As the real estate market across Central and Eastern Europe continues to evolve, leading investors are shifting their focus beyond development - towards operational excellence, data transparency and long-term asset performance.

AFI stands out as one of the region’s most active and forward-thinking real estate investors, with a broad portfolio of prime office and residential assets across key urban markets. At the core of their strategy is a clear ambition: building long-term value through high-performing, diversified, income-generating assets.

At the same time, a new layer is emerging in how these assets are managed - one driven by data, measurability and operational intelligence.

Selected assets across AFI’s portfolio - including AFI V., T-Mobile Office Park, AFI Office House in Warsaw and Port7 in Prague - are already powered by WasteTracker. This reflects a growing focus on bringing precision and consistency to waste management, and treating it with the same level of rigor as other building utilities.

This approach combines high-quality assets with a scalable, portfolio-wide model for property management, sustainability and tenant engagement - ensuring that performance is actively measured and optimised over time. To better understand how this translates into practice, we spoke with Maciej Brzeziński, Head of Office Property Management at AFI Poland, who oversees operational performance across AFI’s office portfolio in the country.

1. AFI’s strategy focuses on building long-term value through high-performing assets - how does operational excellence support that in practice?

Operational excellence, for us, is not simply about cost efficiency - it is the foundation of long-term asset value. We are convinced that green buildings – those designed and operated with sustainability in mind – will retain long-term value and attractiveness, delivering measurable benefits not only to investors, financial institutions, office tenants, but also to Polish cities and the local economy.

We treat operations as an active driver of value creation - not a cost centre. Energy-efficient, environmentally friendly projects tend to have higher asset values, lower operating costs, and stronger demand from tenants and investors – making them a more attractive product for lenders. This means that day-to-day operational decisions have a direct impact on portfolio performance, both today and over many years to come.

Equally important is the consistency of standards across the portfolio. A coherent approach to management - spanning energy efficiency, workplace quality, and tenant experience - builds loyalty and long-term relationships. That is an integral part of our income-generating model, and it is how we link daily operations directly with our investment strategy.

2. ESG is everywhere - what does it mean to you personally, and how do you make it tangible across the AFI portfolio?

For me, ESG is above all a matter of credibility - and credibility is built through action, not declarations. I care deeply about sustainability being visible in everyday processes, not just in reports or certificates.

In practice, this means embedding ESG into operations: measuring what actually happens in buildings, establishing accountability at the level of each asset, and engaging tenants as active participants - not simply recipients of our initiatives. Our transparent ESG approach, supported by tangible effects, positions us as a credible and reliable partner in sustainable real estate development. We believe this positioning will gain further relevance as the market evolves in response to climate change, regulatory frameworks, and shifting investor expectations.

A good example of what this looks like in practice is Towarowa22, our mixed-use project in Warsaw. AFI Office House, the first building in the complex, has achieved BREEAM ‘Outstanding’ certification with a score of 97.9% - the highest BREEAM score in Warsaw and the second highest rated office building in Poland, after AFI V. in Kraków, which is also part of the AFI portfolio. The building is also pursuing WELL certification to support a healthy workplace environment, as well as WiredScore and SmartScore certifications for digital infrastructure and smart building features. But the part I find most meaningful goes beyond the certificates: all office buildings in the complex incorporate biophilic design elements - green loggias, and lush greenery brought between buildings and onto the exposed structures of the former industrial halls that improve comfort, reduce stress, and reconnect people with nature. Our goal is to deliver buildings that are efficient, resilient, and genuinely supportive of how people work every day. That, for me, is what sustainability actually means.

3. Data is often called the new oil - what role does it actually play in how you manage and optimise your portfolio today?

Not so long ago, many operational decisions were based on intuition and rough estimates. Today we expect more - full real-time visibility, the ability to benchmark performance across assets, and early identification of inefficiencies before they become problems.

Data enables us to move from reactive to proactive management. We can see where waste is generated, how much energy is being consumed, where deviations from the norm occur - and we can act quickly and precisely. This is not only about operational efficiency, but also about meeting growing reporting requirements: CSRD, GRESB and other frameworks demand hard, reliable data. Estimates and gaps are simply no longer acceptable.

We treat data as infrastructure - just like BMS systems or technical installations. It is the foundation for continuous improvement and the tool that allows us to manage the portfolio responsibly over the long term.

4. What defines AFI’s next phase of growth - operationally and strategically?

The next phase for us is about combining continued expansion across Poland and the CEE region with a consistent deepening of operational standards. Our focus remains on prime, resilient assets - well-located office buildings that perform reliably across different market cycles and deliver long-term value for both tenants and investors.

Strategically, technology is becoming a standard layer of operations - not an optional add-on. We are actively seeking new investment opportunities with high growth potential, and we are equally focused on mixed-use developments that bring together office space with complementary commercial functions. I believe these projects not only attract tenants but also create communities and foster long-term engagement.

With our experience, strong capital base, and proven operating model, we are well positioned to continue that path. Long-term value creation, not short-term optimisation, is what drives every decision we make - and that applies equally to how we grow and how we manage what we already have.

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