A sincere thank you
FeatureWhat should a good facility manager of a shopping centre be like?
In these difficult times a good manager should be open. Avoiding conversations with tenants or ignoring their problems is the beginning of the end. Able managers should be flexible and understanding. They should be able to empathise with tenants, because the shopping centre is our mutual business. In the current market conditions, it is not worth blindly following the centre’s regulations. It is sometimes worth moving away from a strict adherence to the rules in the name of common sense. But continuous contact with the tenants is what it’s all about. Particularly when you have to communicate an important or difficult decision. You need to talk openly and take responsibility for the facility. A direct conversation, even if it does not result in any actual solutions, can be very significant and improve mutual relations.
What are the most important problems facing a shopping centre director?
Due to the current market situation topics such as the business terms of contracts and clarifying provisions concerned with rent rates come first. This, in turn, is connected with the renegotiations of contracts. The financial health of the tenant can be established quite easily based on two parameters: the turnover reports the tenants provide, and the fees related to their operations in the centre. These can lead to temporary modifications of lease contracts. The second type of problem is to do with tenants’ marketing expectations. They expect our support with their sales campaigns. They also require skilful everyday management of the centre and its adjustment to their customers’ expectations. Feedback from tenants is sometimes crucial to us. If there is some function missing from the centre that could later generate benefits in the form of higher turnover and footfall, it is always worth taking into consideration. For example, setting up a children’s play area in one of the passages to make it livelier – or wider and more convenient parking spaces for the customers of luxury stores. Such measures cost little but can provide substantial benefits. A tenant can then attract the more demanding type of customer to a centre that offers a higher standard than the competition.
What gives you the most satisfaction and drive in this work?
My work is very interesting. I derive most of my satisfaction from solving the various problems that crop up – through the positive resolution of issues. It is also pleasant to hear “thank you” from a satisfied tenant who compliments our cooperation style. This year the most important moment for me was receiving this statuette awarded by tenants at the Eurobuild Awards gala.
So how does it feel to be the best centre manager, as chosen by tenants?
I appreciate the tenants’ award very much. It has been clear for a while that facility managers and tenants have a complicated relationship, so this distinction is even more precious to me. I regard it as the jurors’ – that is, the tenants’ – way f expressing respect for the work of our entire team. I am happy that despite all the difficulties that arise, they can see the scale of what we do and appreciate the atmosphere and quality of our cooperation. The award, even though it is personalised, is an honour for the entire team.
