14-17 PR Skanska_4,0_Layout 1 21.09.2018 10:10 Stránka 16
projekty / projects PROFIL / PROFILE
I have been working at Skanska Property for eight years. Firstly as leasing manager responsible for the leasing of buildings, marketing and client care. Later on I became leasing & asset director in a strategic decision making capacity and apart from the leasing of buildings, I was also a part of the process of acquisition and sale of buildings as well as discussions regarding design, introducing innovations and others. After the director Marie Passburg left, I was appointed director of Skanska Property Czech Republic. It is a new job for me, yet it isn’t a new job for me. I certainly have new responsibilities for the continuation of the company’s activity, all its 25 employees and success of realisations. Prior to that, I was responsible for a particular area but did get involved with other and entirely varied issues: transactions, design, marketing. I was involved in the process of sales, knew the buildings and negotiated with tenants. And I knew about the whole development process from the acquisition of a project to its sale. From this point of view, the post of director is not that new for me but now I manage a much larger team and my activities overlap to Central Europe, which also includes Poland, Hungary and Romania, within the Skanska organization. That changes the character of my work significantly. What would you like to retain and develop from the company’s existing activities and what would you, on the other hand, like to develop yourself? Skanska is working perfectly and I have no intention of changing anything at the moment. I would certainly like to retain our strong position within the market. We have lately been very successful in fulfilling our ambition to have two projects, ideally with a nine-month interval, in the development phase so that we can introduce one in the investment market each year. Therefore we must prepare one project every year. It is very difficult to sustain this tactic in Prague. It is very difficult to predict and plan the time of project preparation. However, currently we have two projects in process – Praga Studios in Prague 8 and Parkview in Prague 4, all together almost 30,000 sq m. I would also like to retain the high quality of buildings. Skanska takes pride in the fact that they build permanently sustainable buildings with LEED certification at the highest level. The Visionary project certified with LEED Platinum received 95 points within the Core & Shell assessment, which is the second highest score in Europe and fourth in the world. The Five project completed in 2017 received two awards during the CEEQA – Best Office Development and Best Green Leadership Building. The competition from amongst nominated Central European projects (including other Skanska projects) was tremendous and we received both these awards, and we are really proud of it. What I would like to change is something that is beyond Skanska’s control. This applies to the preparation of buildings and approval processes so that it is easier to achieve development in Prague. What we can influence at least partially and what we are doing well is for people to see us as a developer, as a partner.
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dn 10/2018
Are sustainable buildings and receiving awards the result of individually successful projects or is it Skanska’s ambitious strategy determined (perhaps) by the Swedish holding company? Skanska originally comes from Scandinavia. There, they have upheld the tradition of the green building industry from approximately the beginning of the 1990s. Our Czech branch draws on the rich knowledge of the Nordic countries. Constructing environmentally friendly buildings is one of Skanska’s most significant values together will a high level of work safety. We are currently implementing LEED certification in all countries and almost always try to achieve the highest platinum level. Within the framework of Central European countries, we put the same level of emphasis on innovation and sustainability in all countries. For that purpose, there is a binding corporate document which contains a set of requirements for planning engineers. Many of these requirements are stricter than binding norms and standards, for instance the supply of fresh air into offices. The setting out of our requirements is only one small step from the LEED Platinum certificate. The result is that our buildings in Stockholm and Prague are similar to one another. Skanska is also well known for not having any significant disputes with councils and offices in the municipalities where they build their projects nor indeed with residents. How do you achieve that? Skanska always opens discussion with municipal districts