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

We encourage and foster talent. Because we, as a team, are MEC’s success factor. This can sometimes mean a career change depending on a person’s performance and interest. Some of our employees have successfully switched to other departments – and have done well there too. At MEC, everyone can do what they are good at and what they enjoy doing. That is why we support our colleagues in their further development.

We also very specifically fill management positions from our own ranks. In 2021 alone, we filled three newly created management positions with colleagues who have shown real MEC ‘power’. The post clearly shows this. Meldung zeigt dies deutlich.

As a partner company of the Baden-Württemberg Dual University of Applied Sciences, MEC also offers talented young people the opportunity to enter the industry with a dual degree in Real Estate Management. Our objective is to coach these young talented individuals and, at best, integrate them into our company in the long term. This training approach has therefore been an integral part of MEC’s corporate culture for many years.  

Growth in numbers

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employees

Coronavirus crisis management

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

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.

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

Fast and successful migration to working from home.

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.

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

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