For the strategy period 2025–2028, Allreal specified areas of activity on the basis of the existing materiality matrix and set itself new ambitious and measurable goals.
The strategic focus topics in the sustainability strategy 2025–2028 are based on the nine material topics from the double materiality analysis. In addition, four forward-thinking topics – biodiversity and water management, diversity and equal opportunities, digitalisation and cyber security, and participation and stakeholder involvement – were incorporated. Allreal is thereby reacting proactively to societal and regulatory developments and expanding the framework of core materiality to include relevant forward-thinking topics.
 | Environment |
Our environment goals are focused on decarbonisation of the portfolio with net zero by no later than 2050, sustainable construction and management, continuous reduction of resource consumption and expanding the circular economy, as well as promoting biodiversity and climate-resilient water management.
The initial value shown in the following strategy tables corresponds to each initial value at the beginning of the strategy period (as of 1 January 2025).
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Greenhouse gas emissions (kg CO2/m2a; whole building; Scope 1,2 and 3.13) | n.a. | 8.5 | 7.2 |
| Share of renewable energy in total energy consumption (whole building; % of Scope 1, 2 and 3.13) | n.a. | 68.3 | 72 |
| Integration of sustainable energy supply and mobility in new buildings and refurbishments | project-related | On track | Achieved |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Proportion of area in investment properties with a sustainability label (%) | 43 | 46 | 50 |
| Creation and implementation of guidelines for sustainable real estate management | Outstanding | Not on track | Achieved |
| Green lease | Outstanding | On track | Achieved |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Survey of circularity indicators for new and renovated buildings (% end-of-life circularity) | Outstanding | On track | Measured value |
| Average proportion of renewable raw materials in construction projects (%) | Outstanding | On track | Measured value |
| Average carbon emissions generated for the construction and operation of new buildings (kg CO2/m2a) | 7.4 | 8.7 | Construction 9, Residential operation 0 / Commercial operation 1 |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Implementation of biodiversity strategy and sponge city approach in the investment portfolio | Outstanding | On track | Achieved |
| Portfolio screening and definition of a package of measures | Outstanding | On track | Achieved |
| Implementation of the package of measures | Outstanding | On track | Achieved |
 | Social |
The social pillar of our sustainability strategy comprises high-quality living spaces, a values-based leadership culture, attractive working conditions, consistently guaranteed workplace health and safety, and the systematic promotion of diversity and equal opportunities. The topics cover significant social mechanisms of action along the value chain – from the point of view of the tenant through to that of the employee.
The initial value shown in the following strategy tables corresponds to each initial value at the beginning of the strategy period (as of 1 January 2025).
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Implementation of socio-spatial features in new and renovated buildings | Outstanding | On track | Achieved |
| Tenant dialogue and satisfaction (% tenant satisfaction) | 76 | On track | 80 |
| Promotion of social and functional mixes and communal life in districts | Project-specific | On track | Achieved |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Implementation of values and understanding of leadership (% identification with values and leadership) | 72 | 73.2 | 80 |
| Employee satisfaction (%) | 76 | 78.3 | 80 |
| Training and development hours (no. hours per employee) | 26.5 | 30.3 | 49 |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Number of serious accidents on construction sites had by employees or external workers1 | 0 | 3 | < 2 |
| Injury rate for employees [(no. of documented work-related injuries / no. of hours worked) per 200,000 hours] | 2.2 | 1.8 | < 1.3 |
| Employee absences (no. of hours absent as a result of illness and non-work-related accidents / no. of hours worked (%)) | 3.9 | 3.6 | n.a.2 |
1 The goal definition does not imply any acceptance of events, but underlines the aspiration to prevent serious accidents.
2 The absentee rate serves as a supplementary qualitative control and observation metric. The aim is not to reduce absences due to sickness or accidents per se, but to identify work-related pressures at an early stage and derive preventative measures.
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Creation and implementation of guidelines on diversity, equal opportunities and inclusion | Outstanding | On track | Achieved |
| Equal pay (number of external analyses confirming equal pay) | 0 | 0 | 1 |
| Proportion of women on the Board of Directors / in Group Management / in top management (%) | 25 / 0 / n.a. | 37.5 / 0 / 11.8 | 30 / 20 / 20 |
 | Governance |
Our governance goals anchor sustainable practices, align business activities to ethical principles, promote proactive stakeholder dialogue and make use of digital processes to improve quality, efficiency and sustainability in line with strict data protection requirements.
The initial value shown in the following strategy tables corresponds to each initial value at the beginning of the strategy period (as of 1 January 2025).
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Proportion of employees with annual targets that incorporate sustainability-related aspects (%) | 100 | 100 | 100 |
| Proportion of employees whose variable remuneration is linked to sustainability goals (%) | 10 | 10 | 100 |
| Raising awareness of sustainability-related issues in the company | Partially implemented | On track | Achieved |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Number of training sessions on the Code of Conduct (cumulated over strategy period) | 0 | 1 | 3 |
| Number of breaches of the Code of Conduct and bullying | 1 | 0 | 0 |
| Integration of sustainability requirements in procurement | Partially implemented | Achieved | Achieved |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Stakeholder dialogue (cumulated over strategy period) | 0 | 1 | 2 |
| Commitment and collaboration with associations and networks | Partially implemented | On track | Achieved |
| Social commitment | Outstanding | On track | Achieved |
| Indicators | Initial value 2025 | Actual figure 2025 | Target figure 2028 |
| Number of training sessions on data protection (cumulated over strategy period) | 0 | 5 | 1 |
| Number of IT audits/year | 1 | 4 | 1 |
| Digital transformation of real estate management | Outstanding | On track | Achieved |