You can also learn to win

The downward slide starts when you rest on your laurels. It’s harsh but true. Someone who stays hungry, is more agile. We work in an agile way because we want to respond quickly to signals and changes. This lets us adapt quickly to new situations and continuously learn to do so as an organisation – for us, our clients, and partners.

Our agile work ethic and our thirst for knowledge pay off – and are ultimately reflected in MEC’s results. Together, we act dynamically, continue to develop, and design market-focused solutions.

We have always embodied an open corporate culture in which learning is a high priority. Our motivation is to understand the constantly changing market and recognise trends at an early stage. This is the only way of taking current developments into account in our everyday work. It is crucial that we learn from our mistakes. Mistakes happen, so let’s learn from them. To be better the next time. Ganz wichtig: Wir lernen aus Fehlern. Sie passieren, also nehmen wir ihre Botschaft auf. Für das bessere nächste Mal.

Continuous improvement is one of our main objectives. But we need to continuously reflect and be thirsty for knowledge. This is where our speed is called for. Hier ist unsere Schnelligkeit gefragt.

How do we do it? It’s right here. 

Page 11 of our Image brochure provides detailed information about our approach to working.

Our speed training has paid off:

Space for change to develop our potential

Talente fördern und unterstützen wir. Denn wir als Mannschaft sind der Erfolgsfaktor für die MEC. Je nach Leistung und Interesse kann dies manchmal auch einen fachlichen Wechsel bedeuten. Schon einige unserer Kolleginnen und Kollegen sind erfolgreich in einen anderen Tätigkeitsbereich gewechselt – und dort weiter durchgestartet. Denn bei uns kann jeder das machen, worin er gut ist und an dem er Spaß hat. Deswegen unterstützen wir unsere Kollegen bei ihrer Weiterentwicklung. Mit dem Start ins Jahr 2022 wechselten gleich mehrere Kollegen die Position, wie diese Meldung zeigt.

Gezielt besetzten wir Führungsstellen auch aus den eigenen Reihen. 2021 konnten wir etwa drei neu geschaffene Leitungspositionen mit Kollegen besetzten, die schon ordentlich MEC-Power haben. Wer das war, steht hier.

Ausbildung bei der MEC

Seit 2022 bieten wir die neue kaufmännische Ausbildung des Immobilienkaufmanns (m/w/d) an. Unser neues „kaufmännisches Trainingslager“ ist eine echte Bereicherung für die MEC. Denn indem sie alle für das Berufsbild relevanten Bereiche durchlaufen, bilden wir die Experten von morgen aus. 

Als Partnerunternehmen der Dualen Hochschule Baden-Württemberg bietet die MEC zudem bereits seit Jahren jungen Talenten die Chance, mit einem dualen Studium der Immobilienwirtschaft in die Branche einzusteigen.

Ob kaufmännische Ausbildung oder duales Studium: Unser Ziel dabei ist, die jungen Talente aufzubauen und bestenfalls nachhaltig in unser Unternehmen zu integrieren. 

Hier gibt es mehr Einblicke:

Duale Studenten 2021

Nach BA-Abschluss: Weiterentwicklung zur Trainee

Growth in numbers

Year of foundation
Properties managed
Square metres of retail floor space
Rental partners
Ø Centre size
Ø Visitor numbers / day
Assets under Management
0 %
Leased rate
over 0

Coronavirus crisis management

We regularly use coronavirus updates to inform our team about the current pandemic situation and what this means for our work at MEC.

Since then, we have been successfully using digital meetings, including our Onboarding Camp, at which we present our different corporate divisions to all new employees. We also hold an MEC Team Meeting on higher-level corporate issues and the MEC Focus on more specific issues. These video formats keep us all up-to-date with what is going on – especially during these challenging times.

Fast and successful migration to working from home.

The crisis management team meets with most department managers every week (digitally) and reacts immediately to any new developments.

MEC has been in crisis mode since March 2020 involving numerous adjustments – all geared to ensuring the safety of colleagues. Among other things, we developed a coronavirus hygiene concept, which is continuously being adapted.

Our management of the coronavirus crisis is a prime example of our speed and agility.

New organisational structures

In 2021, for instance, we integrated the Commercial Administration Management (CADM) department as the Contract Management (ConM) department into the newly reorganised Legal & Administration Services division. The reason: it will make us faster, more client-focused, and will lead to improved specialisation and professionalism. This will enable us to meet our customers’ requirements even more efficiently and precisely.

In 2021, we also set up our own in-house HR team.

In 2020, we first created the Property Management organisation.
Digitalisation of MEC
  • Since the start of 2018, the Digital Team has consisted of ten colleagues from different departments who share information on current digital topics and on input from their departments every four to six weeks. Anyone who wants to get involved can attend the Teams meetings at any time.
  • In 2019, 22 digitalisation ideas were submitted, two thirds of which were successfully implemented.
  • In 2021, our new Realax ERP system was introduced for process control, and q.beyond, our new IT service provider, has been on board since then.

New Work

The new agile world of work has been visualised through the visual design of our brand.

We never look back because someone could overtake us.

That’s how we keep fit