Sustainable
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Our Sustainability Report
The topic of sustainability has steadily evolved for us over recent years. Starting out as a printed or digital brochure, we now present it in the form of its own website.
This allows us to continuously incorporate the latest information and keep you up to date. What has not changed over the years, however, is the structure: our four sections cover both internal sustainability efforts and social engagement as well as a view of environmental factors and the real estate sector.
Let's dive in!
This allows us to continuously incorporate the latest information and keep you up to date. What has not changed over the years, however, is the structure: our four sections cover both internal sustainability efforts and social engagement as well as a view of environmental factors and the real estate sector.
Let's dive in!
Internal
A Look Inside the Company
In the Internal section, we present our sustainability efforts within the company. These include the appointment of two equality officers as well as a critical examination of the gender pay gap and employee satisfaction. We also highlight innovative initiatives and teaching activities to advance the company and the industry.
Equality Officers
The construction industry remains a male-dominated field. However, the number of female-identifying persons is growing – and that is a good thing. To give this topic space and momentum within the company, KVL has had the role of Equality Officer since the end of 2022. It is currently held by Susanne Lange and Julia Wiarda. Both serve as trusted contacts for all KVL colleagues on topics of equality, work-life balance, discrimination or sexual harassment.
Julia Wiarda, Susanne Lange
gleichstellung@kvlgroup.com
Julia Wiarda, Susanne Lange
gleichstellung@kvlgroup.com
What is happening on this topic?
In 2023, a code of conduct on the topic of equality was developed together with KVL's management team in three mandatory workshops and subsequently published. It also serves to raise visibility of the topic, foster a sense of responsibility among all members of the company, and set clear guidelines for the responsibilities of every KVL member.
Equality Workshops
In 2025, the first equality workshops for employees took place, focusing in particular on the dimension of gender equality. A follow-up in-depth workshop for KVL's management team is planned for 2026.
In addition, our equality officers launched a survey at the start of 2025. They wanted to know what is already working well, what we perceive as challenges for the coming years, what we wish for and how diverse our company is. In addition to internal contact points – including the anonymous whistleblowing tool, the complaints office and management – the equality officers are available to KVL employees through several channels as a point of contact independent of the employer.
The results of the survey define their tasks with regard to pay transparency, gender equality, fair structures for equal opportunities and work-life balance – as well as topics such as the more diverse composition of our management. Additionally, our equality officers are also present at company events, such as the annual office seminars or the boarding days for new colleagues. We are tackling all these tasks together.
In addition, our equality officers launched a survey at the start of 2025. They wanted to know what is already working well, what we perceive as challenges for the coming years, what we wish for and how diverse our company is. In addition to internal contact points – including the anonymous whistleblowing tool, the complaints office and management – the equality officers are available to KVL employees through several channels as a point of contact independent of the employer.
The results of the survey define their tasks with regard to pay transparency, gender equality, fair structures for equal opportunities and work-life balance – as well as topics such as the more diverse composition of our management. Additionally, our equality officers are also present at company events, such as the annual office seminars or the boarding days for new colleagues. We are tackling all these tasks together.
Inclusion Officer
By the way: since 2025, KVL also has an Inclusion Officer. The role is held by Alena Stassen. We want to give more long-term space at KVL to all topics relating to inclusion and accessibility.
By the way: since 2025, KVL also has an Inclusion Officer. The role is held by Alena Stassen. We want to give more long-term space at KVL to all topics relating to inclusion and accessibility.
Alena Stassen
HR Generalist
How diverse is our management?
Our workforce is largely diverse. The composition at senior levels is one of the most important markers of equal opportunity – we took a close look.
This revealed that there remains a need for action regarding the participation of women in leadership roles: while many women are represented at project and team management level, a significantly lower proportion is visible in senior management. In the extended leadership level (Prokura), however, the situation has already improved noticeably.
Across all levels, however, the high part-time rate among female employees remains clearly visible. This suggests that women continue to take on a significantly larger share of care work than their male colleagues.
As of 06/2025
This revealed that there remains a need for action regarding the participation of women in leadership roles: while many women are represented at project and team management level, a significantly lower proportion is visible in senior management. In the extended leadership level (Prokura), however, the situation has already improved noticeably.
Across all levels, however, the high part-time rate among female employees remains clearly visible. This suggests that women continue to take on a significantly larger share of care work than their male colleagues.
As of 06/2025
Gender Pay Gap
One metric that has concerned us for some time is the gender pay gap. We have been examining this internally since 2022. In 2025, a comprehensive analysis of existing roles was carried out and a company-wide job architecture was developed. This contains an overview of the required qualifications, professional experience, skills and responsibilities for each position. On this basis, salary bands were created that provide objective and transparent criteria for new hires, salary negotiations and promotions for a fair working environment.
First positive developments are visible when comparing figures over recent years: in various areas we have already been able to close the pay gap, while in others we are on a good path. In the positions of "Junior Project Manager" and "Project Manager", salary differences are below 2%. And while male Senior Project Managers still earned 11.1% more than their female colleagues in 2023, the discrepancy stands at 6.7% at the start of 2026.
We are actively committed, within the framework of the equality focus topic, to further reducing the gender pay gap and promoting gender equality.
First positive developments are visible when comparing figures over recent years: in various areas we have already been able to close the pay gap, while in others we are on a good path. In the positions of "Junior Project Manager" and "Project Manager", salary differences are below 2%. And while male Senior Project Managers still earned 11.1% more than their female colleagues in 2023, the discrepancy stands at 6.7% at the start of 2026.
We are actively committed, within the framework of the equality focus topic, to further reducing the gender pay gap and promoting gender equality.
Average Earnings by Position
Employee Satisfaction
In spring 2024, all employees were invited to participate in a first-ever survey. The focus was on the topics of "perception of the company", "events", "work-life balance", "development and training", "leadership and communication", as well as "remuneration" and "guiding philosophy".
Approximately 85% of employees participated and shared their opinions. Initial findings were already announced at the annual internal office seminar at the end of June 2024.
The high participation rate and positive feedback from the survey show: data, figures and facts are urgently needed so that we can improve. A repeat is therefore planned for 2026 to find out where we have been able to improve, what has stayed the same and where we still have catching up to do.
We have already used Q2 2024 and the year 2025 to implement sustainable improvements and address open points. Among other things, the above-mentioned analysis of roles and development paths within the company emerged from this. For 2026, adjustments in the area of the feedback process are on our agenda.
Approximately 85% of employees participated and shared their opinions. Initial findings were already announced at the annual internal office seminar at the end of June 2024.
The high participation rate and positive feedback from the survey show: data, figures and facts are urgently needed so that we can improve. A repeat is therefore planned for 2026 to find out where we have been able to improve, what has stayed the same and where we still have catching up to do.
We have already used Q2 2024 and the year 2025 to implement sustainable improvements and address open points. Among other things, the above-mentioned analysis of roles and development paths within the company emerged from this. For 2026, adjustments in the area of the feedback process are on our agenda.
Staff Turnover
The turnover rate is an important metric for us. It allows conclusions to be drawn about employee loyalty to our company and their satisfaction. As KVL, we pursue the goal of keeping turnover low. We entered 2025 with 209 employees; over the course of the year, 45 people left the company. At the same time, 50 new colleagues were welcomed into the KVL family. This results in a turnover rate of 21.03%. We are on a good path towards our goal from previous years of stabilising the turnover rate at a low level in the long term.
The majority of departures resulted from a desire for personal or professional change. The strategy for new hires was also adjusted in 2023 due to the economic situation. We continue to pursue the goal of keeping the turnover rate as low as possible and were already able to observe a clear improvement in the situation in Q4 2025, which enabled us to make new hires.
The majority of departures resulted from a desire for personal or professional change. The strategy for new hires was also adjusted in 2023 due to the economic situation. We continue to pursue the goal of keeping the turnover rate as low as possible and were already able to observe a clear improvement in the situation in Q4 2025, which enabled us to make new hires.
Intellectual Leadership
We follow the principle of sharing our knowledge – this is also anchored in our guiding philosophy. We constantly seek close contact with research and teaching, and as a spin-off of TU Berlin our roots lie in the university.
Our employees hold teaching positions at universities throughout Germany, including TU Berlin and HafenCity University Hamburg.
With our self-imposed teaching mandate, however, we are active not only at universities but also at other continuing education institutes. We supervise Bachelor's and Master's theses and, with student workers at all our locations, are shaping the specialists of tomorrow.
Our employees hold teaching positions at universities throughout Germany, including TU Berlin and HafenCity University Hamburg.
With our self-imposed teaching mandate, however, we are active not only at universities but also at other continuing education institutes. We supervise Bachelor's and Master's theses and, with student workers at all our locations, are shaping the specialists of tomorrow.
Andreas Ligner
Teaching
Markus Viering
Teaching
Sven Seehawer
Teaching
Ilka Schröder
Teaching
Mathias Hänsch
Teaching
Malika Klös
Teaching
Thomas Penske
Teaching
Jakob Conrad
Teaching
Kai Hansen
Teaching
Reinhard Schulz
Teaching
Benjamin Pleuser
Teaching
Tim Weikert
Teaching
Anastasija
Walcher-Radke
Walcher-Radke
Teaching
Not just in teaching, but across the entire industry, we want to set new standards.
Last year we published specialist publications such as the "Kompendium Immobilien-Projektentwicklung" on all currently relevant topics and are working on the 7th edition of our perennial bestseller "Bau-Projekt-Management". We also share our knowledge in numerous columns, editorials, panel discussions and guest contributions.
Nachhaltigkeit durch Projektmanagement
Kompendium Immobilien-Projektentwicklung
Mediation im Bauwesen
Managementleistungen im Lebenszyklus von Immobilien
Baumanagement und Bauökonomie
Nachtragsmanagement
Intelligente Vergabestrategien bei Großprojekten
Rechte aus gestörtem Bauablauf nach Ansprüchen
Vergütung, Nachträge und Abrechnung nach Ansprüchen
Handbuch Bauzeit
Preisexplosion am Bau - Die Zukunft pragmatisch kalkulieren
Rechtshandbuch Nachhaltiges Planen, Bauen und Betreiben
Bau-Projekt-Management
Systemische Nachhaltigkeit
Focus Topic: Artificial Intelligence
Progress is not passing us by either. AI is on everyone's lips and will also become a key technology in the construction sector – if we use it to save time, preserve capacity, reduce risks and improve decision-making foundations.
In our project-driven industry with high pressure on deadlines, costs and quality, the right use of AI can make a noticeable difference. But how to use it "correctly"? Which tools can help us? And what will our working day look like in the future?
In our project-driven industry with high pressure on deadlines, costs and quality, the right use of AI can make a noticeable difference. But how to use it "correctly"? Which tools can help us? And what will our working day look like in the future?
In 2025 we therefore initiated a number of things on this topic:
In 2026 we want to achieve the following with this:
Q
Knowledge Management Reimagined
In 2025 we launched a central innovation project with Project Q: the development of a digital system that brings together knowledge, data and quality in one place. Q is intended to make daily work more efficient, accelerate access to project data and templates, and continuously develop itself based on feedback and data quality. With this we are setting a clear signal for transparency and future-proofing.
The journey of Q began with interviews and surveys to understand the needs of our employees. This was followed by wireframes, mockups and initial prototypes that were tested and optimised in close collaboration with the team. Using tools such as Figma and Google Stitch, as well as a great deal of programming work and input from our design department, a central Q dashboard was created that is not only functional but also intuitive.
The journey of Q began with interviews and surveys to understand the needs of our employees. This was followed by wireframes, mockups and initial prototypes that were tested and optimised in close collaboration with the team. Using tools such as Figma and Google Stitch, as well as a great deal of programming work and input from our design department, a central Q dashboard was created that is not only functional but also intuitive.
Q is more than a technical project – it is a collaborative effort. The core team for Q has driven development forward, supported by the active participation of many colleagues. AI-supported functions, automated data integration from PACS and a clear focus on user-friendliness make Q a real game-changer for our knowledge and quality management.
With Q we are creating the foundation for a new way of working together: centralised, networked and intelligent. The system is continuously being expanded to simplify processes and sustainably improve the quality of our work.
Q is our promise for the future – and an important building block of our innovation strategy.
With Q we are creating the foundation for a new way of working together: centralised, networked and intelligent. The system is continuously being expanded to simplify processes and sustainably improve the quality of our work.
Q is our promise for the future – and an important building block of our innovation strategy.
Social
We’re doing well – and we share that.
The Social section is significantly shaped by our voluntary engagement beyond our daily project work. Whether it is the 24-hour charity relay run #Heat24, which took place for the 7th time last year, or a wide variety of charitable activities at our various locations.
Sports Initiative: Contributing to Health and Social Engagement
In 2025, employees raised a total of 3,253.60 euros for #Heat24 through their participation in running, swimming, skating, walking and cycling competitions – surpassing the set target of 3,000 euros. Additional donations, including through birthday flower campaigns, supplemented the contribution.
Sporting performances are recorded via an internal running board. For every kilometre completed, the company donates between 1 and 4 euros depending on the discipline. The initiative not only promotes the health of employees but also makes a sustainable contribution to supporting regional social projects.
Sporting performances are recorded via an internal running board. For every kilometre completed, the company donates between 1 and 4 euros depending on the discipline. The initiative not only promotes the health of employees but also makes a sustainable contribution to supporting regional social projects.
Sponsoring
"imAward" 2026
After winning in the "Social Sustainability" category in 2023, we are proud to have participated as a partner in the immobilienmanager Award 2026 in the "Sustainability & Social Responsibility" category. It was an honour to present the award to GreenPlaces GmbH and we congratulate the other nominated contributions from DWK GmbH and Hines Immobilien. This category honours forward-looking projects, concepts or initiatives that align ecological and social sustainability in a special way. These can include building or neighbourhood developments – but also social initiatives. Reuniting with the industry on 5 March in Cologne was a great spectacle and we are already looking forward to next year! We are ready!
Environment
Time for Climate Action
Sustainability can be defined across three pillars: economic – ecological – social. In the Environment section, we focus on the "green" pillar of sustainability, namely ecology. CO₂ balances have already been drawn up for the last four years to quantify the total volume of emissions from KVL’s German locations. Here we consider KVL as a company, not the projects we manage.
Below we present the evaluations for the year 2024 and also provide insights into KVL’s mobility behaviour overall. We also evaluate the respective emission categories in comparison with the figures from the previous year.
The relevance of the emissions caused is particularly clear against the backdrop of rising average daily temperatures:
Below we present the evaluations for the year 2024 and also provide insights into KVL’s mobility behaviour overall. We also evaluate the respective emission categories in comparison with the figures from the previous year.
The relevance of the emissions caused is particularly clear against the backdrop of rising average daily temperatures:
Emissions and Current State of Climate Action
From the data published by the climate change service Copernicus in cooperation with other European and US organisations, it is clear how the climate crisis is continuing to intensify: global temperatures for the years 2023 to 2025 were more than 1.5 degrees higher on a three-year average than in the pre-industrial era.
The Paris Climate Agreement, with which the international community wants to avert the most devastating consequences of the climate crisis, is officially not yet considered to have failed despite the multi-year exceedance, as the 1.5-degree limit would need to be exceeded for a longer period for that. However, the vast majority of experts assume that it cannot be kept – and that even two degrees is going to be tight.
If global warming continues at its current pace, the 1.5-degree limit will be considered exceeded by the end of the decade – around ten years earlier than long assumed, according to Copernicus. "Emissions have not fallen as quickly as expected". Source
For how many emissions is KVL Group responsible and how can we reduce them? We have been addressing this topic in the KVL and Environment section since the 2020 sustainability report.
If global warming continues at its current pace, the 1.5-degree limit will be considered exceeded by the end of the decade – around ten years earlier than long assumed, according to Copernicus. "Emissions have not fallen as quickly as expected". Source
For how many emissions is KVL Group responsible and how can we reduce them? We have been addressing this topic in the KVL and Environment section since the 2020 sustainability report.
Our CO₂ Clock is Ticking
And it doesn’t show the time, but what we have left:
A global remaining budget of emissions that we must not exceed if we want to stay within the 1.5°C limit. But don’t worry, this is not a doomsday countdown. It’s more like an alarm clock. One that reminds us: now is the moment to act!
And what we need to keep in mind: the construction sector has an enormous lever!
Because it causes around one third of all CO₂ emissions worldwide. In Germany even more: 40% of emissions come directly or indirectly from the construction sector. So: if we want to meet the 1.5°C target, we need to start with construction. And not at some point in the future – but today, here and now.
And what we need to keep in mind: the construction sector has an enormous lever!
Because it causes around one third of all CO₂ emissions worldwide. In Germany even more: 40% of emissions come directly or indirectly from the construction sector. So: if we want to meet the 1.5°C target, we need to start with construction. And not at some point in the future – but today, here and now.
KVL’s Carbon Footprint 2025
Emissions increased compared to the previous year from approx. 205 tCO₂ to 214 tCO₂ by approx. 9 tCO₂ or 4%. This is mainly due to employees commuting slightly more kilometres by car and the locations having slightly higher heat consumption.
Emission Sources
The largest source of emissions at KVL is currently the heating of locations. Some locations are still dependent on fossil fuels (natural gas and heating oil), while others are connected to district heating, so their CO₂ emissions depend on the heating mix in the respective supplier’s network and their future plans. Other significant emitters are journeys in company cars and commutes in private cars and public transport. Public transport emissions depend primarily on the electricity mix, among other things, and thus decrease per kilometre with the future decarbonisation of the electricity grid. The classification into different scopes follows. Emissions from companies are divided into scopes to enable uniform, transparent and comparable recording of greenhouse gas emissions.
Scope 1 – 2 – 3 Emissions
This classification is based on the Greenhouse Gas Protocol (GHG Protocol), the globally recognised standard for CO₂ accounting. The GHG Protocol is a private transnational series of standards for accounting greenhouse gas emissions and associated reporting for companies and increasingly for the public sector.
Scope 1 emissions are those directly caused by the company. These include, for example, emissions from the combustion of fuels in company-owned plants or vehicles.
Scope 2 emissions arise indirectly through purchased energy, such as electricity, steam, heat or cooling, which the company uses but does not produce itself.
Scope 3 emissions are all other indirect emissions that occur in a company’s value chain. These include, for example, emissions from business travel, purchased goods and services, waste disposal and the use of sold products.
Scope 1 emissions are those directly caused by the company. These include, for example, emissions from the combustion of fuels in company-owned plants or vehicles.
Scope 2 emissions arise indirectly through purchased energy, such as electricity, steam, heat or cooling, which the company uses but does not produce itself.
Scope 3 emissions are all other indirect emissions that occur in a company’s value chain. These include, for example, emissions from business travel, purchased goods and services, waste disposal and the use of sold products.
Relation to Construction
In relation to construction, KVL’s 2024 emissions correspond to approx. 2,832 m² of a 20 cm thick reinforced concrete slab in the lifecycle phase of production (phases A1-3). The company’s footprint thus increased by approx. 119 m² compared to the previous year. In total, approx. 64 single-family homes with gas heating emit the same emissions over a year as KVL Group through its business activities.
For compensation, approx. 21,400 trees would need to be planted. Alternatively, compensation of the emissions through CO₂ certificates at a price of 55 € per tonne (as of February 2026), or a total of 11,605 €, would be possible. This would be the price for the climate neutrality of the entire company, whereby our accounting considers more scope categories than would be necessary for compensation.
For compensation, approx. 21,400 trees would need to be planted. Alternatively, compensation of the emissions through CO₂ certificates at a price of 55 € per tonne (as of February 2026), or a total of 11,605 €, would be possible. This would be the price for the climate neutrality of the entire company, whereby our accounting considers more scope categories than would be necessary for compensation.
Commuting Kilometres
After extrapolating the survey participants to all KVL employees, a total distance covered on commutes in 2024 of 1,013,174 km was calculated! This means we have travelled approximately 25 times around the world! The average one-way commute of those participating in the survey was approx. 15 km. The largest share falls to public transport.
Environmentally Friendly Transport
In total, approx. 70% of commuting distances are covered in an environmentally friendly way. KVL has supported low-emission or emission-free transport since 2023 with a subsidy of 49 € towards public transport or a JobRad for each employee. The public transport and JobRad subsidy remained in place in 2025!
79 %
Office Attendance of 79%
We enjoy spending time together! The mobility survey revealed that employees visit the office four out of five days per week. Office culture is therefore still very much alive (previous year also approx. 79%).
Real Estate
Sector
Sector
An Appeal to the Industry
The construction and real estate sector is one of the most relevant sectors for sustainable development. As a service provider, we see ourselves as the first point of advice for clients and as a generalist contact for all specialist planners. We see our task above all in advising those responsible for and involved in projects, as well as training our employees who handle project business on a daily basis. The greatest influence on KVL’s sustainability as a company is therefore through our role as project managers, shaping construction projects to be as sustainable as possible.
Our Fields of Action for a Sustainable Real Estate Sector
Internal Project Support
Sustainability is ... KVL. All our projects have free access to the sustainability staff unit, which is centrally embedded in the company. This allows us to support our projects easily and quickly in the area of sustainability and ESG.
Sustainable Project Management
We continuously drive the further development of sustainable project management. It is one of our most important goals that sustainability is seen as a natural component of project management. In 2025, a revised edition of the AHO was published, partly based on our collaboration – for the first time it considers several sustainability services as a standard service. Special services are also more extensively defined.
ESG Services
Our ESG services support clients with clearly defined, separately commissionable services. These include ESG strategies, ESG due diligences, funding advice and general training on all topics related to sustainable construction. In addition, we offer workshops, pre-assessments and the preparation of project-related evidence and applications – structured, efficient and with a clearly defined scope of services.
Our ecosystem, grown over the years, aims to support the real estate industry in a sustainable transformation. Through the contribution of the sustainability department to KVL projects and our independent ESG services, we try to implement sustainability aspects in all project phases. Our partnerships with innovative companies such as Concular promote circular construction with sustainable building materials.
Our involvement in associations and universities underlines our efforts to advance sustainable practices throughout the industry. We are an active member of the Association for Building in Existing Stock and the Coalition for Timber Construction, where we participate in workshops and political initiatives to support sustainable approaches in construction. Through our work at universities, we want to advance sustainable construction via research and knowledge transfer.
Through these diverse activities and partnerships, we actively contribute to promoting sustainability in the real estate sector and are committed to ensuring that our industry makes a positive contribution to society as a whole.
Through these diverse activities and partnerships, we actively contribute to promoting sustainability in the real estate sector and are committed to ensuring that our industry makes a positive contribution to society as a whole.
The New AHO ♥️ Sustainability
With the 6th edition of AHO Booklet No. 9, sustainability has undergone a fundamental transformation: for the first time it is anchored as a binding cross-cutting topic across all areas of action and project phases – from project organisation and quality management through to strategic decision-making.
The revised standard services clearly define that sustainability goals must be integrated early into project structures, processes, interfaces and reporting. The special services have also been precisely formulated, for example regarding lifecycle costs, life cycle assessments, funding strategies and certification processes. This gives the industry a practical, comprehensive service profile that meets the growing ESG requirements.
As KVL, we have actively contributed to this further development through working groups and brought in our experience from numerous projects. In particular, we were able to set decisive impulses on the project management services for sustainability – from the structured involvement of sustainability consultants and auditors, through the definition of project-specific sustainability strategies, to the definition of new, clear process and quality requirements. In this way we actively contribute to making sustainable project management a natural component of professional construction and real estate projects in the future.
As KVL, we have actively contributed to this further development through working groups and brought in our experience from numerous projects. In particular, we were able to set decisive impulses on the project management services for sustainability – from the structured involvement of sustainability consultants and auditors, through the definition of project-specific sustainability strategies, to the definition of new, clear process and quality requirements. In this way we actively contribute to making sustainable project management a natural component of professional construction and real estate projects in the future.
Nachhaltigkeit durch Projektmanagement
Kompendium Nachhaltige Bauwerke - Hochbauten
Mit dem Beitrag „Nachhaltigkeit durch Projektmanagement“ legt die KVL Group ein umfassendes Kapitel vor, das die Rolle eines ganzheitlichen Projektmanagements für die Umsetzung nachhaltiger Gebäude über den gesamten Lebenszyklus von Bauwerken beleuchtet. Auf Basis praktischer Erfahrungen, aktueller Regelwerke und methodischer Ansätze zeigt die Veröffentlichung, wie ökologische, ökonomische und soziale Ziele systematisch in Projektvorbereitung, Planung, Ausführung und Projektabschluss integriert werden können. Besonderer Fokus liegt auf der frühen Entwicklung projektspezifischer Nachhaltigkeitsstrategien, der Schließung von Kompetenzlücken auf Auftraggeberseite sowie der Koordination fachübergreifender Expertise – von LCA/LCC über Fördermittel, Wettbewerbe, integrale Planung bis hin zu Lean‑ und zirkulären Bauansätzen.
Das Kapitel wurde von Luana Cortis, Niklas Erdle und Benjamin Pleuser erarbeitet und verbindet praxisnahe Werkzeuge mit klaren Handlungsempfehlungen. Es ist Teil der seit 2025 schrittweise erscheinenden Living Publication „Kompendium Nachhaltige Bauwerke – Hochbauten“ des Springer‑Verlags, deren Inhalte in enger Zusammenarbeit mit der Technischen Universität München entstehen. Damit leistet unser Team einen wichtigen Beitrag zur Weiterentwicklung eines modernen, verantwortungsvollen Projektmanagements im Sinne nachhaltiger Bauprojekte.
// Series
Kompendium Nachhaltige Bauwerke - Hochbauten, integral entwickeln, realisieren, nutzen, modernisieren
// Editor
Springer Vieweg Wiesbaden, Herausg.: Claus Jürgen Diederichs, Konrad Nübel, Aileen Schubert, Marcel Schlicke
// Publication
05.2026
// ISBN
–
// Author/Authors
Luana Cortis, Niklas Erdle, Benjamin Pleuser
// Edition
–
// First Publication
2025
ESG Optimisation of a Real Estate Portfolio
In 2025 we carried out a comprehensive carbon due diligence review for an international investor for a nationwide residential portfolio. The aim was to transparently assess the ecological and economic performance of the existing buildings and to identify concrete development paths for the coming years.
Based on detailed analyses – from consumption data through building envelope and technical systems to emissions and stranding risk analyses – we were able to identify clear fields of action and derive prioritised measures. In addition, we reviewed funding opportunities, compared variants and prepared decision-making bases for investments.
As a result, the client received a structured, comprehensive carbon DD report including CAPEX estimates, risk overviews and a clear action plan. Several of the recommended steps are now being specifically prepared or already implemented. The project thus makes a significant contribution to steering the long-term transformation path of the portfolio and to making ESG opportunities available at an early stage.
If all proposed measures are implemented, the average emission intensity of the portfolio can be reduced from originally approx. 60 kgCO₂e/m²a to approx. 20 kgCO₂e/m²a. With a total area of over 100,000 m², this represents emission savings of 4,000 tonnes of CO₂e per year. These savings would compensate the KVL Group’s 2024 emissions approximately 20-fold.
As a result, the client received a structured, comprehensive carbon DD report including CAPEX estimates, risk overviews and a clear action plan. Several of the recommended steps are now being specifically prepared or already implemented. The project thus makes a significant contribution to steering the long-term transformation path of the portfolio and to making ESG opportunities available at an early stage.
If all proposed measures are implemented, the average emission intensity of the portfolio can be reduced from originally approx. 60 kgCO₂e/m²a to approx. 20 kgCO₂e/m²a. With a total area of over 100,000 m², this represents emission savings of 4,000 tonnes of CO₂e per year. These savings would compensate the KVL Group’s 2024 emissions approximately 20-fold.
Our sustainability report is the result of many hours of shared work.
We thank all contributors for their expertise and commitment to advancing our company!
We thank all contributors for their expertise and commitment to advancing our company!
Yvonne Gotscha
Internal
Alena Stassen
Internal
Benjamin Pleuser
Environment, Real Estate Sector
Romal Nabizadeh
Internal
Elisabeth Budke
Social
Marlene Rost
Social
Daniel Ettenhuber
Environment, Real Estate Sector
Luana Cortis
Real Estate Sector
Georg Bremer
Internal
Katharina Haas
Internal
Julia Wiarda
Internal
Susanne Lange
Internal