A vision
THAT BEGAN 5 YEARS AGO
Our company has been working in the real estate industry for more than 30 years but in order to understand our current business model we have to talk about our own technological and cultural revolution that began 5 years ago.
Grupo Lobe is currently capable of carrying out product innovation processes successively and not just one-off processes, which is the case in most other companies.
Our differentiated business model
FIVE YEARS AGO. THE STARTING POINT THAT MADE OUR MODEL WORK
1
THE CRISIS AND THE NEW DIGITAL CULTURE CHANGED THE WAY WE CONSUME WORLDWIDE
2
A HIGHLY-EXPERIENCED TEAM
3
A STRONG COMPANY
Our differentiated business model
FIVE YEARS AGO. THE STARTING POINT THAT MADE OUR MODEL WORK
1
THE CRISIS AND THE NEW DIGITAL CULTURE CHANGED THE WAY WE CONSUME WORLDWIDE
2
A HIGHLY-EXPERIENCED TEAM
3
A STRONG COMPANY
What measures did we put in place?
FOCUS ON THE CUSTOMER
2014
Personalisation of living spaces
Customers wanted more than the option of changing the odd item in our homes. So we decided to create a system that would allow each owner to practically design his own tailored home. This was the start of our Living Space Customiser. We also optimised all of the processes by digitalising them.
2015
High Quality Homes
Design was the first step, but it had to go hand in hand with quality and sustainability. So we produced of our first High Quality Homes with enhanced quality throughout the whole building and, as a result, improved sustainability.
This moment was of such importance that we used it as our corporate image claim.
2016
Industrialisation and Planning of building processes and new building solutions.
2017
Passivhaus
Continuous improvements and innovation gave the company a new dimension that prepared us for the next leap forward. Adopting the highest sustainability standard on the market. From that moment on our buildings began to be Passivhaus-certified. Our focus became global and our awareness of the need to improve our planet was heightened, in line with our customers’ demands. We obtained Passivhaus certification for our first homes.
2019
SmartHomes
Technology has been the catalyst for a major revolution. For us, technology in itself is a driver to achieve our goals. Then, why not turn our hand to building Smart Homes?
Why not work on improving processes so that technology is at the very heart of our homes?.
INVESTING IN INNOVATION
Beginning an internal technological transformation gave rise to a new concept of its organisational structure, by increasing the knowledge and competencies of all our professionals. Also managing to optimise all of the processes by digitalising them.
What measures did we put in place?
FOCUS ON THE CUSTOMER
2014
Personalisation of living spaces
Customers wanted more than the option of changing the odd item in our homes. So we decided to create a system that would allow each owner to practically design his own tailored home. This was the start of our Living Space Customiser. We also optimised all of the processes by digitalising them.
2015
High Quality Homes
Design was the first step, but it had to go hand in hand with quality and sustainability. So we produced of our first High Quality Homes with enhanced quality throughout the whole building and, as a result, improved sustainability.
This moment was of such importance that we used it as our corporate image claim.
2016
Industrialisation and Planning of building processes and new building solutions.
2017
Passivhaus
Continuous improvements and innovation gave the company a new dimension that prepared us for the next leap forward. Adopting the highest sustainability standard on the market. From that moment on our buildings began to be Passivhaus-certified. Our focus became global and our awareness of the need to improve our planet was heightened, in line with our customers’ demands. We obtained Passivhaus certification for our first homes.
2019
SmartHomes
Technology has been the catalyst for a major revolution. For us, technology in itself is a driver to achieve our goals. Then, why not turn our hand to building Smart Homes?
Why not work on improving processes so that technology is at the very heart of our homes?.
INVESTING IN INNOVATION
Beginning an internal technological transformation gave rise to a new concept of its organisational structure, by increasing the knowledge and competencies of all our professionals. Also managing to optimise all of the processes by digitalising them.
SUSTAINABILITY AND CSR
Grupo Lobe plans to build 1,750 Passivhaus-certified homes from now to 2021. This represents a useful surface area of 160,000 m2 which, according to official data, means that 61,214 tons less of CO2 will be emitted to the atmosphere each year, which is the equivalent of its absorption by 122,436 trees.
SUSTAINABILITY AND CSR
We are pioneers in creating smart, sustainable buildings because our corporate culture reflects what matters to us: our customers who live in our buildings and their surroundings. The high quality and ambience we create in our homes makes people happier, by offering a better quality of life and providing a secure value for the next generations.
Grupo Lobe plans to build 1,750 Passivhaus-certified homes from now to 2021. This represents a useful surface area of 160,000 m2 which, according to official data, means that 61,214 tons less of CO2 will be emitted to the atmosphere each year, which is the equivalent of its absorption by 122,436 trees.