Real estate
Plans long-term sustainability investment
Healthcare
Four teams, one energy bill
Care buildings run 24 hours a day, and the energy behind them usually isn't managed by one team but by four: real estate, procurement, operations and sustainability, each making reasonable decisions in isolation.
COMCAM manages energy as one portfolio across all four, so continuity of care is never the thing that gets traded off.
The force field
Three forces that pull on every energy decision
We see the same pattern in every sector. A market that keeps moving, what your connection and your own profile allow, and where sustainability has to take you. Each on its own is manageable. The bigger problems arise where they overlap, and that is where most of our work is.
Choose an area in the diagram
All three at once
Real estate, procurement, operations and sustainability each take reasonable decisions. Together they produce a full connection and a power bill nobody foresaw.
How COMCAM helps
One portfolio, one team: analysis, strategy, trading and risk management across all three forces.
Where it actually goes wrong
Each team makes reasonable decisions, in isolation
Within most healthcare organisations, energy responsibility is split across four teams that each optimise their own piece. Electrifying without aligning procurement raises market exposure. A sustainability roadmap that skips a grid-capacity check stalls. The challenge is rarely ambition. It is coordination between teams that were never designed to plan energy together.
Procurement
Manages annual budget certainty and contract risk
Operations
Guards continuity and safety, non-negotiably
Sustainability
Tracks CO2 and reporting under CSRD and the EED audit obligation
What's pushing this now
Five pressures that don't show up on one desk
Each of these sits with a different team. None of them waits for the others to catch up.
Grid capacity blocking electrification
Heat pumps and e-boilers need more connection capacity precisely as transport capacity gets scarcer. A sustainability investment that skips this check risks stalling at the connection request, not at the budget.
ETS2 pricing the gas you still depend on
A separate EU emissions-pricing mechanism for buildings and smaller-scale gas use is set to add a new, rising cost component on top of the gas many care buildings still burn for heating and sterilisation, on a timeline that has been the subject of political discussion, so worth checking the current status before it's built into a budget.
CSRD, EED and the Erkende Maatregelenlijst
Sites using more than 50,000 kWh of electricity or 25,000 m³ of gas-equivalent a year fall under the energy-saving obligation, with its own recognised-measures list for healthcare and a payback bar currently set at five years (position as of September 2026). A proposal to raise that to seven years is under discussion for around mid-2027, not yet in force.
Climate control is a patient-safety matter, not comfort
In a care building, a failed climate system doesn't mean an uncomfortable afternoon. It can mean an infection-control risk, or a wing that can no longer safely operate. That changes what "optimise" is allowed to mean here.
A building stock built up over decades
Most healthcare portfolios grew in phases, so the installations behind one roofline rarely match, and a site with a heat/cold storage system (WKO) carries its own balance to keep in check.
Where do you stand
Ten questions most care organisations can't answer from one desk
Each answer usually sits with a different team. That's the point.
Question
Why it matters
Does your WKO balance get checked?
An unchecked heat/cold storage balance quietly loses efficiency over several seasons before it shows up on the energy bill.
When was your standby set last load-tested under real conditions?
A weekly test proves it starts. It doesn't prove it can carry the building's full critical load for as long as an outage might last.
Is your MJOP aligned with your sustainability roadmap?
Replacing an installation and upgrading it for energy performance in the same visit is cheaper than doing either twice.
Do you know your site's actual peak in kW, not just annual kWh?
Grid feasibility and transport capacity are set by peak demand, not by how much you use over a year.
Has procurement seen the electrification roadmap before it was approved?
A heat pump or e-boiler project approved without checking market exposure and connection capacity can price itself out after the fact.
Do you know which Erkende Maatregelenlijst measures for healthcare you've already taken?
The information obligation asks you to report what you've done, not to reconstruct it during an audit.
Is your CSRD/EED reporting built on your own quarter-hour data, or on estimates?
An estimate can pass a first audit. It rarely survives a second one.
Does sustainability know what operations will and won't allow to be shifted?
A flexibility plan built without operations gets vetoed after the work is done, not before.
Is there one person who sees the full energy exposure across all four teams?
If the answer is no, no one can currently name a total number for it either.
When did real estate and procurement last plan a project together, from the start?
Most coordination happens after a decision is already made, the most expensive place to fix a mismatch.
Recognisable situations
Does one of these sound familiar?
Our approach
One portfolio, the same four steps for every client
COMCAM's Energy Portfolio Management runs on a fixed order, applied here with continuity as the standing constraint it always is in healthcare.
1
Analysis
Quarter-hour consumption data, existing contracts and the connection's actual headroom, read across real estate, procurement, operations and sustainability at once instead of team by team.
2
Energy strategy
A procurement approach built around the balance between price certainty, market exposure and the flexibility the site can actually offer, without ever touching a safety-critical system.
3
Trading
Active management of the resulting position, so a fixed decision from eighteen months ago doesn't quietly become the wrong one as the market moves.
4
Risk management
Ongoing monitoring that surfaces exposure before it becomes a budget surprise or a stalled connection request, not after.
In practice
What happens when the four teams plan as one
Amarant, a healthcare organisation with around 430 buildings, needed more than a target to reach it.
430 buildings, one picture
Residential care locations, offices, schools, swimming pools, even a bakery and workshops, granular load-profile analysis gave Amarant visibility into actual connection utilisation across the full portfolio.
Green Deal 3.0: -55% CO2 by 2030
Against a 2008 baseline. Reaching it meant aligning the sustainability investment with what the grid could actually support, not the other way around.
Procurement, tied to the real estate strategy
Instead of running separately, buying decisions and building decisions were connected, with guarantee-of-origin-backed green power built into the same plan, together with COMCAM.
That's what happens when the four teams plan energy as one instead of four.
Questions we get asked
Before you commit to a roadmap
Start with clarity
See the full energy exposure before the next investment decision
Book an introductory conversation. No obligation, and the first question is always the same: what does your current position actually look like, across all four teams?
Available for new projects
Let's shape your energy future
Whether you're navigating market volatility, optimising your portfolio, or exploring sustainable solutions - we're here to help.
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35,000+ connections managed
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