88 We are proud of our desire to change course when needed to achieve our operational efficiency objectives . For example, in 2017, we realized that our focus should be on total waste reduction — that is, using less resources overall — rather than on waste diversion . We proactively changed our goal from 65% waste diversion (a goal we were on target to meet) to 50% total waste reduction, a far more difficult goal to achieve, but one we felt would help create more impactful change . This redirected focus helped drive our conversations with vendors and service providers on how to work to use less, design for reuse where possible, and return products back into the material stream (core concepts in the creation of a circular economy) . We’re working to integrate these circular economy ideas into our operations, and we strive to continue sourcing and instituting more responsible options . One success that we celebrate in this area is the ongoing donation of used office furniture to hundreds of local nonprofits such as schools, civic organizations, and groups across the country, which serve diverse stakeholders in the communities that we serve . Additionality Wells Fargo strives to make decisions regarding procurement and purchasing that will support additionality in building operations . Additionality — particularly as it pertains to environmental sustainability — is a complex issue that continues to evolve over time . In the context of buildings and building operations, additionality refers to actions Wells Fargo can take that cause a beneficial “additional” result that would not have happened if Wells Fargo had not taken the activity or action . will collaborate with the financial sector with the goal of helping to develop integrated solutions and decision useful frameworks in partnership with industry clients in carbon-intensive sectors . This work will support decarbonization, as well as develop relevant metrics, tools, and means designed to track progress toward the net-zero transition . Operational efficiency To help provide healthy, safe, productive, and environmentally responsible spaces for our stakeholders, we approach building operations through the principles of leadership, learning, and continuous improvement, additionality, and risk management . Leadership, learning, and continuous improvement Wells Fargo’s Corporate Properties Group (CPG) oversees our real estate footprint . CPG consistently seeks to adopt best practices and is willing to learn, improve, and proactively innovate to do our part to address climate change directly . Over the years, we’ve set a number of operational goals, which have been focused on efficiencies across energy, water, greenhouse gas emissions, and waste . Through our focus on continuous improvement, we added new goals, and increased many when we met milestones early . By setting clear and ambitious goals, our intent was not merely to achieve them, but to leverage them to drive lasting, positive change . Performance trends can be found in the Wells Fargo ESG Goals and Performance Data (PDF) .