The company discloses what qualitative and/or quantitative as well as temporally defined sustainability goals have been set and operationalised and how their level of achievement is monitored.

Our sustainability programme consists of strategic and operationalised targets and associated measures. It also documents our progress in the relevant areas. The programme paves the way for steering our sustainability-related objectives, which also contribute towards achieving our corporate goals. At the beginning of this year, the various divisional managers worked with the Management Board to develop the new strategic sustainability programme, which is geared more heavily towards targets for specific areas of action and includes concrete measures and their management via key figures. The new sustainability programme is presented in our sustainability report 2017.

Sustainability programme

1. RESPONSIBLE CORPORATE MANAGEMENT
Strategic target	Operationalised targets	Deadline
Strategically manage sustainability activities	Initiate a strategic sustainability programme Establish a sustainability committee Make long-term targets a component of the remuneration system for the Management Board and executives	2018 2018 2019
Embed Deutsche Wohnen’s sustainability philosophy more strongly in the minds of business partners and suppliers	Initiate a Code of Conduct for business partners and suppliers Work predominantly with regional suppliers and business partners Pay greater attention to ecological aspects in conjunction with procurement (maintenance, modernisation, new construction)	2019 continous 2018
Expand stakeholder dialogue	Actively include sustainability issues in stakeholder communication Conduct regular stakeholder surveys in relation to sustainability activities and requirements (every three years) Develop new dialogue formats with political office-holders at national, state and local level	2018 2018 2018

2. RESPONSIBILITY FOR THE PROPERTY PORTFOLIO AND SUSTAINABLE NEW CONSTRUCTION
Strategic target	Operationalised targets	Deadline
High level of customer satisfaction	Derive measures after conducting regular tenant surveys every two years Constantly further develop tenant dialogue formats (especially by expanding digital	continous continous
Portfolio meets good, up-to-date, future-proof quality criteria, thereby exceeding the industry standard	Investment programme in excess of EUR 1.2 billion to refurbish and modernise 30,000 residential units	2022
Create new housing in conurbations	Investment programme to create 2,500 residential units in line with widely accepted sustainability criteria	2022

3. RESPONSIBILITY FOR EMPLOYEES
Strategic target	Operationalised targets	Deadline
Targeted recruitment and integration of new employees	Implement a staff recommendation programme Set up various talent pools Expand active sourcing	2018
Keep employee retention levels high	Conduct regular employee surveys every two years Digitalise and optimise processes to boost job attractiveness Introduce a needs-based digital health management system Expand long-term incentive systems	2018
Adjust staff development to the requirements of the new working world	Strengthen executives in their changing role Expand digital learning and communication formats Broaden the range of traineeships and dual courses of study Offer at least 90% of trainees a permanent contract following successful completion of their training Support junior staff at the company via a talent programme	2018
Ensure there is no discrimination	Comply with Code of Conduct Appoint women to at least 40% of executive positions within the Deutsche Wohnen Group	continous

4. RESPONSIBILITY FOR THE ENVIRONMENT AND THE CLIMATE
Strategic target	Operationalised targets	Deadline
Save 20,000 t of CO₂emissions from 2022 onwards	Carry out the refurbishment and modernisation of 30,000 residential units with a view to energy conservation Replace outdated heat generation plants with modern systems Initiate a mass pilot project for the smart home solution actuator/sensor technology to enable intelligent building management for 3,000 residential units in Berlin Gradually reduce the portfolio of oil-fuelled properties to a maximum of 1%, switching to eco-friendly energy sources	2022 2020 2018 2021

5. RESPONSIBILITY TOWARDS SOCIETY
Strategic target	Operationalised targets	Deadline
Expand, continue and structure corporate social responsibility activities	Implement a guideline for social and cultural activities Draft a concept for taking issues of construction culture into account more strongly when completing new construction and modernisation projects Commit to supporting youth sport	2021 2019 2018
Promote a vibrant neighbourhood structure	Make 4–5% of new letting space available for social and charitable purposes Actively shape (small) commercial sites within the portfolio	continous continous

The assessment and prioritisation of objectives and goals was carried out in a workshop together with the Management Board and the relevant specialists and managers. The continuous collection of key figures and the setting of deadlines in the sustainability programme are intended to monitor the achievement of objectives.

3. Objectives en