Retail Asset Optimisation

ADDRESSING ESG RISK & OPPORTUNITY Environmental, Social, and Governance (ESG) considerations have become critical for This is against a backdrop of mounting regulatory pressures across Europe to achieve not only environmental performance standards but to also generate social value. The latter remains an acute area of focus for shopping centres due to the direct connection between retailers, space, and community. This intersection is shifting focus from purely retail commercialisation to recognising the opportunity to increase dwell time and loyalty by creating a destination that is sustainable, integrated into the community, and supports the personal health and well-being of customers. retail asset managers and owners in order to effectively manage investor, tenant and customer demand.

AS SUCH, THE FOLLOWING FIVE AREAS SHOULD BE CONSIDERED BY RETAIL ASSET MANAGERS AND OWNERS WHEN SEEKING IMPROVEMENT IN ESG CREDENTIALS FOR OPERATIONAL ASSETS:

Ensure excellence in accessibility options

Implement energy management and HVAC optimisation programmes to the asset as efficiently as possible, including

RETAIL ASSET OPTIMISATION FOR TOMORROW

for customers and ensure alternative or sustainable transport options are available.

the introduction of on-site renewable energy options.

Introduce variable lease options to ensure a diverse mix of tenants onsite (anchor tenants vs. social enterprises, charities and start-ups).

Implement governance and reporting standards, this could be linked to ISO, building certifications or social value frameworks to measure and improve performance against and over time.

CUSHMAN & WAKEFIELD

Maximise green space and enhance biodiversity where feasible to improve customer experience and interaction.

9

10