Energy Costs in Focus: What the Ipsos Survey Means for Real Estate Portfolios
Energy costs are a substantial burden for many households. For real estate owners, asset managers and property managers, this raises a practical question: how can a portfolio combine cost control, predictability and renewable supply? The new Ipsos survey provides a social context for that question. Procurement decisions, however, need to be based on the portfolio’s own property and contract data.
What the Ipsos survey shows
The Energy Transition Barometer, published on 15 September 2026, reports that 76% of respondents in Germany are concerned about energy price developments. 37% have cut other spending to pay electricity bills, while 60% favour investment in renewables and storage. The German sample comprised approximately 1,000 people aged 16–74; fieldwork took place in two waves in early 2026. Source: Ipsos, Energy Transition Barometer 2026.
The findings describe private households’ attitudes and experiences. They do not establish the cost trajectory of a particular real estate portfolio or identify a favourable purchasing date. NeoBid’s interpretation is that they reinforce the need for transparency, clear responsibilities and planning.
1. Clarify procurement responsibilities before comparing prices
In a residential portfolio, tenants’ individual electricity contracts, communal electricity and energy for central building systems need to be considered separately. A landlord cannot automatically make decisions about tenants’ electricity contracts. For offices, retail and logistics properties, too, the starting point is to identify the contracting party and the supply points that actually fall within the procurement mandate.
A reliable register therefore links every supply point to a property, a contracting party and a responsible person. It records consumption, contract duration, notice deadlines and planned changes in use. This establishes which volumes can be tendered together and where separate mandates or decisions are required.
2. Make predictability an explicit procurement objective
An electricity and gas procurement strategy (German) should define how much budget risk the portfolio can accept. Fixed prices provide certainty for the price components covered by the agreement. Purchasing in tranches spreads buying dates but requires clear approvals and ongoing management. Neither approach guarantees the lowest price.
Offer comparisons should therefore include volume flexibility, arrangements for properties joining or leaving the portfolio, and the distinction between fixed and variable cost components. A planned heat pump, new charging points or significant vacancy can change both demand and the load profile. These developments belong in the tender assumptions.
3. Assess the economics of renewable supply
Implementation requires a specific decision framework: what are the requirements for electricity origin, how far ahead is demand predictable, and which risks are acceptable? Complete supply solutions should be compared using the same consumption assumptions.
For a long-term power purchase agreement with renewable generation, or PPA, key issues include the generation profile, supplementary electricity procurement, contract duration and default risks. For rooftop solar, the assessment needs to cover roof availability, on-site consumption and integration with existing supply contracts. A green product alone does not replace demand reduction or a building-specific improvement plan.
4. Make decisions traceable
Owners should set objectives and risk limits. Asset management translates these into property requirements, while property management supplies operational data and supports implementation. Responsibilities may differ between mandates and should be documented.
A concise award recommendation records the offers compared, the price components secured, the volume assumptions and the reasons why the chosen model fits the portfolio. This also makes cost decisions easier to explain when questions arise later.
A practical starting point for your portfolio
Create a complete register of supply points and contractual responsibilities.
Prioritise uncovered delivery years and notice deadlines.
Reconcile consumption forecasts with planned property measures.
Define budget risk limits and renewable supply requirements.
Compare offers on total costs, flexibility and risks.
NeoBid supports this process through data preparation, independent assessment and structured tenders. In electricity procurement for real estate portfolios (German), offers and decision criteria are presented transparently; the client retains the final award decision.
Review your portfolio’s procurement strategy
Let us discuss your contract structure, uncovered delivery years and next procurement steps.
