ENSURING OUR PATH 
TO SUSTAINABILITY
Tonsa Commercial REI N.V.
ESG Report
2022
for the environment
download
do not print

Corporate governance
68
About the Report
81
Data tables
90
The process of defining the Report content 
Basic reporting assumptions
Reporting frequency
Changes in reporting
Related entities
SDG Content Index
Compliance with TCFD
GRI Content Index
We have an ESG strategy 
We mitigate ESG risks
We are implementing a Code of Conduct
We counteract corruption
We counteract child labour
We counteract forced labour 
Our organisational structure
Carbon footprint 
Energy 
Water
Materials 
Waste
Employees
Tonsa Commercial
Management board letter
3
About us
5
Community
28
Environment
49
The Tonsa Grup
What sets us apart  
Key achievements in 2022 
Business model
Our projects
Relationships with the surroundings 
Our hearts are with Ukraine 
We care for the local community 
We care for our Residents  
We are implementing the concept of the 15-minute city 
We care for well-being
We ensure safety 
We care for all our associates 
We are a trustworthy partner  
We hold BREEAM certificates 
We increase resilience to climate change
We strive for climate neutrality
We respect energy  
We protect water resources 
We care for biodiversity 
We source materials responsibly 
We strive to minimise waste

Tonsa Commercial
Dear Readers,
2022 was full of events which affected the everyday opera-
tions of the Tonsa Group. The most important of these events, 
the Russian invasion of Ukraine, began suddenly and violently, 
changing the lives of millions of Ukrainians coming to Poland 
and of the Poles sheltering them. We have been dealing with 
other events for a long time, including the ongoing consequ-
ences of the SARS-CoV-2 virus, which caused the COVID-19 
pandemic, the global economic downturn and advancing 
climate change. All of this means that we constantly have 
to adapt our business to the changes, responding to them 
responsibly while considering the regulatory framework and 
the market’s requirements.
A summary of these efforts in 2022 is provided in this ESG 
report prepared by our team. The report aims at providing 
you with an overview of our sustainability efforts and the 
fulfilment of our commitments to the community and the 
environment. We are proud to put this report in your hands.
The key asset of our Group is Olivia Centre – the largest 
business centre in northern Poland, which is the heart of the 
Gdańsk Metropolitan Area. We realise that our decisions and 
actions affect the environment in which we operate, so we 
take responsibility for it at every project stage. All our buil-
dings are designed and built to the highest environmental 
standards, as evidenced by their high building certification 
scores.
In March 2022, Olivia Centre’s buildings were certified for the 
second time with the highest possible WELL Health-Safety 
Rating, a data-driven, independently verified assessment of 
buildings by a certification body, focusing on the analysis of 
operational principles as well as occupancy and maintenan-
ce standards. In addition, in 2022, Olivia Star was awarded 
a BREEAM final certificate in the as-built phase, including 
tenant space fit-out (Fully Fitted) with a rating of Excellent.
Last year we decided to expand our business to the residen-
tial market and started the construction of the  Platynowa 
Park housing estate in Gdańsk. In turn, Olivia Centre itself will 
be enriched with new functions – implemented by the invest-
ments planned here - which confirms our long-standing 
Responsible construction
development policy toward a multifunctional space, open to 
residents and their needs.
Stable business 
and involved community
We help develop local businesses and economy by attracting 
further investment in the region to create new jobs. We acti-
vely support the activities of the local community associated 
with the Oliwa district in which Olivia Centre is located, for 
example, through the support of modernisation works in the 
neighbourhood, organising activities for children and senior 
citizens or supporting nearby schools.
Despite many challenges, at Olivia Centre, in the past year, 
we achieved record office lease results (92% of leased office 
space by the end of 2022). We attracted Residents repre-
senting new industries that were previously absent from our 
premises. Even though hybrid working has recently become 
more important, we recorded attendance in our buildings 
which is 45% higher than in the previous year and the highe-
st-ever number of events held at Olivia Centre. None of this 
would have been possible without the community centred 
around Olivia.
A particular expression of commitment came just hours after 
the Russian attack on Ukraine. Olivia Centre’s resident com-
panies and their employees, with our team’s full support and 
commitment, were ready to help their harmed neighbours. In 
addition to official organisational activities, many people felt 
the need to carry out additional personal initiatives to help. 
You can read about the details of these activities later in the 
report, which we strongly encourage you to do. The sponta-
neous yet effective activity of the Olivia Centre-related com-
munity has once again made us realise the importance of 
activities that build a sense of belonging and agency. With the 
ongoing war across our eastern border, community initiatives 
regarding relationships, employee engagement and concern 
for employee safety have become even more important.
2-22
Managment  
board letter

Tonsa Commercial
The priority for the next five years remains for us to maintain 
Olivia Centre’s status as a safe, healthy and friendly working 
and leisure environment, regardless of the changes affecting 
people’s working lives around the world. This includes being 
responsible for the projects we have implemented so far and 
setting ourselves even higher expectations for the projects we 
are planning.
All of Olivia Centre’s buildings are designed from the outset 
with environmental impact in mind, as evidenced by the 
BREEAM certificates and their high ratings. By using best exi-
sting practices affecting energy efficiency throughout the life 
cycle of the buildings, we achieve a relatively low operatio-
nal carbon footprint today. However, we are setting our sights 
higher than that and aim to achieve climate neutrality by the 
end of 2045.
The report we are submitting to you summarises everything 
that is most relevant to environmentally and socially respon-
sible projects. We are proud to present the Tonsa Group’s ESG 
report, a compendium of our activities in 2022, taking into 
account global reporting standards.
We welcome you to read the report and wish you every suc-
cess on our shared path of responsible business.
What’s next
Maciej Grabski
Markus Josef Leininger
David Luksenburg
Jeroen Edwin Missaar
The document 
was signed 
with a qualified 
electronic signature
Management Board of Tonsa
Commercial REI N.V.
Managment  
board letter

The Tonsa Commercial REI N.V. Group is a recognised 
developer and manager in the property market. We are 
experienced in constructing and leasing high-quality, 
multifunctional and environmentally friendly commercial 
and residential properties.
We 
consider 
Olivia 
Centre 
our 
greatest 
success  
– the largest business centre in Poland and one of the 
largest in Europe. It consists of seven buildings compri-
sing the service, retail, educational, healthcare, enter-
tainment and cultural functions in addition to the office 
space. This multifunctionality becomes a perfect part of 
the 15-minute city, which refers to the goals of the Susta-
inable Development Agenda 2030, especially since the 
environmental and social friendliness of Olivia Centre has 
been confirmed by the BREEAM and WELL Health-Safety 
Rating certificates.
Last year we decided to expand our business to the resi-
dential market and started the construction of the Olivia 
Platynowa Park estate in Gdańsk. We also own land at 
Stężycka Street in Gdańsk, intended for another residential 
development. According to the aforementioned 15-minute 
city concept, Olivia Centre will also be enriched with new 
functions - they are to be implemented by the invest-
ments planned here. Introducing new functions to Olivia 
confirms our long-standing development policy toward  
a multifunctional space open to residents and their needs. 
The Tonsa Group
2-1
2-6
About us
Chapter 2

About us
Key achievements in 2022
We signed leases for
30 000 m2
We reduced scope 1 and scope 2 
emissions intensity 
by 21%
compared to the base year
We renewed our WELL HSR 
certification and maintained the 
world’s highest level of
25/25 points
1680 events
 were held at Olivia Centre
We handled
13 500
notifications from Residents
We welcomed
18 new resident 
companies
to Olivia Centre
Tonsa Commercial
What sets us apart
201-1
203-2
We have over
15 years 
of experience
We have constructed
7 BREEAM certified 
commercial buildings
Olivia Centre buildings 
have achieved
25/25
points in WELL HSR 
certification
We operate
270 000 m2
of the total area 
of Olivia Centre
We have
175 000 m2
of lettable space
We are trusted 
by approximately
100
resident companies
At Olivia Centre, we have 
created workstations for
15 000 people
We have enriched the 
property market with
48 new 
apartments

Our projects
2-6
203-1
This project is of personal 
importance to me.
I find it meaningful that I am building a business centre in my 
hometown. I want to contribute to the best possible manage-
ment and development of Gdańsk and the region. A modern 
business centre in the heart of the metropolis is, in my opi-
nion, a great showcase of Gdańsk, the Tri-City and the entire 
Pomeranian region.
Maciej Grabski,
Director
Olivia Centre
Olivia Centre’s location
Olivia Centre is our main asset. The target size of the centre 
will exceed 300,000 m2; it currently has 270,000 m2. It com-
prises seven buildings on the main urban artery, Grunwaldz-
ka Avenue, in the heart of the Tri-City agglomeration, in the 
Oliwa district of Gdańsk.
Tonsa Commercial
Business model
2-6
We are primarily engaged in constructing, maintaining and 
developing sustainable commercial and residential buildin-
gs. But that’s not all. We are an integral part of the Tri-City. 
Together with our Residents, we create new jobs and care for 
the immediate surroundings and the local community. From 
the beginning, we have been determined not only to design 
modern buildings but also – through numerous non-business 
projects – to build unique relationships with the city and our 
closest neighbours.
Land 
purchase
Property 
development 
projects
Design and arran-
gement of space 
in buildings
Commercialisation 
or sale
Active real estate 
management
Community 
building
About us

Football Stadium 
in Gdańsk
Olivia 
Sports Hall
Overground 
metro
Bus 
stops
Tonsa Commercial
Olivia
Centre
University 
of Gdansk
Tri-City 
Landscape Park
Oliwa
Park
Sopot
Pier
Tram
stops
Oliwa 
- residential 
district
Old 
Town
About us

The community which we have created over 
the years by organising hundreds of different 
events and which positively influences the 
Residents’ well-being and development.
Proximity to nature, 
i.e. 
approximately  
26,000 m2 of outdoor green space and Olivia 
Garden: 740 m2 filled with 4,000 plants of as 
many as 150 species, many of which intensely 
ionise and purify the air.
Infrastructure 
supporting 
micromobility,  
by providing features to encourage the choice 
of emission-free modes of transport.
Tonsa Commercial
The idea of a sustainable city
We are a responsible investor, so it is important for us to integrate the property into the urban 
space and fabric. In the design process, what we consider significant is the synergy of three areas: 
the environment, community, and rational financing. This approach is in line with our strategy 
and mission. Only this combination enables allows us to create multifunctional property certified 
according to prestigious international classifications.
The most important elements which distinguish Olivia Centre:
Multifunctionality that is a trendsetter in the 
property market, and also affects the local 
and regional infrastructure and economy.
Quality that guarantees the 
highest level of user comfort.
Safety of use of the buildings by Olivia’s 
Residents and visitors.
Healthy spaces where we use some of the 
best air filter classes (F7) and air ionisers.
About us

Tonsa Commercial
Olivia is definitely more than just business, which is why in 
2022 we decided to remove the word business from the name 
Olivia Business Centre. While it is true that space serving an 
office function makes up the vast majority of Olivia’s space, 
we have also been implementing service, retail, educatio-
nal, healthcare, entertainment and cultural functions here 
for many years. It is through the following segments that we 
ensure Olivia’s multifunctionality and its alignment with the 
concept of sustainable, 15-minute cities.
Multifunctionality
Entertainment, culture and recreation
•	 Olivia Garden
•	 Observation deck on the 32nd floor of Olivia Star
•	 Olivia Star lobby
•	 Events on the 32nd, 33rd and 34th floor of Olivia Star
•	 Conference rooms
•	 Chillout zones
•	 Meetings in Olivia passion clubs
•	 Patio events
Food services
•	 12 restaurants
•	 Cafés
•	 Bakeries
•	 Grocery shops
•	 Food trucks
Health and beauty
•	 24/7 Fitness Club with an area of 2,500 m2
•	 Medical Centre
•	 Dental Clinic
•	 Ophthalmologist and optician
•	 Pharmacy
•	 Yoga in Olivia Garden, Sky Club and O4 Coworking
•	 Hairdresser’s and beauty parlour
Education
•	 Kindergarten and nursery
•	 Primary and secondary school
•	 Training institutions
•	 Training in Olivia Centre’s conference rooms,  
O4 Coworking and Olivia Star Top
Other
•	 Apartment sales agents
•	 Car wash
•	 Tyre replacement
•	 Household goods
•	 Parcel locker
Financial services
•	 Banks and ATMs
•	 Insurance company
•	 Brokerage house
Infrastructure supporting micromobility
•	 Car charging stations
•	 Bicycle repair points
•	 Publicly accessible scooters, including electric scooters,
•	 Scooter lockers with a charging system for electric models,
•	 Several hundred bicycle racks and (in each building)  
changing rooms with showers available for cyclists.
About us

Olivia 
Six
Olivia 
Prime A
Olivia 
Prime B
Tonsa Commercial
Location of Olivia Centre buildings
Olivia 
Point
Olivia 
Four
Olivia 
Gate
Olivia 
Star
Olivia 
Tower
About us

Awards and 
distinctions
•	 BREEAM certificate, rating Very Good 
•	 Europa Property Global Occupier Forum & Green Buildings 
Awards 
•	 BREEAM Precertified 
•	 Environmentally Friendly Project Award from BOŚ Bank
•	 Greenery around the building 
•	 Greenery on the roof 
•	 Flexible spaces 
•	 BMS 
•	 LED lighting 
•	 Changing rooms and bicycle racks 
•	 Individual utility meters 
•	 Heat pumps and high-efficiency heat exchangers
•	 Operable windows 
•	 Air conditioning 
•	 6 lifts 
•	 High-performance air handling units with humidification 
•	 Temperature controllers 
•	 Filters to ensure very good indoor air quality 
•	 A system of display screens to communicate with the Residents, 
informing them of Olivia’s events, courses and services 
•	 Smart parking system allowing contactless entry to car parks 
and garage halls (number plate identification) 
•	 Free and unlimited admission to Olivia Garden and the Observa-
tion Deck for the Residents
•	 Two 24/7 reception desks 
•	 CCTV with visuals analysis 
•	 24/7 physical security
•	 Access control system 
•	 24/7/365 equipment and user safety monitoring service 
•	 Full integration of security systems 
•	 Smoke, heat and flood detectors 
•	 Weather station 
•	 Extensive radio communication system 
•	 Key depository system 
•	 Notification system - digital passenger and goods traffic control 
•	 Building emergency power supply system (central UPS batteries 
and generator set) 
•	 Two independent operator network lines 
•	 AED
Ecology
User 
comfort
Security
Tonsa Commercial
Olivia
Gate
Olivia Gate is the “gate” to Olivia’s heart – the main 
entrance to the publicly available patio bordering 
other buildings clustered around it. At the same time, 
Olivia Gate opens onto the body of Olivia Hall, in clo-
se proximity to the university campus.
30 514 m2
28 660 m2
17 054 m2
3
Total 
area
Floor 
area
Leased 
area
Entrances
About us

•	 BREEAM certificate, rating Very Good 
•	 Construction Site of the Year in the competition held by the PZITB 
(Polish Association of Construction Engineers and Technicians)
•	 Greenery around the building 
•	 4 terraces 
•	 Green roof 
•	 Flexible spaces 
•	 BMS 
•	 LED lighting 
•	 Changing rooms and bicycle racks 
•	 Individual utility meters 
•	 Energy saving devices and systems
•	 Operable windows 
•	 Air conditioning 
•	 8 lifts 
•	 4 terraces 
•	 High-performance air handling units with humidification 
•	 Temperature controllers 
•	 Filters to ensure very good air quality
•	 A system of display screens to communicate with the Residents, 
informing them of Olivia’s events, courses and services 
•	 Smart parking system allowing contactless entry to car parks 
and garage halls (number plate identification) 
•	 Free and unlimited admission to Olivia Garden and the Observa-
tion Deck for the Residents
•	 Three 24/7 reception desks 
•	 CCTV with visuals analysis
•	 24/7 physical security 
•	 Access control system 
•	 24/7/365 equipment and user safety monitoring service 
•	 Full integration of security systems 
•	 Smoke, heat and flood detectors 
•	 Weather station 
•	 Extensive radio communication system 
•	 Key depository system 
•	 Notification system – digital passenger and goods traffic control 
•	 Building emergency power supply system (central UPS batteries 
and generator set) 
•	 Two independent operator network lines
Tonsa Commercial
Olivia
Point&Tower
Olivia Point&Tower is more than just a business spa-
ce. With the Olivia Sky Club conference space, it also 
helps the Olivia community and the residents of the 
Tri-City to become involved. Conferences, courses, 
social debates, workshops and cultural events are 
held here.
38 780 m2
34 035 m2
23 854 m2
3
Awards and 
distinctions
Ecology
User 
comfort
Security
Total 
area
Floor 
area
Leased 
area
Entrances
About us

•	 BREEAM certificate, rating Excellent 
•	 WELL Health and Safety certificate 
•	 Pomorskie Sztormy Award 
•	 Distinction in 5th PLGBC Green Building Awards
•	 Greenery around the building 
•	 Green roof 
•	 Flexible spaces 
•	 BMS 
•	 LED lighting 
•	 Changing rooms and bicycle racks 
•	 Individual utility meters 
•	 Energy saving devices and systems 
•	 Windows fitted with reed relays
•	 Operable windows 
•	 Air conditioning 
•	 4 lifts 
•	 High-performance air handling units with humidification 
•	 Temperature controllers 
•	 High-grade air filters 
•	 A system of display screens to communicate with the Residents, 
informing them of Olivia’s events, courses and services 
•	 Smart parking system allowing contactless entry to car parks 
and garage halls (number plate identification) 
•	 Free and unlimited admission to Olivia Garden and the Observa-
tion Deck for the Residents
•	 24/7 reception desk 
•	 CCTV with visuals analysis 
•	 24/7 physical security 
•	 Access control system 
•	 24/7/365 equipment and user safety monitoring service 
•	 Full integration of security systems 
•	 Smoke, heat and flood detectors 
•	 Weather station 
•	 Extensive radio communication system 
•	 Key depository system 
•	 Notification system – digital passenger and goods traffic control 
•	 Building emergency power supply system (central UPS batteries 
and generator set) 
•	 Two independent operator network lines
Tonsa Commercial
Olivia
Four
Olivia Four was the first of Olivia’s buildings to be 
awarded the ecological BREEAM certificate with the 
rating Excellent. The same rating was held at that 
time by, among others, The Shard, the tallest and 
most modern building in London, standing at over 
300 metres tall.
The distinguishing feature of Olivia Four’s architectu-
re is the green roof that absorbs rainwater. This wa-
ter is collected in retention reservoirs and then used 
for the day-to-day maintenance of the property.
23 051 m2
20 760 m2
14 706 m2
1
Awards and 
distinctions
Ecology
User 
comfort
Security
Total 
area
Floor 
area
Leased 
area
Entrances
About us

•	 BREEAM certificate, rating Excellent 
•	 WELL Health and Safety certificate 
•	 CEE Shared Services and Outstanding Awards 
•	 Nomination in the Prime Property contest
•	 Green roof 
•	 Greenery around the building 
•	 Flexible spaces 
•	 BMS 
•	 LED lighting
•	 Motion detectors 
•	 Changing rooms and bicycle racks 
•	 Individual utility meters
•	 Energy saving devices and systems 
•	 Triple-glazed glass façade 
•	 Windows fitted with reed relays 
•	 Freecooling
•	 Operable windows with automatic air conditioning switch off 
when a window is open
•	 Air conditioning 
•	 6 lifts 
•	 High-performance air handling units with humidification 
•	 Temperature controllers 
•	 High-grade air filters
•	 A system of display screens to communicate with the Residents, 
informing them of Olivia’s events, courses and services 
•	 Smart parking system allowing contactless entry to car parks 
and garage halls (number plate identification) 
•	 Free and unlimited admission to Olivia Garden and the Observa-
tion Deck for the Residents
•	 24/7 reception desk 
•	 CCTV with visuals analysis 
•	 24/7 physical security 
•	 Access control system 
•	 24/7/365 equipment and user safety monitoring service 
•	 Full integration of security systems 
•	 Smoke, heat and flood detectors 
•	 Weather station 
•	 Extensive radio communication system 
•	 Air ionisers 
•	 Key depository system 
•	 Notification system – digital passenger and goods traffic control 
•	 Building emergency power supply system (central UPS batteries 
and generator set) 
•	 Two independent operator network lines
Tonsa Commercial
Olivia
Six
Olivia Six was built as one of Poland’s most environ-
mentally friendly buildings. It is the first such buil-
ding in Poland to have a triple-glazed glass façade, 
which significantly reduces the impact of external 
conditions on the temperature in the offices, thus 
minimising the need to cool the rooms in summer 
and heat them in winter. All this was made possible 
by the highest quality materials and state-of-the-art 
engineering solutions concerning, for example, aco-
ustics, ventilation and lighting.
31 381 m2
27 761 m2
17 366 m2
2
Awards and 
distinctions
Ecology
User 
comfort
Security
Total 
area
Floor 
area
Leased 
area
Entrances
About us

Olivia Star is one of the most modern green high-rise 
buildings in Poland. It is the first of its kind in the co-
untry to have a natural ventilation system on all offi-
ce floors. Tilting façade sections allow each room to 
be individually ventilated with fresh air. Interestingly, 
the building is heated by heat from under the gro-
und (the special rods of the environmentally friendly 
heating system reach 100 meters into the soil below 
the bottom floor). Olivia Star uses the best available 
water-saving solutions, confirmed by the BREEAM 
post-construction certificate received in 2022 – the 
building met 100% of this global standard’s require-
ments in the water conservation category. Energy-
-efficient, equipped with the fastest lifts in northern 
Poland (with the option of energy recovery), and 
multifunctional, the green Olivia Star is a showcase 
of Olivia Centre and an embodiment of the enormo-
us possibilities of the Group.
67 672 m2
59 791 m2
43 700 m2
9
Tonsa Commercial
Olivia
Star
Olivia Star is 180 metres tall, which makes it the 
tallest building in the Tri-City and one of the tallest 
buildings in Poland. The height of Olivia Star refers to 
the birth of Solidarity in Gdańsk in August 1980 and 
the architecture of its summit to the neighbouring 
Olivia Hall.
Olivia Star’s top storeys are accessible to the public. 
There are, among others: an external Observation 
Deck over 120 metres above the ground, restaurants 
and a conference centre for 400 people.
From the highest floor of Olivia Star, located over 130 
metres above the ground, one can see, for exam-
ple, the Bay of Gdańsk, Orłowo Cliff, ports in Gdynia 
and Gdańsk, Sopot Pier, Hel Peninsula, Vistula Spit,  
Tri-city Landscape Park and many other sights.
Olivia Star is connected to a glazed conservatory. 
During the day, it serves as a meeting and relaxation 
point for employees. It is a great place for breakfast, 
lunch and dinner. In the afternoons and evenings, 
Olivia Garden also serves as a centre of cultural and 
artistic events.
Olivia Star is exceptional not only in terms of its sha-
pe or the multiple possibilities of using its floor space. 
The building’s designers paid particular attention to 
increasing user comfort, implementing solutions that 
reduce the carbon footprint, energy and water con-
sumption, and using high-quality materials, devices, 
installations and systems. A maximum level of safety 
for people was also ensured.
About us
Total 
area
Floor 
area
Leased 
area
Entrances

•	 24/7 reception desk 
•	 CCTV with visuals analysis 
•	 24/7 physical security 
•	 Access control system 
•	 24/7/365 equipment and user safety monito-
ring service 
•	 Full integration of security systems 
•	 Smoke, heat and flood detectors 
•	 Weather station 
•	 Extensive radio communication system 
•	 Key depository system 
•	 Notification 
system 
– 
digital 
passenger  
and goods traffic control 
•	 Building emergency power supply system 
(central UPS batteries and generator set) 
•	 Two independent operator network lines 
•	 Automatic fire extinguishing devices 
•	 Gaseous fire suppression system in server  
rooms 
•	 AED
Olivia Star is 
180 metres 
tall, which 
makes it the 
tallest buil-
ding in the 
Tri-City
Tonsa Commercial
Olivia
Star
•	 BREEAM certificate, rating Excellent
•	 WELL Health and Safety certificate 
•	 CEE Investment & Green Building Awards 
•	 Nomination for the Prime Property 
•	 CIJ Awards Poland in the Best Interior Design/
Exterior Design category for Olivia Garden 
•	 European Property Awards in the Landscape 
Architecture category for Olivia Garden
•	 Greenery 
around 
the 
building 
and 
on  
the terrace 
•	 Heating system with heat pumps using 
geothermal springs 
•	 Individual utility meters 
•	 Flexible spaces 
•	 BMS 
•	 LED lighting 
•	 Motion detectors 
•	 Changing rooms and bicycle racks 
•	 Triple-glazed glass façade 
•	 Freecooling 
•	 Energy saving devices and systems
•	 Observation Deck 
•	 Winter garden 
•	 Chillout zones 
•	 Windows fitted with magnetic reed relays 
•	 Air ionisers 
•	 High-performance air handling units with  
humidification 
•	 Air conditioning 
•	 Conference rooms 
•	 22 lifts 
•	 Temperature controllers 
•	 2 terraces 
•	 High-grade air filters 
•	 A system of display screens to communicate 
with the Residents, informing them of Olivia’s 
events, courses and services 
•	 Smart parking system allowing contactless  
entry to car parks and garage halls (number 
plate identification)
•	 Free and unlimited admission to Olivia Garden 
and the Observation Deck for the Residents
About us
Awards and 
distinctions
Ecology
User 
comfort
Security

GROUND FLOOR: 
OLIVIA GARDEN
A 9-metre high exotic garden with 
an area of 740 m2 and a mezzanine 
of over 100 m2. The garden contains 
4,000 plants from over 150 species. 
In 2021, the garden won a prize in the 
CIJ Awards Poland contest in the Best 
Interior Design/Exterior Design ca-
tegory, and in 2022 the garden was 
distinguished by the 2022 European 
Property Awards.
THE SPACE AROUND 
THE BUILDING
•	 publicly accessible patio
•	 pocket garden
•	 bicycle repair points
•	 more than 1,600 parking spaces
•	 electric car charging points
•	 publicly accessible scooters, inclu-
ding electric scooters
•	 scooter 
lockers 
with 
charging  
system for electric models
•	 several hundred bicycle racks and, 
in each building, changing rooms 
with showers available for cyclists
Tonsa Commercial
FLOOR 32
Vidokówka restaurant and the public-
ly accessible Observation Deck with 
a 360 degree panorama of Oliwa, 
Gdańsk and Gdynia. Visitors can also 
count on good food, intimate concerts 
and other cultural attractions.
FLOOR 34
At over 130 metres above the ground, 
there is a multifunctional conference 
centre with a unique view of the Tri-
-City and an acoustic, stucco-deco-
rated ceiling suspended more than 7 
metres above the guests. It is a unique 
event space for up to 400 people.
FLOOR 33
Restaurants: Treinta y Tres serving Me-
diterranean dishes and Arco by Paco 
Pérez, run by one of the most prize-
-winning chefs in the world. Located 
in Europe’s largest cities, restaurants 
run by Paco Pérez are distinguished 
by a total of five prestigious Michelin 
stars.
Olivia
Star

•	 BREEAM certificate, rating Excellent 
•	 WELL Health and Safety certificate 
•	 EuropaProperty CEE Investment & Green Building Awards
•	 Green roof and loggias 
•	 Greenery around the building 
•	 Freecooling 
•	 Triple-glazed glass façade 
•	 Flexible spaces 
•	 BMS 
•	 LED lighting 
•	 Motion detectors
•	 Changing rooms and bicycle racks 
•	 Energy saving devices and systems 
•	 Condensate recovery system 
•	 Individual utility meters 
•	 Windows fitted with reed relays
•	 19 green loggias 
•	 6 terraces 
•	 Operable windows 
•	 Air ionisers 
•	 High-grade air filters (F7) 
•	 Air conditioning 
•	 16 lifts 
•	 High-performance air handling units with humidification
•	 Temperature controllers 
•	 High-grade air filters 
•	 A system of display screens to communicate with the Residents, 
informing them of Olivia’s events, courses and services 
•	 Smart parking system allowing contactless entry to car parks 
and garage halls (number plate identification) 
•	 Free and unlimited admission to Olivia Garden and the  
Observation Deck for the Residents
•	 Two 24/7 reception desks 
•	 CCTV with visuals analysis 
•	 24/7 physical security 
•	 Access control system 
•	 24/7/365 equipment and user safety monitoring service 
•	 Full integration of security systems 
•	 Smoke, heat and flood detectors 
•	 Weather station 
•	 Extensive radio communication system 
•	 Key depository system 
•	 Notification system – digital passenger and goods traffic control 
•	 Building emergency power supply system (central UPS batteries and 
generator set) 
•	 Two independent operator network lines 
•	 Emergency water tanks 
•	 AED
Tonsa Commercial
Olivia
Prime
Together, Olivia Prime A and Olivia Prime B are the 
largest high-rise building in Poland. The structu-
re of Olivia Prime follows the rules of biophilic de-
sign, which makes it extremely user-friendly. The 
main idea that guided the creation of Olivia Prime 
was to care for the well-being of its users. Intere-
stingly enough, Olivia Prime A is full of art. The lift 
halls are galleries, as it were, where you can admire 
the works of Tri-City artists such as Seikon, Looney, 
Tuse, Rdest, Patrycja Podkościelny and Mikołaj Sa-
łek/Workshop91.
75 970 m2
71 000 m2
55 447 m2
9
Awards and 
distinctions
Ecology
User 
comfort
Security
Total 
area
Floor 
area
Leased 
area
Entrances
About us

Tonsa Commercial
Our projects
Olivia Centre is our main asset, but last year we decided to 
diversify our business and expand into the residential market. 
In our real estate portfolio, we have land for commercial and 
residential development. In Q2 2022, we started the Platyno-
wa Park residential development on one of our pieces of land.
Olivia Home
Platynowa Park is a development using innovative technolo-
gy and taking into account the requirements of sustainable 
construction, comprising two small residential buildings sur-
rounded by greenery, close to revitalised Orunia Park and the 
Augustowska water retention reservoir.
The project is distinguished by:
•	 proximity to vast green and recreational grounds,
•	 developed infrastructure of the mature Orunia district,
•	 easy access to public transport.
As a result, all the amenities needed for living are within wal-
king distance.
Platynowa Park
Two small residential buildings 
surrounded by greenery, close to 
revitalised Orunia Park and the 
water retention reservoir
About us

Entertainment, culture and recreation
Orunia Park
Augustowska water reservoir
Orana amphitheatre
Five Brothers Hill
Vantage point
Playgrounds
Tonsa Commercial
Platynowa 
Park
About us
Food services
Medical Centre
Veterinary clinic
Pharmacies
Dentists
Other
Playgroups
Primary school
Church
General stores
Services
Sport
Fitness clubs
Sports fields
Tennis courts
Outdoor gyms
Cycling paths
Bowling alley
Restaurants
Cafés
Bakeries
Grocery shops
Healthcare

•	 Third place in the Best Project in Gdańsk category from  
rynekpierwotny.pl in its quarterly ranking of the year 2022
•	 Over 2,000 m2 of mixed greenery 
•	 Rain gardens 
•	 Bird feeders 
•	 Energy-efficient systems and appliances 
•	 Electric car parking spaces with charging stations 
•	 Bike parking spaces and a repair station 
•	 Close to green areas 
•	 Bright façade as overheating protection
•	 Practical flat layouts 
•	 “Turn-key” flats 
•	 Furnishings available in three alternatives 
•	 Flat designs prepared by recognised Design Anatomy architects 
•	 Cosy development 
•	 Developed infrastructure 
•	 Playground 
•	 Vast recreational areas 
•	 Accessibility to persons with disabilities 
•	 Infrastructure conducive to a healthy lifestyle 
•	 Structural landscaping conducive to meetings in the neighbourhood 
•	 Silent lifts 
•	 Mechanically assisted ventilation
Tonsa Commercial
Olivia
Home
In designing the two small buildings, we have taken 
care of the comfort of the future residents. The es-
tate will have both garage hall parking spaces, 50% 
of which will be equipped with car charging sockets 
and ground-level spaces. We plan a relaxation area 
with a summer house open to residents, rain gar-
dens with hydrophytic plants, a flower meadow, bird 
feeders, bicycle parking, a bicycle and scooter repair 
station and a playground. The estate is not fenced 
off, making it accessible to all, which is good for the 
assimilation and intermingling of the new communi-
ty with the local one.
Total 
area
4 257 m2
3 399 m2
Number 
of flats
48
Number 
of buildings
2
Plot 
area
Construction 
completion
2nd half of 2023
Green 
area
2 017 m2
Awards and 
distinctions
Ecology
User 
comfort
About us

Residents of Olivia Centre
Our Residents, as this is what we call our Tenants 
and persons working in Olivia Centre, are our 
most important Stakeholders. We have developed 
and maintained long-term, mutually beneficial relationships. 
The most important forms of dialogue with the Residents are:
•	 day-to-day relationships
•	 dedicated Olivia’s assistants,
•	 sports and hobby clubs,
•	 quarterly meetings with the Residents,
•	 occasional and special events,
•	 screens in Olivia’s corridors and lifts,
•	 My Olivia app,
•	 contact by phone and e-mail,
•	 newsletter (GetResponse),
•	 Mobile reporting system,
•	 surveys.
Customers of Olivia Home
Owing to the expansion of our business into the 
residential market and the start of sales of flats 
at the Platynowa Park residential estate, Olivia 
Home’s customers have also joined our Stakeholders in the 
past year. We communicate with them through the following 
channels:
•	 face-to-face meetings,
•	 social media,
•	 the website,
•	 online meetings,
•	 phone,
•	 e-mail.
Relationships 
with the surroundings
Tonsa Commercial
When preparing this report, we identified six groups of Sta-
keholders, i.e. individuals who we impact and impact us. We 
endeavour to learn about their needs on an ongoing basis 
to jointly determine the optimum terms and conditions of 
cooperation. Respecting their opinions, we include them in 
our decision-making processes.
The Resident Relations Department, the Communication 
Department and the dedicated people who respond to their 
day-to-day needs and expectations have helped build positi-
ve relationships with the Stakeholders. The most important for 
us is direct contact, including talks with our Residents, clients, 
business partners and the local community.
We identified the following Stakeholders:
Key Stakeholders
2-29 
3-1 
3-2 
3-3 
Residents 
of Olivia Centre
Employees 
and Associates
Investors 
and Lenders
Local Community 
and Administration
Subcontracts 
and Suppliers
Customers 
of Olivia Home
About us

Investors and Lenders
Investors and Lenders help us finance investments 
that build the Group’s value. The most important 
forms of dialogue with Investors and Lenders are:
•	 face-to-face meetings and conferences,
•	 current and periodic reports,
•	 financial statements,
•	 our website,
•	 contact with experts, agents, auditors and law firms,
•	 conversations by phone and e-mail,
•	 press releases.
Local Community and Administration
An important voice, taken into account by us in 
particular when designing upcoming projects, 
belongs to local communities and administration. 
Dialogue with our environment and understanding its needs 
are crucial for us. The Group cares about the development 
of not only a specific area related to our project but also of 
the city of Gdańsk and the entire region. The most important 
forms of dialogue with the local community are:
•	 local events, conferences and face-to-face meetings,
•	 social media,
•	 contact by phone and e-mail,
•	 display screens in Olivia Centre’s corridors and lifts,
•	 activities carried out with the support of local  		
	
	
	 authorities.
Subcontracts and Suppliers
Our Subcontractors and Suppliers provide us with 
services and goods needed to build, expand and 
maintain the property at every stage and area 
of its operation. The most important forms of dialogue with 
Subcontractors and Suppliers are:
•	 conversations by phone and e-mail,
•	 face-to-face meetings and conferences,
•	 our website.
Tonsa Commercial
Employees and Associates
Teams consisting of employees and associates of 
the Group and related entities are responsible for 
the ongoing and efficient operation of our Group. 
Keeping in mind close cooperation, long-term relationships 
between the teams and the objectives of this report, this 
information applies to the employees and associates mentio-
ned above. The most important forms of dialogue between 
us are: 
•	 engagement ambassador’s meetings;
•	 regular meetings with companies,
•	 integration meetings,
•	 operational meetings,
•	 online meetings, mainly during the pandemic,
•	 day-to-day relationships,
•	 surveys: employee and associate satisfaction.
The Head of the HR Department holds biweekly engagement 
ambassador meetings, which provide an excellent opportu-
nity for constructive dialogue between colleagues.
The Group’s main objectives are presented and discussed in 
detail at regular meetings involving the whole company to 
ensure they are fully understood and widely adopted. While 
the core values remain the same, different ways of imple-
menting and focusing on them are adjusted to the current 
needs. Owing to the above meetings, all of Olivia’s employ-
ees and associates are kept informed about priorities, key 
decisions and results already achieved. Importantly, through 
constant two-way communication, they have a real impact 
on the company’s operations.
Olivia’s employees and 
associates are kept informed 
about priorities, key decisions 
and results already achieved
About us

Tonsa Commercial
In 2022, we undertook a number of activities to re-analyse 
the Group’s key ESG issues, and, in line with the principle 
of double materiality, we included our Stakeholders in this 
process.
1.	 We have updated the information on our Stakeholders.
Regarding expanding the business into the residential 
market, we added another group to our key Stakeholders 
– Olivia Home’s customers. We have also revised informa-
tion on mutual influences.
2.	 We developed a list of potentially relevant issues.  
To do so, we used the results of our Stakeholder survey, 
published in the previous ESG Report, our own and other 
real estate companies’ experiences, and global best prac-
tices and recommendations, primarily the GRI 2021 and 
WSE standard guidelines.
3.	 We conducted an analysis to determine the materiality 
of each of the 25 key issues. The survey was performed 
individually for each identified Stakeholder group and 
included both expert workshops and direct questionna-
ires. We started the study at the ESG Club meeting held 
for Olivia Centre Residents on 7 December 2022. We then 
directed the survey to a wider group of Stakeholders, 
which resulted in obtaining the views of 117 representati-
ves of each Stakeholder group. We integrated the survey 
results with an assessment of mutual influences to create 
a materiality matrix for ESG issues.
Topic materiality matrix
About us

Creation of multi-functional infrastructure (the idea of a susta-
inable city) 
User health and safety
Community involvement and relationships with local communities
Counteracting discrimination
Charitable activity
Certificate confirming the care of the users’ health (e.g. WELL 
HSR)
Society
The matrix shows the materiality of the following issues in the various ESG areas:
1
2
3
4
5
6
Page 9
Page 31
Page 32
Page 69
Page 29
Page 41
Corporate governance
Ethics and corruption counteraction
Child labour counteraction
Forced labour counteraction 
Diversity and equal treatment
Human rights
Employee rights 
Fair competition rules 
Sustainable supply chains 
Freedom of association 
Customer privacy and data security 
Responsible marketing
7
8
9
10
11
12
13
14
15
16
17
Page 69
Page 69
Page 69
Page 69
Page 69 
Page 69 
Page 69 
Page 65
Page 69
Page 74
Page 74
Environment
Resistance to climate change
Efficient use of water 
Biodiversity and green infrastructure 
Green energy
Cooperation for sustainable development 
Carbon footprint reduction
Responsible material purchases and waste 25 
Environmental certificate (e.g. BREEAM)
18
19
20
21
22
24
23
25
Page 52
Page 63
Page 64
Page 57
Page 47
Page 57
Page 65
Page 50
Tonsa Commercial
The results of the analysis are presented in the matrix below.
25
6
17
34
Importance for Stakeholders
Impact on us
5
5,5
6
6,5
7
7,5
8
8,5
9
10
10,5
11
8
Corporate governance
Environment
Social
5
4
23
24
15
16
22 14
13
21
12
11
20
19
9,5
9
3 10
8
18
2
1
7
We integrated the survey results 
with an assessment of mutual 
influences to create a materiality 
matrix for ESG issues
About us

Tonsa Commercial
The survey showed the most significant issues from the Sta-
keholders’ point of view as mentioned below:
SOCIETY
•	 Creation of multi-functional infrastructu-
re (the idea of a sustainable city)
•	 User health and safety
•	 Community involvement and relation-
ships with local communities
ENVIRONMENT
•	 Resistance to climate change
•	 Efficient use of water
•	 Biodiversity and green infrastructure
CORPORATE GOVERNANCE
•	 Ethics and corruption counteraction
•	 Child labour counteraction
•	 Forced labour counteraction
All the topics mentioned above are described in detail in the 
various chapters of this report. In 2022, we focussed even 
more on building and developing the community, which has 
become our great asset and distinguishing feature.
About us

We have 
10 passion 
clubs
We are implementing 
the concept of a
15-minute 
city
We renewed our WELL HSR 
certification and maintained 
the level of
25/25 points
We held
9 campaigns
aimed at aid to Ukraine
Olivia Centre 
means workstations 
for nearly
15 000 people
In March 2022 
we transported nearly
1 ton of gifts
for the refugees from Ukraine 
to the Polish Red Cross
We were the venue for
1680 events
Community
Chapter 3

Olivia Centre has come together 
even more than before as 
a community to make a joint 
commitment to help our neighbours 
across the eastern border
Our hearts are 
with Ukraine
Tonsa Commercial
Russia’s aggression against Ukraine has presented us with 
the formidable challenge of protecting our shared future and 
exceptional security concerns.
We acted intensively from 
the very first days of the war
3-3
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413-2
When planning events and campaigns for 2022, we did not 
know that we would be faced with the sudden need to organi-
se aid for war refugees from Ukraine. At the same time, since 
the outbreak of the war, Olivia Centre has come together 
even more than before as a community to make a joint com-
mitment to help our neighbours across the eastern border.
On 28 February, we started collecting the most necessary 
items for refugees from Ukraine at Olivia Centre, and already 
on 10 March, we transported nearly one ton of gifts donated 
mainly by the employees of Olivia’s companies to the Polish 
Red Cross warehouse in Gdańsk Wrzeszcz. Our Resident, 
Omida, helped us with the transport.
On 1 March, we started a fundraising campaign to equip 
friendly and comfortable care rooms for the youngest war 
refugees from Ukraine who, together with their mothers, 
were coming to Gdańsk from their war-stricken country. We 
collected over 11,000 zlotys under the Our Hearts with Ukra-
ine slogan. For the Gdańsk Helps Ukraine coordination point, 
we provided comfortable feeding chairs, baby changing 
tables, lockers, travel cots, blankets and necessary nursing 
accessories.
In last year’s edition of the Olivia Prize, the jury’s special 
award – the Olivia Impact – went to the Regional Volunteer 
Centre in Gdańsk for its comprehensive activities for refugees 
from Ukraine. The prize equivalent, i.e. ten thousand zlotys, 
was donated to help those in need.
On 28 March, a unique concert was held on the 34th floor of 
Olivia Star, during which Polish and Ukrainian artists, inc-
luding Olivia Centre Choir, performed. All income from the 
event was earmarked to help Ukraine and, more specifically, 
to provide layettes for the little ones who happily arrived in 
our city.
Community
On 2 April, in collaboration with the City of Gdańsk and the UP 
Foundation, as part of the Gdańsk Helps Ukraine initiative, we 
opened a Take&Go charity shop in Olivia Centre, where war 
refuge gathered in the community shop came from in-kind 
and financial collections, held with the support of Olivia 
Centre Residents and the people of Gdańsk. Volunteers ran 
the shop, including the employees of companies operating at 
Olivia Centre.
On 28 April, more than 120 children from families relocated 
from Ukraine attended a show by magician Bill Herz, one of 
the world’s most sought-after illusionists. Most of the invitees 
came from a temporary home for Ukrainian families set up 
near our centre in the Oliwa district. Olivia Centre provided 
the space of its year-round exotic garden and prepared free 
refreshments for the participants. The entire performance 
was interpreted in Ukrainian.
Late last year, we organised a collection of Christmas presents 
for children from Ukraine. We wanted to help the little ones 
from the war-stricken country experience a joyful Christmas. 
The collection lasted until 3 January, as traditionally, Ortho-
dox Christmas is celebrated on 7 January.
We were also privately involved in ensuring the safety and 
comfort of Ukrainian refugees. For example, we organised 
accommodation for Ukrainian families coming to the Tri-Ci-
ty – several managers offered places for refugees in their 
homes.

Tonsa Commercial
We collected nearly 
a tonne of gifts donated 
by employees of Olivia's 
companies
Olivia Centre was also a platform for aid to Ukraine arranged 
by our Residents. At the beginning of March, the ARCO by Paco 
Pérez and Treinta y Tres restaurants joined the Gdańsk Helps 
Ukraine campaign and donated all income from the sale of 
Ukrainian wine and original desserts to those who came from 
across the eastern border to Gdańsk. They also organised an 
auction to help the refugees and provided the opportunity to 
buy a pizza for people from Ukraine as part of the “Pinned 
Pizza” campaign. The rules were simple; anyone could buy 
any pizza they wanted, for which they received a receipt. The 
receipt was then pinned to a special board. A person in need 
could pick it up, and with the receipt, they could claim a pizza. 
Any Ukrainian citizen could also go up to the Observation Floor 
free of charge.
The O4 Coworking community became involved in helping 
their neighbours in their everyday life by launching the “Buddy” 
project. A Buddy, or mate, helped them face the challenge of 
finding their way in a new environment and was not only a tru-
sted source of knowledge but also a person to hang out with.
We filled 2022 with helping Ukraine, but not only. We also found 
space for activities of a different nature. At the end of the year, 
the Olivia Centre Choir’s debut album, “Good Tones,” was pre-
miered. The album was promoted at a special charity concert 
supporting the Relief Care Centre, which is under construction 
in Gdańsk on the initiative of the Hospice Foundation.
Cooperation with the Regional Fund for Environmental Pro-
tection and the OSTOJA Wildlife Rehabilitation Centre led to 
educational workshops on first aid to wild animals at Olivia 
Garden. Classes were held for two age groups: the first was 
aimed at children (its trans-language formula allowed for the 
broad involvement of Ukrainian children as well), while the 
second was dedicated to adults. In total, more than 100 people 
took part in the free workshops.
Community

» fire safety – fire protection in buildings, evacuation and 
fire protection pictograms, the logic of operation of  
a building’s engineering systems during a fire alarm, 
the voice alarm system/acoustic and optical signalling 
system, evacuation coordinators, assembly points, types 
and marking of fire extinguishing agents and their ways 
of use;
	» counter-intelligence prevention – training for our col-
leagues was conducted by the government’s Internal 
Security Agency.
•	 Within our competences, we organised in-kind aid for spe-
cific Ukrainian units fighting against the Russian aggressor. 
We provided them with, for example, uniforms, communi-
cation equipment, medical supplies and power generators.
In 2023, we will continue our efforts to train as many colleagu-
es and Residents as possible in the areas mentioned above. 
We will develop key topics and add new training blocks, such 
as survival (including urban survival). Evacuation lines will also 
be painted on the floors in the staircases of all the buildings, 
thus significantly facilitating evacuation, if needed. We intend 
to continue monitoring the current situation on the Ukrainian 
frontline and the dynamically changing geopolitical conditions, 
which substantially affect security. We will respond adequately 
to anything.
Tonsa Commercial
The war in Ukraine has prioritised 
security at Olivia Centre
The initial phase of the war and its development came with 
many unknowns. The scenarios we predicted included very 
pessimistic versions of the developments for our country and 
the region.
In view of the changing security requirements, we implemen-
ted a number of measures.
•	 Within the organisation, we set up a special interdiscipli-
nary team to develop possible operational scenarios and, 
based on these, prepare and implement security proce-
dures and ensure appropriate staffing and equipment for 
their implementation. As part of the team, persons were 
appointed to monitor the current situation on the frontline.
•	 We prepared a backup direction/command post.
•	 We secured additional in-kind resources (including medi-
cal equipment, dressings and extra fuel).
•	 We prepared and implemented relevant procedures,  
including evacuation procedures.
•	 We identified temporary shelters for all Residents, dele-
gated special tasks to our safety and security services and 
increased their vigilance.
•	 Throughout the centre, we improved and increased the 
parameters of radio communication installations and 
systems.
•	 We introduced a training system for our colleagues and 
Residents to raise their awareness and skills in the follo-
wing areas:
	» pre-medical first aid – the basics of cardiopulmonary 
resuscitation, massive bleeding, fractures, burns, dia-
gnosing respiratory arrest and loss of consciousness, 
use of AED, use of hand-held items for rescue opera-
tions, etc.;
	» crisis situations – hazard alert systems and methods, 
receiving information on hazards, mass murder 
response, responding to assaults, where to look for 
shelters/shelter, how to prepare the home, what sup-
plies to stockpile, what to put in an evacuation bac-
kpack, which parts of Poland are safer (is it safer in the 
city or the countryside), should cash and petrol be in 
place, how to secure possessions, how to behave with 
an enemy soldier, etc.;
Community

We want our activities and 
projects to meet recipients’ needs, 
both those of our Residents 
and the inhabitants of the Tri-City
We care for the local 
community
Tonsa Commercial
The community we create is our great asset and distinguishing 
feature. Last year, we attempted to create many opportunities 
not only for our Residents but also for the nearby inhabitants 
not working in our Centre to develop at Olivia personally and 
professionally, share common passions and hobbies, and 
take care of mutual relations, health and well-being.
We attach great importance to cooperation with local com-
munities. We want our activities and projects to meet reci-
pients’ needs, both those of our Residents and the inhabitants 
of the Tri-City. The results of last year’s survey conducted 
among our Residents demonstrated that as many as 87% of 
respondents are inhabitants of the Tri-City, including as many 
as 67% being citizens of Gdańsk.
The Olivia Centre community actively participates in local 
initiatives. We feel that we are an integral part of the environ-
ment in which we operate. Therefore, we try to influence our 
surroundings positively, particularly by caring for our closest 
neighbours. The local community also willingly takes part in 
our Group’s projects.
The most important thing for us, in terms of our relations with 
the local community, is for the Residents and entrepreneu-
rs to perceive Olivia from the point of view of the benefits 
they can obtain owing to it, both in the context of new jobs 
or making the region more attractive from the tourist point 
of view, as well as financial support for projects aimed at the 
development of the Oliwa district. We provide such support 
through, for example, the Oliwa Neighbourhood Budget.
The Budget is dedicated to the support of projects significant 
to the district. Beginning in 2019, the inhabitants, educational 
institutions and non-profit organisations have been propo-
sing their initiatives to develop the Oliwa district, the location 
of Olivia Centre. In last year’s edition of the Oliwa Neighbo-
urhood Budget, very diverse projects were submitted, cove-
ring areas such as integration, physical activity or education. 
In 2022, we funded the following three projects:
3-3
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Neighbourhood at the Gate
a project to organise integrative meetings in 
autumn and winter, providing attractions for the 
district’s youngest residents, senior citizens and 
guests from Ukraine who have settled in Oliwa.
Sports Grove
a project to install, on the premises of Prima-
ry School No. 35, publicly accessible devices for 
training and physical exercise, activating both 
the school’s students (during lessons and breaks) 
and other residents of Oliwa (during after-school 
hours).
Puppet-making workshops
a visual art project dedicated to the youngest 
residents of Oliwa, carried out periodically at 
the Oliwa Library, in schools and the temporary 
home for Ukrainian children and their mothers at 
23 Wita Stwosza Street.
Community

Tonsa Commercial
Last year, we were actively involved in the celebration of the 
75th anniversary of Jan Parandowski Primary School No. 35 
with Sports Classes in Gdańsk Oliwa. The culmination of the 
gala we organised was placing a message for posterity into 
a specially constructed Time Capsule, in which we played our 
part. The capsule is due to be opened exactly 25 years after 
the ceremony, on 3rd June 2047. On 4th June, as part of the 
anniversary celebrations, a festival was held, attended by the 
pupils, parents, teachers and graduates of Primary School 
No. 35, the local inhabitants and Olivia Residents. Together 
with the school, we prepared many attractions for that day, 
especially those dedicated to the youngest participants in the 
event. For them, it was the perfect Olivia Children’s Day. The 
agenda included, for example, the following:
concerts by rock bands, including: 
Tymon Tymański & Kosma,
concert of the Olivia Centre Choir.
Talent Show competition,
dancing shows,
football match,
quizzes for the audience,
roller skating lessons,
inflatable castles,
games for the youngest children,
tug-of-war,
ball matches,
orienteering,
acrobatic path,
food truck zone,
cafés and lemonade stalls.
The award for Olivia Centre was applied for by the director of 
the aforementioned Primary School No. 35. In the justification 
for the application, Ms Małgorzata Skwira, the headmistress 
of Primary School No. 35, emphasised Olivia’s exceptional 
long-term commitment to the local community, including 
supporting the social, artistic and sporting activities of young 
people in Gdańsk, educational projects, including many 
workshops aimed at environmental education, and charita-
ble actions supporting children and young people.
On 5th December 2022 Olivia Centre 
received an award from the Gdańsk 
City Council for activities for child-
ren and young people.
Community

We care for 
our Residents
Tonsa Commercial
Every year, we take steps to integrate our Residents, a group 
of almost 15,000 employees of companies based at Olivia 
Centre. We try to recognise their needs well and respond to 
them in the best possible way, going far beyond the traditio-
nal understanding of the role of an office centre. The result of 
our approach and commitment is the commercialisation rate 
of Olivia’s buildings. The vast majority of Residents stay with 
the Group longer, and they use office space more efficiently 
to benefit the natural environment and the resources used. 
What is important is that the Residents take an active part in 
the life of our Centre.
Olivia’s Residents include global consulting brands, ICT com-
panies, energy, medical, financial services and government 
sectors. The environment we create is also advantageous to 
smaller entities, e.g. entrepreneurs or those developing dyna-
mically as part of O4 Coworking, located in as many as four 
Olivia buildings. We also have a coworking area dedicated to 
women (O4 Flow) so that they can support each other in their 
personal and professional life.
We believe that Olivia Centre is created by people full of ideas. 
Although those people work in different organisations and 
industries, they regularly implement valuable and innovati-
ve initiatives. With them in mind, we have therefore initiated 
the Olivia Prize competition. This is yet another way we want 
to appreciate unconventional projects and the outstanding 
activity of Olivia’s Residents. Winners have been selected for 
years by experienced representatives from among the exe-
cutive officers of the companies based in our centre. Olivia 
Prize is awarded in four categories.
3-3
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Olivia Business – for an economic or business project, 
implemented individually or in teams by Olivia Centre 
Residents.
Olivia Pro Bono – for a project of a social nature, 
implemented individually or in teams by Olivia Centre 
Residents.
Olivia Eco – for a project of an ecological nature, 
implemented individually or in teams by Olivia Centre 
Residents
Olivia Impact – for the project that had the greatest 
positive impact on its surroundings in the business, 
social or environmental area in a given year.
In 2022, the competition jury considered as many as 36 appli-
cations. We present the winners in each category below.
Olivia Business – the award was given to Omida for its 
dynamic entry into the new intermodal transport market.
Olivia Pro Bono – this award went to Energa’s female 
volunteers for The best breast wins the test! health pro-
motion project.
Olivia Eco – awarded to ZR Trade for its #ZeroWaste-
Working project.
Olivia Impact – this award went to the Regional Volun-
teer Centre in Gdańsk for its comprehensive activities 
for refugees from war-stricken Ukraine.
We believe that Olivia Centre 
is created by people full of ideas
Community

Tonsa Commercial
We believe that the Residents’ integration, which we also often 
refer to as building an internal community, is all about nur-
turing two-way communication where everyone can share 
their opinion. At Olivia Centre, it doesn’t matter if someone 
works for a global corporation or perhaps runs their own small 
business in O4 Coworking – their voice is just as important.
At a time of dynamic changes with the pandemic, the war in 
Ukraine and the economic crisis, this voice of our Residents 
was particularly important to us. Only by knowing the critical 
needs of the people working at Olivia Centre, their work pre-
ferences, their use of the shared space, or their reasons for 
coming to the offices can we create an adequate, even better 
organised and modern business environment. Therefore, we 
conducted a survey of our internal community.
517 Olivia Centre Residents took part in the survey last year 
electronically. Below is the structure of our respondents.
Residents
of Gdańsk
Residents
of Gdynia
Residents
of Sopot
People from the
Tri-City area
People from 
outside the
Tri-City area
Lack 
of information
Women
Men
Non-binary 
people
People who did not want 
to specify their gender
People aged
46-55
People up to 25 
years old
People aged
26-35
People aged
36-45
People over 55
years of age
67%
15%
4%
8%
3%
2%
Community

Tonsa Commercial
Several thousand people of different ages work at various 
positions and organisations in Olivia every day. What they 
have in common is the opportunity to participate in numero-
us events and thematic activities and, above all, 24/7 access 
to offices and a shared space with rich infrastructure.
The respondents to our survey indicated that they associated 
Olivia with high quality: a score of 4.29 out of a maximum of 
5 points. They rated the car parks, reception areas, securi-
ty, cleanliness of the common areas, and how they commu-
nicated with the employees of the resident companies well. 
The positive perception of Olivia Centre is also influenced by 
the extensive infrastructure of the centre and the network of 
attractive services and events available here every day.
The survey results show us precisely what to emphasise when 
planning activities in 2023. We will ensure that Olivia’s offer 
meets the expectations of our Residents.
Interns
Junior
specialists
Professionals
Senior
specialists
Team
leaders
Managers,
directors
The respondents to our survey 
indicated that they associated 
Olivia with high quality
Community

Tonsa Commercial
When asked in the survey which venues they use and how 
often, the Residents indicated primarily grocery shops and 
food services outlets. Healthcare services – an outpatient 
clinic, pharmacy, dentist and optician – were the next in terms 
of meeting the Residents’ needs. Facilities such as an ATM or 
parcel locker ranked further down the list. The presence of 
other functionalities – food trucks, the conference centre, fit-
ness club, etc. also matters to the Residents.  
We encourage the use of emission-free modes of transport. 
We are promoting the use of bicycles and electric two-wheel 
vehicles. In Olivia, we have placed special scooter lockers 
with the option to charge electric models. We have monitored 
bicycle parking facilities on and below the ground. Dozens 
of city electric scooters and publicly available electric motor 
scooters are parked in front of Olivia Centre every day. This 
year, we intend to open Mevo 2.0 bike stations, as the Mevo 
2.0 service is again working with Gdańsk. We also actively 
participate in consulting processes regarding the transport 
solutions implemented by the city. 
We have identified that the increased number of cars parked 
around Olivia Centre may adversely affect local communities, 
which means increased traffic and potential communication 
difficulties during rush hour. We try to respond effectively to 
this challenge, for example, by implementing new payment 
methods – not only at ticket machines but also using the My 
Olivia mobile application.  
Olivia’s developed infrastructure is only part of it. With the 
community in mind, we organise regular activities, workshops, 
sports tournaments and even festivals. We also support the 
events and projects of the companies based in our centre. 
When planning and holding events, we always consider the 
opinions and interests of the Residents, local inhabitants 
and institutions. We know that they find it most interesting to 
participate in entertainment events, competence-building 
workshops, regular sports training, substantive discussions, 
lectures delivered by experts, and art workshops. 
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We are implementing the 
concept of the 15-minute 
city
Owing to last year’s Residents’ Survey, we found out how 
often they use selected on-site services. 
Once a month
or less
Several times 
a month
At least one
a week
Community

We care for well-being
Tonsa Commercial
Olivia Garden is a green jungle at the heart of our complex: 
740 m2 of green space, filled with 4,000 plants of as many as 
150 species. Many of them are intensely ionising and air-puri-
fying plants. It is an area where we can relax, calm down and 
restore our inner harmony. In other words, take care of our 
well-being. Olivia Garden’s space is the final component that 
has completed our concept of a modern centre where our 
stakeholders’ needs are constantly met. Implementing the 
idea of a “green enclave” required the involvement of not only 
architects and botanists but also an interdisciplinary team of 
specialists, who consulted the details with the Olivia Centre 
Residents, as well as sociologists and psychologists. Olivia 
Garden is accessible to all and provides a constant oppor-
tunity to commune with nature, independent of the weather 
and time of year.
The only exotic garden in Poland, located in the central point 
of Olivia Centre, was awarded the European Property Awards 
2022 in the “Landscape Architecture” category.
Olivia Garden was also described as “one of the places that 
have a positive effect on humans” by scientists from the 
Medical University of Gdańsk.
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Olivia Garden
740 m2 
of green space
4 000 plants
150 species
Late last year, we provided the Residents and visitors to our 
centre with another unusual, multi-functional space, the 
Work&Chill Station. It offers comfortable places for casual 
conversations over coffee, teamwork and independent acti-
vities with total concentration. It is also a perfect place to 
relax.
We arranged this space in collaboration with our Resident, 
the Nowy Styl company, and its shape responds to the needs 
reported by our Tenants. For example, the inspiration for 
the chaise lounge rest area came from a conversation with  
a manager at one of the companies, who mentioned that he 
was missing a place in the office where he could relax and 
take a moment to recuperate after a long flight.
Work&Chill Station
Community

Olivia’s Community Workers
We initiate aid projects and support existing welfare pro-
jects. Together, we donate blood as part of the Energy 
Drop initiative, support senior citizens, act to bene-
fit animal shelters and hold fundraising campaigns for 
those in need. In 2022, we were actively helping the war 
refugees from Ukraine (owing to the involvement of the 
Community Workers, we collected, sorted out and delive-
red over a ton of gifts gathered in Olivia to the wareho-
uses of the Polish Red Cross).
Flora Olivia
The club brings people with a passion for plants together. 
We save orchids, plant tulips, decorate Olivia with flo-
wers, and care for greenery in our offices and homes. 
During five workshops, we discussed the home-growing 
of healthy herbs, the care of the popular monstera, and 
the care of succulents, among other topics. The club also 
organised a plant exchange stall during the Summer 
Variety Market at Olivia. It was possible to get professio-
nal gardening advice that day. The club opened in 2022.
Olivia’s Adventure League
A group of adventurers passionate about RPGs. It brings 
together creative people with out-of-the-box thin-
king. RPG games are a perfect tool for team building in 
organisations.
Tonsa Commercial
We integrate our community and take care of work-li-
fe balance through activities carried out as part of Olivia’s 
passion clubs, attended by our Residents and their families, 
friends and acquaintances. Most of these meetings are also 
attended by the residents of the Tri-City, as the clubs are 
open to the public.
Olivia Centre clubs
Olivia’s Choir
A group of people of different ages, working at various 
jobs in many companies in the Centre. What they have 
in common is their great love of music. The choir is acti-
vely involved in concerts, not just at events held by Olivia 
Centre (e.g. “Discover Your Inner Child,” “Olivia Festi-
val”). It is also involved in charitable activities (“Heart 
with Ukraine” concert, “Good Concert”) and takes part in 
local Oliwa district events (Viva Oliwa, Olivia Christmas 
Festival). In 2022, the choir released its debut album. The 
proceeds from its distribution were donated to the Relief 
Care Centre under construction in Gdańsk, an initiative of 
the Hospice Foundation.
Olivia’s Photography Club
The club offers photo sessions, webinars, workshops and 
all kinds of artistic challenges to anyone who would like 
to explore photography with Olivia. In 2022, club mem-
bers were the authors and co-organisers of as many as 
five exhibitions presented in the Olivia Star lobby. They 
used the knowledge gained at workshops with experts 
to amaze the spectators with the result of their creati-
ve work: places, events and people frozen in frames. 
Together with the club members, we invited the Resi-
dents and Tri-City inhabitants to the exhibitions titled 
“Unobvious Gdańsk,” “Good Tones: Meet the Olivia Choir,” 
“Sea You” (documentary photography), “Oliwa in Olivia” 
(landscape photography) and “12 Faces of Olivia” (archi-
tecture photography).
Last year we also organised the first FIFA e-sports tourna-
ment, in which as many as 32 players from 19 companies 
competed for the title of the best player. Sixty-four matches 
were played, the tournament lasted 25 days, and the teams 
competed in six arenas: Olivia Garden, Santander Work 
Café, Vidokówka, Conference Centre on the 34th floor of 
Olivia Star, O4 Coworking, and the Work&Chill Station.
Community

Tonsa Commercial
Olivia is definitely more than just a business. We promote 
health and physical activity by organising numerous sports 
activities open to all. One can take part in volleyball tourna-
ments (we have built a beach volleyball court), hiking, cycling 
and fitness classes – yoga, stretching and learning how to 
breathe correctly. We also initiated several sports clubs.
Olivia Yacht Club
The club, launched in 2017, brings together water recre-
ation lovers. Among other events, we organise cru-
ises on the Bay of Gdańsk: in the afternoon (after office 
hours) and all day long (on weekends). In the summer of 
2022 alone, under the Olivia Yacht Club flag, our Resi-
dents sailed the sea 14 times. Daredevils also took part 
in autumn and winter cruises, such as the Santa Cruise 
Towards the Sunset.
Olivia’s Volleyball Club
For volleyball lovers. Those at the master level and those 
who are just learning. We play indoor volleyball all year 
round and beach volleyball on our own court right next to 
Olivia Centre in the summertime. We also organise vol-
leyball tournaments. For example, more than 100 players 
from 13 teams representing the companies of our centre 
took part in the 1st Olivia Centre Cup Indoor Volleyball 
Tournament.
Olivia’s Runners Club
The club brings together people at beginner, intermediate 
and advanced levels. Together they train and take part in 
local runs and marathons. In 2022, nearly 100 enthusiasts 
of this form of active leisure took part in more than 50 
activities under Olivia’s aegis. The club’s coach is Rado-
sław Dudycza, a multiple medallist in the Polish Cham-
pionships at the half-marathon and marathon distances.
Olivia’s Expeditions
For lovers of active leisure. We organise hiking and biking 
tours. Together we get to know Gdańsk and the region. 
The most popular guided walks in the year under review 
were: “Mansions and Tenement Houses of Sopot”, “The 
Nooks and Crannies of Orunia,” “Old Oliwa,” “Murals of 
Gdańsk Zaspa” and “Mansions and Palaces of Jaśkowa 
Dolina.”
Olivia Football League
After the pandemic, we returned to the much-loved foot-
ball league – now in its 10th edition! In the last season of 
the League, 17 teams played the matches. They took part 
in as many as 144 games, which took 7200 minutes of play. 
Licensed football referees acknowledged 1,607 goals.
We dedicated October 2022 to health and cancer preven-
tion, promoting the “let your breast be the best” initiative as 
part of the Pinktober project with volunteers from the Energa 
Group and Orlen Foundation. We supported the Pink Ribbon 
Run and encouraged participation in a meeting with an edu-
cator holding a workshop on breast disease prevention and 
self-examination and in a workshop on sewing heart-sha-
ped cushions which were then given to oncological patients 
to support their recovery after mastectomy. On October 15, 
European Breast Cancer Day, and also on October 31, a pink 
ribbon flashed on the façade of Olivia Star – a symbol of 
support for activities aimed at spreading knowledge about 
this disease and the importance of preventive examinations. 
We also encouraged breast self-examination by presenting 
a photo exhibition at the Sky Club in Olivia Tower. In addition, 
at the end of October, a mammobus was parked in Olivia 
Centre car park, enabling ladies to take part in free mam-
mography examinations.
Pinktober
Community

Goal 6: Ensure access to water and sanita-
tion for all through the sustainable manage-
ment of water resources
The care of water quality is crucial for us. 
Therefore we have it tested as least once  
a year as recommended by, for example, the WELL Perfor-
mance Verification Guidebook. We analyse parameters such 
as turbidity, pH, free chlorine, Cola and Legionella bacte-
ria. The HVAC Engineer, who is obliged to use the services of 
accredited testing laboratories, is responsible for carrying out 
water tests in our buildings in accordance with the schedule 
of inspections of installations and devices.
Tonsa Commercial
Goal 3: Ensure healthy lives and promote 
well-being for all at all ages
With cleaning and disinfection procedures in 
line with certification guidelines, we reduce 
the risk of contact with pathogens, cleaning 
chemicals and dirt, helping to reduce the number of illnes-
ses caused by these agents. Additionally, with emergen-
cy response procedures in place, we help reduce the risk of 
negative consequences, such as medical emergencies.
WELL HSR certification also requires providing appropriate 
medical services and health support. We fulfil these require-
ments through, for example, numerous events organised at 
Olivia, such as meetings with paramedics and the Pinktober 
project.
Under this objective, we continuously monitor air quality fol-
lowing the WELL certification requirements for the following 
parameters: CO2, PM2.5 and PM10, ozone, and volatile orga-
nic compounds (VOC). Their levels in our buildings, including 
Olivia Star and Olivia Prime B, are measured at the air han-
dling units’ fresh air intake and exhaust stations. The data is 
collected in the building’s BMS system continuously, 24/7, all 
year round. Importantly, the system automatically informs the 
building’s operators about any anomalies via text message.
It is worth adding that we are one of the first office centres in 
the world to have implemented ionic air purification techno-
logy. Moreover, we used active titanium coatings that create 
surfaces free from pathogenic microorganisms.
We ensure safety
Our greatest success was Olivia getting and renewing last 
year the highest score in the WELL Health-Safety Rating cer-
tification with the highest score in the world. We obtained 25 
points out of the maximum of 25. We subjected our buildin-
gs to the most restrictive analysis conducted by 600 experts 
from the International Well Building Institute (IWBI), a leading 
global platform for the development of healthy buildings and 
space, including virologists, scientists, architects, designers, 
business leaders, specialists in construction, real estate and 
the WELL construction standard.
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Well Health-Safety Rating
Goal 13: Take urgent action to combat clima-
te change and its impacts
The WELL HSR guidelines require the deve-
lopment of emergency preparedness pro-
grammes, which help the Group to streng-
then its resilience and adaptive capacity to various natural 
disasters. In developing the programme, we have paid parti-
cular attention to the needs of vulnerable groups, thus redu-
cing their exposure and vulnerability to extreme climate-re-
lated events and other economic, social and environmental 
disasters.
Our greatest success was Olivia 
getting and renewing last year the 
highest score in the WELL Health-
-Safety Rating certification with 
the highest score in the world
Community

Last year, the Olivia Centre Security Department1 completed 
the following courses.
Qualified pre-medical first aid – the training was dedi-
cated to those previously untrained, and those already 
trained honed their skills in in-house classes.
Security of public buildings and critical infrastructure – 
terrorism and other threats, which also included a prac-
tical workshop.
Counter-intelligence prevention – training conducted 
by the Internal Security Agency.
Joint drills with the State Fire Brigade in office building 
evacuation.
To take care of the health and safety of people using our 
building infrastructure, we use the following systems and 
solutions:
Early detection systems in lift shafts that minimise the 
potential adverse effects of random accidents. The devi-
ces of the early smoke detection system continuously 
collect air samples from the monitored rooms using suc-
tion fans and transport them through the pipe system to 
the detection module. Aspiration systems are especially 
useful when the highest detection sensitivity is required.
Security systems management in all the Group’s buil-
dings. At Olivia Centre, we implanted a PSIM (Physi-
cal Security Information Management) class security 
integration system. The selected technology is the most 
modern standard that integrates a variety of security 
systems and applications, allowing their control through 
a consistent, transparent and homogeneous user inter-
face. This interface enables the collection and correla-
tion of events from multiple distributed information and 
security system devices.
Gaseous fire suppression systems combine a highly 
sensitive smoke detection system and a modular design 
of devices. It is worth mentioning here that the gas used 
in the systems has a very low GWP (Global Warming 
Potential). This indicator determines the potential for 
creating the greenhouse effect, which means the gas 
is environmentally friendly. Our decisions regarding the 
selection of the gases used are deeply thought over and 
governed by our concern for the climate.
Tonsa Commercial
Building-user safety
Our activities supporting the prevention and mitigation of 
health effects are related to the safety system that guarantees:
early identification of hazards by means of the repor-
ting system,
quick alert to the staff of alarm activation,
a proposal of actions to be taken, taking into account 
possible countermeasures appropriate to a type of 
hazard,
staff being relieved from routine activities (background 
work),
automatic documentation of events,
simplification of the operation of often very numerous 
technical systems and alarm control panels,
presentation of a graphic situational plan containing, 
among others, the location of sensors, access roads and 
escape routes,
automatic control by a given subsystem of safety devices, 
such as alarm sirens, cameras, extinguishing devices,
staff requested to confirm alarms and take specific 
actions,
documentation of all activities along with reports.
When we design our projects, we make sure that each of our 
spaces is adapted to the needs of people with disabilities. We 
constantly monitor this issue and consult our employees and 
associates about our activities related to the occupational 
health and safety of disabled people. We plan to implement 
further upgrades in our buildings to improve the accessibility 
of our properties not only to people with disabilities but also 
to pregnant women, parents with children and senior citizens.
Community

Tonsa Commercial
Office work
By showing concern for employees and asso-
ciates, as well as for people staying within our 
grounds, we undertake to:
•	 prevent accidents at work and occupational diseases,
•	 minimise hazards at the workplace and implement safe 
working techniques,
•	 promote new technologies,
•	 improve the organisation and working conditions,
•	 comply with the laws and the principles of occupational 
health and safety.
The people responsible for OHS training in the Group ensure 
that 100% of our employees, associates, contractors and sub-
contractors are trained in health and safety. We react to all 
reported accidents and near-misses that may lead to an 
accident, disaster, or another hazard. So far, no suspicion of 
any occupational disease has been identified, and, as we have 
mentioned before, we have successfully avoided accidents. 
We are aware that our employees are most often exposed to 
back, neck, wrist and eye pain. No occupational diseases have 
been reported so far; nevertheless, we undertake preventive 
measures on an ongoing basis and introduced the “Priority: 
the Spine” programme for interested employees to take care 
of the backbone. In 2023, all employees and associates were 
invited to participate in the programme. It is dedicated to the 
prevention of chronic back pain and comprises:
•	 a medical interview resulting in qualification for the 
programme,
•	 meetings with a physiotherapist,
•	 individual and group exercises tailored problems identified 
by specialists.
Bezpieczeństwo i Higiena Pracy
Employee safety
Safety is a key value for us. Therefore, we are glad to have 
avoided accidents last year. Our safety policy defines the 
framework for setting strategic goals for all Group compa-
nies and sets out the principles of their implementation. The 
priority is to maintain the highest quality of our services. We 
strictly adhere to the standards used in occupational health 
and safety (OHS) management systems and the guidelines 
included in the Labour Code.
The programme will be continued in the coming years.
In addition, we have introduced workstation inspections and 
the Safety Walk & Safety Talk programme. Safety walks are 
friendly safety rounds during which we pay special atten-
tion to proper employee and contractor work performance. 
A safety walk results in a conversation, a safety talk, about 
the essence of safety and the importance of paying attention 
to the issues of safe work performance, hazard identification 
and joint responsibility for safe development. Employees are 
provided information on the proper seating position, move-
ment and safe work habits.
Community

Tonsa Commercial
Construction and fit-out work
The safety of employees and associates during 
construction and fit-out works is vital for our 
Group. We make every effort to implement the 
Safety Policy here through activities such as:
•	 identification of potential threats and risk assessment at 
workstations,
•	 regular monitoring of working environment conditions,
•	 reduction of hazards at workstations,
•	 appropriate selection of clothing, footwear and personal 
protective equipment,
•	 implementation of safety audit plans,
•	 improvement of working conditions,
•	 regular reviews of workstations, ongoing dialogue with par-
ties concerned (suppliers, contractors and safety services).
The OHS team conducts activities promoting safe habits 
and strengthening routine behaviours. On the construction 
site, OHS experts hold training sessions for new employees, 
associates and contractors and carry out regular inspections, 
each with a report discussed with the site manager and con-
tractors. The Group has implemented and applies procedu-
res and instructions for:
•	 entry to the construction site and the minimum require-
ments for contractors,
•	 working at height and proper acceptance inspections of 
scaffolding,
•	 hot works,
•	 transport and hoisting works,
•	 fencing when working at height,
•	 fire protection,
•	 first aid,
•	 workplace health and safety (administration and office 
workers, carpenters, steel fixers),
•	 administration and office work in a standing and sitting 
position,
•	 the use of chemical agents.
•	 Before entering the construction site, our subcontractors 
and contractors undergo internal training with a represen-
tative of OHS services. The construction site rules, poten-
tial hazards, accident reporting and evacuation methods 
Service work
We are aware of the significance of the safety 
of works related to the maintenance of the exi-
sting infrastructure. That is why, in our opinion, 
it is crucial that OHS specialists constantly cooperate with the 
following departments: legal, HR, safety, property mainte-
nance and investor and fit-out supervision. This gives us the 
certainty that we act in accordance with the established rules.
The control and reduction of OHS risks are carried out in 
accordance with the internal rules of the supervisory hierar-
chy; compliance with OHS obligations and legal provisions is 
monitored on an ongoing basis.
The OHS management system and the activities of our 
companies based on it meet the highest standards. We feel 
responsible for our employees and associates, regardless of 
the form of employment or cooperation, and for all persons 
staying within our grounds. We are committed to minimising 
all risks and hazards. Every day we try to identify new threats 
and respond to them appropriately.
Community
are then discussed. General information about health and 
safety reviews and inspections is also provided.
A Health and Safety Officer is appointed during construc-
tion, an Instruction for the Safe Execution of Work (IBWR) is 
in place and OHS records are maintained. An OHS logbook is 
also kept and inspection reports are produced weekly. Based 
on these, solutions are implemented on an ongoing basis to 
ensure safety on site.

Tonsa Commercial
Bezpieczeństwo i Higiena Pracy
Occupational health 
and safety training
In 2022, all our employees and associates were trained before 
they started working and collaborating with the Group. Each 
newly hired employee and associate undergoes OHS training 
tailored to cover the scope of duties and hazards at the wor-
kplace. Before starting work, the qualifications required for  
a given position are verified. Employees and associates regu-
larly undergo periodic OHS training with a regularity depen-
ding on the nature of their work and occupational hazards.
The management is regularly informed about current chan-
ges in OHS and trained in this area. Under the law, perio-
dic OHS training for the managerial staff is provided every 
five years. However, we make every effort to ensure that the 
employer’s representatives have access to changes in the law 
on an ongoing basis so that good safety practices are con-
stantly applied.
Employees and associates 
regularly undergo periodic OHS 
training with a regularity depen-
ding on the nature of their work 
and occupational hazards
Community

Tonsa Commercial
Coaching and Mentoring is provided either in individual 
sessions or for the entire team. The aim of the program-
me is to develop managerial staff in selected areas - 
business and soft skills.
Personality, style and behaviour testing. We carry out 
personality, competences, talents and communication 
styles diagnostic tests that are used among our asso-
ciates for development purposes. Each person partici-
pating in a selected study is informed about the specific 
nature of the tool and the course of the test, receives 
a summary of the results and takes part in a feedback 
session.
The selected programme may be attended by employees 
and associates who will take part in the recruitment process 
and meet its requirements. The main goal of these program-
mes is to create opportunities to develop new competences 
and gain further knowledge. Often, another aim is to select 
persons with skills enabling them to perform new roles in the 
company. It is important for us to prepare the so-called “suc-
cessors,” i.e. people who will hold independent leadership 
positions in the future as part of the organisation’s needs.
The Group offers all its employees and associates extensive 
medical packages and access to numerous benefits, such as 
life insurance, medical insurance or the Multisport card. They 
may also take an active part in cultural projects, webinars, 
workshops and sports activities held at Olivia.
With the war in Ukraine in mind, we also took care of the psy-
chological comfort of our associates. We provided them with 
free psychological consultations in Ukrainian, Russian and 
Polish. We also prepared an offer of loans and non-refunda-
ble financial support to help their families threatened by the 
war.
We care for all our 
associates
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Training activities for people working for the Tonsa Group, 
whether they are our employees or associates who have been 
providing services dedicated exclusively to Olivia for years, 
are conducted by qualified and certified internal coaches 
and third-party experts. Owing to this, the educational offer 
is tailored to the specific nature of the company’s operations 
and meets the development needs of those who maintain 
and develop all Group-related entities on a daily basis. We 
also constantly promote a culture of knowledge sharing thro-
ughout the Tonsa Group and in our value chain, attaching 
great importance to associate development programmes.
We present the portfolio of development programmes dedi-
cated to the employees and associates below.
“One Team” workshops concern the organisational cul-
ture and company values. We engage managers and 
employees in the process of building corporate culture 
and updating company values. The workshops are con-
ducted by a third-party coach. They cover areas such as 
the commonality of strategy and business goals, unified 
communication, and the setting out of collaboration 
standards.
The “Excellent” programme is implemented througho-
ut the organisation and aims to impart and consolida-
te practical knowledge of advanced Microsoft Excel 
spreadsheet options. The programme makes it possi-
ble to develop the competences necessary to analyse 
data efficiently, prepare the necessary calculations and 
reports, and improve day-to-day work with data.
Substantive, thematic and industry-specific training. 
We offer the opportunity to participate in courses and 
conferences on improving qualifications, updating 
knowledge necessary for a given position, and acquiring 
information on current trends and new technological 
solutions (in a given field or industry).
Language courses. These are divided into thematic 
groups: basic knowledge, business, technical, sales, 
legal and accounting. The English language learning 
programme is open to all associates who use English in 
their daily work. We also provide individual classes.
Community

Tonsa Commercial
We are a trustworthy 
partner
2-28 
3-3 
The international environment of Olivia Centre is a basis for 
building valuable relationships and excellent trade and servi-
ce exchange. After many years of operation, our properties 
have gained a reputation as an excellent business destina-
tion, with friendly conditions for work and meetings, not just 
on a professional basis. The location’s atmosphere, highest 
quality and prestige are conducive to establishing busi-
ness relations and creating new initiatives. The associations, 
organisations and long-term projects in which the Group is 
involved include:
Polish-Swedish Chamber of Commerce,
Polish-German Chamber of Industry,
Pro Progressio – an organisation dealing with the deve-
lopment of the modern business services sector (BSS), 
which runs a club associating companies that are 
market leaders in this sector and its environment.
Business Centre Club – an association of Polish entre-
preneurs and employers involved in promoting the 
development of the Polish economy and entrepreneu-
rship and combatting unemployment.
Pomeranian Employers (formerly the Gdańsk Employ-
ers’ Union) – an organisation associating companies 
mainly from the Pomerania region. The union’s mission 
is the dynamic development of the employers and busi-
ness entities operating here. It is the largest and oldest 
employers’ organisation in Pomerania.
Gdańsk Business Club – an organisation of entrepre-
neurs, owners and managers of the leading compa-
nies in the Pomerania region. The association’s mission 
is lobbying and making the economy more active in 
all aspects that may pertain to companies’ economic 
condition.
The Economic Convention under the Rector of the 
Gdańsk University of Technology – a platform for 
cooperation between scientific and economic circles.
The CRUNCH research project – its primary goal is to 
test the closing of energy, water, heat, food and infor-
mation flows into a closed circuit to take advantage of 
combined potentials and adapt innovative solutions 
to Polish conditions. Olivia Centre is implementing the 
project (under the auspices of the Gdańsk University of 
Technology) in an international consortium. The presen-
tation of the project took place at the Venice Biennale of 
Architecture.
Olivia Home is also a member of the PZFD Polish Deve-
lopers’ Union.
Other forms of our involvement in business relationships 
and partnerships include:
Cooperation under the BSS Forum, an international 
conference on key trends and challenges in BSS. The 
forum provides a professional, extended platform for 
substantive discussions in the areas of business, sales, 
personal development and HR. A part of the 2022 event 
was held at Olivia Centre.
Partner of the “Vilnius in Gdańsk” festival, coopera-
tion with the Society of Vilnius’ Friends, Vilnius, Gdańsk 
and the Lithuanian Embassy. “Vilnius in Gdańsk” is an 
interdisciplinary cultural festival organised jointly by the 
twin cities of Gdańsk and Vilnius for as many as nineteen 
years. We promoted the event at Olivia Centre; in the 
Olivia Star lobby, we displayed two exhibitions: a photo-
graphic exhibition of the landscapes and architecture of 
Vilnius, and a digital exhibition dedicated to the fate of 
the inhabitants of Poland’s former eastern borderlands.
Cooperation with the Inspiring Examples Foundation. 
We want to share our knowledge about the market, 
career opportunities and various career paths with 
those who will soon enter the labour market. We take 
young people around, introduce them to our companies 
and their business models, and inspire young people by 
ensuring the presence of mentors from various fields. 
Two such meetings were held in 2022, combined with a 
tour of Olivia Garden and the Observation Floor.
Partner of the 2022 Development Initiation Forum. The 
Development Initiation Forum is Pomerania’s largest 
conference for the representatives of local business, 
local government and NGOs. On 8 November, the 11th 
edition of the forum took place at Olivia Centre. Owing 
to this cooperation, we were able to share our expe-
rience in employee volunteering, bringing together 
employees of many different companies based at Olivia 
Centre, and learn about good practices, development 
Community

directions and the needs of companies and persons 
from our region.
Partnership and participation in the second edition of 
the “The best breast wins the test!” educational and 
prevention campaign, initiated by female volunteers – 
the Residents of Olivia Centre; organisational and com-
munication support. Apart from educational meetings 
and the symbolic Pink Ribbon Run, one of the elements 
of the campaign were free mammography tests for 50 
women aged 35+, which could be taken advantage of 
by Residents of our centre who were willing to take the 
test.
Cooperation with the Energa Group in the “Planet of 
Energy” educational programme. A lesson was held 
to inaugurate the 11th edition of the “Planet of Energy” 
programme in Olivia Garden, Olivia Centre’s green enc-
lave. We invited students from Primary School No. 35 in 
Gdańsk Oliwa to take part in the activities, which were 
combined with an art workshop. The students also took 
part in workshops in which they assembled bird feeders, 
painted environmentally friendly fridge magnets and 
decorated nesting boxes that will be hung on trees 
around their school.
Cooperation with the Energy Drop Foundation. In 2022, 
Olivia Centre hosted eight open blood donation campa-
igns organised in collaboration with the Energa Group 
and the Energy Drop Foundation.
We also collaborate with a group of HR practitioners to 
promote the highest employment standards. As part of 
this cooperation, we have established the HR Club. The 
Club’s mission is to support its members in shaping work 
patterns and developing soft skills based on advanced 
solutions and trends. We create a space for conversa-
tions and the exchange of professional experience and 
knowledge. In 2022, the Club met five times. The topics 
included:
•	 The Polish New Deal,
•	 support on the labour market for Ukrainian citizens,
•	 The Power4Resilience programme – holistic personal 
resilience training,
•	 VR workshops,
•	 hybrid work.
Tonsa Commercial
The last topic, hybrid work, has been of great importan-
ce lately. The pandemic-induced upheaval involving a new 
organisation of work is evident in, for example, the rearran-
gement of office areas, which are becoming more flexible 
and try to have a positive impact on the employee’s well-be-
ing. These areas are designed to encourage people to spend 
time in the office while still being comfortable, like when wor-
king from home.
At Olivia Centre, the trend of employees gradually returning 
to the office after the pandemic period of remote working is 
clearly visible. In 2022, there was an increase of nearly 45% 
in their numbers compared to the previous year. This change 
is reflected in our environmental impact, but with the right 
measures, we have managed to optimise it relatively well. 
Details of this impact are described in the next section of the 
report.  
Community

We take care of over
26 000 m2
of greenery
We will have reduced scope  
1 and 2 greenhouse gas 
emissions by a minimum of 
50% by 2030
Owing to the Tork Paper-
Circle, we reduced carbon 
dioxide emissions by 
3 040 kg
We will be climate 
neutral by
2045
We reduced water 
consumption by 33% 
compared to the base year 
100 % of our commercial 
buildings hold the BREEAM 
certificate
Environment
Chapter 4
We conducted the analysis 
of climate risks in conformity 
with the TCFD 
recommendation
CO2
We reduced scope 1 and 2 
emissions intensity by
21% 
compared to the base year
We monitor the climate 
impact of our buildings with 
the use of the
CRREM tool

Environment
Tonsa Commercial
We hold BREEAM 
certificates
3-3 
We are a conscious investor and we know how important it 
is to take care of the building infrastructure, integrated with 
the environment in which it is located. All our investments are 
subject to certification processes according to world classi-
fications. Our portfolio includes seven commercial buildin-
gs, each assessed on the basis of the BREEAM certification 
standards.  
BREEAM is the leading global pro-ecological certification 
system for sustainable construction industry. Introduced in 
1990 in the United Kingdom, the system has existed for over 
30 years. It is now used in 93 countries all over the world. 
Third-party certification means that we have to meet 
additional. These are based on global best practice, owing 
to which we ensure that we benefit from the best available 
knowledge in environmental and social optimisation, and  
a holistic approach to project implementation that leads to 
the construction of greener, more comfortable, safer and 
more environmentally friendly buildings.  
An independent certification body assesses compliance with 
the criteria. The project verification process ends with the 
award of a certificate in line with the scores obtained. A score 
of one of five levels is obtained: 
Pass for more than 30% of the criteria met, 
Good for more than 45%, 
Very good for more than 55%, 
Excellent for more than 70%, 
Outstanding for more than 85%. 
Under BREEAM certification, the project is verified in ten 
categories: 
management, 
health and well-being, 
energy, 
water, 
materials, 
waste, 
transport, 
land use and ecology, 
pollution, 
innovation. 
For each of the above categories and a given grade level, 
specific minimum requirements have been set out that must 
be met to achieve certification. A BREEAM certificate ensured 
that during the development of the project: 
•	 we adopted responsible building practices and used 
legally grown and harvested timber (PEFC or FSC 
certified); 
•	 we used systems that comply with relevant standards, 
particularly in the area of pollution associated with the 
refrigerants used; 
•	 we complied with health and safety requirements; 
•	 we ensured good indoor air quality and used non-toxic 
(asbestos-free) materials; 
•	 we ensured visual comfort and equipped the facility with 
LED lighting; 
•	 we ensured good acoustics and appointed a qualified 
acoustician as early as the project concept stage to pro-
vide proper design guidance on relevant sound issues; 
•	 we used the expertise of a qualified ecologist to take 
care of the relevant ecological aspects: from the concept 
design to the completion of the project; 
•	 we appointed a qualified hydrologist to confirm com-
pliance with surface water run-off requirements. 
The above requirements are the prerequisites without which 
no certification would be possible. Additional conditions must 
be fulfilled within the ten categories mentioned to obtain  
a certificate higher than Pass. Compliance with them is part 
of our Sustainable Development Goals (SDGs).  
We are a conscious investor and 
we know how important it is to take 
care of the building infrastructure, 
integrated with the environment 
in which it is located
1
2
3
4
5
6
7
8
9
10

Tonsa Commercial
The high quality of our projects is confirmed by BREEAM cer-
tification. This certifies that we use global best practice in 
sustainable building design, construction and use and, there-
fore, operate in line with the SDGs listed below.  
Goal 3: Ensure healthy lives and promote 
well-being for all at all ages 
We have met strict requirements to ensure 
high indoor air and water quality, thermal 
comfort, acoustic comfort and vision, and our 
multi-purpose centre is accessible not only to Residents but 
also to the local community and tourists. 
Goal 6: Ensure access to water and sanita-
tion for all through the sustainable manage-
ment of water resources 
We have implemented solutions to save 
water, monitor water consumption (using the 
BMS) and prevent leakage. In addition, we take care of the 
quality of the water by constantly monitoring its parameters 
and preventing the growth of bacteria and the formation of 
mould and moisture on the premises. 
Goal 7: Ensure access to affordable, reliable, 
sustainable and advanced energy for all 
We have implemented efficient energy instal-
lations, energy-efficient lifts and escalators, 
freecooling, the use of geothermal energy 
as well as energy recovery systems. We use LED lighting and 
motion and twilight sensors, and reduce outdoor lighting. We 
have smart appliances with an ECO mode, an energy con-
sumption monitoring system in the BMS and individual utility 
meters. In addition, UPS and power generators ensure the 
continuity of power supply in the event of a failure, and the 
PMS guarantees optimal energy management. 
Goal 9: Build resilient infrastructure, promo-
te sustainable industrialisation and foster 
innovation 
We have invested in resilient, people- and 
environment-friendly, 
more 
sustainable 
facilities. We have involved local micro, small and medium 
businesses in implementing our projects. We use innovative 
methods of management and post-commissioning support. 
Goal 11: Make cities and human settlements 
inclusive, safe, resilient and sustainable 
Each of our projects is distinguished by easy 
and unrestricted access to green areas and 
safe public spaces. With multifunctional buil-
dings, we attract a diverse range of people in terms of age, 
gender, education, nationality, views or interests.  
Goal 12: Ensure sustainable consumption 
and production patterns 
We have met the criteria for responsible, 
sustainable procurement of timber and other 
construction products (using building life cycle 
analysis). From the early concept stage through the entire life 
of the building, we ensure appropriate waste management. 
Goal 13: Take urgent action to combat  
climate change and its impacts  
Both in the design and construction process, 
we use solutions that result in a reduced 
embedded carbon footprint. We have taken 
care to select environmentally friendly materials, installations 
and components. We have made use of expert knowledge 
and taken care to adapt our buildings to climate change.  
Environment

Tonsa Commercial
Goal 15: Protect, restore and promote the 
sustainable use of terrestrial ecosystems, 
sustainably manage forests, combat deser-
tification, halt and reverse land degradation, 
and halt biodiversity loss  
The Olivia buildings were built in an area with 
a low environmental value. The supervision of project imple-
mentation by a qualified ecologist and following his recom-
mendations have allowed us to improve the ecology of the 
project site. 
We increase resilience 
to climate change
One of our main activities stemming from our ESG strategy, is 
to combat climate change and prevent its negative impacts. 
Climate change affects our business both in the long term 
(through, for example, the rise of mean temperatures, gla-
cier melting or the rise of sea and ocean levels) and in the 
medium and short term (through, for example, the perceived 
effects of extreme and violent weather events that pose  
a direct threat to human health and life).  
We are aware of this, so to increase resilience to climate 
change, we carried out an analysis of potential global war-
ming scenarios and an assessment of the associated risks 
and opportunities. In conformity with the TCFD (Task Force 
on Climate-related Financial Disclosures) recommendation, 
we considered two types of risks: 
•	 physical, which are directly related to weather conditions, 
•	 transformational, which arise from the transition to  
a low- and zero-carbon economy. 
The table presented on the next page shows the critical clima-
te risks that could significantly affect us – either threatening 
our business or giving us an opportunity to grow. We have 
conducted the analysis over three time horizons – short-term 
(to 2025), medium-term (to 2030) and long-term (to 2050). 
2-25 
3-3 
201-2 
203-2 
We are aware of this, so to 
increase resilience to climate 
change, we carried out an 
analysis of potential global 
warming scenarios
Environment

Extended ESG obligations and new 
regulations
Development of sustainable 
technology
Higher expectations of financial 
institutions and insurers 
Higher expectations of Residents 
and investors
Higher demands on suppliers
Higher employee expectations
Limited availability of raw materials
Rerstrictions on the supply of utilities
Stigmatization of the sector
Greater stakeholder concern
Transition risks
1
2
3
4
5
6
7
8
9
10
Tonsa Commercial
6
34
Likelihood
Impact
LOW
HIGH
15
11, 12, 14, 17
5, 7, 9, 10
1, 2, 3, 4
8
13
18
11
12
13
14
15
16
17
18
Cyclones
Earthquake
Heat waves
Floods
Variability of weather patterns
Rising average temperatures
Rising sea levels
Air pollution
TCFD category 
2025
Policy and Legal 
Technology 
Market 
 
Reputation 
Extreme 
weather 
events 
 
Chronic 
weather 
events 
Physical risks:
Identification 
of the risk factor 
2030
2050
Risk
<1,5°C <3,5°C
Extended ESG obligations 
and new regulations 
Development of sustainable 
technology 
Higher expectations of 
financial institutions and 
insurers 
Higher expectations of Resi-
dents and investors 
Higher demands on 
suppliers 
Higher employee 
expectations  
Limited availability of raw 
materials  
Restrictions on the supply 
of utilities 
Stigmatization of the sector 
Greater stakeholder 
concern  
Cyclones 
Earthquake 
Heat waves 
Floods 
Variability of weather 
patterns 
Rising mean temperatures 
Rising sea levels 
Air pollution 
Zagrożenia fizyczne
Transition risks 
Short-term Climate Risk Matrix
High risk
No 
change
Strong
increase
Decrease
Environment
Low risk
Increase
Strong
decrease

Tonsa Commercial
In the short term, Olivia will be affected primarily by risks 
related to the transformation of the economy. Particular-
ly important are those relating to restrictions on the supply 
of utilities, the expansion of ESG obligations and sustainable 
technology development. Risks related to the higher expecta-
tions of financial institutions, insurers and customers to meet 
increasingly stringent climate requirements are also very 
important.  
In the medium term, the levels of risk in each category are 
similar to the levels forecast in the short term. By 2030, howe-
ver, our stakeholders’ expectations and the likelihood of cyc-
lones and greater air pollution may increase. Due to deve-
lopments in water and energy infrastructure, the risk of utility 
supply constraints may decrease. 
In the long term, we have considered two scenarios: 
1.	the reduction of the rise of mean temperatures below 
1.5°C (the SSP1 –1.9 according to the IPCC – the Intergo-
vernmental Panel on Climate Change), 
2.	temperature increase by 3.5°C and more (the SSP3 sce-
nario – 7.0 according to the IPCC). 
The first scenario assumes increased action to limit global 
warming, so both the impact and likelihood of transformatio-
nal risks are relatively higher than physical risks. In the sce-
nario of a temperature rise by at least 3.5°C, physical risks 
become much more important. In the long term, rising mean 
temperatures, variability in weather patterns and cyclones, 
among others, are likely to be of the greatest importance to 
us. 
In response to the identified risk factors, we have identified 
and implemented appropriate management methods deta-
iled in the table below.  
TCFD 
category 
Identification 
of the risk factor 
Risk management 
methods in use 
Extended ESG 
obligations and 
new regulations 
Transition risk
Annual publication of ESG reports using 
global standards (such as GRI and TCFD). 
Internal ESG audits using the guidelines 
provided by global standards (e.g. CRREM 
analysis). 
Annual audit and carbon footprint calcula-
tion based on the GHG Protocol standard.
 
Implementation of improvements to enhan-
ce ESG indicators (e.g. use of low-carbon 
energy sources, use of new circular econo-
my solutions, retrofitting of buildings towards  
a zero-carbon and circular economy). 
Implementation of ESG strategies (e.g. 
decarbonisation, social issues) and ESG poli-
cies (e.g. Code of Conduct). 
Use of third-party certifications and consul-
tations with experts in the field. 
Monitoring 
of 
ESG-related 
legislation 
processes. 
Participation in ESG courses and conferences. 
Policy 
and 
Legal
Development 
of sustainable 
technology
Technology
Retrofitting of buildings towards zero emis-
sions and a circular economy. 
Monitoring of the state-of-the-art technolo-
gies and those which still under development. 
Use of innovative sustainable solutions. 
Use of third-party certification and consulta-
tion with experts in the field. 
Environment

Higher expecta-
tions of financial 
institutions and 
insurers 
Transition risk
Annual publication of ESG reports in line with 
global standards (such as GRI). 
Internal ESG audits using guidelines set out 
by global standards. 
Implementation of improvements to enhan-
ce ESG indicators  
Use of third-party certification and consulta-
tion with experts in the relevant ESG field. 
Economy
Higher expecta-
tions of Residents 
and investors  
Annual publication of ESG reports in line with 
global standards (such as GRI). 
Internal ESG audits using guidelines set out 
by global standards. 
Implementation of improvements to enhan-
ce ESG indicators.  
Use of third-party certification and consulta-
tion with experts in the relevant ESG field. 
Flexibility in the intended purpose of land, 
buildings, space fit-out and service offerings. 
Tonsa Commercial
Higher demands 
on suppliers 
Gradual introduction of ESG requirements 
when working with suppliers. 
Diversification of the supply chain. 
Limited ava-
ilability of raw 
materials  
Diversification of the supply chain. 
Seeking alternative solutions.  
Provision of prudently planned stock. 
Diversification of building energy supply 
sources. 
Possibility of decentralising utility carriers. 
Contacts to safeguard against utility supply 
constraints. 
Measures to safeguard against constraints. 
Restrictions 
on the supply 
of utilities 
Stigmatisation 
of the sector 
Transition risk
Analysis of sustainable development issues 
from the Stakeholders’ perspective and 
planning of activities with their opinion taken 
into consideration. 
Use of third-party certification and consulta-
tion with experts in the relevant ESG field. 
PR
Greater Stake-
holders’ concern  
Stakeholder opinion survey 
Day-to-day actions to mitigate the adverse 
impact. 
Annual publication of ESG reports in line with 
global standards (such as GRI). 
Use of third-party certification and consulta-
tion with experts in the relevant ESG field. 
Cyclones
Use of durable and resistant materials and 
protective components. 
Design and implementation of building struc-
tures resistant to sudden weather events. 
Use of solutions for rapid detection and 
response to risk factors (weather stations in 
each building, automatic response of equip-
ment as a result of alarms, remote control 
option for equipment in buildings) 
Implementation of emergency preparedness 
procedures.  
Providing Olivia’s buildings with efficient 
HVAC equipment. 
Use of individual thermal comfort control set-
points in the lease areas with +/- 3 degrees 
temperature control and airflow rate control. 
Use of systems in the buildings that do not 
allow the dew point temperature to be 
reached.  
Use of durable and resistant materials and 
protective components. 
Heat waves 
Physical risks
Extreme 
weather 
events
Earthquake 
TCFD 
category 
Identification 
of the risk factor 
Risk management 
methods in use 
TCFD 
category 
Identification 
of the risk factor 
Risk management 
methods in use 
Environment

Tonsa Commercial
Floods
Use of solutions enabling quick detection and 
reaction to risk factors. 
Use of durable and resistant materials and 
protective components.  
Design and implementation of building struc-
tures resistant to sudden weather events. 
Implementation of emergency preparedness 
procedures. 
Use of above-standard the system compo-
nents (e.g. oversized storage tanks). 
Use of analysis and recommendations by 
third-party experts in the field.  
Physical risks
Extreme 
weather 
events
Variability of 
weather patterns 
Chronic 
weather 
events 
Equipping Olivia’s buildings with weather 
stations communicating with the BMS to 
provide early response to adverse weather 
conditions. 
Rising mean 
temperatures 
Providing Olivia’s buildings with efficient 
HVAC equipment. 
Use of individual thermal comfort control set-
points in the lease areas with +/- 3 degrees 
temperature control and airflow rate control. 
Use of systems in the buildings that do not 
allow the dew point temperature to be 
reached. 
Use of durable and resistant materials and 
protective components. 
Rising sea levels 
Physical risks
Use of analysis and recommendations  
by third-party experts in the field. 
Use of durable and resistant materials and 
protective components. 
Regular checks of the air quality in our region. 
Implementation of measures in accordance 
with the water and air quality management 
procedure based on the WELL Health-Safety 
Rating certification guidelines. 
Use of high-grade filters (including F7). 
Use of individual air purifiers. 
Use of plants with air-purifying properties. 
Use of air ionisers. 
Regular measurement of indoor and outdoor 
air quality. 
Providing upper respiratory tract protection. 
Air pollution 
We know that the above risks may result in increased opera-
ting and investment costs, reduced revenue and productivity, 
reduced capital availability or the loss of asset value. Howe-
ver, we can manage them appropriately and maximise the 
resulting opportunities, which include: 
•	 market leader’s status, 
•	 increasing demand, 
•	 increasing competitiveness, 
•	 increase of revenues, 
•	 increased asset value, 
•	 better availability and lower cost of capital, 
•	 lower insurance costs. 
TCFD 
category 
Identification 
of the risk factor 
Risk management 
methods in use 
TCFD 
category 
Identification 
of the risk factor 
Risk management 
methods in use 
Environment
Chronic 
weather 
events

Refrigerants
 3%
Diesel
oil 1%
Electricity
78%
Heating
18%
Cooling
17%
Others
61%
Tonsa Commercial
We strive for climate 
neutrality
3-3	
305-1 
305-2 	
305-3 	
305-4	
305-5	
305-6	
305-7	
Both during the design and building construction process, we 
applied solutions that result in a reduced embedded carbon 
footprint. By using best practices affecting energy efficiency 
throughout the life cycle of the buildings, we achieve a relati-
vely low operational carbon footprint today. 
However, we are setting our 
sights higher than that and aim 
to achieve climate neutrality.
We calculate our carbon footprint using real-world data 
and the international GHG Protocol Corporate Accounting 
and Reporting Standard. It divides greenhouse gas emis-
sions into three scopes: 1, 2 and 3. The first two delineate  
a climate impact that is entirely dependent on us. The third, on 
the other hand, indicates our indirect environmental impact, 
which, although out of our control, is linked to our activities. 
Olivia Centre’s carbon footprint 
Owing to the BMS and the monitoring of utility consumption 
that has been implemented, we can accurately determine 
and control the climate impact of the operation of our buil-
dings. The factors that have influenced the greenhouse gas 
emissions associated with the operation of our buildings in 
2022, as well as their contribution to the carbon footprint, are 
shown in the diagram below: 
Electricity, its consumption and source, has the greatest 
impact on the operational carbon footprint of our buildings, 
which is why we set the first of Olivia Centre’s decarbonisa-
tion targets already years ago: 
by the end of 2025, 50% of the 
electricity supplied to Olivia 
Centre’s buildings will come 
from renewable sources. 
The greenhouse gas emissions associated with the use of Oli-
via’s buildings are also the result of how Olivia’s Residents 
use them. Therefore, together with our Tenants, we monitor 
consumption and take initiatives to make our office buildin-
gs as energy efficient as possible. The same is true for other 
indirect emissions resulting from our value chain, which fall 
under scope 3 of the GHG Protocol standard.  
Environment

Tonsa Commercial
Factors influencing Olivia Centre’s 
carbon footprint across our value 
chain. 
Commuting
employees
Purchase of
materials
and services
Use of
buildings
Waste
management
Construction
of new
facilities
Transport
Business
travel
Olivia Centre’s emissions are closely correlated with the 
number of people using our space. In 2022, there was an 
increase of nearly 45% in the number of users. This was pri-
marily due to employees gradually returning to the offices 
after the pandemic period of remote work. Despite this, when 
comparing the 2022 reporting year with 2021 in scopes 1 and 
2, we saw an increase in total greenhouse gas emissions and 
their intensity by only 5%.  
Using good practice, including but not limited to the recom-
mendations of the SBTi (Science Based Targets initiative), we 
have set 2019 as the baseline year for determining our pro-
gress in reducing GHG emissions. Last year, compared to the 
baseline year, we were able to reduce scope 1 and 2 emis-
sions by 8%, while emissions intensity was reduced by as 
much as 21%. Scope 3 emissions were reduced by 6%, while 
emissions intensity was reduced by as much as 18%.
Environment

Olivia Home’s carbon footprint 
The development of Platynowa Park is based on engineering 
solutions (including modularity) that reduce carbon dioxide 
emissions into the atmosphere by 60% compared to traditio-
nal construction.  
BREEAM certification requirements have set us on a path to 
calculate the carbon footprint associated with the project 
development process. By implementing similar practices for 
monitoring utility consumption, purchasing and transpor-
ting materials, as well as for waste generation and dispo-
sal, we can control our greenhouse gas emissions into the 
atmosphere. 
Carbon footprint analysis showed that in scopes 1 and 2, 
our greenhouse gas emissions intensity for the period June 
to December 2022 was at 0.01 tonne of CO2 eq/m2. Scope 
3 emissions also indicated an intensity of 0.01 tonnne of CO2 
eq/m2 over the same period. 
Tonsa Commercial
Decarbonisation targets 
Our impact on the climate is very complex. Successful ende-
avours to combat global warming require the involvement 
of many entities, which is why last year we began work on 
a Decarbonisation Strategy and Code of Conduct to help us 
achieve our goal of gradual emission reductions and move 
towards climate neutrality in a methodical and structured 
way.  
We intend to review our atmospheric impact on a regular 
basis and verify the levels of emission reductions achieved in 
all GHG Protocol-compliant scopes. We want to stay on track 
to limit global warming to 1.5°C. To this end, all Olivia Centre 
buildings are regularly subjected to detailed, case-by-case 
analyses of their compliance with the Paris Agreement and 
the global decarbonisation pathway to 1.5°C, as well as with 
the commitment under the European Green Deal and the “Fit 
for 55” package. For this purpose, we use the CRREM (Carbon 
Risk Real Estate Monitor) tool, which has been aligned with 
international sustainability regulations and best practices.  
Using real-world data and the ability to tailor the decarboni-
sation pathway to our country and the real estate subsector, 
we have developed several options for possible decarbonisa-
tion projects in the CRREM tool that would align our business 
with integrated action to limit global warming to 1.5°C. We 
have correlated all the possible decarbonisation pathways 
with the results of the climate risk analysis, which allowed us 
to select one of those paths – the most optimal one in terms 
of our Group’s impact on the climate and the climate’s impact 
on us.  
Environment

Tonsa Commercial
We will subject our decarbonisation 
targets to an external audit in accor-
dance with SBTi guidelines. 
RES will account for a minimum of 
50% of the electricity supplied to Olivia 
Centre buildings. 
As part of the decarbonisation pathway we have developed, we have set the following targets 
for the years indicated below. 
2024
2025
RES will account for a minimum of 
70% of the electricity supplied to Olivia 
Centre buildings. 
2027
RES will account for 100% of the electri-
city supplied to Olivia Centre buildings. 
We will have reduced scope 1 and 2 
greenhouse gas emissions by a mini-
mum of 50%. 
We will set short-term reduction tar-
gets for greenhouse gas emissions ari-
sing from Olivia’s value chain.  
2030
We will strive to reduce greenhouse 
gas emissions in scopes 1, 2 and 3 by at 
least 90% and to neutralize the impact 
of the remaining emissions by remo-
ving an equivalent amount of CO2 from 
the atmosphere.
2045
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
GHG emissions intensity
Year
Global Decarbonisa-
tion Pathway (1,5°C)
Olivia Centre path without 
decarbonisation efforts
Olivia Centre’s decar-
bonisation pathway
Decarbonisation goals
Environment

Tonsa Commercial
We respect energy
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Electricity savings are important to both us and our Stake-
holders. We care for that energy by taking the entire life cycle  
of the buildings into account. 
Olivia Centre
We use: 
•	 the Building Management System (BMS) and Power 
Management System (PMS), which help us optimise 
energy consumption depending on the building type 
and area; 
•	 smart devices switching into the ECO mode when the 
user is absent. 
•	 energy recovery systems;  
•	 heat pumps and high-efficiency heat exchangers; 
•	 triple-glazed façades;  
•	 room comfort control panels; 
•	 sun blinds; 
•	 air quality monitoring; 
•	 high quality filters treating the air supplied to the 
premises; 
•	 air ionisers; 
•	 motion detectors; 
•	 reduction of outdoor lighting intensity at night;  
•	 individual electricity meters.  
All this is to ensure that our 
facilities operate optimally 
in terms of economy, comfort, 
safety and the environment
In 2022, we carried out many upgrades to enhance energy 
security and user comfort and optimise utility consumption. 
We introduced automated equipment to accurately measure 
the quality and quantity of the utilities supplied to our Resi-
dents, which allowed us to expand our analytics and disco-
ver new optimisation opportunities. We paid careful atten-
tion to system heat, allowing us to predict the thermal power 
demand more accurately. We improved the BMS, increasing 
the ability to remotely control building equipment, inclu-
ding setting schedules that enable us to rationalise the con-
sumption of utilities. 
Our priority is to ensure an adequate supply of heat and 
electricity. We care not only about the safety and comfort 
of our Residents but also about the rational use of energy. 
We pay close attention to the independence and continuity 
of supplies, which is why our projects have additional power 
sources: power generators, UPS batteries and appropriate 
internal installations. Owing to this, we can keep emergen-
cies related to energy supplies under control. 
A comparison of the reporting year 2022 with the base year 
2021 showed an increase in electricity consumption by 5%. 
Importantly, in the shared spaces, despite a 45% growth in 
the number of building users, we were able to significantly 
reduce the increase in electricity consumption to just 2%. 
Owing to optimisation in the area of system heat, thermal 
energy consumption dropped by 18% compared to 2021. The 
heat savings are even more noticeable when we analyse the 
figures for the common areas. Heat consumption decreased 
by as much as 24% there. 
In addition, we reduced the amount of diesel oil used in the 
generators, also by 24% compared to the previous year.
Environment

Tonsa Commercial
We respect the commitment of our Residents to activities 
related to sustainable development and constantly work on 
developing advanced solutions in this area. Together with the 
Residents, we monitor utility consumption and take initiati-
ves to make the buildings as energy efficient as possible. Our 
Residents are also encouraged to use proactively the existing 
solutions, such as: 
the option to set automated schedules for space heating 
and cooling – at specific times and to specific temperatures; 
standardisation of controller settings for fan coil units; 
systems that turn off heating and cooling when windows 
are opened in a room; 
setting the optimum temperature level for hot water in kit-
chens and bathrooms; 
limiting logo illumination time; 
limiting the time and/or intensity of lighting in common 
areas; 
using an automatic switch-off/sleep mode for TVs, pro-
jectors, laptops, e.g. after they have not been used for an 
hour; 
switching off office equipment rather than leaving it in the 
standby mode (unplugging, switching off power strips, 
disconnecting chargers); 
using appliances with a high (efficient) energy class; 
arranging large glazed areas reducing the need for 
additional lighting (maximising daylight levels); 
using, as a priority, lighting in one’s own work area; 
avoiding behaviours that increase electricity consumption 
during daily kitchen use: 
•	putting warm/hot food in the fridge, 
•	setting a too-high fridge cooling level, 
•	filling electric kettles with much more water than needed 
for current consumption. 
Good practices 
Olivia Home
We are aware of the impact of environmentally friendly solu-
tions not only on future residents but also on the local energy 
economy. When designing the Platynowa Park estate, we 
paid particular attention to the energy efficiency of the buil-
dings and the surrounding space. A responsible approach 
to energy conservation contributes to the implementation of 
regional objectives regarding the management of this reso-
urce, translating into long-term benefits related to improving 
the quality of life, health and immunity of the users of our 
facilities. This approach also has an impact on carbon emis-
sion reduction. All of this means meeting the climate policy.  
Energy efficiency is also affected by the innovative modular 
technology we use. We equip the modules with smart mem-
branes that control the migration of water vapour depending 
on the season of the year. On the outer layers, we use vapo-
ur-permeable and wind-proof materials. All modules are 
built under controlled conditions to achieve better insulation 
quality and reduce thermal bridges resulting from assembly 
errors. 
During the construction of the Platynowa Park project itself, 
we pay attention to energy savings too. To this end, we use, 
among other things, clocks limiting energy consumption at 
night and pictograms to promote rational energy use. From 
the start of the project in June until the end of 2022, we con-
sumed approximately 30 MWh of energy.  
A responsible approach to energy 
conservation contributes to the 
implementation of regional objecti-
ves regarding the management 
of this resource, translating into 
long-term benefits
Environment

Tonsa Commercial
We protect water 
resources 
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When developing multifunctional projects, the rational use 
of water and constant monitoring of its consumption is impor-
tant to us. This has a direct impact on the environmental and 
financial aspects of our developments, which is why we are 
constantly striving to reduce water consumption.  
Olivia Centre
As early as at the building design stage, we take measures to 
reduce the demand for water, e.g. through its internal circu-
lation, which is supplied with rainwater, as well as by: 
applying the strict requirements of a given BREEAM 
assessment; 
equipping the buildings with water meters and sub-me-
ters, which are connected to the building management 
system;  
using water-saving fittings and aerators to reduce water 
consumption; 
implementation of water leakage detection and pre-
vention systems. 
We constantly strive to ensure that our internal building solu-
tions contribute to the reduction of water use. We use rainwa-
ter, for example, to irrigate the pocket garden next to Olivia 
Prime. The fountain on Olivia’s patio, which has a closed cir-
cuit, is also supplied by rainwater. Olivia Garden also has 
devices designed to close the water cycle, recover water and 
minimise its consumption. 
Water consumption is also closely correlated with the number 
of users of our spaces. Again, it is worth noting that there was 
an increase of approximately 45% in the number of employ-
ees present at Olivia Centre in 2022. This resulted in a 19% 
increase in water consumption compared to 2021, with the 
increase being most noticeable in the tenant areas, as the 
Residents consumed 38% more water than the year before. In 
contrast, the increase in water consumption in the common 
areas was limited to just 6%. 
We encourage water savings by:  
not turning on the water tap fully when it is not necessary, 
turning off the water at times (even short) when it is not 
being used, 
reporting leaking fittings in the Planon system, 
reusing water many times, 
using rainwater (e.g. for watering flowers), 
running the dishwasher only when it is full, and using 
“eco” programmes. 
Good practices 
Olivia Home
The design of the Platynowa Park development also includes 
solutions conducive to water savings. These include, first and 
foremost, water meters and sub-meters and water-saving 
fittings. 
In order to protect the water resources at the Platynowa Park 
estate, large green areas have been designed, including 
small retention facilities, such as rain gardens with hydro-
phytic plants. Their purpose is to retain excess water in the 
area and gradually introduce it into the ecosystem. This type 
of concept is a sustainable alternative to traditional rainwater 
sewers. 
Environment

Tonsa Commercial
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Olivia Centre
We carry out construction processes with respect for the 
natural environment and the land on which they take place. 
When preparing capital projects, we consult with an ecolo-
gist, and when implementing those projects, we follow their 
recommendations. We endeavour to enrich our project sites 
with native vegetation, adapted to local habitat conditions, 
and then appropriately protect and care for it. 
Olivia Home
The planned area of green space at the Platynowa Park estate 
is 2,017 m2. As many as three rain gardens with hydrophytic 
plants will be created here. Hydrophytic plants clean rain-
water of pollutants (nitrogen, phosphorus and heavy metals). 
These plants also tolerate periods of drought and flooding 
well, which makes them easy to care for. 
Rain gardens have a positive impact on the environment by: 
reducing the amount of water flowing into the drainage 
system, 
removing pollutants contained in rainwater, 
increasing local resilience to extreme rainfall, flooding 
and waterlogging, 
improving the aesthetics of the area, 
reducing the urban heat island effect, 
increasing biodiversity. 
It is also important for the future inhabitants of the project that 
the neighbourhood of the estate under construction includes 
the revitalised, historic, 19-hectare Orunia Park, two ponds and 
vast green areas. Orunia Park is one of the most valuable old 
parks in Gdańsk. Its revitalisation, based on iconography from 
the mid-19th century, won the prestigious award of the Society of 
Polish Town Planners. 
We care for 
biodiversity 
Owing to our projects, we have 
provided nearly 10,000 m2 
of greenery, and we take care 
of a total of 26,000 m2 
In the outdoor area of Olivia Centre, we have approximately 
7,000 m2 of green spaces and more than 100 plant species, 
both low- and high-cropping. Among them are numerous 
species attractive to insects, adapted to our climatic con-
ditions and naturally occurring in Poland.  
The pocket garden at Olivia Prime has enriched the Olivia 
space with nearly 50 plant species. The concept of the pocket 
garden was to create green areas between built-up plots, thus 
providing an enclave of greenery in more or less dense urban 
development. When implementing that concept, we wanted 
to create a friendly space that stimulates all the senses and 
shapes the environment differently at different times of year. 
The green areas at Olivia are complemented with the follo-
wing spaces filled with plants: 
Olivia Garden, 
pocket garden, 
patio, 
terraces, 
roofs of the buildings,  
the link building between Olivia Point and Olivia Tower, 
at the 7th storey, 
Lime Avenue. 
As a result, our centre has many friendly green areas, 
which not only have a positive impact on all its users 
but also mitigate the effects of urban heat islands.  
We make sure that protected habitats are respected 
both during the development of our projects and after 
they are completed. While Olivia Star was under construc-
tion, a peregrine falcon began to appear on the top of the 
building. As the falcon appeared to be our regular “guest,” 
we decided to build a nesting house for it. To this end, we had 
a series of consultations with falconers, ornithologists, and 
builders of such bird facilities.  
Our buildings are less than half a kilometre away from the 
eastern limits of the Tri-city Landscape Park. Olivia Star 
offers an amazing view of the southern part of the park: from 
Gdańsk through Sopot to Gdynia. In 2022, Olivia organised 
regular hiking and cycling trips to the forests of Oliwa. Tours 
were offered by, for example, local guides, who introduced 
participants to the beauty of the area and shared knowledge 
about the wild inhabitants of the park and the principles of 
nature conservation. 
Environment

Tonsa Commercial
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Olivia Centre
When purchasing the materials needed to conduct activities 
related to the construction of new projects, the fit-out of resi-
dential and commercial space and the operation of our buil-
dings, we make sure that the materials chosen are durable, 
non-toxic, anti-allergenic, with zero or minimum VOC and 
formaldehyde content, that they come from legal and verified 
sources, are maximally environmentally friendly and certified 
for compliance with the concept of sustainable development 
(EDP, FSC, PEFC).  
We source materials 
responsibly 
The day-to-day operation of Olivia’s buildings and the desire 
to maintain a healthy, safe and welcoming indoor environ-
ment give rise to the need to purchase products ensuring 
the quality of our spaces: offices, common areas, etc. For 
example, in order to ensure very good indoor air quality, we 
change the filters in more than 100 air handling units during 
every inspection. We also do this when the pressure switch 
indicates that even one section is dirty. This means the need 
to purchase nearly 5 tonnes of filters per year. 
There are similar implications for maintaining the 1,700 sani-
tary points on Olivia’s premises and applying relevant cle-
aning and disinfection procedures, ensuring that we are WELL 
Health-Safety certified. In this area of our business, paper 
and cleaning agents are our most frequently used materials. 
We were the first office centre in Poland to implement the 
Tork PaperCircle, an innovative recycling service for used 
paper towels. This type of waste management has an impor-
tant aspect – owing to its implementation, the reduction in 
the amount of CO2 generated from paper production is up to 
40%, and last year this was over 3 tonnes of CO2e. Following 
the implementation of the Tork PaperCircle at Olivia, almost 
100% of the towels are recycled and can be reused. The scale 
of the project is significant; employees of companies with offi-
ces in similar facilities use more than 11 million paper towels 
each year. All the towels that end up in specially labelled bins 
in our centre’s toilets are transported to Essity’s local factories 
and processed into new paper products. 
Fit-out 
In the area of space fit-out, responsible material procure-
ment includes considering factors such as:  
source of the materials – whether they are sourced 
sustainably or, conversely, as a result of activities that 
contribute to environmental destruction, violate human 
rights or negatively affect local communities; 
life cycle of materials – whether they are designed in 
a way that minimises environmental impact or, conver-
sely, there are potential risks associated with their pro-
duction, transport, consumption or disposal; 
supply chain – whether steps are being taken to mini-
mise risks associated with unsustainable practices thro-
ughout the supply chain, including suppliers, sub-sup-
pliers and other business partners; 
risk management – whether the company identifies, 
assesses and manages risks associated with procured 
materials in line with sustainability principles. 
In the activities related to the residential and commercial 
space fit-out, the most common materials we use are: con-
crete, steel, aluminium, ceramics, gypsum, stone, wood, glass 
and mineral wool.  
Environment

This year we are planning to implement several improve-
ments in the management of procured materials: 
supply chain analysis, 
introduction of sustainable criteria into the materials 
ordering process, 
implementing training and education programmes for 
employees, 
supporting innovative engineering solutions, 
maintaining minimum stock levels, 
performance monitoring and reporting, 
signing framework agreements with key suppliers/
manufacturers containing the Group’s ESG expectations. 
In pursuit of a circular economy, we are also planning to test 
implementing a circular model for finishing office space. 
Tonsa Commercial
Olivia Home
In May 2022, we launched the Platynowa Park estate project 
using modular technology, which allows us to optimise the 
use of materials and raw materials. In connection with these 
measures, last year we mainly used concrete, steel, earth, 
gypsum boards, silicate blocks, glass and mineral wool. 
Details of the materials used are shown in the data table at 
the end of this report. 
Renewable materials accounted for 27% of all materials used 
in 2022 for the Platinum Park development. 10% of the con-
crete was debris from building demolition, and that concrete 
was used for road construction. At least 16% of the timber will 
be designated for reuse. The steel spans and concrete footin-
gs, for which approximately 1 ton of steel and 1.5 tonnes of 
concrete were used, will also be taken advantage of on future 
projects as these spans and footings are the components of 
the construction fence which can be reused.  
As part of our activities, we aim for a circular economy, i.e. 
maximising the use of materials and raw materials as well as 
minimising waste. 
Waste is monitored on an ongoing basis and transported to 
companies with the relevant permits required by law for the 
recycling and recovery of recyclable materials. We also work 
with subcontractors, and educate and show the contractors 
how to segregate waste properly. In addition, we participate 
in events that enable Olivia’s employees, associates, subcon-
tractors and Residents to learn about proper waste manage-
ment. Our contracts include provisions that promote minimi-
sing waste generation, conscious waste segregation and the 
need to reuse it. 
We strive to minimise 
waste 
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Olivia Centre
As employees have returned to their offices, as is the case with 
the growth in the volume of the materials used, the volume 
of waste has increased. Last year, Olivia’s space was used 
by 45% more people than the year before, and the volume 
of municipal waste increased by 5%. The 14% increase in BIO 
waste was entirely due to increased food services activity at 
Olivia Star. Glass waste has been reduced by 6% compared 
to last year. Despite a sharp increase in the number of Olivia 
Centre users, it was possible to maintain the volume of other 
waste fractions at 2021 levels. Details of the municipal waste 
generated at Olivia Centre and sent for disposal are summa-
rised in the table at the end of this Report. 
Owing to the implementation of the Tork PaperCircle circular 
economy project at Olivia Centre, last year we handed over 
7,020 kilograms of used paper towels to be transformed back 
into new paper products. This works as follows: 
Environment

Tonsa Commercial
After wiping hands,  
paper towels go into 
a bin marked “Tork  
PaperCircle” 
Cleaning staff empty 
the bins, maintaining 
the principle of segre-
gation of used towels 
Towels are collected 
by a designated reci-
pient and delivered to 
a local processing plant 
Towels are recycled – 
new products are 
made from them 
Products made from 
used paper towels are 
delivered, for example, 
to us for reuse 
By recycling more than 
7 tonnes of paper towels, 
we have avoided the emission 
of 3,040 kg CO2e 
Fit-out 
Regarding fit-out, the processes involved in moving towards  
a circular economy include the deliberate selection of pro-
ducts that are easy to repair, reuse or recycle. It is also impor-
tant to work with suppliers and customers to minimise waste. 
Where a third party manages waste generated by our ope-
rations, we monitor this process on an ongoing basis. To this 
end, we implement the relevant contractual obligations, and 
if irregularities or non-compliance with the contract or the 
law are detected, we take action to rectify the situation. 
Olivia Home
By taking a zero-waste approach and moving much of the 
construction and finishing process to the factory, we signifi-
cantly reduce waste compared to the traditional construc-
tion industry. 
Working closely with subcontractors on the Platynowa Park 
residential project, we know that a total of 10.42 tonnes of 
waste was generated last year, all of which was handed over 
for disposal. We want to reduce our environmental impact 
along the entire value chain, which is why we intend to imple-
ment, in cooperation with our business partners, a Code of 
Conduct that will minimise waste generation, encourage the 
reuse of materials and improve the quality of their segrega-
tion and disposal. 
The engineering solutions we use allow our project to be 
dismantled, relocated and repurposed in the future, should 
the need or decision to dispose of the building arise. The buil-
ding or part of it can thus be used for another purpose/site, 
thus reducing its environmental impact. Controlled manufac-
turing conditions and a higher level of quality in the factory 
enable the standard product life cycle to be even doubled. 
Environment

O nas
We support the
10 principles
of the UN Global Compact 
We have started working on the 
Code of Conduct
for the entire Group
We have an
 ESG strategy
Corporate Governance
Chapter 5

Tonsa Commercial
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The 10 UNGC principles 
We have joined the largest global initiative bringing together 
sustainable business – the United Nations Global Compact 
(UNGC). This has publicly committed us to act in accordan-
ce with the concept of sustainable development. In doing so, 
we have underlined our commitment to caring for society, the 
environment and its resources. Olivia Centre supports the ten 
principles of the UN Global Compact on human rights, labour, 
environment and anti-corruption. 
We have an ESG strategy 
Respect and support the protection of internationally 
proclaimed human rights. 
Eliminate any cases of human rights abuses by the 
business. 
Uphold the freedom of association and the effective 
recognition of the right to collective bargaining. 
Support the elimination of all forms of forced and com-
pulsory labour. 
Contribute to the effective abolition of child labour. 
Counteract discrimination in respect of employment 
and occupation. 
Support a precautionary approach to environmental 
challenges. 
Undertake initiatives to promote greater environmental 
responsibility. 
Encourage the development and diffusion of environ-
mentally friendly technologies. 
Work against corruption in all its forms, including extor-
tion and bribery. 
We are aware of the responsibility that rests on our shoul-
ders towards the region, country and the entire planet from 
the perspective of an industry that has a significant impact 
on shaping trends and good practices on the market. The 
real estate sector, of which we are a part, plays a key role 
in the decarbonisation of the economy. According to figu-
res published by the World Economic Forum, the real estate 
sector accounts for approximately 40% of global CO2 emis-
sions, of which almost 30% is due to the operation of buildings 
1
2
3
4
5
6
7
8
9
10
and the remaining 10% is a consequence of the construction 
process and the life cycle of the building.2 Therefore, our most 
important task, when thinking about real estate, is to focus on 
the environment.  
STAKEHOLDERS
responding and reacting to the 
recipients’ market needs and 
offering dedicated services that 
support them at every stage.
COMMUNITY
organising 
and 
supporting 
social initiatives and suppor-
ting the development of the local 
economy.
ENVIRONMENT 
striving 
to 
reduce 
the 
carbon footprint in the 
daily operations of our 
Group.
SAFETY 
active response and involve-
ment in action for safety.
2 World Economic Forum, “Green Building Principles: The Action Plan for Net-Zero Carbon Buildings”, Insight Report,  
October 2021,
Corporate Governance

Tonsa Commercial
We have decided to be part of a global community which stri-
ves to achieve the 17 Sustainable Development Goals (SDGs). 
Due to the specific nature of our business, we pay particular 
attention to activities in the area of the following three goals: 
Goal 8: Promote stable, sustainable and inc-
lusive economic growth, full and productive 
employment and decent work for all 
At Olivia Centre, we have created worksta-
tions for nearly 15,000 people. Our Residents 
work in almost 100 companies, and O4 Coworking brings 
together an additional 150 entrepreneurs subletting Olivia’s 
space. Our projects support entrepreneurship, creativity and 
innovation, help promote business and decent job creation, 
and encourage micro-, small- and medium-sized businesses 
to grow. 
The largest office space rented by one of the Residents is 
approximately 20,000 m2, while the smallest office rented in 
one of the buildings is 4 m2. Our Residents range from mul-
tinational corporations to smaller, local companies. We have 
representatives of many nationalities here, which encourages 
the establishment of interesting relationships, learning about 
other cultures and customs, exchanging views, and educa-
tion. In addition, owing to the presence and development of 
many useful facilities and functionalities in Olivia (services, 
food services, leisure and entertainment spaces, educational 
facilities), we have opened up to the residents of the Tri-Ci-
ty and to tourists, which fits perfectly with the assumption of 
inclusivity to which Goal No. 8 refers. 
Our activities have a positive impact on economic growth, not 
just directly but also indirectly, by influencing the develop-
ment of many entities related to us. In 2022, we worked with 
around 600 suppliers, 99.9% of whom are located in Poland, 
and the remaining 0.1% are European service providers. We 
primarily support local suppliers, which is why approximately 
75% of our entire supply chain is made up of local suppliers 
from the Tri-City and surroundings. Many of those suppliers 
are our regular business partners, which is proof of trust and 
stability on many projects implemented in Olivia. While main-
taining our properties and making further investments, we 
focus on social and environmental responsibility, including in 
our supply chain. To promote the principles of sustainabili-
ty within our Group and among our business partners, we 
started working on a Code of Conduct last year.  
Goal 11: Make cities and human settlements 
inclusive, safe, resilient and sustainable 
Our strategic activities contribute to susta-
inable urbanisation and participation in inte-
grated planning and management of urban 
areas. Each of our projects ensures easy and unrestricted 
access to green areas and safe public spaces. Owing to the 
mixed-use concept implemented at Olivia and the varied 
offer, we integrate the region’s inhabitants and tourists by 
attracting diverse groups of people in terms of age, gender, 
education, nationality, views or interests.  
We focus on multifunctional buildings, which provide access 
to a rich infrastructure, e.g. services related to health, educa-
tion, administration, finance, beauty and everyday life, and 
communication-enhancing facilities, with particular empha-
sis on micromobility, with everything within a dozen-minute 
walking distance. We provide space that encourages healthy 
living and we do this using global best practice, as evidenced 
by the BREEAM and WELL Health-Safety Rating certificates 
we have obtained.  
Outreach is an important part of our strategy. Every year, we 
organise several hundred events for our employees, associa-
tes, Residents and local inhabitants. We celebrate important 
events (holidays and anniversaries), inform the public about 
them and introduce them to the history and significance of 
those events. We also educate and encourage joint activities 
by celebrating together, for example, World Baltic Sea Pro-
tection Day (called World Water Day by the UN), International 
Earth Day, World Bicycle Day and World Car Free Day. 
Goal No. 8 is also related to promoting a healthy and safe 
working environment. One of the most important measures 
demonstrating our concern for those at Olivia Centre was the 
implementation of procedures and the proactive undertaking 
of related activities, which enabled us to achieve the WELL 
Health-Safety Rating Certificate with the maximum possible 
score of 25 out of 25.  
After the Russian aggression against Ukraine in 2002, it 
became a priority for us to take special care of our Residents’ 
safety. This crisis situation was the biggest challenge of the 
past year, which we could only rise to together with the Olivia 
community. We then launched a number of projects dedicated 
to helping refugees, which we have described in the Report.  
Corporate Governance

Tonsa Commercial
Goal 13: Take urgent action to combat  
climate change and its impacts 
Both in the design and construction process, 
we use solutions that result in a reduced 
embedded carbon footprint. This has ena-
bled us to obtain the BREEAM multi-crite-
ria sustainable construction certificates. In 
2022, Olivia Star was awarded a full version 
BREEAM final certificate recognising the above, including 
tenant space fit-out (Fully Fitted) with a rating of Excellent. 
By implementing best practices affecting energy efficiency 
throughout the life cycle of the buildings, we achieve a rela-
tively low operational carbon footprint today. We take care 
to select environmentally friendly materials, installations and 
components.  
However, we are setting our sights higher than that and aim 
to achieve climate neutrality. That is why we measure our 
carbon footprint, using real-world data and the international 
Greenhouse Gas Protocol A Corporate Reporting Standard. 
The consumption of electricity and its source have the biggest 
impact on our carbon footprint, which is why we have already 
adopted and published the first of the decarbonisation tar-
gets already in previous years. 
Olivia Garden, an exotic green garden in the heart of Olivia 
Centre, was created with the needs of our Residents and 
guests in mind. Designed according to the biophilic design 
concept and filled with many species of vegetation, it enables 
relaxation and assures a work-life balance. 
Corporate Governance

Tonsa Commercial
RES will account for a minimum of 
70% of electricity supplied to the Olivia 
Centre buildings. 
2027
RES will account for 100% of electricity 
supplied to the Olivia Centre buildings. 
We will have reduced scope 1 and 2 
greenhouse gas emissions by a mini-
mum of 50%. 
We will set short-term reduction tar-
gets for greenhouse gas emissions ari-
sing from Olivia’s value chain.  
2030
We will strive to reduce greenhouse 
gas emissions in scopes 1, 2 and 3 by at 
least 90% and to neutralize the impact 
of the remaining emissions by remo-
ving an equivalent amount of CO2 from 
the atmosphere.
2045
2025
All our buildings are also regularly subjected to detailed, 
individual analyses of compliance with the Paris Agreement 
findings and the global decarbonisation pathway to 1.5°C. 
For this, we use the CRREM (Carbon Risk Real Estate Moni-
tor) tool, aligned with best practices regarding sustainable 
development.  
The above measures have become the cornerstone of our 
decarbonisation strategy. We are also aware that developing 
an effective plan requires a holistic approach, encompassing 
not only our impact on the climate but also the impact of the 
changing climate on us. Therefore, we use the recommen-
dations of the TCFD (Task Force on Climate-related Financial 
Disclosures) and regularly analyse the climate risk.  
By correlating the results of the climate risk analysis with our 
carbon footprint analysis, we have developed our decar-
bonisation pathway, within which we have set the following 
medium- and long-term targets. 
RES will account for a minimum of 
50% of the electricity supplied to Olivia 
Centre buildings. 
Our impact on climate is very complex, and effective action 
against global warming requires the involvement of many 
individuals. Therefore, we undertake numerous environmen-
tal and local community initiatives that raise the level of edu-
cation and awareness of mitigating climate change, its effects 
and adaptation to the change. Each year we celebrate the 
most important relevant events with our Residents, commu-
nicating with them through our communication channels and 
encouraging social and environmental activity. For example, 
we celebrate World Baltic Sea Protection Day (called World 
Water Day by the UN), International Earth Day, World Bicycle 
Day and World Car Free Day. 
To further enhance our climate action, we have started to 
implement a Code of Conduct: a set of principles and ways 
of operating consistent with the concept of sustainable deve-
lopment across our entire value chain.  
We undertake numerous environ-
mental and local community 
initiatives that raise the level 
of education and awareness
of mitigating climate change
Corporate Governance

Tonsa Commercial
3-3
2-16
We pay particular attention to maintaining management 
continuity and comprehensive risk management. The depart-
ment directors and managers are responsible for the ongo-
ing review of the Group’s operations in terms of operational 
risk, and the Investors’ Supervision Department supports their 
activity in this area. The key risk issues are reported daily to 
the Members of the Management Board and other compe-
tent persons in charge. 
This year, we also attempted again to analyse the risks in 
terms of climate change, social aspects and corporate gover-
nance. The climate change risks affecting the Group’s busi-
ness model, strategy and financial plan are analysed in detail 
and described in the chapter on strengthening climate resi-
lience. Significant risks that do not arise directly from climate 
change but affect the ESG area include: 
•	 war and armed conflict, 
•	 epidemics/pandemics, 
•	 inflation and economic downturn.  
The most important issues and aspects that demonstrate the 
Group’s preparedness for ESG risks, described in detail ear-
lier in the Report, are indicated below.  
We mitigate ESG risks 
COMMUNITY
•	 Planning of activities based on social participation, 
taking into account the various Stakeholder groups. 
•	 Ongoing, very good contact with Stakeholders through 
numerous community projects. 
•	 Ability to respond quickly to emerging or changing Sta-
keholder needs. 
•	 Maintaining and designing buildings in line with the 
concept of creating sustainable, healthy, inspiring and 
flexible environments that improve the quality of life. 
•	 Creating functional space providing the Residents with 
easy access to basic services or products while reducing 
exhaust emissions and noise pollution. 
•	 Ongoing assessment of opportunities to meet the 
expectations of potential Residents as well as respon-
ding effectively and quickly to market changes. 
•	 Designing very flexible spaces to meet the future needs 
of the Residents. 
•	 Regular employees and associates training enabling an 
effective and quick response to changes in legal and 
market regulations. 
ENVIRONMENT
•	 Basing organisational decisions on the idea of sustaina-
ble development. 
•	 Internal ESG audits using the guidelines set out by global 
standards (e.g. CRREM analysis). 
•	 Focus on minimising our carbon footprint. 
•	 Annual publication of ESG reports using global stan-
dards (such as GRI and TCFD). 
•	 Ongoing positive evaluation of the Group’s activity in 
terms of environmental impact solutions. 
•	 Investment in buildings that meet the strict require-
ments necessary for the BREEAM and WELL HSR buil-
ding certification.  
•	 Using appropriate solutions in buildings that minimise 
the risk resulting from potential flooding, high tempe-
ratures, strong winds or air pollution, as well as other 
factors. 
Corporate Governance

Tonsa Commercial
CORPORATE 
GOVERNANCE
•	 Implementation of ESG strategies (e.g. pertaining to 
decarbonisation issues) and ESG policies (e.g. Code of 
Conduct). 
•	 Use of third-party certification and consultation with 
experts in the relevant ESG field. 
•	 Monitoring of legislation processes pertaining to ESG 
reporting. 
•	 Careful attention paid to ensuring physical, energy and 
internal IT security with a focus on service continuity and 
availability. 
•	 Credit risk control while maintaining full liquidity. 
•	 Operational risk control, which is possible owing to, 
among others, advanced management systems applied 
in the buildings.  
Any risks associated with the Group’s operations are first 
analysed by teams set up for the purpose, which include deci-
sion-makers, in particular the managers, and persons with 
the expertise necessary for the operation of the Group and its 
assets. If a situation arises where specific action is required, 
individual issues are referred for further discussion:  
•	 to the directors of various departments or directly to 
individuals in various departments; 
•	 to independent specialists;  
•	 to a specific multidisciplinary team set up to identify and 
resolve specific issues and risks. 
Cooperation in the area of climate risk mitigation with 
employees, colleagues, suppliers, contractors, customers and 
Residents is very important to our entire Group. We are wor-
king on implementing a Code of Conduct, which will allow us 
to work even better with all our business partners for susta-
inable development.  
We believe that our success is possible only when all the acti-
vities undertaken in the Group’s companies are based on 
transparency, respect, fair principles and high moral stan-
dards. The business ethics we follow play a key role in what 
we do. In developing the Group, we operate according to the 
following principles: responsibility, meeting targets, sustaina-
ble development, protection of local resources and responsi-
bility for the environment and climate. 
Our aim is to go beyond the existing requirements, promote 
ever-higher standards and apply best practices. Therefore, 
in the last quarter of 2022, we initiated a cross-team con-
sultation within the organisation to develop a coherent and 
universally understood Code of Conduct that can be imple-
mented across the entire value chain. This document will be 
used internally and in ongoing collaboration with third-party 
entities. Owing to the implementation of the Code of Con-
duct, ESG criteria will become more important as early as at 
the stage of selecting potential business partners, customers 
and contractors. 
The Code encompasses the Group’s expectations in relation 
to all associates, Residents, customers and partners on the 
issues indicated below. 
We are implementing 
a Code of Conduct 
2-6  
2-14  
2-15  
2-16  
2-23  
2-24  
2-26  
2-30  
3-3  
205-2	 
205-3	 
206-1	  
308-1	   
308-2	 
406-1	  
407-1	  
408-1	  
409-1	  
411-1	  
414-1	  
414-2 
417-1 
Corporate Governance

Tonsa Commercial
Business 
expectations
•	 ethical action, 
•	 responsible marketing, 
•	 counteracting corruption, money laundering 
and terrorism financing, 
•	 protection of privacy, personal data and 
copyrights, 
•	 fair competition and prevention of conflicts of 
interest. 
Tonsa Commercial
•	 protection of human rights, 
•	 counteracting forced labour and slavery, 
•	 protection of young persons and prohibition 
of child labour,
•	 freedom of association, 
•	 equality, diversity and non-discrimination, 
•	 concern for health and safety. 
Social 
expectations
•	 environmental and climate protection,
•	 reduction of emissions, 
•	 sustainable use of resources, 
•	 responsible waste management. 
Environmental 
expectations
This document is intended to be a clear and explicit guide for 
our business partners and a testimony to our values. All the 
norms and standards we are guided by and that define us 
stem from our convictions. In our day-to-day work, we make 
sure that they are also shared by our employees and associa-
tes. We condemn all cases of intentional violations and take 
preventive measures of education and raising awareness.  
When drafting the Code, we took care to launch a special 
e-mail address:
dedicated to submitting concerns or expressing doubts about 
the organisation’s negative (but not only) business conduct. 
If there is a need to do so, we guarantee that the notifier will 
remain anonymous. We assure you that we will not disregard 
any signal about any issue brought to our attention. 
esg@oliviacentre.com
Corporate Governance

Tonsa Commercial
3-3 
205-2	 
205-3	 
The Group strictly adheres to internal standards in the field 
of fraud prevention, counteracting corruption and counte-
racting financing of terrorist activities. From the first stage of 
establishing business relationships – with Residents, contrac-
tors, financing institutions or other partners – we are guided 
by high ethical standards that allow us to avoid situations 
that may lead to abuse, corruption or violation of the law. 
We do our best to identify our partners. For this purpose, we 
make use of the knowledge and experience of our associates, 
know your client forms, publicly available information (e.g. 
commercial registers and the register of beneficial owners), 
and/or the OSINT sources. 
Counteracting corruption, money laundering and the finan-
cing of terrorism is an important issue of the Code of Conduct 
now being implemented. We want to oblige both ourselves 
and our business partners to pay special attention to that 
issue. At the same time, in order to increase our control over 
this area, we plan to implement an effective whistle-blowing 
mechanism and enable the reporting of any concerns. Owing 
to that, we will be able to identify possible risk areas and 
respond quickly in the event of suspected breaches. Relevant 
contractual clauses provide an additional guarantee of our 
safety, allowing us to terminate a business relationship if our 
partner violates the law.  
We counteract 
corruption 
The Code of Conduct, which is a codification of our professed 
values, also includes provisions on the protection of young 
persons and the prohibition of child labour. The cardinal prin-
ciples in this area are as follows: 
•	 not to employ persons under the age of 15 (subject to 
exceptions under the law) and to counteract this prac-
tice, as well as counteract the restriction of children’s 
right to education; 
•	 in the case of the employment of an employee under 18, 
a commitment: 
	» to comply with all regulations regarding the hours 
and time of the day of work of young workers; 
	» to provide educational opportunities for young 
workers; 
	» not to allow juvenile workers to engage in any pro-
hibited work unless permitted by law and under the 
conditions specified in the regulations. 
The entities within the Group do not employ people whose 
employment, due to their young age, does not comply with 
generally applicable regulations. It is the responsibility of  
a given department to vet the candidate’s age properly, and 
such verification is conducted even before collaboration is 
undertaken. 
Currently, in the Group’s assessment, none of its suppliers 
are at risk of child labour. Given that these entities are, for 
the most part, national or based in the same countries as the 
Group’s companies, the Group, when it becomes aware of 
violations, has the option to notify the competent authorities 
to stop the violations or punish the entity committing such 
violations as provided by law.  
We counteract child 
labour 
3-3
408-1
Corporate Governance

Tonsa Commercial
3-3 
409-1 
Counteracting forced labour and slavery is also one of the 
leading values covered by our Code of Conduct. In coopera-
tion with our business partners, we want to ensure: 
•	 no use, directly or indirectly, of physical or mental coer-
cion or economic blackmail to recruit people to work 
and carry out the tasks assigned to them; 
•	 the immediate counteraction of forced labour and, in 
the event of such a breach, notification of the relevant 
authorities immediately. 
Forced labour contravenes generally applicable national and 
international laws. The Group complies with the applicable 
regulations and requires compliance from its suppliers, con-
tractors and Stakeholders. All contracts with employees and 
associates are entered into voluntarily by the parties there-
to, and the terms and conditions of contract performance 
comply with generally applicable regulations and are based 
on partnership principles. 
Currently, in the Group’s assessment, none of its suppliers are 
at the risk of forced or compulsory labour events. Given that 
these entities are, for the most part, national or based in the 
same countries as the Group’s companies, the Group, when 
it becomes aware of violations, has the option to notify the 
competent authorities in order to stop the violations or punish 
the entity committing such violations as provided by law. 
We counteract forced 
labour 
Tonsa Commercial REI N.V. is the parent company of com-
panies and partnerships based in Poland, primarily enga-
ged in the construction, development and maintenance of 
commercial buildings (Olivia Centre) and the development 
of residential projects (Olivia Home) in Poland. The ultimate 
beneficial owner of the Group is Mr Maciej Grabski.  
The Tonsa Commercial Group’s Management Board includes 
individuals with many years of experience in their respecti-
ve industries, experts in complementary fields, including law, 
economics and finance. They are distinguished by their excel-
lent knowledge of international financial markets and exten-
sive knowledge of the law of the European Union member 
states.  
The following directors were the members of the Manage-
ment Board in 2022: 
Our organisational 
structure 
2-7  
2-8  
2-9  
2-10  
2-11  
2-12  
2-13  
2-14  
2-17  
2-18  
3-3  
405-1  
Mr Maciej Grabski
Mr David Luksenburg
Mr Jeroen Edwin Missaar
Mr Markus Josef Leininger
Corporate Governance

Mr Maciej 
Grabski
Tonsa Commercial
Managing Director A. A holder of a Master’s degree in law from 
the Catholic University of Lublin (KUL). In the late 90s, Mr Maciej 
Grabski was co-founder and first investor in Wirtualna Polska, 
which was, at the time, the biggest internet website in Poland. 
He negotiated strategic investment by Intel and Prokom S.A. in 
his company. Halfway through 2000, Mr Maciej Grabski with-
drew his equity involvement in Wirtualna Polska S.A. through 
a high IRR transaction, simultaneously executing a successful 
investment of the French group France Télécom into Wirtualna 
Polska. Since 2009, Mr Maciej Grabski’s main project has been 
the construction and development of Olivia Centre (formerly: 
Olivia Business Centre), a modern business centre in Gdańsk 
with over 300,000 m2 of the highest standard office space. The 
business centre comprises several successfully commerciali-
sed office buildings, including Olivia Star, the tallest in northern 
Poland. Olivia Centre is a part of the Tonsa Commercial REI N.V. 
corporate group controlled by the Luxembourg-based reserve 
alternative investment fund Tonsa S.A. – SICAF-RAIF, where 
Maciej Grabski holds the position of Director A.  
Mr Markus Josef 
Leininger
Managing Director B. For 17 years, he was associated with Euro-
hypo AG, a specialist commercial property lender. Eurohypo AG 
was engaged in real estate and business development loans. 
For much of that time, Mr Markus Leininger was Head of Cen-
tral and Eastern Europe. In 2000, he was responsible for esta-
blishing RHEINHYP’s (a Eurohypo predecessor) presence in the 
United States. From 2002, Mr Markus Leininger was responsi-
ble for the overall activities of a team of professionals in Vienna, 
Warsaw, Prague, Budapest, Bucharest, Moscow and Tel Aviv. 
In 2007, the Northern European markets (Denmark, Sweden, 
the Netherlands and Finland) were added to his responsi-
bilities. He was responsible for a loan portfolio of more than  
€8 billion and, in his career, has led transactions in excess of  
€15 billion. Since 2012, he has advised real estate investors all 
across Europe through his partnership in SIMRES Real Estate 
sarl. He is an independent director for various entities in Luxem-
bourg and the Netherlands. Mr Markus Leininger holds a pro-
fessional banking diploma (Bankkaufmann) and is a business 
administration graduate of Justus-Liebig-Universität, Giessen.  
Managing Director B. Mr Luksenburg has more than 15 years 
of experience with the investment funds industry, with a par-
ticular focus on alternative investments. He is the CEO and 
partner of a Luxembourg independent third-party alternati-
ve investment fund manager providing management servi-
ces of funds, real estate, private equity and third-party funds. 
He is also the co-founder of a Luxembourg corporate servi-
ces and advisory firm specialising in alternative investment 
vehicles and technology companies. He was previously the 
Conducting Officer of a Value Investment management firm 
in Luxembourg. Mr David Luksenburg has a Master’s and 
postgraduate degree in business administration and finance 
from HEC-Liège. He also holds an INSEAD MBA diploma. 
Mr David 
Luksenburg
Mr Jeroen Edwin 
Missaar
Managing Director B. Jeroen E. Missaar worked as a lawyer 
for over 29 years in various law and international advisory 
firms. Since April 2018, he has been running his own law firm 
called Scales Legal B.V. in Rotterdam, the Netherlands. He 
also held various directorships in multinational companies 
and corporations from 1996 until early 2018. He is a lawyer 
with vast experience in legal matters arising within compa-
nies with specific expertise in corporate law, labour law and 
international contracts. Jeroen E. Missaar studied Dutch law 
at the Erasmus University in Rotterdam, the Netherlands and 
graduated in 1991 and chose business law as his speciali-
ty. He speaks and writes fluently in English and German. He 
has acted as Director of Legal Affairs within the company as 
of 1st September 2021, with a focus on the legal governance 
and compliance of the company, also concerning the whole 
Group. 
Corporate Governance

Tonsa Commercial
The Management Board of Tonsa Commercial REI N.V. 
decides on its strategic objectives and how they will be achie-
ved, as well as on the activities at the interface with the sub-
sidiaries where the approval of Tonsa Commercial REI N.V. is 
required. Among the strategic objectives, responding to the 
needs of Stakeholders, was the implementation of the Gro-
up’s broadly-understood ESG strategy in the broadest sense 
– from preparing a thematic report to adapting internal pro-
cedures related to sustainability in the broadest sense. 
The Group’s Management Board is informed at least quar-
terly about the current progress and plans related to imple-
menting the adopted strategies, also in the field of ESG. It 
is worth noting at this point that Tonsa Group’s 2022 Mana-
gement Board meetings were held once a month on avera-
ge. During most of those meetings, topics related to care for 
the environment, society and corporate governance were 
discussed.  
ESG
BHP
HR
FM, including:
	» HVAC
	» power engineering  
	» building automation 
interior architecture 
PR
communication
law
commercialisation
finance 
accounting 
security
project implementation  
apartment sale
Due to the nature of its business and the requirements of its 
lending institutions, the Group, as a general rule, does not 
employ staff in its companies. The Group does, however, 
have a permanent, dedicated team of associates who have 
been providing services exclusively to the Group’s com-
panies for years in an organised and continuous manner. 
These entities, in cooperation with the Tonsa Group, formed 
the following organisational structure in 2022:  
•	 Management Board of the Tonsa Group 
•	 Management Boards of special purpose vehicles  
created within the Group, 
•	 Chief Operating Officers, 
•	 Department Directors, 
•	 various departments and independent experts speciali-
sing in areas such as: 
Corporate Governance

Tonsa Commercial
The Management Board of the Tonsa Group sets out the main 
direction of the Group’s operations and its key objectives. It is 
the Group’s Management Board that delegates responsibility 
for the adoption of the objectives for implementation, for their 
implementation and the effects of such implementation to the 
Management Boards of the special purpose vehicles, and these, 
in turn, delegate such responsibility to Chief Operating Officers. 
In turn, the directors of the various departments report to Chief 
Operating Officers. 
The Members of the Management Boards of the companies 
and the Chief Operating Officers participate in regular meetings 
to manage the day-to-day operation of the entities within the 
Group. Any operational arrangements initiated at these meetin-
gs are distributed among the various departments and divisions.  
The Tonsa Group’s Management Board is kept informed of key 
aspects relating to the Group’s operations. 
Sustainable development 
is an integral part of the Group’s 
long-term value-creation strategy 
Corporate Governance

About the Report
Chapter 6
When developing this Report on environmental, social and 
corporate governance issues, we tried to reconcile the expec-
tations of our Stakeholders with our values. For this reason, 
we have prepared this Report in line with the international 
GRI 2021 reporting standards and the TCFD (Task Force on 
Climate-Related Financial Disclosures). Moreover, as we are 
a member of the UNGC, this Report refers to the Sustaina-
ble Development Goals (SDG). We are currently not obliged 
to prepare a non-financial report. However, considering the 
expectations of Stakeholders and legislative changes, inclu-
ding the Corporate Sustainability Reporting Directive (CSRD), 
we have decided to prepare our sustainable development 
report already now.  
We strive to communicate with our Stakeholders to a higher 
standard and present important aspects related to the 
environment. The issues addressed in this Report result from 
a survey of the materiality of ESG issues conducted among 
our Stakeholders, which we described in detail in the first 
chapter of the Report. 
The process of defining 
the Report content 
About the Report

Tonsa Commercial
2-1
2-2
TONSA Commercial REI N.V. was established on 13 November 
2018, is registered in the Trade Register of the Dutch Chamber 
of Commerce under number 73088870 and has its registered 
office in Rotterdam, the Netherlands, and an office in Oslo 1, 
2993LD Barendrecht (hereinafter: the Company). The Com-
pany’s beneficial owner is Mr Maciej Grabski. 
The Company is a parent entity for 100% owned subsidiaries, 
which are companies and partnerships based in Poland: 
Basic reporting 
assumptions 
Entity’s 
name  
Group’s share 
in the capital 
Main 
object  
100% 
100% 
100% 
100% 
100% 
100%
100% 
100% 
100% 
100% 
100% 
100% 
100% 
100% 
Land base and real estate development  
Project development on the office market  
Project development on the office market  
Project development on the office market  
Project development on the office market  
Project development on the office market  
Project development on the office market  
Project development on the office market  
General partner  
Funding  
Project development on the residential 
market  
Project development on the residential 
market  
The company does not operate actively  
Funding 
“Olivia Complex” Sp. z o.o.  
”Olivia Gate” Sp. z o.o.  
“Olivia Point & Tower” Sp. 
z o.o.  
Olivia 4 S.A.  
Olivia Star S.A.  
”J-HOME” S.A.  
”Olivia Seven” Sp. z o.o.  
”Olivia Prime” B Sp. z o.o.  
Olivia Fin Sp. z o.o.  
Olivia Fin Sp. z o.o. SKA  
Olivia Home Platynowa 
Park Sp. z o.o.  
TP3 Sp. z o.o. 
Brillant 3756. GmbH 
OBC Sp. z o. o. 
In Q2 2022, the Company acquired 100% of the share capital 
of Olivia Home Platynowa Park Sp. z o.o. (formerly Tec Trade 
Sp. z o.o.), the company developing the Platynowa Park resi-
dential project in Gdańsk, and 100% of the shares in the share 
capital of TP3 Sp. z o.o., which owns another piece of land 
designated for residential development. In the second half of 
the year, OBC Sp. z o.o. also joined the Corporate Group. 
The acquisition means a merger of entities under joint con-
trol, as the ultimate beneficial owner is Mr Maciej Grabski. 
About the Report

Tonsa Commercial
2-3
The Tonsa Group specified its reporting frequency as annual. 
The sustainability report for the year will be published at  
a time close to the publication of the financial report. Due to 
data interchangeability, these periods are in close correlation 
with each other, the earlier of the publication periods being 
that for the financial report, with a deadline of 31 May 2023. 
The publication of the ESG report is planned for the last day 
of June at the latest. In the future, it is planned to combine 
both the financial and ESG reports into one.  
The authorised contact persons related to the published ESG 
report are: 
Reporting frequency 
Agata Kwapisiewicz
ESG Officer 
Investor Supervision
agata.kwapisiewicz@oliviacentre.com
+48 533 329 190
Olivia Centre
Al. Grunwaldzka 472C (3rd floor)
80-309 Gdańsk
Konrad Danecki
Deputy Director 
Investor Supervision
konrad.danecki@oliviacentre.com
+48 504 943 316
Olivia Centre
Al. Grunwaldzka 472C (3rd floor) 
80-309 Gdańsk
This year’s report was prepared on the basis of the GRI 2021 
standard.  
Compared to the previous reporting period, there have been 
changes in the entities comprising the Group as described 
previously.  
Changes in reporting 
2-4
The ultimate beneficial owner in the Group is Mr Maciej 
Grabski, who is also the beneficial owner of the other, rela-
ted, entities.  
All last year’s transactions with related entities, as construed 
by the preceding sentence, were made on market terms. The 
related entities with whom the Group carried out transac-
tions in 2022 are listed below:  
Related entities 
2-6
Tonsa SCA SICAV RAIF  
B1-OP3 Sp.z o.o. SKA 
Olivia Serwis Sp. z o.o.  
Maintenance+ Sp. z o.o.  
Security+ Sp. z o.o. 
Construction+ Sp. z o.o.  
Olivia Home Sp. z o.o. 
Fundacja Gdańsk Global  
PSDW Sp. z o.o.  
TP2 Sp. z o.o.  
STE Sp. z o.o. 
RS Sp. z o.o.  
GPT Invest Sp z o.o.  
Olivia Six Sp. z o.o. 
The transactions mainly concerned financial, accounting, 
legal, consultancy, marketing and ongoing property mainte-
nance services. 
About the Report

SDG
Ensure healthy lives and promote well-being for all at all 
ages 
Ensure inclusive and equitable quality education and pro-
mote lifelong learning opportunities for all 
Ensure availability and sustainable management of water 
and sanitation for all 
Ensure access to affordable, reliable, sustainable and 
modern energy for all 
Promote sustained, inclusive and sustainable economic 
growth, full and productive employment and decent work 
for all 
Build resilient infrastructure, promote inclusive and susta-
inable industrialization and foster innovation 
Make cities and human settlements inclusive, safe, resi-
lient and sustainable 
Ensure sustainable consumption and production patterns 
Take urgent action to combat climate change and its 
impacts 
Protect, restore and promote sustainable use of terrestrial 
ecosystems, sustainably manage forests, combat deserti-
fication, and halt and reverse land degradation and halt 
biodiversity loss 
Strengthen the means of implementation and revitalize 
the Global Partnership for Sustainable Development 
SDG 3
SDG 4
SDG 6
SDG 7
SDG 8 
SDG 9
SDG 11
SDG 12
SDG 13
SDG 15
SDG 17
Number
Tonsa Commercial
Location
Disclosure  
Description 
of 
the 
organisation 
management 
methods with regard to climate risks. 
Description of the role of management in the process 
of assessing and managing climate-related risks and 
opportunities.  
Description of the climate-related risks and opportu-
nities that the organisation has identified in the short, 
medium and long term. 
Description of the impact of climate-related risks and 
opportunities on the organisation’s business acti-
vities, strategy and finances. 
Description of the resilience of the organisations’ 
strategy in consideration of the 1.5 °C scenario.  
Description of the processes for identifying and 
assessing climate-related risks.   
Description of climate-related risk management 
processes.   
Description of the integration of climate risk integra-
tion processes with the general risk management 
Indicators that the organisation uses to assess clima-
te-related risks and opportunities in line with its risk 
management strategy and processes.  
Greenhouse gas emissions for scopes 1, 2 and, if 
relevant, 3 and a description of the associated risks.  
Description of climate risk management goals. 
Management   
Strategy   
Risk 
management 
Indicators 
and goals 
Area
SDG Content Index 
Compliance with TCFD 
Location
41, 51
46 
41, 51 
51 
70
51 
70 
51 
41, 71 
52 
69 
52-56, 
79-80 
52-56 
52-56 
57-60 
About the Report

Tonsa Commercial
GRI
Standard
Disclosure
Location
Comments
2-1 
2-2 
2-3 
2-4 
2-5 
2-6 
2-7 
2-8 
2-9 
2-10 
2-11 
2-12 
GRI Content Index 
GRI
Number
Organizational details 
Entities included in the organiza-
tion’s sustainability reporting 
Reporting period, frequency and 
contact point 
Restatements of information 
External assurance 
Activities, value chain and other 
business relationships 
Employees 
Workers who are not employees 
Governance 
structure 
and 
composition 
Nomination and selection of the 
highest governance body 
Chair of the highest governance 
body 
Role of the highest governance 
body in overseeing the manage-
ment of impacts 
GRI 2: 
General 
Disclosures 
2021 
  
Statement of use 
GRI 1 used 
The Tonsa Commercial REI N.V. Group has reported the infor-
mation cited in this GRI content index for the period January 01, 
2022 to December 31, 2022 with reference to the GRI Standards. 
GRI 1: Foundation 2021 
GRI
Standard
GRI
Number
GRI 2: 
General 
Disclosures 
2021 
  
2-13 
2-14 
2-15 
2-16 
2-17 
2-18 
2-19 
2-20 
2-21 
2-22 
2-23 
2-24 
2-25 
2-26 
2-27
 
2-28 
Delegation of responsibility for 
managing impacts 
Role of the highest governance 
body in sustainability reporting 
Conflicts of interest 
Communication 
of 
critical 
concerns 
Collective 
knowledge 
of 
the 
highest governance body 
Evaluation of the performance of 
the highest governance body 
Remuneration policies 
Process to determine remuneration 
Annual total compensation ratio 
Statement on sustainable deve-
lopment strategy 
Policy commitments 
Embedding policy commitments 
Processes to remediate negative 
impacts 
Mechanisms for seeking advice 
and raising concerns 
Compliance 
with 
laws 
and 
regulations 
Membership associations
none
82
82
83 
83 
- 
5, 7, 69, 
83 
77-79, 96 
77-79 
77-80 
77-80 
77-80 
77-80 
77-80
 
4, 77-80 
74-75 
74-75 
77-80 
77-80 
96 
96 
96 
3-4 
69, 74-77 
69, 74-77 
37,  
52-60 
74-75 
- 
47-48, 69 
About the Report
Disclosure
Location
Comments

Tonsa Commercial
GRI
Standard
GRI
Number
GRI 2: 
General 
Disclosures 
2021 
  
2-29 
2-30 
Approach 
to 
stakeholder 
engagement 
Collective bargaining agreements 
GRI 3: 
Material 
Topics 2021 
None
3-1 
3-2 
3-3 
3-3 
201-1 
201-2 
3-3 
203-1 
203-2 
3-3 
204-1 
3-3 
205-1 
205-2 
Process to determine material 
topics 
List of material topics 
Management of material topics 
Management of material topic 
Direct economic value generated 
and distributed 
Financial implications and other 
risks and opportunities due to cli-
mate change 
Management of material topic 
Infrastructure 
investments 
and 
services supported 
Significant 
indirect 
economic 
impacts 
Management of material topic 
Proportion of spending on local 
suppliers 
Management of material topic 
Operations assessed for risks rela-
ted to corruption 
Communication 
and 
training 
about anti-corruption policies and 
procedures 
GRI 201: 
Economic 
Perfor-
mance 
2016 
GRI 203: 
Indirect 
Economic 
Impacts 
2016 
GRI 204: 
Procure-
ment Prac-
tices 2016 
GRI 205: 
Anti-cor-
ruption 
2016 
  
GRI
Standard
GRI
Number
None
GRI 205: 
Anti-cor-
ruption 
2016 
  
205-3 
3-3 
206-1 
3-3 
301-1 
301-2
 
301-3 
3-3 
302-1 
302-2 
302-3 
302-4 
302-5 
3-3 
303-1 
303-2 
Confirmed incidents of corruption 
and actions taken 
Management of material topic 
Legal actions for anti-competitive 
behavior, anti-trust, and mono-
poly practices 
Management of material topic 
Materials used by weight or 
volume 
Recycled input materials used 
Reclaimed products and their 
packaging materials 
Management of material topic 
Energy consumption within the 
organization 
Energy consumption outside of the 
organization 
Energy intensity 
Reduction of energy consumption 
Reductions in energy require-
ments of products and services 
Management of material topic 
Interactions with water as a shared 
resource 
Management of water discharge-
-related impacts 
GRI 206: 
Anti-com-
petitive 
Behavior 
2016 
GRI 301: 
Materials 
2016 
GRI 302: 
Energy 
2016 
GRI 303: 
Water and 
Effluents 
2018 
23-25 
74-75 
23-25 
26 
27 
69 
6, 69 
52-60 
69 
7, 9-10, 
69 
6, 37, 
52-60, 69 
69-70 
69-70 
69-70 
 69, 
74-76
69, 
74-76 
- 
69, 74-76 
69,  
74-76 
65-66 
91,  
65-66 
65-66 
65-66 
61-62 
61-62 
61-62 
61-62 
92 
92 
63 
63 
63 
About the Report
Disclosure
Location
Comments
Disclosure
Location
Comments

Tonsa Commercial
GRI
Standard
GRI
Number
GRI
Standard
GRI
Number
GRI 303: 
Water and 
Effluents 
2018 
303-3 
303-4 
303-5 
3-3 
304-1 
304-2 
304-3
 
304-4 
3-3 
305-1  
305-2  
305-3  
305-4 
305-5 
305-6 
Water withdrawal 
Water discharge 
Water consumption 
Management of material topic 
Operational sites owned, leased, 
managed in, or adjacent to, pro-
tected areas and areas of high 
biodiversity value outside protec-
ted areas 
Significant 
impacts 
of 
acti-
vities, products and services on 
biodiversity 
Habitats protected or restored 
List species and national con-
servation list species with habitats 
in areas affected by operations 
Management of material topic 
Direct (Scope 1) GHG emissions 
Energy indirect (Scope 2) GHG 
emissions 
Other indirect (Scope 3) GHG 
emissions 
GHG emissions intensity 
Reduction of GHG emissions 
Emissions of ozone-depleting sub-
stances (ODS) 
GRI 304: 
Biodiversi-
ty 2016 
GRI 305: 
Emissions 
2016 
  
305-7 
3-3 
306-1 
306-2 
306-3 
306-4 
306-5 
Nitrogen 
oxides 
(NOx), 
sulfur 
oxides (SOx), and other significant 
air emissions 
Management of material topic 
Waste generation and significant 
waste-related impacts 
Management of significant waste-
-related impacts 
Waste generated 
Waste diverted from disposal 
Waste directed to disposal 
GRI 305: 
Emissions 
2016 
  
GRI 306: 
Waste 
2020 
  
GRI 401: 
Employ-
ment 2016 
3-3 
401-1 
401-2 
401-3 
Management of material topic 
New employee hires and employ-
ee turnover 
Benefits provided to full-time 
employees that are not provi-
ded to temporary or part-time 
employees 
Parental leave 
63, 93 
63, 93 
63, 93 
64 
64 
64 
64 
64 
57-60 
91 
91 
91 
91
91
91
91 
66-67 
66-67 
66-67 
95 
95 
95 
46 
96 
46 
96 
41-45 
41-45 
41-45 
41-45 
GRI 403: 
Occupatio-
nal Health 
and Safety 
2018 
3-3 
403-1 
403-2 
403-3 
Management of material topic 
Occupational health and safety 
management system 
Hazard identification, risk assess-
ment, and incident investigation 
Occupational health services 
About the Report
Disclosure
Location
Comments
Disclosure
Location
Comments

Tonsa Commercial
GRI
Standard
GRI
Number
GRI
Standard
GRI
Number
GRI 404: 
Training 
and Edu-
cation 2016 
  
None
3-3 
406-1 
3-3 
407-1 
3-3 
408-1 
3-3 
409-1 
3-3 
410-1 
Management of material topic 
Incidents of discrimination and 
corrective actions taken 
Management of material topic 
Operations and suppliers in which 
the right to freedom of association 
and collective bargaining may be 
at risk 
Management of material topic 
Operations and suppliers at signi-
ficant risk for incidents of child 
labor 
Management of material topic 
Operations and suppliers at signi-
ficant risk for incidents of forced or 
compulsory labor 
Management of material topic 
Security 
personnel 
trained 
in 
human 
rights 
policies 
or 
procedures 
None
GRI 405: 
Diversity 
and Equal 
Opportuni-
ty 2016 
GRI 406: 
Non-di-
scrimina-
tion 2016 
GRI 407: 
Freedom 
of Associa-
tion and 
Collective 
Bargaining 
2016 
Brak
GRI 408: 
Child 
Labor 2016 
GRI 409: 
Forced or 
Compul-
sory Labor 
2016 
GRI 410: 
Security 
Practices 
2016 
100%
41-45 
41-45 
41-45 
41-45 
41-45 
- 
- 
46 
97 
46 
- 
77-80 
77-80,  
96 
74-75 
- 
74-75 
74-75 
 
-
74-76 
74-77 
74-77 
31, 42 
- 
403-4 
403-5 
403-6 
403-7 
403-8 
403-9 
403-10
 
3-3 
404-1 
404-2 
404-3 
3-3 
405-1 
Worker participation, consultation, 
and communication on occupatio-
nal health and safety 
Worker training on occupational 
health and safety 
Promotion of worker health 
Prevention 
and 
mitigation 
of 
occupational health and safety 
impacts directly linked by business 
relationships 
Workers covered by an occupatio-
nal health and safety management 
system 
Work-related injuries 
Work-related ill health 
Management of material topic 
Average hours of training per year 
per employee 
Programs for upgrading employ-
ee skills and transition assistance 
programs 
Percentage of employees receiving 
regular performance and career 
development reviews 
Management of material topic 
Diversity of governance bodies and 
employees 
GRI 403: 
Occupatio-
nal Health 
and Safety 
2018 
0
0
GRI 413: 
Local 
Commu-
nities 2016 
Management of material topic 
Operations with local community 
engagement, impact assessments, 
and development programs 
Operations with significant actual 
and potential negative impacts on 
local communities 
3-3 
413-1
 
413-2 
32-37 
32-37 
29-37 
About the Report
Disclosure
Location
Comments
Disclosure
Location
Comments

Tonsa Commercial
GRI
Standard
GRI
Number
GRI 414: 
Supplier 
Social 
Assess-
ment 2016 
  
GRI 416: 
Customer 
Health 
and Safety 
2016 
GRI 417: 
Marketing 
and Labe-
ling 2016 
417-2
 
417-3 
3-3 
414-1
 
414-2
 
3-3 
416-1 
416-2 
3-3 
417-1
 
Management of material topic 
New suppliers that were screened 
using social criteria 
Negative social impacts in the 
supply chain and actions taken 
Management of material topic 
Assessment of the health and 
safety impacts of product and 
service categories 
Incidents 
of 
non-compliance 
concerning the health and safety 
impacts of products and services 
Management of material topic 
Requirements for product and 
service information and labeling 
Incidents 
of 
non-compliance 
concerning product and service 
information and labeling 
Incidents 
of 
non-complian-
ce 
concerning 
marketing 
communications 
74-75 
74-75 
74-75 
 38, 41-42 
38,  
41-42 
- 
74-75 
74-75 
-
-
None
None
None
Disclosure
Location
Comments
About the Report

Data Tables
Chapter 7

Tonsa Commercial
305-1  
305-2 	 
305-3 	 
305-4	 
305-5	 
305-6	 
Within scope 2 of GHG emissions, the emissions resulting from 
the Group’s electricity and heat consumption were taken into 
account. They were calculated in accordance with the loca-
tion method, using the emission indicators publicly available 
on the website of KOBIZE (The National Centre for Emissions 
Management).  
Carbon footprint 
Change 2022/19
Change 2022/21 
73% 
2% 
6% 
6% 
Scope 1 
Scope 2
Scope 3
Total 
GHG emissions 
6560% 
-15% 
-3% 
-5% 
Change 2022/19
Change 2022/21 
5,40% 
6,30% 
5,91% 
Scopes 1 and 2
 
Scope 3
Total 
Emissions intensity 
-21% 
-18% 
-19% 
Olivia Centre
Change 2022/21 
2022
0,01 
0,01 
0,02 
Scopes 1 and 2
Scope 3
Total 
GHG emissions intensity 
Olivia Home
2021
Unit of measure 
tonnes of CO2eq/year/m2 
tonnes of CO2eq/year/m2 
tonnes of CO2eq/year/m2 
-
-
-
-
-
-
Data tables

Tonsa Commercial
302-4	 
302-5	 
Energy
Change 
2022/19
Change
2022/21 
5% 
-18% 
-24% 
 
2% 
-24% 
-24% 
 
11% 
12% 
-4% 
Energy consumption  
at Olivia Centre 
Electricity 
Thermal energy 
Diesel oil 
Energy consumption  
at common areas 
Electricity 
Thermal energy 
Diesel oil 
Energy consumption 
by the Residents 
Electricity 
Cold 
Thermal energy 
-10% 
0% 
23% 
 
-26% 
-22% 
23% 
 
18% 
-1% 
82% 
Olivia Centre
Change 
2022/19
Change 
2022/21 
5% 
-18% 
31% 
-24% 
Electricity 
Thermal energy 
Cold 
Diesel oil 
-10% 
0% 
15% 
23% 
Energy consumption 
intensity at Olivia Centre 
Data tables

Tonsa Commercial
303-3	 
303-4	 
303-5	 
Water
Change 
2022/19
Change 
2022/21 
Olivia Centre 
Residents’ 
areas 
Common parts 
Olivia Centre
Water 
consumption 
19% 
38% 
6% 
-33% 
-2% 
-48% 
Change 
2022/19
Change 
2022/21 
Olivia Centre 
Residents’ 
areas 
Common parts 
Water consumption 
intensity 
19% 
62% 
-17% 
-33% 
15% 
-59% 
Data tables

Tonsa Commercial
Materials
Quantity
Unit 
of measure 
Liquid soap 
Paper towel 
Toilet paper 
Air filters 
Olivia Centre
litre 
roll 
roll 
tonne 
2100 
8000 
14200 
5 
301-1
Olivia Home
Quantity of 
materials used 
Quantity
Non-recyclable 
materials:
Concrete 
Steel 
Plasterboard 
Silicate 
Glass 
Mineral wool 
Bitumen 
Plastic 
Ceramics 
Stoneware tiles 
Marble 
Copper 
Recyclable materials: 
Earth 
Timber 
Total 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
5,069.69 
4,321.30 
290.91 
270.43 
99.20 
28.59 
24.27 
9.60 
9.50 
4.61 
9.26 
0.69 
1.34 
1,903.13 
1,890.00 
13.13 
6,972.82 
Quantity of 
materials used 
Data tables
Unit 
of measure

Tonsa Commercial
Waste
Olivia Centre
306-3  
306-4  
306-5  
Olivia Home
This year, we analysed in detail the indicators for converting 
waste volume into weight. As a result of this analysis, we have 
developed indicators that take into account: 
•	 the type of waste actually generated, 
•	 information obtained from the recipients, 
•	 the use of the waste press. 
We have also included these indicators in the calculations for 
2021. 
Change 2022/21 
2022
539 
105 
58 
40 
615 
1 357 
BIO 
Metals and plastics 
Paper 
Glass 
Residual waste 
Total 
Quantity of municipal waste 
2021
Unit of measure 
tonne 
tonne 
tonne 
tonne 
tonne 
tonne 
474 
105 
58 
42 
615 
1 296 
14% 
0% 
0% 
-6% 
0% 
5% 
The data is provided for the entire Group and Residents, the 
tenants of our buildings, as it is impossible to give the data on 
office waste generated only by the Group separately.  
2022
Quantity of waste generated 
at the construction site 
tonne
10,42
Data tables
Unit of measure

Tonsa Commercial
Employees
2-7  
2-19 
2-20  
2-21  
401-1
401-3
403-6	 
404-1	  
405-1	  
405-2	 
Women
Total in the Group 
Persons under 30 
Persons aged 30-50 
Persons over 50 
Number of employees 
in the Group 
Total
8 
3 
4 
1 
Due to restrictions on hiring employees, there was no remu-
neration policy in place at the Group companies in 2022, and 
the process of setting salaries was part of a cost manage-
ment structure conducive to the growth and security of the 
entire organisation. 
Men
3
1 
1 
1 
5
2 
3 
0
 
Women
Number of persons hired in 2022 
Persons under 30 
Persons aged 30-50 
Persons over 50 
Number of persons who left in 2022 
Persons under 30 
Persons aged 30-50 
Persons over 50 
Total 
Employee rotation 
Total
8 
1 
5 
2 
5 
1 
3 
1 
13 
Men
3 
1 
1 
1 
3 
1 
1 
1 
6 
5 
0 
4 
1 
2 
0 
2 
0
 
7 
Women
Total number of employees entitled to parental leave, 
by gender. 
Total number of employees who took parental leave, 
by gender. 
Total number of employees who returned to work during 
the reporting period after parental leave 
Total number of employees who returned to work at the 
end of parental leave who were still employed 12 months 
after their return to work, by gender. 
Return to work and retention index for employees who 
took parental leave, by gender. 
Return to work and employment retention indices after 
maternity/paternity leave by gender 
Total
8 
0 
0 
0 
0 
Men
3 
0 
0 
0 
0 
5 
0 
0 
0 
0 
Annual total salary index 
for subsidiaries 
1
Data tables

Tonsa Commercial
Women
Preliminary for employees 
Preliminary for associates 
Preliminary at the construction site 
Specialised at the construction site, for supervisors  
For administration and office positions 
Szkolenia BHP 
Total
100% 
100% 
100% 
100% 
8 
Men
100% 
100% 
100% 
100% 
Women
Directors 
Senior specialists 
Average number of training hours per year 
per employee 
Total
8
16
Men
0
17
8
15
100% 
100% 
100% 
100% 
Number of persons who took part in the “Priority: 
the Spine” project 
37
Data tables

Tonsa Commercial
Maciej Grabski
Markus Josef Leininger
David Luksenburg
Jeroen Edwin Missaar
The document 
was signed 
with a qualified 
electronic signature

Olivia Centre
Al. Grunwaldzka 472,
80-309 Gdańsk,
Poland
Tonsa Commercial REI N.V.
Oslo 1,
2993LD Barendrecht,
Niderlandy