Strategic sustainability programme

 

Responsible corporate management

Strategic target Operationalised targets Deadline
Strategically manage sustainability activities
  • Adopt a climate strategy for a climate‑neutral property portfolio by 2040
2021
  • Integrate TCFD recommendations into financial reporting
2021
  • Increase transparency and comparability of sustainability reporting by participating in relevant ESG ratings
Annually
  • Develop a framework for green bond financing
2021
  • Extend the carbon footprint reporting (Scopes 1 – 3) for the Nursing and Assisted Living segment
2021
Embed Deutsche Wohnen’s sustainability philosophy more strongly in the minds of business partners and suppliers
  • Source most products and services from regional suppliers and business partners
Annually
  • Make the code of conduct for business partners an integral part of framework agreements and standard contracts
2021
  • Draw up and implement a standard construction specifications catalogue, including a product catalogue with ecological criteria for new construction and refurbishment
2021
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
Annually
  • Carry out a series of professional discussions on “Life‑cycle analysis: methods and approaches for project developers and property owners”, with the aim of adopting a sustainable construction policy for Deutsche Wohnen
2021

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
Annually
  • Sensitise tenants to and educate them about resourceconserving behaviour and cleanliness in their neighbourhood
Annually
  • Make services available to tenants in the area of electricity supply and e‑mobility (charging infrastructure and Mobility Club)
2021
  • Build 20 new, inclusive and long‑lasting playgrounds on our estates
2025
  • Involve tenants in the ecological makeover of their surroundings by means of projects (sponsoring trees and insect hotels, tenant gardens, flower boxes, urban farming)
Annually
  • Implement the “Wohnen PLUS” strategy in the Nursing segment (ensuring growth, quality leadership and central coordination of multi-brands)
2021
Portfolio meets good, up‑to‑date, future‑proof quality criteria, thereby exceeding the industry standard long‑term/td>
  • Annual portfolio investments of approximately EUR 300 million in refurbishing holdings
2021
  • Review certification options for existing portfolio estates using DGNB criteria
Annually
Create new, certified estates in conurbations
  • Investment programme of around EUR 7 billion for the new building of residential, nursing and office properties with 18,000 residential units and 350,000 sqm of commercial space
2030
  • Create new Gold Standard estates for some 10,000 customers according to DGNB criteria
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 an employer
2021
  • Employee-initiated terminations remain at a consistently low level (< 7%)
2021
  • More than 50% of the workforce makes use of the option of working from home and uses the digital workplace (MS Teams) for communicating and collaborating
2021
  • Introduction of a model for flexible working hours to meet individual needs in different phases of life
2021
Greater diversity and inclusivity
  • Comply with code of conduct
Annually
  • Appoint women to at least 40% of executive positions within the Deutsche Wohnen Group
2021
  • Use gender-inclusive language in the company
2021
  • Support/strengthen diversity/individuality by developing activities in accordance with the Diversity Charter
2021

Responsibility for the environment and the climate

Strategic target Operationalised targets Deadline
Climate‑neutral property portfolio
  • Climate strategy with concrete activities and milestones
2040
Promote climate‑friendly mobility
  • Migrate the company car fleet to alternative drives
2024
  • Build 2,000 charging stations for electric vehicles
2030
  • Build 5,000 bicycle stands in the estates
2025
  • Introduce a mobility policy 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 12/2020: ~ 25%)
2021
Promote ecological upgrades and increase biodiversity of the estates
  • Only plant new trees from the list of resilient species to maintain tree stock and increase its vitality (around 70% of the trees have a vitality level of 0 – 2)
2025
  • Replant all front gardens in Berlin estates where shrubs and bushes are past their best
2025
  • Ecologically upgrade the estates by replacing impervious surfaces with gravel paths, rainwater management and increasing the proportion of green facades (in optimal locations)
2021
  • Increase urban meadows by 3,000 sqm a year as part of the project series Homes for Bees
2025

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
  • 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 estates
Annually
  • Sponsor young artists and urban art in the estates
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

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