Strategic sustainability programme – update for 2020
Responsible corporate management
| Strategic target | Operationalised targets | Deadline |
| Strategically manage sustainability activities | Concept for incorporating the recommendations of the TCFD* into Group reporting | End of 2020 |
| Make carbon footprint quantifiable via upstream and downstream supply chains to refine the investment strategy for the achievement of the climate protection goals | 2021 | |
| Add energy efficiency criteria to the portfolio management system | 2020 | |
| Digitise and optimise processes throughout the company to safeguard competitiveness | Annually | |
| Embed Deutsche Wohnen’s sustainability philosophy more strongly in the minds of business partners and suppliers | Work predominantly with regional suppliers and business partners | Annually |
| Pay greater attention to ecological aspects in conjunction with procurement in the supply chain | Annually | |
| Expand stakeholder dialogue | Expand sustainability issues in stakeholder communications | Annually |
| Conduct regular stakeholder surveys on sustainability activities and requirements | 2021 | |
| Establish new dialogue formats with political office-holders and opinion leaders at national, state and local level and maintain continuous dialogue with local community players | 2020 | |
| * Task Force on Climate-related Financial Disclosures. | ||
Responsibility for our customers and properties
| Strategic target | Operationalised targets | Deadline |
| High level of customer satisfaction | Conduct regular, systematic tenant surveys | Annually |
| Shorten time taken to respond to and process tenant enquiries by means of process optimisations and ongoing development of tenant dialogue formats | 2021 | |
| Sensitise tenants to and educate them about resource-conserving behaviour and cleanliness in their district | 2020 | |
| Implement smart home solutions to enhance safety, security and service | Annually | |
| Portfolio meets good, up-to-date, future-proof quality criteria, thereby exceeding the industry standard long-term | Annual portfolio investments of approximately EUR 300 million in refurbishing holdings | 2020 |
| Investments of around EUR 1 million in the area of smart buildings for digital access doors | 2020 | |
| Create new, certified districts in conurbations | Investment programme to create new districts for up to 10,000 customers in compliance with recognised sustainability certification systems (NaWoh or DGNB) | 2025 |
Responsibility for our employees
| Strategic target | Operationalised targets | Deadline |
| Enhance the attractiveness of the employer brand | On the kununu rating platform, Deutsche Wohnen ranks among the top three employers that are private or municipal housing companies (based on score) | 2021 |
| The majority of staff members (> 70%) are satisfied with Deutsche Wohnen as their employer | 2021 | |
| Employee-initiated terminations remain at a consistently low level (< 7%) | 2020 | |
| More than 50% of the workforce makes use of the option of working from home and uses the digital workplace for communicating and collaborating | 2020 | |
| Ensure there is no discrimination | Comply with code of conduct | Annually |
| Appoint women to at least 40% of executive positions within the Deutsche Wohnen Group | Annually |
Responsibility for the environment and the climate
| Strategic target | Operationalised targets | Deadline |
| Maintain commitment to saving 20,000 t of CO2 emissions a year | Combination of measures to permanently avoid CO2 emissions (sourcing green power, operating PV systems/CHP plants) | Annually |
| Save 20,000 t of CO2 emissions annually from 2022 onwards | Complete energy-related refurbishment of holdings to save a total of 15,000 t of CO2 (annually) | 2022 |
| Gradually switch energy sources and replace outdated heat generation plants by transitioning to modern systems to save a total of 5,000 t of CO2 (annually) | 2021 | |
| Promote climate-friendly mobility | Systematic migration of the company car fleet to alternative drives | 2024 |
| Development of a concept to promote individual mobility in the districts | 2020 | |
| “Mobility policy” introduced throughout Germany to promote the use of public transport for travelling to work and for work trips. The aim is to gradually increase the proportion of employees travelling to work on public transport. (As at December 2019: ~ 25%) | 2020 |
Responsibility towards society
| Strategic target | Operationalised targets | Deadline |
| Expand, continue and structure corporate social responsibility activities | Implement a guideline for social and cultural activities | 2021 |
| Draft a concept for taking issues of building culture into account more strongly when completing | 2020 | |
| Commit to supporting youth sport | by 2023 | |
| Promote a vibrant neighbourhood structure | 25% of new apartment lettings will be to tenants entitled to a certificate of eligibility for social housing | Annually |
| Promote small business use within the portfolio | Annually | |
| Establish links to social agencies within the districts | Annually | |
| Deliver on the promise to the tenants relating to the hardship clause in the case of rent increases (following modernisation measures and rent index adjustments) | Annually |
