PM (Property Managers) Forum

JOINT PAM/PM FORUM (14 January 2026)

Work.Life, St Cross Street, London

The following notes are a summary of the discussion that took place at the joint meeting of Remit Consulting’s Property Asset Managers Forum and Property Managers Forum, in January 2026.

Theme: Sustainability and NetZero in Real Estate

Setting the scene / Summary

The forum brought together Property Asset Managers (PAM), Property Managers (PM) and sustainability specialists to discuss net zero readiness, data and measurement, incentives, and how PAM/PM teams collaborate to deliver decarbonisation at scale. The format combined a short keynote, interactive breakout groups, and a whole-room discussion.

Several crosscutting realities framed the conversation:

  • Market momentum vs. policy uncertainty: Participants described a market that is moving ahead on sustainability while legislation lags, making capital planning difficult. Uncertainty around EPC trajectories and wider policy direction was repeatedly flagged.

  • Data is central but fragmented: ESG and energy data collection is increasingly a core PM provision, yet ownership is unclear and access uneven, especially when occupier data isn’t mandated to be shared.

  • The collaboration gap: PAM strategy and PM execution can operate in silos. Attendees called for clear goals, continuity of information across the asset life cycle, and mechanisms to recognise PM contributions beyond traditional consultancy fee models.

Keynote highlights (as reflected in the discussion)

Without attributing to individuals, the room reflected on three keynote-linked prompts:

  1. Have a longterm vision for decarbonisation and portfolio resilience, even when nearterm policy is unclear.

  2. Look beyond the UK for signals and funding; European policy consistency was cited as potentially catalytic for UK action.

  3. Procurement and scale matter: third-party, portfolio-level solutions can reduce the burden on PAM and PM teams.

What we heard - themed insights

A) Policy & EPCs:

  • Participants want more effective, consistent legislation to level the playing field and underpin investment decisions.

  • EPCs were challenged as “not fit for purpose” by some; others saw them as an imperfect hook to drive broader action.

  • Concern: infrastructure constraints (notably electrical capacity) could limit delivery even if policy tightens.

Implication: Capital planning is hampered by timing uncertainty. Many advocated using EPC-related triggers as a communication device, while concurrently pursuing wider, data-driven upgrades that aren’t solely EPC-led.

B) Data: from “incidental” to “professionalised”

  • ESG data capture is now common in PM scopes, but the “specialist layer” above it remains fragmented and feed-driven.

  • Calls to professionalise data: establish clear data ownership roles, standards, and governance; avoid data stewardship being an “aside to the day job”.

  • Mandated data sharing between owners, managers and occupiers could unlock holistic visibility, shorten data collection cycles, and enable targeted asset planning.

Implication: Invest in analytics capability and data governance so portfolios can identify priority buildings, validate no/low-cost interventions, and track returns.

C) Financing, incentives & value

  • Expect adaptation finance to become a “when, not if” issue; net zero plans will increasingly factor into financing discussions.

  • Early movers may access R&D funds and capture operational savings and potential rental uplifts for higher-performing assets.

  • Shift to viewing costs and benefits over a longer horizon where owners and managers both stand to gain.

Implication: Treat sustainability as a long-term value play, not a compliance add-on; reflect this in investment cases and valuation dialogue emerging across the market.

D) PAM / PM ways of working

  • Strategy meets execution: PAMs set goals and targets; PMs are closest to assets and occupiers, bringing cross-asset learnings and pragmatic solutions.

  • Reward the outcomes: discussion explored moving from consultative-style inputs to results-based recognition/KPIs for PMs.

  • Share goals and CapEx early: give PMs visibility of portfolio-level objectives and budgets to enable realistic delivery plans and continuity across the asset life.

  • Stay aligned, not siloed: create tight feedback loops so that the improvements PMs deliver are visible in asset-level reporting.

E) Delivery levers: scale, procurement, and learning culture

  • Procure at scale (not just building-by-building) to capture pricing and implementation benefits.

  • Build an adaptive capacity into plans. Accept that technologies and baselines will evolve; avoid waiting for the “perfect” solution.

  • Foster a learning culture across the sector: what worked, what didn’t, and why? Ensure lessons transfer across assets.

  • Use case studies to cross-pollinate approaches and avoid generic, one-size-fits-all programmes.

Practical takeaways & suggested actions

1) Formalise data ownership and standards

  • Appoint named data stewards (portfolio and asset level).

  • Define minimum data sets (energy, occupancy, equipment performance, interventions) and share cadences with occupiers.

  • Introduce a single source of truth for ESG metrics accessible to PAM and PM teams.

2) Move to outcome-based engagement models

  • Pilot resultslinked KPIs for PMs (e.g., verified kWh reduction, EPC uplift achieved alongside broader performance).

  • Ensure CapEx/OpEx alignment so PMs can act on opportunities identified.

3) Use scale to accelerate

  • Identify portfolio-level procurement opportunities (e.g., submetering, BMS analytics, solar PV feasibility) to drive consistency and lower costs.

  • Create a prioritisation matrix to sequence assets by impact and ease, acknowledging infrastructure constraints.

4) Plan for adaptation finance

  • Integrate net zero and resilience assumptions into financing cases now; quantify earlymover benefits and potential rental uplift scenarios.

5) Communicate beyond EPCs

  • Use EPC deadlines as “hooks” but report broader value: operational savings, comfort, risk mitigation, and tenant experience.

  • Maintain a portfolio register of interventions and outcomes to show cumulative progress even where EPC signals are noisy.

6) Build the learning loop

  • Establish a lightweight “what we learned” cadence after each intervention; share case studies across teams and assets.

  • Encourage interested occupiers to champion adoption among peers; recognise these champions formally.

Points of consensus (and tension)

  • Consensus: Data quality and access are foundational; collaboration beats siloed delivery; uncertainty should not be an excuse for inaction.

  • Tension: How quickly policy will harden; the usefulness of EPCs and their duration; and who bears/benefits from costs in the near term versus the long term.

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