Keller Swiss Group AG

The solidarity among individual colleagues is particularly positive. They help each other, exchange knowledge, and try to overcome daily hurdles together. Without this informal team spirit, many things would function much less effectively. Day-to-day operations often only run smoothly because dedicated employees show a lot of initiative and are willing to take on additional responsibility. However, these points are less the result of good structures or clear leadership and more the result of the personal commitment of individual employees.

In my opinion, there is significant room for improvement in several areas. Internal communication in particular is often unclear, contradictory, or comes too late. Decisions are not explained transparently and priorities change at short notice, leading to uncertainty and inefficient work. In addition, there is a lack of clear processes and binding structures, which means that a lot of time is lost in coordination and corrections. Another issue concerns the management culture. Feedback is rarely constructive, sometimes inconsistent, and does not always come across as appreciative. Employees receive little guidance on what is specifically expected of them, while at the same time pressure quickly builds up when mistakes are made. This leads to frustration and a climate that is characterized more by caution than motivation. Workload is also an issue. Resource planning often seems unrealistic, projects are scheduled too optimistically, and overtime is implicitly expected without this being openly addressed or compensated. In my view, too little consideration is given to achieving a sustainable balance between performance and health.