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Clear explanations, reliable measurements and timely responses can prevent everyday complaints from becoming lasting frustrations.
The discussion, organized by AmCham Hungary’s Workspace & Facilities Management Committee, examined how landlords, property managers, tenants and employees can work together to improve office conditions.
Committee Chairman Zsolt Kákosy, MBA, FRICS, director of property management at ICON Real Estate Management, moderated the event. Panelists included Levente Zakariás of Interag Zrt., representing the owner and landlord perspective; Vivien Bajor, property manager at ICON Real Estate Management; Klaudia Harnos, facility manager at AGCO Hungary; and Zsuzsanna Demény of Gi Group Holding, who contributed the employee and HR perspective.
Their experiences highlighted how the same complaint can mean different things to different stakeholders, while resolving it requires a shared approach.
Temperature complaints provided a familiar starting point. Zakariás noted that older buildings can have uneven temperatures even within a single office, leaving one employee cold while another feels too warm. Although lease agreements specify appropriate temperatures, individual preferences can differ.
Rather than repeatedly adjusting the thermostat, dialogue between tenants and building operators can help identify a workable solution.
Panelists said office users were generally willing to adapt when rules and their reasons were clearly explained. Changes introduced during the energy crisis, for example, were met with understanding and generated positive feedback.
Cooperation can also support energy efficiency. If a tenant tells the operator in advance which days employees will work from home, heating or cooling can be switched off in unused areas, reducing costs and supporting sustainability goals.
Assessing temperature complaints requires objective measurements, participants said. A digital thermostat may not accurately reflect conditions, and a single reading is insufficient. Measurements should cover a longer period, use calibrated equipment and account for air movement.
The tenant’s facility manager plays an important role in identifying the underlying problem and coordinating a response.
“On the tenant side, our task is to identify the real cause behind our colleagues’ feedback, working together with the building operator. When a member of the operator’s team comes out in person, examines the situation and takes measurements, colleagues feel they are being taken seriously. Good cooperation is built on that trust, and that is what makes the tenant truly satisfied,” Harnos said.
Building operators must balance the interests of tenants, owners, technical specialists and, frequently, authorities. Panelists agreed that open, honest communication was essential to maintaining confidence, particularly when problems could not be resolved immediately.
“We property managers act as buffers between the tenant, the owner and the specialists. Not every fault has an immediate solution, but we must always know what is happening in the building and communicate it promptly. If tenants understand the situation — for example, that we are working on a fault and when it will be fixed, or that the building needs time to warm up on Monday morning after a weekend shutdown — they feel reassured because there is no uncertainty. Clear communication is the foundation of tenant satisfaction,” Bajor said.
Participants identified acknowledging a report within one day and providing a substantive progress update within three days as an increasingly important industry practice. Closing a maintenance ticket alone does not constitute a meaningful response.
Proactive guidance also helps. At the start of the heating season, operators can explain how thermostats work and how long the system needs to reach the desired temperature, helping tenants understand what to expect.
Tenant satisfaction, like technical complaints, needs to be assessed through evidence rather than assumptions. Regular surveys and documentation can help balance stakeholders’ interests and identify problems before they escalate.
The longer-term objective is to keep tenants satisfied and encourage them to remain in the building. Participants suggested that tenant satisfaction could serve as a key performance indicator for building operators and potentially feature in contracts and tender evaluations.
From an HR perspective, Demény recommended connecting employee and tenant satisfaction surveys, potentially by asking the same questions. This could reveal differences between an employer’s assessment and employees’ experiences, while showing how office quality influences staff satisfaction.
The discussion emphasized a partnership based on transparent operations and measurable outcomes, with property and facility managers also acting as advisers to tenants. Resolving a disagreement should serve the interests of everyone involved.
AmCham Hungary’s Workspace & Facilities Management Committee organizes professional programs and opportunities to exchange experience, helping members understand developments and challenges in the office market.
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