CLS Holdings Business Model Canvas
Fully Editable
Tailor To Your Needs In Excel Or Sheets
Professional Design
Trusted, Industry-Standard Templates
Pre-Built
For Quick And Efficient Use
No Expertise Is Needed
Easy To Follow
CLS Holdings Bundle
Concise Business Model Canvas: quick map of value, customers, channels, and revenue levers
Unlock the strategic core of CLS Holdings with our concise Business Model Canvas: three to five clear sentences map its value propositions, customer segments, channels, and revenue mechanics. This snapshot reveals competitive strengths and scaling levers—download the full Word/Excel canvas for a complete, actionable blueprint to inform investment or strategy.
Partnerships
Leasing brokers
Partnering with commercial agents across the UK, Germany and France accelerates lease-up and sources quality tenants, with brokers supplying 2024 market intel on rents and incentives to benchmark offers. Strong broker relationships shorten void periods and lower marketing spend, preserving NOI. Co-marketing agreements maintain consistent pipeline visibility and tenant flow across key markets.
Lenders & banks
CLS works with relationship banks and institutional lenders to secure competitively priced, flexible debt facilities that support portfolio growth. Refinancing schedules are actively managed to optimize interest costs and maintain covenant headroom. Lender partnerships enable acquisitions and capital expenditure programmes, while hedging providers are aligned to mitigate interest-rate risk.
Contractors & FM
Partner with construction firms and facilities managers for refurbishments, fit-outs and day-to-day operations, leveraging preferred vendors across CLS markets to standardise quality. Industry 2024 benchmarks show modular refit programmes cut average downtime by 40% and on-budget delivery rates reach c.92%, directly preserving timelines and boosting NOI. Service-level agreements drive tenant satisfaction and measurable building performance.
Local authorities
CLS coordinates closely with local planning bodies to secure permits, ensure regulatory compliance and drive urban regeneration, shortening approval timelines and reducing delivery risk. Active engagement with authorities unlocks zoning upgrades and public-realm improvements that enhance development density and mixed-use viability. Aligning projects with community priorities supports asset value preservation and ESG reporting metrics.
- Permits & compliance coordination
- De-risked timelines & approvals
- Zoning upgrades & public-realm gains
- Community alignment → asset value & ESG
Proptech & ESG advisors
Partnering with proptech vendors and ESG advisers enables CLS to deploy smart-building and decarbonization programs; data-led energy management can cut operating costs by up to 20% (Carbon Trust/IEA 2024). Green certifications such as BREEAM/EPC improve occupier appeal and can boost rents by roughly 3–7% (2024 market studies). Ongoing upgrades ensure regulatory compliance and meet investor 2030 interim net-zero expectations.
- Proptech integration: real-time energy & maintenance
- Opex impact: −10–20% energy cost
- Lease premium: +3–7% for certified assets
- Governance: supports 2030 investor targets & 2050 net-zero
Refit −40%, opex −10–20%, rent +3–7%
Key partnerships (brokers, lenders, contractors, planners, proptech/ESG advisers) compress lease-up, secure flexible finance, standardise delivery and cut operating costs, directly protecting NOI. 2024 benchmarks: modular refits −40% downtime, on‑budget 92%; energy mgmt −10–20% opex; certification rent premium +3–7%.
| Partner | 2024 KPI | Impact |
|---|---|---|
| Brokers | Lease-up velocity ↑ | Lower voids/marketing |
| Contractors | Refit downtime −40% | Faster income recovery |
| Proptech/ESG | Opex −10–20% | NOI & ESG uplift |
| Certifications | Rent +3–7% | Asset value |
What is included in the product
Detailed Word Document
A comprehensive, pre-written Business Model Canvas tailored to CLS Holdings’ strategy, detailing customer segments, value propositions, channels, revenue streams and cost structure for a mixed commercial property investor-developer. Organized into the 9 classic BMC blocks with competitive analysis, SWOT-linked insights and investor-ready narrative to support funding, strategy and operational decisions.
Customizable Excel Spreadsheet
High-level view of CLS Holdings’ business model with editable cells to quickly identify core components, save hours of formatting, and enable shareable team collaboration for fast deliverables and boardroom-ready summaries.
Activities
Active asset mgmt
Drive rental growth through re-leasing, systematic rent reviews and tenant mix optimization to lift headline rents and reduce voids. Implement targeted capex and repositioning to unlock latent value in each asset and support rental uplifts. Monitor KPIs—occupancy, WALT and ERV capture—against 2024 asset plans and execute asset-specific value-add strategies aligned to each asset thesis.
Acquisitions
Source and underwrite off-market and brokered deals in target UK cities, prioritising mispriced or under-managed offices with clear upside. Structure transactions to deliver risk-adjusted returns using prudent leverage, typically targeting 40–50% LTV. Conduct rigorous financial, legal and technical due diligence and integration to capture operational and rental uplift.
Development & refurb
Plan targeted refurbishments, lobby upgrades and new amenities across CLS Holdings plc portfolio to boost tenant appeal and rental growth. Manage contractors and tight budgets to deliver projects on time and on cost while protecting NAV. Prioritise ESG retrofits aligned with the UK legally binding net zero by 2050 commitment to cut operational carbon. Deliver modern, flexible floorplates to meet evolving tenant demand for adaptable office space.
Leasing & marketing
Leasing & marketing focuses on engaging tenants directly and via brokers to fill space efficiently, tailoring incentive packages to lease term and covenant while preserving rent roll quality. In 2024 CLS leverages digital marketing and data analytics for precise demand targeting and lead conversion. Brand and building positioning are maintained to support rental premiums and retention.
- Direct + broker engagement
- Incentives tied to term & covenant
- Digital marketing + analytics
- Strong brand/building positioning
Portfolio risk mgmt
Portfolio risk mgmt focuses on controlling interest-rate, liquidity and vacancy risks — with Bank of England base rate at 5.25% in 2024 guiding hedging and duration decisions — while deploying interest-rate swaps and diversified tenant mix to stabilise cashflows. Capital is recycled through targeted disposals and refinancings; compliance and cross-jurisdictional reporting are maintained via centralised risk governance and robust monthly KPIs.
- Interest-rate hedging (swaps, caps)
- Liquidity buffers & refinancings
- Vacancy mitigation via leasing strategy
- Centralised compliance & monthly reporting
Lift occupancy to 92% and extend WALT to 6.2yrs
Drive 2024 rental growth via re-letting, rent reviews and targeted capex to lift occupancy (current 92%) and WALT (6.2yrs), target 40–50% LTV on acquisitions, and hedge at Bank Rate 5.25% with swaps. Source mispriced UK offices, execute ESG retrofits (aim -30% operational carbon by 2030) and centralise risk reporting monthly.
| Metric | 2024 |
|---|---|
| Occupancy | 92% |
| WALT | 6.2 yrs |
| Target LTV | 40–50% |
| Bank Rate | 5.25% |
Full Version Awaits
Business Model Canvas
The document you're previewing is the actual CLS Holdings Business Model Canvas, not a mockup. Upon purchase you'll receive this exact file with all sections, formatting, and editable content included. It's ready-to-use in Word and Excel, allowing immediate editing, presenting, or sharing—no surprises.
Resources
Prime assets
Office properties across the UK, Germany and France form CLS Holdings’ core assets, with location and building specifications driving achievable rents and tenant mix. Long-term lease agreements are the principal cash-flow foundation, while identified redevelopment opportunities provide embedded optionality to enhance NAV and income potential.
Capital access
CLS leverages an established equity base and committed debt facilities to fund acquisitions and capital expenditure, with strong lender relationships minimizing financing friction and accelerating deal execution. Robust hedging capacity helps stabilize earnings against interest-rate and market volatility, while active liquidity management enables disciplined recycling of capital into higher-yielding opportunities.
Asset mgmt team
Asset management led by experienced investment, leasing and development professionals drives execution at CLS Holdings (LSE:CLS), with local market expertise shaping pricing and positioning. Robust legal and finance teams maintain compliant, efficient operations. Longstanding broker and tenant relationships amplify deal flow and boost retention.
Brand & tenant base
CLS Holdings leverages a strong reputation for reliable operations to attract quality central London occupiers, supporting stable rental income and market credibility. A diversified tenant covenant mix reduces concentration risk and enhances portfolio resilience. Longstanding tenant relationships improve renewal odds, while documented case studies strengthen leasing pitches.
- reputation-driven leasing
- diverse covenants
- high renewal probability
- case-study driven sales
Data & systems
Leasing, ESG and building-performance data drive CLS Holdings decisions, with 2024 ESG disclosures aligning to TCFD and EPC ratings improving asset value; proptech platforms raised tenant engagement and cut ops costs, while analytics track KPIs and benchmark outcomes across a 60+ asset portfolio; cyber-secure infrastructure shields sensitive leasing and ESG datasets.
- Leasing data: occupancy & rent roll
- ESG: TCFD & EPC metrics (2024)
- Proptech: tenant portals & IoT
- Analytics: KPI benchmarking
- Security: encrypted, SOC‑compliant systems
Office portfolio 60+ assets, long leases and committed debt enable growth
Office portfolio (60+ assets) and long-term leases underpin cash flow and NAV optionality. Committed debt facilities and an established equity base enable acquisitions and capex. In‑house asset, legal and finance teams plus broker networks drive execution and tenant retention. Proptech, TCFD‑aligned 2024 ESG reporting and SOC‑compliant systems support performance and compliance.
| Resource | 2024 fact |
|---|---|
| Portfolio | 60+ assets |
| ESG | TCFD & EPC reporting (2024) |
| Financing | Committed debt + equity base |
| Data/Tech | Proptech; SOC‑compliant security |
Value Propositions
Quality workplaces
Delivering well-located, modern offices with flexible layouts and amenities supports tenant productivity and image; CLS Holdings’ central-London portfolio, valued at c.£800m in 2024, focuses on such assets. Upgrades—refurbishments and tech fit-outs—raise comfort and retention, while reliable building services target >98% uptime to cut downtime. Tenants gain adaptable space that aids talent attraction and retention.
Flexible leasing
Flexible leasing via CLS Holdings (LSE: CLSH) offers competitive terms, tenant-specific fit-outs and scalable space options; tailored incentives are aligned to tenant covenant and lease length to de-risk occupancy, while streamlined processes speed deal execution and reduce time-to-occupy.
ESG performance
Energy-efficient operations cut occupier costs and emissions, aligning with the UK’s net-zero by 2050 commitment maintained in 2024. Certifications and targeted retrofits improve compliance and asset value, reflecting growing GRESB and regulatory expectations in 2024. Transparent ESG reporting meets rising tenant and investor mandates, while a continuous improvement roadmap supports long-term valuation uplift.
Active management
Active management drives higher rental income and occupancy through proactive leasing, portfolio-level refurbishment and hands-on on-site teams; rapid response to tenant needs raises retention and satisfaction; targeted asset repositioning captures market shifts and re-rates assets; value creation is measurable and repeatable via occupancy, rent growth and yield compression metrics.
- Hands-on leasing: boosts rents and occupancy
- Tenant responsiveness: improves retention
- Repositioning: captures market upside
- Measurable: occupancy, rent, yield metrics
Pan-European footprint
Coverage across the UK, Germany and France diversifies CLS Holdings exposure and supports tenant retention by offering multi-market leasing options; combined population reach is about 218 million (2024), enhancing demand visibility. Cross-border insights sharpen pricing and timing decisions while scale lowers procurement costs and widens marketing reach.
- Diversification: UK, DE, FR presence (~218M people, 2024)
- Tenant choice: multi-market leasing options
- Data edge: cross-border pricing/timing intelligence
- Scale benefits: procurement savings and broader marketing
Modern central-London offices: flexible leases, tenant fit-outs and energy-efficient operations
Delivering well-located, modern offices with flexible layouts and amenities supports tenant productivity and image; CLS Holdings’ central-London portfolio valued at c.£800m in 2024 focuses on such assets. Flexible leasing and tenant-specific fit-outs speed deal execution and reduce time-to-occupy. Energy-efficient operations cut occupier costs, align with the UK net-zero by 2050 goal and meet rising ESG/GRESB expectations.
| Metric | 2024 |
|---|---|
| Portfolio value | c.£800m |
| Coverage population | ~218m |
| Target uptime | >98% |
| ESG target | Net-zero by 2050 |
Customer Relationships
Account management
Dedicated account managers provide single points of contact for CLS Holdings key tenants, streamlining communication and supporting a portfolio occupancy of c.92% in 2024. Regular quarterly reviews align services with tenant needs and operational KPIs, while renewal discussions launched 9–12 months early have been shown to cut churn and stabilize rental income. Continuous feedback loops from tenants feed into a prioritized capex pipeline, focusing on ESG upgrades and asset enhancement expenditures.
Service excellence
Service excellence in CLS Holdings is driven by SLAs/KPIs (24-hour response, 95% first-time fix) to ensure responsive facilities management; digital portals enable 100% issue logging and real-time updates; proactive maintenance programmes cut downtime by ~30%; 2024 satisfaction targets focus on a 4.5/5 score to guide continuous improvement.
Co-creation
CLS co-creates with occupiers on tailored fit-outs and amenity design, accelerating move-in readiness and aligning capex with tenant needs. Flex solutions are tailored to hybrid work patterns, reflecting that about 70% of office staff adopt hybrid schedules in recent surveys. Pilot programs with anchor tenants trial innovations on-site, while joint marketing drives building community and improves engagement metrics.
Data-driven touchpoints
Leverage utilization and comfort data to refine services and allocate maintenance resources more efficiently. Provide transparent energy usage and cost reporting so tenants can manage bills and demand. Personalized insights support tenant decisions while regular dashboards build trust and can enable energy savings — smart metering yields up to 15% consumption reduction in 2024 studies.
- Data-driven service allocation
- Transparent energy & cost reporting
- Personalized tenant insights
- Regular dashboards — trust & savings (up to 15%)
Community building
Events and shared spaces foster tenant networking and cross-tenant collaboration, while local partnerships (cafes, gyms, cultural venues) enrich daily workplace experience and amenity value. Regular communications spotlight building updates and ESG wins to reinforce brand and tenant pride, and a strong community materially supports retention and reduces vacancy risk.
- Tenant networking
- Local partnerships
- ESG communications
- Retention focus
Dedicated managers: c.92% occupancy, 24h SLA, −30% downtime
Dedicated account managers deliver single points of contact, supporting c.92% occupancy in 2024 and 9–12 month renewal cycles that stabilise rental income. SLAs (24h response, 95% first-time fix) and proactive maintenance (−30% downtime) target a 4.5/5 tenant score. Flex offerings reflect ~70% hybrid adoption; smart metering enables up to 15% energy savings.
| Metric | 2024 |
|---|---|
| Occupancy | c.92% |
| SLA | 24h / 95% FTF |
| Downtime | −30% |
| Tenant score target | 4.5/5 |
| Hybrid adoption | ~70% |
| Energy savings | up to 15% |
Channels
Broker networks
Leasing agents provide reach to active occupiers, converting market demand into lettings and reducing void periods. Co-exclusive mandates balance broad market coverage with focused agent effort to protect rental value. Performance-based fees align incentives, tying agent compensation to achieved rent or lease terms. Regular market reports ensure CLS Holdings updates positioning and pricing in line with current occupier trends.
Direct sales
In-house leasing engages corporates and SMEs directly, aligning CLS Holdings' 2024 leasing strategy with target occupier needs. Targeted outreach leverages move-cycle data to prioritise prospects and reduce idle time. Tours and test-fit visuals accelerate decisions by clarifying space fit. Relationship-building with occupiers shortens sales cycles and improves retention.
Digital platforms
Corporate website and listings showcase vacancies with searchable specs and contact pathways, while virtual tours and spec-fit content boost onsite engagement and lead quality. SEO and targeted ads capture intent-driven demand, lowering CPL and increasing qualified inquiries. Continuous analytics feed back to optimize campaign spend and conversion funnels in near-real time.
PR & events
Industry conferences and city events raise CLS Holdings profile by placing assets before institutional investors and occupiers; thought leadership at these forums signals expertise and supports leasing and capital-raising efforts. Building launch events drive local buzz and higher footfall, while targeted media coverage amplifies brand equity and aids valuation perceptions.
- PR: conference placements
- Events: launches & open days
- Thought leadership: market commentary
- Media: earned coverage to boost brand equity
Partner ecosystems
Partner ecosystems with coworking, proptech and relocation firms amplify CLS Holdings' funnel through cross-referrals and bundled services; JLL reported 2024 coworking occupancy in prime UK markets rebounded to about 85%, strengthening referral volume. Bundled offerings increase tenant retention and ARPU by delivering turnkey moves and smart-building integrations. Links with local BIDs and chambers extend reach into SME networks and corporate relocations.
- coworking: leverage 85% prime-market occupancy (2024)
- cross-referrals: widen funnel, higher conversion
- bundles: increase ARPU and retention
- BID/chamber: access SME and corporate pipelines
Performance fees + in-house leasing cut voids; coworking occupancy 85%
Leasing agents and co-exclusive mandates convert demand into lettings and shorten voids via performance-linked fees. In-house leasing targets corporates/SMEs with tours and test-fits to speed decisions and boost retention. Digital listings, SEO and virtual tours raise lead quality and lower CPL. Partner ecosystems and coworking referrals scale pipeline—coworking occupancy in prime UK markets was ~85% in 2024.
| Channel | Metric (2024) |
|---|---|
| Coworking referrals | Occupancy ~85% |
Customer Segments
SMEs
SMEs seeking affordable, flexible offices value rapid occupation, on-site amenities and turnkey services; CLS targets this segment with shorter, scalable leases. SMEs represent about 99.9% of UK private sector firms—roughly 5.7 million in 2024—and employ ~16.6 million people, driving steady demand for flexible workspace. Price-sensitive yet service-focused, these tenants favor scalable contracts and managed facilities that reduce capex and time-to-occupy.
Corporate tenants
Corporate tenants for CLS Holdings plc (LSE:CLSH) are national and multinational firms seeking HQs or regional hubs that prioritise ESG credentials, employee wellness and brand presentation, often requiring longer leases with bespoke specifications and fit-outs.
They demand dependable landlords and resilient operations to ensure business continuity and reputational standards.
Public & quasi-public
Government, education and NGOs seek stable, compliant space, with UK public sector employment ~5.9m (ONS, Mar 2024) underscoring scale. Procurement and compliance rigor often dictate landlord selection and contract terms. These tenants favour accessible, energy-efficient buildings to meet policy targets. Long-duration occupancy (multi-year contracts) reduces rent volatility for CLS Holdings.
Professional services
Legal, finance, tech and consultancies target central, prestigious locations and demand high-quality fit-outs, resilient connectivity and client-facing interiors; in 2024 CLS can capitalise on premium yield segments where occupiers accept rents 10–25% above market for turnkey, prestige space.
- Centrality
- Prestige
- High-quality fit-outs
- Connectivity
- Premium amenity willingness
Flex & project users
Flex & project users are tenants needing short-term or swing space (typically 1–12 months), valuing turnkey, bundled services and rapid activation; they accept higher churn in exchange for premium short-term rates, and are ideal for backfill and activation strategies — CLS uses these units to maintain occupancy and drive avg. revenue per seat in project phases (2024 operational focus).
- Short-term leases: 1–12 months
- Turnkey + bundled services
- Higher churn, premium pricing
- Best for backfill & activation
SME-driven demand favors short scalable leases; corporates pay premium for turnkey prestige
SMEs (~5.7m firms, 16.6m employees in 2024) drive volume demand for short, scalable leases and turnkey services; CLS targets price-sensitive, service-focused tenants. Corporates and professional services seek prestige, ESG and bespoke fit-outs, accepting 10–25% premium rents for turnkey space. Public sector (~5.9m employees) and flex/project users (1–12mth stays) provide long-duration stability and high-yield short-term income respectively.
| Segment | 2024 Scale | Lease | Value |
|---|---|---|---|
| SMEs | 5.7m firms; 16.6m emp | Short/scalable | Low capex, high volume |
| Corporate/Prof | — | Long/bespoke | Premium +10–25% |
| Public | 5.9m emp | Multi-year | Stability/compliance |
| Flex/Project | — | 1–12 months | High churn, premium rates |
Cost Structure
Property opex
Property opex covers utilities, cleaning, security and building repairs; service contracts and SLAs drive predictability by locking fixed scopes and response times. Energy costs and inflation remained key variables through 2024, with energy typically representing up to 30% of property opex. Targeted efficiency programs (LED, BMS, insulation) are used to mitigate cost increases and improve margins.
Capex & refurb
Capex and refurb programs fund upgrades, tenant fit-outs and ESG retrofits, deployed in phased waves to smooth cash flow and align with leasing cycles. ROI is monitored through rent uplift and occupancy KPIs, with asset-level yield targets and quarterly reporting. Strict vendor selection and contract management limit cost overruns and change orders. Projects prioritise energy-efficiency measures to support lettable value and tenant retention.
Financing costs
Financing costs comprise interest, arrangement fees and hedging expenses on debt facilities, controlled through active covenant management to limit refinancing and liquidity risk. Regular refinancing optimises CLS Holdings’ cost of capital by extending maturities and securing competitive margins. An interest-rate strategy using fixed-rate tranches and swaps stabilises earnings against rate volatility and smooths cash flow forecasting. Covenant headroom is monitored monthly to preserve funding flexibility.
People & admin
People & admin costs center on compensation, HR systems and corporate overhead, with UK corporation tax at 25% in 2024 affecting net spending; local teams fund market execution and site-level management. Compliance and cross-jurisdictional reporting drive external advisory and audit fees. Continuous training and investment in productivity tech (CRM, ERP) reduce per-unit labour costs over time.
- Compensation, benefits, payroll systems
- Corporate overhead, tax (UK 25% in 2024)
- Local teams for market execution
- Compliance, reporting, audit fees
- Training and tech (CRM/ERP) to boost productivity
Leasing & marketing
Broker fees typically range 3–6% of first-year rent and incentives commonly include 1–3 months free or tenant improvement allowances; CLS budgets these into initial pro formas. Spec suites and show floors accelerate absorption by shortening lease-up timelines, while targeted digital marketing broadens reach and funnels qualified leads; all costs scale to lease-up targets and KPI milestones.
- Broker fees: 3–6%
- Incentives: 1–3 months/TI
- Spec suites: faster absorption
- Digital marketing: broader, targeted reach
- Costs tied to lease-up KPIs
Energy 30% of opex; LED/BMS protect margins & lift rent
Property opex (energy up to 30% in 2024) and service contracts drive predictability; efficiency programs (LED, BMS) target margin protection. Phased capex/refurbs align with leasing cycles; ROI tracked via rent uplift and occupancy. Financing uses fixed-rate tranches/swaps and active covenant management; broker fees 3–6% and incentives 1–3 months are budgeted into pro formas.
| Metric | 2024 |
|---|---|
| Energy share of opex | Up to 30% |
| UK corporation tax | 25% |
| Broker fees | 3–6% |
| Incentives | 1–3 months |
Revenue Streams
Base rent
Contracted base rent provides CLS Holdings with predictable leased-office income, supported by indexed or review-based uplifts that drive rental growth; strong tenant covenants increase cash-flow visibility and reduce downside risk. High occupancy across the portfolio scales revenue per asset and leverages fixed-costs, underpinning rent roll stability and distributable income.
Service charges
Service charges recover common-area and FM costs for CLS, with recoveries aligned to actual spend to protect net rent and occupier relations. In 2024 transparent budgeting and quarterly reconciliations increased tenant trust and reduced disputes. Operational efficiencies from outsourced FM and smart metering have improved margins. Charges scale directly with building operations intensity and occupier mix.
Parking & ancillary
Income from parking, storage and signage provides a steady ancillary revenue stream for CLS, with add-on services such as reserved bays, locker rental and premium signage materially increasing ARPU. Flexible, demand-based pricing (peak/off-peak and event rates) boosts yield and occupancy optimization. These services activate underused assets, converting idle space into recurring cashflow and supporting property-level margins.
Asset recycling
Asset recycling in CLS Holdings converts gains from strategic disposals and re-deployments, crystallising value as business plans mature and freeing equity to support deleveraging and new acquisitions, with disposal timing intentionally aligned to market cycles to maximise proceeds.
- Gains crystallised on mature assets
- Proceeds fund debt reduction
- Capital redeployed into higher-return acquisitions
- Timing synced with market cycles
Other income
As of 2024 CLS Holdings plc (LSE: CLSH) classifies Other income to include temporary lets, event-space hires, rooftop and telecom licences; short-term deals are used to monetise voids and capture higher-yielding, flexible revenue.
Indexed base rent and high occupancy secure predictable cashflow; ancillary income lifts yields
Contracted base rent drives predictable cashflows with indexed uplifts; high occupancy supports rent roll stability. Service-charge recoveries align with spend and improved in 2024 via transparent budgeting. Ancillary income (parking, storage, signage) and short-term lets monetise voids. Asset recycling crystallises gains and funds redeployment.
| Metric | 2024 value |
|---|---|
| Occupancy | N/A |
| Service-charge recovery | N/A |
| Ancillary revenue | N/A |
| Disposal proceeds | N/A |