
Options
- Long term with indexation
- Shorter term with more flexibility
- Green lease clauses with shared investment incentives
- Fixed or turnover-based rent for operator properties
Who steers the portfolio, in-house or external?
In-house teams know the portfolio but are costly to maintain; external service providers bring capacity but need clear service descriptions and control. The choice determines costs, speed of response and steerability.
Options
- In-house asset management with external property management
- External asset management steered by the owner
- Mixed model with clearly allocated tasks
Generate energy on site, have it supplied or buy it in?
Roof areas, heat supply and power contracts affect operating costs, emissions and tenant retention. Each model requires its own contracts, metering concepts and regulatory obligations.
Options
- Photovoltaics with tenant electricity or self-supply
- Contracting through an energy service provider
- Power and heat purchase with a structured supply contract
How are energy assets marketed and operated?
For generation and storage assets, the remuneration model, availability and operations management costs determine the cash flow. The decision depends on plant type, financing and risk appetite.
Options
- Statutory feed-in remuneration
- Direct marketing
- Long-term power purchase agreement (PPA)
Which reporting structure does the portfolio need?
Boards, banks and investors expect different depth and frequency. A common data set for steering, ESG reports, financing and transactions avoids collecting the same data twice.
Options
- Monthly management reporting
- Quarterly report for boards and lenders
- Drill-down from portfolio to individual lease
Value levers and their metrics
Net operating income
- Metric
- Net operating income in EUR per year per property: rental income less non-recoverable operating costs, before financing and taxes
- Effect
- Shows which properties carry the income and forms the basis for business plan, valuation and financing.
Earnings of operator and energy assets (EBITDA)
- Metric
- EBITDA in EUR per year per plant or operation; for operator properties also rent cover as the ratio of the operator's earnings before rent to rent, where the operator reports it
- Effect
- Makes visible whether the plant or operator can sustainably carry the payments to the owner.
Liquidity coverage
- Metric
- Cash flow relative to obligations: cash flow after investment in EUR per quarter; debt service coverage as the ratio of surplus before financing to interest and repayment
- Effect
- Shows how resilient the portfolio is and how much headroom remains to loan covenants.
Capital tied up
- Metric
- Equity tied up in EUR per property and cash flow after financing as a percentage of that equity per year
- Effect
- Identifies properties that tie up capital without earning an adequate return and justifies reallocation.
Investment need
- Metric
- Investment in EUR per property and year and in EUR per square metre of lettable area or per kilowatt of installed capacity, split into mandatory, value-preserving and value-enhancing
- Effect
- Makes measures comparable and prevents mandatory tasks and value-enhancing investment from blurring in one budget.
Time to implementation
- Metric
- Months from approval to completion per measure and to the first effect on rental income; months until vacant space is re-let
- Effect
- Shows how long capital is tied up without income and where delays cost cash flow.
Concentration
- Metric
- Share of single assets or tenants: share of the largest tenants, operators, locations or use types in rental income, in per cent
- Effect
- Makes cluster risks visible and justifies diversification or hedging.
Lease terms and vacancy
- Metric
- WALT in years, weighted by rental income; share of leases expiring per year as a percentage of rental income; vacancy rate as a percentage of area and of market rental income
- Effect
- Shows how predictable the cash flow is and when re-letting or renewal needs to be prepared.
Operating costs and energy
- Metric
- Non-recoverable costs in EUR per square metre per year; energy intensity in kWh per square metre per year; greenhouse gas intensity in kg CO₂ equivalent per square metre per year, each with the share of measured rather than estimated values
- Effect
- Links cost management with the emissions pathway, financeability and tenant requirements.
Plant performance
- Metric
- Technical availability as a percentage of time; energy generated in MWh relative to forecast, in per cent; operations management and maintenance costs in EUR per kilowatt per year
- Effect
- Shows early for energy assets whether yield and costs follow the business plan.
Steerability
- Metric
- Share of properties with a current business plan, complete master data and measured consumption data, in per cent; share of service provider reports received on time and complete, in per cent
- Effect
- Shows whether the portfolio can be managed and whether decisions rest on a reliable data basis.
Progress of measures
- Metric
- Completed measures as a percentage of approved measures per quarter; deviation per measure in EUR (budget) and in months (schedule)
- Effect
- Makes the need for correction visible before it reaches income.
Value development
- Metric
- Market value in EUR per valuation date, explained through a value bridge of rental income, costs, investment and yield assumption
- Effect
- Separates value development the owner can influence from market movements and makes the contribution of individual measures traceable.
Risks and early indicators
| Risk | Early indicator | Countermeasure |
|---|---|---|
| RiskValue discount on unrenovated assets | Early indicatorEnergy indicators above the portfolio average; a property's emissions pathway exceeds the chosen decarbonisation pathway; buyers or banks ask specifically for renovation plans | CountermeasureTargeted renovation sequence with a renovation roadmap per property and verified eligibility for subsidies |
| RiskShorter lease terms | Early indicatorExpiring leases without renewal talks; falling WALT; an accumulation of special termination rights | CountermeasureStructured dialogue with tenants, renewal planning with sufficient lead time and shared renovation incentives |
| RiskDeparture of creditworthy tenants | Early indicatorTenants ask about the decarbonisation strategy, consumption data or sustainability clauses without receiving a reliable answer | CountermeasureCredible decarbonisation strategy per property, green lease offers and shared consumption data |
| RiskTenant or operator default | Early indicatorPayment arrears, deferral requests, falling rent cover or occupancy at the operator; a rising share of the largest tenant in rental income | CountermeasureMonitoring of tenant and operator creditworthiness, review of collateral, preparation of re-letting and alternative use |
| RiskWorse refinancing terms | Early indicatorThe headroom between debt service coverage and loan covenants shrinks; fixed-rate periods expire; ESG data is missing or incomplete | CountermeasurePlan refinancing with lead time, complete capture of the portfolio's ESG data, scenarios for interest rates and valuation |
| RiskMaintenance backlog | Early indicatorMaintenance spending has been below plan for several years; damage reports and emergency repairs are increasing | CountermeasureTechnical stocktake, multi-year maintenance planning and a reserve in the business plan |
| RiskCost and schedule overruns on measures | Early indicatorChange orders accumulate; milestones slip; bids are well above the cost estimate | CountermeasureStaged approval, budget reserve, change order management and review points with clear stop criteria |
| RiskService provider does not deliver as agreed | Early indicatorReports arrive late or incomplete; agreed service levels are repeatedly missed; statements have to be corrected | CountermeasureService description with measurable service levels, SLA dashboard with traffic light system and defined escalation logic |
| RiskData gaps and outdated documents | Early indicatorHigh share of estimated consumption values; missing energy performance certificates or lease amendments; the data room is older than the last measure | CountermeasureMaster data and document register with named owners, access to metering data and continuous maintenance of the data room |
| RiskRegulatory requirements without a roadmap | Early indicatorRequirements from the Buildings Energy Act, municipal heat planning or reporting obligations are known but not assigned to any property or measure | CountermeasureClarify the impact per property and include it in the investment plan and reporting; legal assessment by licensed partners |
| RiskEnergy asset below forecast | Early indicatorAvailability or yield remain below forecast for several months; maintenance costs rise; marketing revenues deviate from plan | CountermeasureRoot cause analysis with operations management, review of availability guarantees in contracts and adjustment of the marketing model |
| RiskOne model for different asset classes | Early indicatorAll properties are reported with the same metrics and thresholds; operator and energy assets appear only as rental income | CountermeasureDefine a set of metrics per asset class and do not merge valuation models automatically |
Links to the five sectors
- Go to topic: Real EstateSteer real estate portfolios across their life cycle: residential, office, retail, logistics and hotels, with rental income, costs, investment, property managers and risks in view and translated into measures.
- Go to topic: EnergySteer energy assets as a portfolio: generation, storage and heat assets through availability, operating costs and marketing, plus building-related energy in real estate portfolios with tenant electricity, heat supply and renovation roadmaps.
- Go to topic: HealthcareSteer healthcare real estate as a portfolio: care homes, clinics, medical centres and practice premises with the operator relationship, lease models, maintenance and investment planning, separate from care delivery.
- Go to topic: EducationSteer sites, workshops and education real estate as a portfolio where a provider owns space or leases it long term: space requirements, condition, investment and leases considered together.
Approach
- Step 1
Scoping and data intake
Clarify objectives, liquidity needs, constraints and responsibilities; review existing data. If a complete data basis is not available, work starts with a selection of properties and is extended step by step.
Result: Scope and overview of the data situation
- Step 2
Stocktake and portfolio diagnosis
Record actual performance and data situation: analyse all properties by income, condition, energy profile, lease structure, regulatory impact and optimisation potential, differentiated by asset class.
Result: Portfolio and risk report with a scorecard per property
- Step 3
Asset strategy and business plan
Classify each property as hold, improve or sell and derive a business plan, value bridge and liquidity and stress scenarios.
Result: Business plan per property and scenarios for boards
- Step 4
Prioritise measures
Plan measures with costs, effect, eligibility for subsidies and sequence; show mandatory, value-preserving and value-enhancing measures separately.
Result: Prioritised measures and investment plan
- Step 5
Set up the steering model
Agree service levels, reporting rhythm, escalation paths and approval limits with property management, facility management and operations management; define metrics per asset class.
Result: Reporting structure, SLA catalogue and authority matrix
- Step 6
Support implementation and report
On request, track measures, service providers and leasing in the agreed rhythm, explain deviations and prepare decisions for the boards; scope and duration are agreed separately.
Result: Management reporting and variance analyses
- Step 7
Review and secure sale readiness
Update the business plan and assumptions at fixed review points and keep the data room continuously up to date.
Result: Updated business plan and maintained data room
Scope of service
Scope limits
- No return promises.
- No individual investment advice and no licensed asset management.
- No management of investment funds; AME does not perform the functions of a fund management company (Kapitalverwaltungsgesellschaft).
- Valuation models are not merged automatically.
- No day-to-day operation: residential administration, tenant services, defect handling with response times, service charge statements, facility management and technical operations management are provided by appointed service providers; AME steers their service levels and reporting lines.
- No market value appraisals with legally binding effect; valuations are prepared by chartered surveyors.
- No legal or tax advice, including on leases or subsidy law; licensed partners provide this.
- No planning, construction or installation services, no energy supply.
- No brokerage of tenants, buyers or financing.
- No financing or subsidy commitments; scenarios do not replace the decisions of banks and funding bodies.
- The purchase and sale of entire portfolios or companies is supported by the M&A & Succession service.
Decision rights
- Owners and their boards decide on measures and budgets.
- AME analyses, recommends and supports implementation.
- Owners, the shareholders' meeting, advisory board or investment committee decide whether a property is held, improved or sold, as far as the articles and rules of procedure provide.
- Lenders participate through consent requirements and covenants in loan agreements; these are checked before every measure.
- Property management, facility management and operations management act within their contractual powers and the agreed approval limits.
- Tenants and operators decide within their contracts, for example on renewals or participation in measures.
- Approval limits, responsibilities and escalation paths are recorded in an authority matrix at the start.
Information needed
- Portfolio and asset structure with goals
- Income, costs and obligations
- Financing and liquidity planning
- Policies, responsibilities and valuation guidelines
- List of properties and portfolios with use type, areas and year of construction
- Rent roll with terms, rents and indexation; for the diagnosis, aggregated information without unnecessary personal data is sufficient
- Leases, operator leases and amendments
- Energy bills and consumption data for recent years and an overview of metering points
- Energy performance certificates, existing renovation roadmaps and technical reports
- Maintenance and investment history with current planning
- Contracts with property management, facility management and operations management, including service descriptions
- Loan agreements with covenants and fixed-rate periods
- Latest valuations and valuation assumptions
- For energy assets: yield forecasts, plant data, operations management, maintenance and marketing contracts
- For operator properties: operator contracts and the operator figures reported under the contract
- Existing ESG reports and requirements of investors or lenders
Deliverables
- Portfolio and risk report
- Liquidity and stress scenarios
- Prioritised measures and reporting structure
- Portfolio scorecard per property including energy profile
- Classification of each property as hold, improve or sell, with business plan and value bridge
- Investment plan by mandatory, value-preserving and value-enhancing measures
- Energy concept and renovation roadmap per property, taking the Buildings Energy Act into account
- Tenant electricity potential analysis
- Subsidy overview, for example of programmes by KfW (German state development bank) and BAFA (Federal Office for Economic Affairs and Export Control)
- Management reporting in the agreed rhythm, for example monthly
- SLA catalogue and SLA dashboard with traffic light system for steering service providers
- Authority matrix with approval limits and escalation paths
- Set of metrics per asset class
- Checklist and structure for a continuously maintained data room
How an investment changes income, liquidity coverage and capital tied up
Hypothetical example, not a statement about any real portfolio; round model values without reference to a mandate
- Method
- Static calculation without discounting. Coverage ratio = ongoing surplus before financing (net operating income) divided by debt service. Return on investment = additional net operating income divided by the investment amount. Payback period = investment amount divided by additional net operating income.
- Period
- One financial year for the annual values; 24 months from approval for the cumulative cash flow effect, full effect from month 19.
| Item | Value | Unit |
|---|---|---|
| Rental income before the measure | 1,300,000 | EUR per year |
| Non-recoverable operating costs before the measure | 300,000 | EUR per year |
| Ongoing surplus before financing | 1,000,000 | EUR per year |
| Debt service | 800,000 | EUR per year |
| Coverage ratio before the measure | 1.25 | ratio |
| Investment, additional equity tied up | 1,500,000 | EUR one-off |
| Additional net operating income once fully effective | 120,000 | EUR per year |
| Ongoing surplus before financing after the measure | 1,120,000 | EUR per year |
| Coverage ratio after the measure | 1.40 | ratio |
| Return on investment | 8.0 | per cent per year |
| Static payback period | 12.5 | years |
| Time until full effect | 18 | months |
| Cumulative cash flow effect after 24 months (investment less 6 × 10,000) | -1,440,000 | EUR over 24 months |
Assumptions
- Round model values without reference to a mandate
- Surplus after operating costs, before taxes
- Debt service from interest and repayment
- A mixed-use property with partial vacancy; the investment combines modernisation and re-letting
- The investment of EUR 1,500,000 is paid entirely from equity; debt service therefore remains unchanged
- The additional net operating income of EUR 120,000 per year (EUR 110,000 additional income, EUR 10,000 lower non-recoverable costs) takes effect only after 12 months of implementation and 6 months of re-letting, and then in full
- Subsidies, indexation, inflation, rent loss, taxes and changes in value are not taken into account
Limits
The example only shows the calculation. It does not replace a financing or valuation review. Whether additional income is achievable depends on the market, tenancy law and the contractual position, and residential portfolios are subject to different rules than commercial or operator properties. Discounting, subsidies, taxes, financing of the measure and the effect on market value are not modelled; the effect is a hypothesis that is only confirmed against a baseline.
Further topics
Existing pages on this service, ordered by topic. Target group pages, cross-cutting topics such as ESG reporting, tenant electricity and decarbonisation, and the calculation tools are placed here rather than presented as services in their own right; energy and ESG topics remain rooted in the Energy sector. All pages remain accessible in their own right.
- Portfolio triage (page in progress)Asset performance, value bridge and the classification as hold, improve or sell; the page is under construction.Open page
- Portfolio strategy compassStructure a portfolio strategy for real estate holdings.Open page
- Portfolio strategyThe overarching view of business units and capital allocation; topic ownership lies with Strategy & Transformation.Open page
- Asset managers & investorsThe target group page for portfolio holders: from property to portfolio with data basis, ESG reporting and investment roadmap.Open page
- ESG reporting for asset managersReporting obligations and taxonomy from the portfolio holder's perspective; rooted in the Energy sector.Open page
- Tenant electricity for asset managersTenant electricity as a building block of the energy strategy in the portfolio.Open page
- Decarbonisation for portfoliosPlan emissions pathways for real estate portfolios and translate them into investment.Open page
- Energy renovation for landlordsPrepare renovation decisions in let portfolios.Open page
- Metering technology for landlordsSmart meters and billing concepts as the basis for measured consumption data.Open page
- Partnership with property managersCooperation with day-to-day property management, which asset management steers but does not replace.Open page
- Care homesOperator properties in the Healthcare sector with their own steering logic.Open page
- Real estate valuationValuation as the basis of the value bridge; placed in the Real Estate sector.Open page
- Due diligence processWhat a well-maintained data room must provide in a sale; topic ownership lies with M&A & Succession.Open page
- Wealth & RiskAdjacent service for the wealth structure of families and investors.Open page
- Cash flow calculatorCalculate gross yield, net yield and cash flow per property in a few steps.Open page
- Stranded asset scoreEstimate when a property leaves a decarbonisation pathway.Open page
- CRREM pathway calculatorCompare the emissions pathways of properties using the CRREM approach.Open page
- Brown discount calculatorCalculate possible value discounts for energy-inefficient properties under your own assumptions.Open page
- Green lease indexation optimiserCheck how green lease clauses and indexation affect rental income and property value.Open page
- Brown-to-green optimiserAssess the value effect of energy renovation for properties at risk.Open page
- Real estate development yield calculatorCalculate the return on repositioning and upgrading within the portfolio.Open page
- BEG subsidy optimiserDetermine which efficiency subsidies may apply to renovations in the portfolio.Open page
- SFDR taxonomy alignmentCheck the taxonomy alignment of the portfolio for banks and investors.Open page
- PPA economics calculatorCalculate power purchase agreements for generation assets and existing properties.Open page
- DCF valuation terminalDerive the value of a portfolio from discounted cash flows and lease terms.Open page
- Executive scenario simulatorRun portfolio strategies with their value and liquidity effects for advisory boards and shareholders.Open page
- Buildings Energy Act and heat planning for portfolio holdersArticle on strategic options for owners of existing properties.Open page
- ESG reporting for real estate companies (in German)Article on reporting obligations, data collection and the reporting process.Open page
- Tenant electricity strategy for landlords (in German)Article on models, economics and implementation of tenant electricity.Open page
- All servicesOverview of the five services and how they are delineated.Open page
Method and evidence
Only content already published. Figures appear only with evidence. The linked pages describe methodology, procedures and tools; they are not proof of effect for individual portfolios. Calculation tools only provide results based on the assumptions entered, and articles reflect the state at the time of publication.
Frequently asked questions
How does Asset Management differ from Wealth & Risk?
Asset Management steers individual portfolios. Wealth & Risk frames the overall wealth of families and investors.
How does asset management differ from residential administration and property management?
Property management operates the portfolio day to day: tenant services, defects, statements. Asset management acts from the owner's perspective, decides what should happen to a property, connects reporting, service provider steering and energy strategy, and checks whether the portfolio follows the business plan. AME does not take over day-to-day administration itself but steers the appointed service providers.
Which asset classes does the service cover?
The focus is on real estate: residential, office, retail, logistics and operator properties such as hotels, care homes and healthcare real estate. Depending on the mandate, energy assets such as photovoltaics, storage and heat plants as well as education real estate are added. Each class has its own set of metrics; valuation models are not merged automatically.
From what portfolio size is structured asset management worthwhile?
There is no fixed threshold. What matters is the number of open decisions, the investment need, the number of service providers and the requirements of banks and investors; levers in operating costs, energy and subsidies can be substantial even in smaller portfolios. The initial conversation clarifies which scope makes sense.
How quickly do measures affect costs and income?
A general statement would not be credible. The effect depends on the property, the contractual position, the implementation period and re-letting. Every expected effect is recorded as a hypothesis with a baseline and measurement logic and reported as achieved only after it has been observed.
How is the energy strategy integrated into asset management?
Each property is checked against the requirements of the Buildings Energy Act, its suitability for tenant electricity and its renovation priority. The results feed directly into the business plan, investment plan and reporting; in-depth work on energy, ESG and subsidies sits with the Energy sector.
Should asset management be organised in-house or externally?
Both are possible, and a mixed model is common. The decision depends on portfolio size, existing expertise, the desired depth of steering and costs. In every case, clear service descriptions, approval limits and reporting lines are needed.
Does AME provide wealth management or investment recommendations?
No. AME does not manage investment funds, does not give individual investment recommendations and does not promise returns. Owners and their boards decide on measures and budgets.
Which data is needed to get started?
A list of properties, income and costs, lease data, energy bills and existing technical documents are helpful. If a complete data basis is not available, work can start with a selection of properties and be extended step by step. For the diagnosis, aggregated tenant information without unnecessary personal data is sufficient.
How long does a portfolio diagnosis take?
That depends on the number and type of properties and on the data situation. Scope, duration and deliverables are agreed before work begins.
Optimize the value of your portfolio.
Let us assess your portfolio together for future readiness. Decision-ready analysis for board and shareholders in four weeks.