Added value for the people in the residential quarter - and the neighbourhood

How do we make our residential quarters fair and liveable in the long term? By involving people, listening to them and focusing on their needs. And by that we don't just mean our customers, the future residents of our quarters, we mean the existing neighbourhoods as well. For example, by providing involvement options early on in the planning phase of a residential quarter. After all, everyone should  feel comfortable in the new communities that are created and benefit from our holistically designed living spaces. Every day. Of course, this starts with the actual living space. Here, we emphasise the greatest possible variety of usage and housing types. For mixed residential quarters that offer a home for all ages and lifestyles and people with different financial means. With privately financed, subsidised and price-controlled apartments. But our aspirations go far beyond this.
We have developed a social impact scoring model for a holistic location analysis so that we really know what impact we have. It shows where the potential lies. For each of the land plots and the surrounding infrastructure. And enables us to carry out a retrospective evaluation. This way, we know for sure that our measures are delivering a measurable improvement - or can see where we can still optimise things further. We are talking here about the "neighbourhood impact" which we are aiming for. What does that mean in concrete terms? We have identified eight fields of action that are crucial for a high quality of life. These include mobility solutions, cultural activities, education and care infrastructures, local amenities, sports and leisure facilities and community offerings, as well as health and care services and any other services that may be possible.
We want to make a marked and lasting difference in these quarters. So that these will still be state of the art in 20 years' time. Our aim is to create a constantly growing toolbox of tried-and-tested, creative ideas and solutions to meet the identified needs of each location. And it goes without saying that our aparments have a low rate of flaws and that we are also on hand to help our customers after they have purchased their property.

Added value for cities and municipalites

Reliable partner. Dialogue is not a chore for us. It is essential. Right from the start. To find good solutions together. After all, we can only fulfil regional needs if we know what they are.  Long before the foundation stone is laid. How can we create urgently needed living space at attractive conditions - despite difficult framework conditions? How can we make an impactful contribution to urban development for the common good - beyond urban development contracts?  How can we optimise existing structures instead of simply replacing them? Where can we create added value even during the planning phase? How can we involve the people who will one day be our clients' neighbours?
Here are many examples of how we deal with these and similar issues.  Such as our Neckar.Living quarter in Rottenburg am Neckar, which combines subsidised apartmets with living space for people with special needs. Or Frankfurt's Schönhof quarter with around 30% subsidised units - a total of 600 apartments.  Or our residential quarter in Herrenberg near Stuttgart, where the site was temporarily used by the local fire brigade for training purposes. Or the Maintal Future City Forum, which was initiated by our Frankfurt branch and local politicians and involved over 700 citizens and local decision-makers - including a workshop on citizen participation. And, and, and ... we can only find solutions like these by engaging in dialogue based on trust.
In addition to holistic site development in line with our social impact scoring model, another important pillar of our value-added strategy is our specialist subsidiary nyoo by Instone. It is fully committed to the mission of providing highly efficient and fast, cost-optimised living space with innovative, modular processes and products that can be implemented in series. In general, we often choose to voluntarily exceed the required quota of subsidised housing in our quarters. And last but not least, as a good corporate citizen, we are also involved in other ways at the locations where we have projects on site. We support local organisations and initiatives, or get active ourselves: with special campaigns on our annual "Social Days". Be it litter picking, donations for people in need or giving blood. Each and every one of us can make their own personal social contribution.

Added value for employees and partners

Why is it worth working at Instone? Because you can really make a difference here. On a small scale, day in, day out. On a large scale, with our residential quarters. Directly on site, in our daily interactions, but also across all our branches in our various innovation projects, which enable us to continuously develop and create new solutions that will shape the future of living. Socially responsible and ecologically sustainable. In a diverse team that works together in a spirit of trust and appreciation, with great passion and exceptional expertise. [Link]
the Charter of Diversity. 43% of our employees are female. We want to continuously increase the proportion of management positions held by women in the coming years. We also see ourselves as a talent pool. We encourage staff to work independently and are happy to give them responsibility quickly. The path from a working student position to a management role is not an exception for us. Supported by mentoring programmes and a wide range of further training opportunities. A high level of employee satisfaction is important to us - and crucial to our success. We therefore conduct internal surveys every year and regularly implement ideas and suggestions resulting from them.
In addition to our employees, another large and diverse group contributes to our success: our partners and suppliers. From estate agents, consultants, construction companies and contractors for individual trades working on our construction sites to property management service providers and planning teams of architects and specialist planners - we maintain a trusting and fair relationship with all of them. In addition to transparent communication, this of course also includes compliance with agreed contractual conditions. Another important aspect for us is that we rely on local partnerships whenever possible - around two thirds of our contractual partners are regionally based. [Link]