Meet The Team – A Work Life Balance

Posted on: November 21st, 2024 by Jason Antill

Precision. Results. Excellence.

What truly sets us apart is our small but mighty, dedicated team. We deliver a level of personalised, hands-on service that larger firms simply cannot match. With a collaborative approach and national expertise, we ensure our clients’ needs are not only met but exceeded—no matter the scale or complexity of the project.

Encouraging Collaboration

We believe that teamwork creates unique networks of outstanding professionals who understand that great achievements come from collaboration. We value the rich diversity, skills, abilities and creative potential that people from differing backgrounds and experiences bring to the workplace.

Jason Antill, Managing Director

Jason studied Real Estate at Oxford Brookes University graduating in 2001 and qualified as a Member of the Royal Institution of Chartered Surveyors in 2004.In 2008, he set up PRE, a niche commercial Chartered Surveying firm offering professional services to both landlords and tenants across the UK. Now celebrating its 15th successful year the company is looking to continue to grow in services and size without loosing its core values. competitively priced with an enthuses on customer service. In 2018 Jason helped set up PropSail in association with PropSki which is now a permeant fixture in the property calendar. He is a committee member of the Chartered Surveyors Livery Company and an expert witness in measured surveys.

Tara French – Director of Operations

Tara has been with PRE from the start and has worked her way up progressing to Director of Operations. Taras day to day duties range from managing many areas within the company from client accounts, providing proposals, organising daily schedules for all team members to client liaison. In her free time she loves all things netball, spending time with her family of Twins and older daughter often being Mum Taxi to sporting events and Taras currently working towards her Level 1 Netball Coaching Qualification to work with the next young generation of Netballers.

Robert Brown – Assistant Building Surveyor

Robert joined in 2020 as a trainee building surveyor. In 2021 he progressed on to an apprenticeship pathway and aims to become a chartered surveyor and member of the RICS by 2026. His duties range from undertaking onsite inspections to in-office report production. His onsite duties see him undertake a number of surveying types including measured surveys, architectural surveys and condition surveys. Robert has learned to adapt to various surveying equipment including laser measuring tools during his time at the company. Outside of work, Robert enjoys a number of hobbies including hiking, with his dog, and paddle boarding (when the UK weather allows!). In the future Robert wants to widen his surveying knowledge so he can provide the highest level of service to PREs clients.

Alan Wilson – Assistant Building Surveyor

Alan joined the team in 2022 as an Assistant Building Surveyor and is currently pursuing a BSc in Chartered Building Surveying through an apprenticeship program. His role encompasses a wide range of responsibilities, including conducting Measured and Technical Due Diligence building surveys along with project management. Outside of work, Alan enjoys playing sports regularly and spending quality time with his family. He’s also learning the ins and outs of car maintenance, embracing the challenges that come with it.

Ana Marset – CAD Technician

Ana joined in 2021 as a CAD technician, bringing her background as an industrial engineer. Her duties involve analysing and assessing new projects to providing accurate timeframes that align with each project’s characteristics, followed by drawing and modelling plans. Outside of work, Ana enjoys DIY projects and staying active through sports. She aims to take on new challenges at work and travel to new places in the future.

Joshua Upson – Assistant Building Surveyor

Joshua joined the company in 2024 and is our newest recruit, he comes from a background in construction having worked here in London and also in Sydney, Australia. Joshua joined the team as an assistant building surveyor, some of his duties include carrying out measured surveys, cleaning and creating plans and completing reports. He is currently driven by the goal of completing half ironman in the future which keeps him busy during his free time. His professional goals are to become a member of RICS which the Degree he is currently studying will help him achieve this.

Guilherme Carvalho – CAD Technician

Guilherme joined PRE in 2018 as a CAD technician after finishing his MSc in Geoinformatics for Building Information Modelling at University College London. His duties range from setting timeframes and specifications for new projects, assessing the quality of the products produced by the team and training of new members, as well as the production of area measurement reports, lease plans and 2D architectural documentation, based on inspections carried out locally by the team. Outside of work, Guilherme spends most of his time with his son, taking him to parks and playgrounds and, as often as possible, to the beach.

Balancing Two Cities: My Experience Working Between London and Dubai

Posted on: November 20th, 2024 by Jason Antill

When my partner came home on a dark and cold January evening in 2023 he briefly mentioned a job opportunity for a 12 month posting abroad in Dubai. I immediately said YES GO FOR IT, lifes too short and after working through covid along with flexible working here to stay I new we could make it work.

Id never even been to Dubai before, or really herd much about the City. As a Chartered Surveyor running my own SME business, for now 15 years, life is a constant balancing act. With offices in Soho, London, and a team of eight people to manage, I’ve always had a full plate. But 12 months ago, I decided to split my time between London and Dubai, working partially in-person and partially remotely.

This dual-city lifestyle has given me fresh perspectives on work, culture, and life itself. While it hasn’t been without its challenges, it’s a setup that’s helped me grow both professionally and personally. Here’s how I’ve made it work, what I’ve learned, and what I’ll miss from Dubai.

Making It Work: Navigating Two Cities

Running a business across two cities requires discipline and careful planning. For me, the key is structure. In London, my days are office-centered, with back-to-back meetings and direct collaboration with my team. When I’m in Dubai, I focus on strategic thinking, catching up on emails, and planning the next steps for the business.

Time zones are an adjustment. Dubai is three to four hours ahead of London depending on the time of year, which works in my favor most of the time. Mornings in Dubai are quiet, allowing me to get a head start on the day before London wakes up. By mid-afternoon, my London team is fully online, and I can coordinate with them before their day ends.

Travel is another major factor. Flights between London and Dubai take around seven hours, and I’ve learned to use that time wisely—either catching up on work or relaxing with a podcast. Flights are frequent, with options from airlines like Emirates, British Airways, and Virgin Atlantic. Costs can range from £350 to £700 for a round trip, so I make sure to book ahead during peak seasons. I found the morning flights are best arriving around late afternoon evening Dubai time, then wake up early to start the day. Getting over jetlag in Dubai so bad when the sun is shining and warm weather.

What I’ll Miss About Dubai

After a year of living and working in Dubai, there’s so much I’ll miss about this vibrant city.

The Expat Lifestyle: Dubai is a melting pot of cultures, and being part of the expat community is an experience like no other. There’s a unique sense of camaraderie among people from all over the world who’ve come here to chase opportunities and build their lives.

Exceptional Service: One of Dubai’s defining features is its “yes we can” “everyone is welcome” culture. The service across hospitality and service industry is exceptionally fast, efficient, and customer-focused. Whether it’s arranging a last-minute delivery or solving an administrative issue, things get done quickly and easily. It’s a stark contrast to the slower pace of bureaucracy often experienced in London.

Ease of Doing Business: Dubai has built itself on welcoming entrepreneurs. Setting up a company here is straightforward, with clear processes and minimal barriers. The government’s proactive approach to attracting business makes it an ideal place for those looking to establish themselves in the region.

The Famous Saturday Brunches: Few places can rival Dubai’s brunch culture. These aren’t just meals—they’re full-day social events filled with incredible food, lively atmospheres, and a chance to unwind with friends or colleagues after a long week.

More Disposable Income: Without personal income tax, you often have more disposable income in Dubai compared to London. This allows for a higher quality of life, whether that’s dining out, traveling, or indulging in the city’s luxurious offerings.

The Entrepreneurial Spirit: Dubai radiates ambition. It’s a city built on dreams and hard work, where innovation is encouraged and entrepreneurship thrives. The “anything is possible” attitude is infectious, and it’s inspired me to think bigger and embrace new challenges.

The Welcoming Business Environment: The city’s openness to people from around the world is remarkable. It’s a place where everyone is encouraged to succeed, and that inclusivity fosters creativity and collaboration.

Work Culture: London vs. Dubai

The differences in work culture between the two cities are striking. In London, the pace is fast, meetings are efficient, and there’s a focus on getting things done quickly. My team is accustomed to working independently, and I rely on their initiative to keep things running smoothly.

Dubai, however, is more relationship-driven. Trust and face-to-face interactions are paramount, especially when dealing with clients. Business hierarchies are more formal, and there’s an emphasis on respect and hospitality. While this took some getting used to, I’ve come to appreciate the value of building genuine connections before diving into the business side of things.

What I’d Take Back to London

Over the past year, my time in Dubai has taught me valuable lessons that I’d bring back to London—both in work and in life.

From a professional perspective, I’d bring back Dubai’s focus on building strong relationships. In London, we often prioritise efficiency and results, but my experience in Dubai has reminded me of the value of slowing down to genuinely connect with people.

Dubai’s ambition and “can-do” mindset are also inspiring. The city’s rapid growth and openness to new ideas have shown me the importance of thinking big and embracing innovation—a mindset I want to apply more with my team in London.

On a personal level, Dubai’s focus on work-life balance has been a revelation. While I thrive on London’s energy, I’ve learned to appreciate the importance of making time to recharge.

Lastly, I’d love to see London adopt some of Dubai’s efficiency and customer-focused service culture. Whether it’s for business processes or day-to-day life, the speed and ease of getting things done in Dubai is something I’ll truly miss.

Would I Do It Again?

Having lived this dual-city lifestyle for 12 months, I can confidently say it’s been one of the most enriching experiences of my life. But would I do it again? The answer is a resounding yes—with a few adjustments.

The past year has taught me the importance of balance, not just between work and life, but also between two very different cities. I’ve grown to love the contrasts: the fast-paced energy of London and the cosmopolitan ease of Dubai. However, it’s also been demanding. Frequent travel can be exhausting, and it’s vital to prioritise downtime to avoid burnout. Also having a long distance relationship hasn’t been easy.

If I were to continue this setup, I’d refine my schedule even further, perhaps limiting the frequency of travel and making longer stays in each city to settle into a routine. Ultimately, the rewards far outweigh the challenges, and I feel fortunate to call both London and Dubai home.

Conclusion: A Journey of Growth

Splitting my life between London and Dubai has been a rewarding experience. It’s pushed me to rethink how I work, live, and connect with people. The challenges are real—managing a business while shuttling between two cities isn’t for the faint-hearted—but the rewards are immense.

Whether it’s the charm of Soho or the allure of Dubai’s golden sands, I feel incredibly lucky to have lived this journey. And while the specifics might evolve, this past year has shown me that with the right mindset and tools, the possibilities are endless.

Im always free for a chat on anything sailing or work related and enjoy meeting people people, please do get in touch.

JASON ANTILL

Pathway to Net Zero 2050 | Making Money While Making a Change | What is ESG Investing?

Posted on: November 20th, 2024 by Jason Antill

NET ZERO CARBON – SCOPE AND DEFINITION

UK Green Building Council:

“Carbon emissions from its operation, including occupant activity, are net zero on an annual basis. A net zero carbon building is highly energy efficient and powered from on-site and off-site renewable energy sources, with any remaining carbon balance offset”.

This Framework, as shown below, outlines a hierarchy to minimise energy demand and carbon emissions. The asset has been assessed under Net Zero Carbon – Operational Energy scope. The scope of the assessment is defined as “all areas under operational control that have been used to demonstrate a net zero balance”.

The four main stages of the Framework (operational) are as follows:

As a priority, the building needs to reduce the operational energy demand as far as possible through a fabric first approach.
The building also needs to incorporate efficient services and low carbon systems including HVAC and lighting.
Where feasible and space allows, on-site renewable energy should be maximised, such as through on-site solar PVs.
As a last resort, minimum carbon offsets can be used for the remaining carbon to achieve NZC. Offsetting schemes need to be procured directly or via recognised schemes including Gold standard to demonstrate additionality.

Carbon Risk Real Estate Monitor (CRREM)

“Reducing the EU carbon footprint will require refurbishment in the existing buildings, but some of the assets retrofitting will not be financially viable”

The European Union intends to decarbonize the building sector by 2050. Investment in retrofit could benefit the EU by up to EUR 175 bn per year. One of the biggest challenges for the reduction of GHG emissions results from the poor energy efficiency of existing buildings and still too low refurbishment rates in virtually all member states of the European Union. The reduction of the EU carbon footprint requires a significant increase of energetic retrofits in the existing property stock. The reduction of carbon-risk factors associated with premature obsolescence and potential depreciation due to changing market expectations and legal regulations are key objectives of the EU-funded research project CRREM (Carbon Risk Real Estate Monitor). CRREM aims at supporting the industry to tackle these risks and foster investments in energy efficiency as many assets will become ‘stranded’ properties that will not meet future energy efficiency standards and whose energy upgrade will not be financially viable

‘Stranding diagram’: The figure above provides a summary of the fundamental principle of CRREM’s stranding risk analysis approach for single properties:

● Black line: The black line represents a building’s baseline and future carbon performance in terms of the so- called greenhouse gas (GHG) intensity, which is calculated as the amount of annual greenhouse gas emissions per building floor area. Emission figures include those directly generated by the on-site combustion of fossil fuels for heating and indirect emissions (caused by the use of district heating and/or electricity consumption).

● Green curve: The green curve represents the target decarbonisation pathway of a specific building type in a specific country that aligns with a certain climate target (1.5°C/2°C) and must not be exceeded if a property intends to be “Paris-proof”. If the emission intensity is above the target value, “stranding” occurs. In that case the asset would have a carbon-footprint that is above the fair-share derived by downscaling the carbon budget to property level.

In the illustration above, the exemplary building fulfils the requirements only at the very beginning and faces stranding far before the end of the observation period (in 2050). Only appropriate retrofit measures reducing the GHG emissions can ensure that the building will meet the future emission ceilings. This might include changing the energy source (to renewables), decarbonization of the electricity grid and/or simply reducing consumption due to lower demand or due to higher insulation.

The property industry is accountable for about 38% of energy consumption and 29% of all GHG emissions in the EU and therefore plays a crucial role in EU decarbonization efforts stated in INDCs (Intended Nationally Determined Contributions). Ambitious renovation policies could reduce the demand by up to 46% between 2021 and 2030 (European Commission, 2014). For improving the energy consumption of properties, the real estate industry has to increasingly address the mitigation of direct and indirect emissions resulting from the construction phase of new buildings or refurbishments, and where applicable, from the dismantling at the end of the economic useful life. Due to the low refurbishment rates in the existing European stock and the specific requirements due to climate change, any increase of energy efficiency requires more energetic retrofits in the existing property stock to reduce the carbon footprint.

“Climate change will affect the building sector because of the reduction of their quality and value”

Climate change poses serious threats to sustained economic growth and poverty reduction, quality of life and political stability in the world. It is considered that the warming process will affect sea levels and the existence of more frequent natural disasters such as floods, storm or tornadoes, which impact on the quality and maintenance of buildings and infrastructures. The higher temperature levels will change the way of life, commerce and the configuration of urban areas. Climate change and strengthened regulation will require particular retrofitting measures that have an effect on current investment decisions. Risks and uncertainties must be adequately understood, and measures are taken to identify incentives to markets that are clear, long-term and credible, given the relevance of the private sector in the process of stopping climate change

“Offer to the Real Estate companies a tool to measure the risk and viability of retrofitting their assets”

Climate change might endanger the business case of real estate companies if no measures to transform the property stock under management are taken. Therefore, a stronger focus on climate change risk management is essential. A company strategy and risk management must ensure that individual efforts to mitigate CO₂ within their portfolio must be sufficient to fulfill EU targets – otherwise the market participant might face a situation where properties do not meet future market expectations and therefore will be exposed to write-downs (we call this the risk of “Stranded assets”). CRREM aims at developing a tool that allows investors and property owners to assess the exposition of their assets to stranding risks based on energy and emission data and the analysis of regulatory requirements. By setting science-based carbon reduction pathways, CRREM faces the challenge to estimate risk and uncertainty associated to commercial real estate de-carbonization, building a methodological body and empirically quantify the different scenarios and their impact on the investor portfolios.

Classifying Funds

Article 8/9 funds and what it all means for your assets.

Is the property asset net zero ready or MEES compliant? If no, what will the associated costs be to retrofit, this cost+ will then be deducted from offer price for additional risk to the new buyer meaning your clients sale price will likely be impacted.
Since March 2021, asset managers (as well as players in the financial markets) must classify their funds (or other investment products) depending on their sustainability purpose, in order to ascertain which reporting obligations to fulfil under the Sustainable Finance Disclosure Regulation.
If the building asset has robust ESG information in place, this will help an ESG focused purchaser to access cheaper ESG linked debt or equity facilities. Cheaper funding as a result of ESG performance means the investor can afford to pay higher multiplier for the building and have their fund investment committee approve the acquisition easier (as it complies with their ESG agenda such as SFDR Article 8 or 9 green funds).
An Article 8 Fund under SFDR is defined as “a Fund which promotes, among other characteristics, environmental or social characteristics, or a combination of those characteristics, provided that the companies in which the investments are made follow good governance practices.”
An Article 9 Fund under SFDR is defined as “a Fund that has sustainable investment as its objective or a reduction in carbon emissions as its objective.” There are a number of different requirements for Funds that promote a sustainable investment objective

7 Key Actions

1.Keeping up with the latest changes in ESG: Helping you make sense of ESG acronyms

TCFD, SFDR, Eu Taxonomy, Climate Risk Assessment, Green Finance, Article 8/9 funds and what it all means for your assets.

2. Health and wellbeing in real estate

Humans spend 90% of our time indoors. Buildings should promote health and wellbeing. Certifications like WELL and Fitwel can support human health indoors and add value to your real estate.

3.Net Zero Carbon: futureproofing your commercial assets

Provide advice on key considerations to make and features to incorporate when designing and refurbishing your commercial assets to achieve net zero carbon.

4.Developing your ESG strategy: through acquisition and beyond

Understanding key options for Net Zero Carbon at the technical due diligence stage when buying or selling assets.

5.An overview of net zero, BREEAM, WELL, LEED, Fitwel and EPCs

There are various sustainability certifications you can look to achieve and help you to understand which can work best for portfolio, fund and your assets.

6.Getting EPCs right

We take you through the governance that matter and the items that don’t when you need to refurbish and improve your EPC to achieve value for money.

7.ESG audit reports at purchase and sale

Since March 2021, asset managers (as well as investors in the financial markets) must classify their funds (or other investment products) depending on their sustainability purpose, in order to ascertain which reporting obligations to fulfil under the Sustainable Finance Disclosure Regulation.

Further Information & Client CPD

Should you need me to come into your offices and provide an updated CPD or teams call CPD on this important topic or provide a competitive proposal for EPC+1 Budget Costings & Net Zero Carbon Pathway Reports please do contact by email [email protected] or phone +44 (0) 7855520223

Archive for November, 2024

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