4 minute read 26 Oct 2020
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How to find opportunities for long-term value in the real estate sector

By Kyle Bolden

EY US-East Region Market Segment Leader – Real Estate, Hospitality and Construction Sector

Trusted advisor to high-growth companies that are transforming the real estate industry through innovation.

4 minute read 26 Oct 2020

The next generation of real estate will likely be quite different than what we knew before COVID-19.

In brief:

  • Safety and wellness are critical real estate sector priorities
  • ESG matters are rising to the top in decision-making processes
  • Real estate companies need to track and communicate their ESG strategies and initiatives to investors and other stakeholders.

Environmental, social and governance (ESG) causes are carrying more weight with business owners as the shift from shareholder to stakeholder capitalism, and the resulting demand for responsibly managed businesses, continues to gain momentum in the market.

In the real estate sector, the importance of sustainability is underscored by the fact that the total value of real estate globally exceeds $200 trillion, making it the world’s most important and largest asset class. It’s more valuable than all stock, shares and bonds combined. Real estate consumes 40% of the world’s energy and we spend 90% of our time indoors. Bottom line, what happens in real estate affects virtually every aspect of life and business in the world.

As they respond to this new reality, real estate professionals are also assessing the impact of the new work-at-home economy forged in response to COVID-19. The future is a moving target as companies try to envision post-COVID-19 real estate trends, integrate ESG into their operational strategy and redefine and communicate long-term value.

Safety and wellness will be top real estate priorities post-COVID-19

The trend toward ESG is part of a bigger movement that is redefining how businesses are valued. Whereas in the past, as much as 83% of a company’s value could be found on its balance sheet, intangible assets are now much more relevant to a company’s bottom line. Engaged employees, happy tenants, a diverse board, a strong brand — all these metrics will influence a company’s valuation. Feelings carry considerable clout in how decisions are made in business, a truth which is magnified in this time of uncertainty. 

Measuring the ESG impact

82.4%

agree that ESG issues — ranging from climate change to diversity to board effectiveness — have real quantifiable impacts on a business.

When companies think of real estate both now and for the foreseeable future, they’re going to place a high priority on safety, health and wellness. Is my building safe? Does it have a good ventilation system? Can our office be modular and flexible in design to account for social distancing protocols now and adapt for other needs later? Can we adapt our retail locations or our restaurants for the same purposes?  Should we increase our focus on outdoor amenities? What is the cost-benefit ratio for doing so?

One thing that can’t be argued is that a building viewed as safe, with flexible space and constructed to the highest standards, is going to be more desirable in a post-COVID-19 world than a facility which is perceived to have more risk and be less adaptable to changing needs. It’s also true that these are worthy standards to aspire to in real estate or in any business, even without the risk of COVID-19.

It’s not just about being a virtuous company. Studies show that businesses which incorporate ESG into their operating strategy, no matter the industry, tend to do well over the long-term and create long-term value because they are simply better-run companies. They enjoy a lower cost of capital and numerous benefits which flow through to the investor, usually in the form of lower risk, but often in higher returns as well.  Those companies that are forward-thinking will have the added benefit of being able to control their ESG narrative by providing decision-useful information to all their stakeholders, including investors, employees, communities, occupants, etc.   

ESG matters rise to the top in decision-making processes

During a recent EY webcast, ESG in real estate: opportunities to create long-term value in a time of uncertainty, a polling question to the audience asked about the rank of leaders actively involved in ESG governance at their companies. Respondents could select more than one answer and nearly 57% indicated CEOs, CFOs, COOs and other named executive officers, while 49.9% picked senior management leaders such as in-house general counsel, HR, asset management and others; 45.5% indicated boards of directors and board committees. Companies are taking ESG initiatives seriously rather than offering lip service and passing them off to the lower levels of the organization.

Investors are also adjusting to this market shift. For example, BlackRock has placed sustainability at the center of its investment approach and is exiting investments that present a high sustainability risk. And State Street has released an ESG oversight framework for directors and will vote against board members whose companies are ESG laggards based on their R-Factor™ scores or who cannot articulate a plan to improve. 

Companies need to track what they’re doing as it relates to these causes and find ways to clearly articulate their efforts to investors, who are paying attention. This is true for both progressive real estate companies and those businesses that have a significant number of ESG measures to improve upon. There is a great deal of value in letting your stakeholders know that your organization is making an effort. Disclosing and being out in front of issues will put companies in a position of strength, enable them to shape their own narrative and have a clear starting point from which to improve.

Summary

Environmental, social and governance (ESG) causes are carrying more weight within the real estate sector as the shift from shareholder to stakeholder capitalism, and the resulting demand for responsibly managed businesses, continues to gain momentum in the market.

About this article

By Kyle Bolden

EY US-East Region Market Segment Leader – Real Estate, Hospitality and Construction Sector

Trusted advisor to high-growth companies that are transforming the real estate industry through innovation.