Swisslux AG

Competent and passionate management. Very progressive working conditions.

The management strives to deploy competent employees in the right place.

Very collegial working atmosphere, even private matters are discussed, I have felt valued and accepted since starting work. Good cooperation with all departments Modern, bright rooms, well-equipped kitchen/lounge (free coffee, minerals, apples, snacks...) Regular team meetings and staff information strengthen communication Concerns are taken seriously and treated confidentially

Company holidays over Christmas and New Year are compulsory. Career opportunities, e.g. promotion chances low, as you mostly stay in your department. Management style somewhat bureaucratic, strict rules and processes. Could be more cooperative to encourage initiative and motivation of employees. Public transport connection very poor, you have to rely on a car. However, the company provides free underground parking.

Cohesion in the sales team and in the individual departments

Unfortunately again totally weak leadership and incompetent, leader was better

- beautiful quiet, rural working environment - modern office environment - Parking available for employees

- Leadership (lack of transparency, questionable decisions) - Working atmosphere (is very tense because of the leadership) - Fluctuation drastically increased since the end of 2016

The company has always tried to provide employees with a pleasant working environment: Common lunches, air-conditioned rooms and reasonably decent PC's / mobile phones (depending on the role) are provided. Quarterly information events were needed by managers to create transparency. Flat hierarchies had encouraged great cooperation. Feedback was received openly. The great team spirit and break time activities like table tennis or table football made it a pleasure to work in Oetwil. until 2016. After that a lot has changed...

Until 2016, I would have said that Swisslux was an exemplary employer. After almost the entire management team (head of department, managing director) had been replaced at the same time, things changed. The hierarchies became deeper, there was hardly any design space, transparency was faked but no longer lived and free spaces (such as home offices) were strongly limited. A control structure and culture was established. Not just in my area, but across all departments. The now very rigid and strict hierarchy makes it impossible to develop within the company. For the third time in two and a half years Swisslux needs a new managing director. Feedback and questions about these conditions were either ignored or - as in my case - led to warnings. Anyone who disagrees should leave. I consequently did.

Not much. Fluchtuaktionsrate speak for themselves. It is good to keep in mind that the customer does not notice much of it and gets a good service. The company is to be settled further in the Kulanten area.

In order to implement improvements it is necessary to . a change in corporate culture . transparency . communication . clearly defined structures . Death of self-portrayal and pomposity towards and back to real teamwork which cannot be achieved, as it has been stuck for years and many other components are also decisive. A ship without a captain would still go, if the ground is missing or if it has been treated, built, constructed or repaired wrongly, everyone can imagine what will happen to it.