Banque Cantonale de Genève

entrepreneurship is an asset, as I'm often multi-tasking in a human-scale bank that puts the customer at the center.

The bank is on a positive trend, even before the most recent changes in senior management. There are many competitive advantages in different sectors, provided the bank is willing to communicate them.

2nd pillar. Solidarity between colleagues. TPG season ticket. Canteen with a dish of the day for less than CHF 15 at the administrative headquarters. Free apples and pears in autumn. Free water on hot days. A dynamic and varied sports and leisure group.

Remote, disconnected top management. To whom middle management, under pressure, doesn't dare say what's really going on. Unclear operational objectives and priorities. Weak work atmosphere. Lack of collaboration between teams (what they call "divisions" and "sections"). Few pay rises despite consistently record results. No telecommuting implemented to date. HR absent once the recruitment process is complete.

The sports and leisure grouping. A very well managed pension fund.

There is too much middle management. And the style of management in the sun is too military, which no longer corresponds to the times.