ParTec 

AG

Unternehmenskultur

At first, everything seemed fine. However, during the second half of my employment, salary payments became increasingly irregular and at some point stopped — creating a sense of uncertainty and frustration among many employees, including myself. Later, promises were made and internal crisis meetings were organized, but real solutions never followed. Roles and responsibilities were reshuffled to fill gaps — a symptom, in my view, of weak leadership and missing accountability. It eventually became an unintended study of human behavior under pressure, as reactions varied greatly depending on role, background, and location, with everyone trying to solve it in their own way.

Very poor communication outside of the immediate work bubble, though good within small teams.
People were informed through irregular internal meetings, but direct questions often remained unanswered.
The overall message was to “stay quiet and trust that funding would come,” while employees were reminded of a supposed “higher mission for humanity” — effectively working for future promises without verification.

At first, colleagues supported each other and stayed united. As the crisis deepened, many left — often quietly — wishing the best for those who stayed.
Information on employee rights circulated internally but, to my knowledge, was partly inaccurate or incomplete.
Some were afraid to speak up when leadership downplayed the situation as a “small mistake,” even as people openly worried about paying their bills.

Initially very good, supported by smooth remote work and occasional in-person meetings such as the well-organized 2024 Oktoberfest event.
As projects stopped and promises broke, employees were left without meaningful work, while public marketing hype continued at full pace.
It began to feel like employees were treated more as numbers than as people.

My first direct team leader showed exemplary, human-centered leadership — a rare and valuable experience that became a personal milestone for me.
His successor also made sincere efforts to communicate transparently during difficult times.
By contrast, senior management appeared unprepared for crisis communication and failed to demonstrate true leadership or entrepreneurial responsibility.
From my understanding, some managers even offered personal loans to employees as a short-term fix — a gesture that, while perhaps well-intentioned, created an ethical conflict, as the company itself had outstanding salary obligations. Such actions blurred the line between professional duty and personal responsibility, highlighting a deeper absence of structural solutions and accountability at the top level.

Many projects started with interesting potential, but most were paused or canceled once funding dried up.
Remaining staff faced long periods without tasks, and some left to avoid inactivity and uncertainty for themselves and their families.