Energy costs are a significant burden for many households. Property owners, asset managers and property managers therefore face a practical task: how can costs, predictability and renewable supply be connected across a portfolio? The new Ipsos survey provides a social context. Procurement implications must nevertheless be derived from the portfolio’s own property and contract data.
What the Ipsos survey shows
According to the Energy Transition Barometer published on 15 September 2026, 76% of respondents in Germany are concerned about energy price developments. Thirty-seven per cent reduced other spending to pay electricity bills. At the same time, 60% support investment in renewable energy and storage. Around 1,000 people aged 16–74 were surveyed in Germany in two waves in early 2026. Source: Ipsos, Energy Transition Barometer 2026.
The results describe private households’ attitudes and experiences. They establish neither the cost development of a specific portfolio nor a favourable purchasing date. NeoBid primarily draws a need for action on transparency, responsibilities and planning.
1. Clarify procurement responsibilities before comparing prices
In residential portfolios, individual household electricity, communal electricity and energy for central systems must be considered separately. A landlord cannot automatically decide on tenants’ electricity contracts. For office, retail and logistics properties too, what matters is who contracts with the supplier and which supply points actually fall within the procurement scope.
A reliable overview therefore assigns every supply point to a property, contracting party and responsible person. It includes consumption, duration, notice period and planned changes of use. Only then can joint tender volumes and needs for separate mandates or decisions be identified.
2. Define predictability as a procurement objective
A Procurement strategy for electricity and gas should specify how much budget risk the portfolio can bear. Fixed prices secure contractually fixed price components. Tranche procurement spreads purchasing dates but requires clear approvals and ongoing management. Neither option guarantees the cheapest price.
Offer comparisons should therefore include volume flexibility, rules for additions and removals, and the distinction between fixed and variable costs. Planned heat pumps, charging points or substantial vacancy may change volume and load profile. These developments belong in the tender from the outset.
3. Make renewable supply commercially concrete
Portfolio implementation needs a specific decision paper: what electricity origin requirements apply, how long is demand foreseeable and which risks are acceptable? Compare complete supply solutions using identical consumption assumptions.
For a long-term renewable power purchase agreement, particularly assess generation profile, supplementary residual supply, duration and default risks. For building-mounted photovoltaics, assess roof availability, self-consumption and integration into existing supply contracts. A green product alone replaces neither consumption reduction nor building-specific measures.
4. Make decisions traceable
Owners should define objectives and risk limits. Asset management translates them into property requirements; property management provides operational data and supports implementation. Responsibilities may differ by mandate and should be clarified in writing.
A compact award paper records the offers compared, secured price components, volume assumptions and why the chosen model suits the portfolio. This makes cost decisions traceable for later queries.
A practical starting point for your portfolio
Record all supply points and contractual responsibilities.
Prioritise open delivery years and notice deadlines.
Align consumption forecasts with planned property measures.
Define budget risk and renewable supply requirements.
Compare offers by total cost, flexibility and risk.
NeoBid supports this process through data preparation, independent assessment and structured tenders. Within Electricity procurement for property portfolios , offers and decision criteria are prepared transparently; the client retains the award decision.
Review procurement strategy for your portfolio
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