Our ambition, our actions

“In my view the biggest advantage of smart thermostats for tenants is that they give them the opportunity to do something for themselves. They no longer have to wait for the landlord to take action and are not helpless when it comes to cutting heating costs,” says Steffen Karg, board member of the housing association Letter eG.

Letter, a housing association based in Seelze, Lower Saxony, took part in our flagship project, equipping several of its 36 apartment buildings with smart thermostats. “I get the impression tenants are going along with it,” says Steffen Karg, taking stock of the initial findings.

This relatively inexpensive digital technology also appeals to Karg because large rent increases cannot reasonably be imposed on his tenants. “As a cooperative we face the challenge of having to renovate our buildings to make them more energy-efficient while simultaneously aiming to let out the apartments at socially acceptable prices,” says Karg. Alongside the benefits for climate and environment, he also expects smart heating to increase property values: “As landlords we benefit from tenants using smart thermostats because they reduce our buildings’ carbon footprints.” Thus the avoidance of CO2 taxes gives him a further incentive to switch to digital technology.

Digital technology has been in successful use for over ten years now, especially in private single-family homes, where it has achieved average energy savings of around 22 per cent. Now this innovation looks set to become prevalent in apartment buildings too a study by the Karlsruhe Institute of Technology (KIT) showed energy savings of 15.5 per cent during the 2022/2023 heating season.

“The beauty of smart thermostats is that everyone can find out for themselves what suits them best. The building in which we are testing smart thermostats has a very mixed tenant base, and they don’t have to use the app if they cannot or don’t want to. Tenants can also set the temperature directly at the thermostat. Particularly for people who work at varying times, smart thermostats are a great idea,” explains Karg. “Tenants can save energy without having to sacrifice their usual comfort in the process.”

“We view our job as landlords as being to ensure that the heating system works as efficiently as possible. However, we do not want to dictate to tenants when and how they should heat their apartments. Nor will that work in any case, because they have very varying lifestyles and daily routines. Smart radiator valves enable us to give tenants the opportunity to make their lives more energy-efficient in line with their needs.”

Tenants’ right to decide for themselves remains unaffected. This is important to the housing association Letter eG, as Steffen Karg stresses: “We have tenants who work at night. At the end of their shifts they can switch on their heating by app on the way home so their apartments are already warm when they get there. This also applies to tenants who sometimes go into the office and sometimes work from home. We can’t determine the times from the outside. They should be in control of what goes on in their own homes.”

Contacts

Steffen Karg

Board Member of the housing association Letter eG, Seelze

The cooperative manages some 260 apartments in 36 buildings. It tested the noventic smart heating solution as part of a flagship project.

Voluntary action for the environment

We are firmly committed to the responsible use of resources as a central component of our corporate policies. Well before gaining EMAS certification we were already endeavouring to minimise our environmental impact. In 2008 we received certification according to the international environmental management standard ISO 14001.

Then in 2015 we set ourselves the new and ambitious goal of EMAS certification. To this end we commissioned a thorough environmental assessment by an external expert that covered all company areas from production to employee travel routes and office space management.

EMAS, which stands for “Eco-Management and Audit Scheme”, is an environmental management system devised by the European Union. The aim of the scheme is to support companies in systematically improving their environmental performance. It addresses not only regulatory compliance but also, most importantly, voluntary measures to reduce environmental impact. This year, for the ninth time in a row, QUNDIS has been awarded the coveted European Union seal of approval for verified environmental management (EMAS).

The challenges posed by first-time EMAS certification brought us together as a team. At the outset it was not always clear why we needed to delve into certain details. But it was precisely here that we uncovered potential and realised that all employees can make a contribution. It has been a voyage of discovery during which we have not only improved our environmental footprint but also increased the awareness and participation of every one of us. However, for us the journey is its own reward. By this we mean that we aim to continuously improve rather than resting on our laurels. We focus our attention on the entire product life cycle and on treading innovative new paths.

Action, savings, commitment: QUNDIS in environmental protection

The aim of our determined pursuit of EMAS certification is to ensure transparent business practices in the face of ever-increasing environmental regulation. The annual compliance audit, which thoroughly examines all data, serves to build trust. However, not only do we undergo regular external quality and environmental management audits conducted by certified auditors. We also go a step further by actively participating in environmental projects, such as the reforestation of woodland.

Environmental management system as a driver for savings

We want to combine cost-effective business practices with environmental awareness. EMAS certification allows us to systematically look for ways to improve our environmental impact. For example, we were able to adapt and redesign our product packaging, resulting in an annual saving of 1.5 tons of plastic. Such targeted measures enable us to act in a more environmentally friendly and sustainable way.

We regard sustainability as an integral part of our supply chain and endeavour to implement it in all our supplier relationships. Our notion of sustainability is founded on ethical action, social responsibility and ecological commitment, adhering at all times to the noventic groupʼs Code of Conduct. In light of this we discussed important aspects of the sustainable supply chain with other noventic group companies and came up with solutions. Together we have successfully worked through this project and put it into action. Sustainability is a key corporate goal which we constantly pursue.

The concrete action we have taken, the cuts we have made and our employees’ dedication mean that environmental protection is not a mere façade for us but rather a lived reality.

Contacts

Frank Jünemann

Head of Quality and Environmental Management QUNDIS GmbH

[email protected]

EMAS certificate Environmental management certificate ISO 14001

The retired couple use smart thermostats and a tenant app to individually control the radiators of their living room, two work rooms and bedroom. At 11 p.m. all the radiators are turned down automatically. The bathroom, in fact, is only heated between 8:00 a.m. and 11:00 a.m. and from nine to eleven in the evening. “We’ve programmed it in a way that matches our daily routine,” says Frank, who is looking forward to “a noticeable reduction in heating costs”.

“I can check exactly how much heat a room uses.”

The noventic solution helps tenants to conserve heating energy and reduce CO2 emissions, thus ensuring better energy efficiency and cutting costs without sacrificing comfort. All consumption is displayed transparently on an app, and the smart radiator control solutions based on it offer further assistance.

Alongside the programmable heating times for each room, they also support other energy-conservation aids such as open window detection and remote programming. Their heating is turned off completely while they are away on holiday. “We turn it back on via app on the return journey, so that it is pleasantly warm when we get back. That’s a huge advantage which allows us to conserve energy and significantly cut heating costs,” says Amy Wattendorff.

Apart from the reduced cost, for the retired social worker the smaller carbon footprint is also important: “We are ecologically minded people, so it is important for us to cut our emissions."

“Setting each individual radiator is really straightforward.”

The efficacy speaks for itself: in private households, average energy savings of 22 per cent have been achieved, thanks to assistance functions such as accurate control of radiator temperatures with no overshoot, adaptive night-time reduction, individual heating times for each room and open window detection. Smart thermostats are already common in individual family homes, but to date empirical data relating to rented accommodation in apartment buildings has been thin on the ground. To correct this shortfall, in 2022 noventic launched a nationwide flagship project which involved equipping rented apartments with digital thermostats. The Karlsruhe Institute of Technology (KIT) provided scientific support for the project, and on its completion confirmed average energy savings of 15.5 per cent.

Smart thermostats also detect excessive ambient moisture levels and use push notification to warn occupants of continuously high humidity via the app. People who are less comfortable with IT can also use smart thermostats and the efficiency assistants without an app. In this case not all the functions of the fully digital variant controlled by the tenant app are available, but residents still receive “efficiency routine” that work locally without cloud or app support.

Apartment buildings comprise over half of Germany’s residential housing stock. The urgent climate protection goals cannot be attained without also exploiting the entire energy-conservation potential of apartment buildings. Accordingly it is clear that energy transition will not work unless the housing industry is on board. But also not unless the tenants are too.

Contacts

Dr. Bardia Rostami

[email protected]

Ask our KALO expert for information on our housing management services.

To strengthen our cooperation and internal sense of community, while also giving our relationships with our business partners an even more binding and transparent foundation, we have drawn up a Code of Conduct which creates group-wide framework and establishes a set of shared values. This forms the basis on which all noventic group employees can and should orient themselves.

In close coordination with management personnel at our various subsidiaries, and taking into account any pre-existing company regulations, this means that we have put in place a common, group-wide foundation of rules and values. Alongside general principles that reflect the way we at the noventic group see ourselves, we have also laid down rules governing our behaviour towards our business partners and the noventic group’s commitment to society and the environment. The outcome is our creation of a common understanding across a wide range of topics and legal provisions that reflects both specific necessities and group-wide interests.

“Like all the subsidiaries we were directly involved in the process leading to the creation of our Code of Conduct. The group-wide values and regulations were jointly developed, with all our very different experiences and needs being discussed and incorporated into the newly developed code. As a result, all the participants are now truly behind the document, which is an important prerequisite for successfully bringing the Code to life throughout the group in our day-to-day work.”

The new document must now become an independent part of our work. Once the document has been finalised it will be presented to all noventic group employees and may be viewed at any time on our internal platform MONA. It now forms a central component of all our employment contracts.

The fact that this Code of Conduct is really being put into practice throughout the Group is shown by the comments and questions from our colleagues. As well as general questions about the Code of Conduct, suggestions for supplementing it have also been made. Through this feedback our colleagues are showing that the principles laid down in the Code do not just exist on paper as far as they are concerned, but rather reflect how they go about their daily work.

We are pleased that the rules have been so well received. And of course, as the responsible party, we shall endeavours to duly address the comments made regarding the Code of Conduct.

Contacts

Your contact to the compliance department of the noventic group

Karl Richter

Senior Manager Corporate Legal Affairs

[email protected]

Code of Conduct of the noventic group (DE)

The draft version was compiled by our internal, group-wide task force, set up in response to the German Lieferkettensorgfaltspflichtengesetz (Supply Chain Due Diligence Act, Supply Chain Act from now on). In order to ensure that the various issues were addressed in an even-handed way we assigned personnel from various departments and noventic group subsidiaries to this task force.

During this process we met up at our Hamburg site for a two-day joint workshop to prepare for the implementation of the Supply Chain Act within the noventic group and discuss the issues involved. We worked together to review and clarify the various provisions, assign responsibilities within the noventic group and jointly define the processes that would be needed.

As affirmed in our sustainability strategy [statement], we have actively integrated environmental sustainability and social responsibility into all spheres of our business activities. In line with our Code of Conduct we are now also applying this principle to our supply chain. In this respect the preamble to our Supplier Code of Conduct serves both as a mandate and a voluntary commitment:

“We endeavour to continuously optimise both our business activities and our products and services in furtherance of sustainability, and require our suppliers to adopt a holistic approach designed to contribute to this end. We also expect our employees to adhere to principles of ecological, social and ethical behaviour and integrate them into the corporate culture. The group-wide Code of Conduct for noventic group suppliers (hereinafter referred to as the “Supplier Code”) sets out corresponding regulations.”

The group-wide, interdepartmental approach ensures that we organise the processes and their implementation comprehensively, pragmatically and meticulously for all involved. Another key factor for implementation is transparency. Through our Supplier Code of Conduct, we ensure that all suppliers of noventic group companies know exactly what is required of them.

Internally, both the works council and the management are continuously involved in the implementation process. We are currently planning a group-wide information event for our workforce, and will be providing information on our intranet thereafter.

"The close dialogue with the Group's subsidiaries along the lines of internal responsibilities made it possible, among other things, to create the Supplier Code of Conduct. We placed great value on the transfer of knowledge and the expertise of all those involved. Dialogue at eye level within the task force and with the subsidiaries was particularly important to us. This led to a holistic view of the topics of supply chain, sustainability and social responsibility. At the same time, we were able to manage the great complexity of the topic more effectively. Thanks to the joint exchange, we were able to find answers to open questions and solutions for affected areas more quickly. A great team result!"

Implementing the Supply Chain Act has been and continues to be a challenge. Close collaboration within the group allows us to promptly take the necessary steps, thereby ensuring that our supply chains remain resilient and sustainable. This does not mean the project is over, however. Implementing the Supply Chain Act is an ongoing obligation. We will continue to work on optimising our supply chains and ensuring that we meet the requirements of the Supply Chain Act. In the process, we aim not just to implement the law but also to improve our business practices and make a positive contribution to environmental and social sustainability.

We are convinced that, working together as a group of companies, we will be able to meet our societal responsibilities on this basis and decisively drive forward the sustainable transformation in our supply chains.

Contacts

Your contact for sustainability management at the noventic group

Nelly Bubenheim

Senior Manager CSR

[email protected]

Supplier Code of Conduct of the noventic group (DE) Corporate Human Rights Strategy of noventic group companies

As one of those responsible for matters relating to our culture and values, I am convinced that those values form the ties that makes change possible and through which we can continue surpassing our past efforts. These ties will help us work together to come up with viable solutions to the complex challenges we face.

We have already been guided by this image during the process of developing our corporate values, and our management team, employees and senior executives have jointly established the essence of our paired values. In a wide range of workshop formats all those involved were able to contribute, structure and engage in dialogue. In June 2022, our paired values were officially published. They are as follows:

1. Goal Orientation & Focus

We are convinced that we can only successfully meet the complexity and breadth of current and future issues with the necessary speed, quality and care if we act with a high degree of goal orientation and focus.

 2. Appreciation & Respect

We are convinced that appreciative and respectful working relationships are key to good collaboration and create the basis for motivated, productive work and a positive working atmosphere.

 3. Cooperation & Team Spirit

We are convinced that we can only overcome major challenges together. We aim to identify the best solutions through collective intelligence and by directly calling on expert knowledge.

4. Courage & Willingness to Learn

We are convinced that a successful future for KALO will require courage, pioneering spirit and innovation, as well as a continuous willingness to learn. After all, we will only be ready for the future if we try out new things and constantly develop ourselves and our company.

 5. Empowerment & personal responsibility (“culture of trust”)

We are convinced that greater individual responsibility and empowerment motivate us, lead more rapidly to good results and promote entrepreneurship and creativity.

Our aim is live up to these values in everyday life, learning and becoming better. That means becoming better at working together day by day. Learning, for example, how sharing responsibility can work. How can we use goals each day to prioritise and focus in order to deal with our backlogs?

This sounds simple, but it may not be if we have spent years acting on the basis of different models and values. Models that may have worked well for a long time but are no longer fit for purpose in times of increased speed and complexity. Some people have to learn to relinquish responsibility. And also to accept responsibility. Not working on an issue, even though it too is important, saying no and yes to the right issues, not getting distracted, all of these things require clarity, courage and steadfastness and require practice.

Our new formats, such as the lounge discussion, the leadership exchange and regular retrospectives, are all geared towards entering into dialogue and learning together.

To end with a quote from a lounge discussion: “There’s this feeling of meeting on a level playing field. This is new to me and it means a lot. I’ve learned that I can contribute to the corporate culture and really make a difference. That feels good and spurs me on every day to give my best, to take responsibility and make my contribution to the greater good.”

Contacts

Melanie Döring

Head of Human Resources & Culture Management, Member of the Executive Board KALO & ikw

[email protected]