Just like any other profit-driven Fintech, dispite the hyperbole - Engineer bei Checkout.com: Mitarbeiterbewertung

Dear colleague, Firstly, thank you for all of your contributions during your time with us. We’re happy to see there were some positives to list from your time with us, such as the people you worked with and the work/life balance. Clearly the focus of your review is constructive feedback for us to take into consideration, so thank you for your honesty and we were saddened to hear about the negative parts of your experience. In response to some of your comments: If we ever actively reach out to colleagues for anonymous, honest feedback on their experience for Glassdoor, we do this after they’ve been with us for a year as that’s hopefully enough time for them to have formed a pretty comprehensive view of how they feel about the company. Glassdoor also lets colleagues leave another review a year after their first, so we sometimes reach out to colleagues during subsequent anniversaries to see if they’d like to update their comments. This isn’t part of the annual review cycle. We care deeply about the welfare of our teams. As you know, we send out anonymous Peakon surveys to all of our colleagues every month to actively seek feedback to help us do better for our people. Our anonymous whistleblowing tool is also there for colleagues to use if their concerns are more urgent and we reserve a section of our All Employee Meetings for colleagues to ask anonymous questions to our CEO to answer live. That being said, these types of tools are only effective if colleagues feel comfortable using them. Based on the 91% of our 1,500 colleagues that have completed a Peakon survey at least once in the last 6 months (compared to 85% in other companies) we like to hope the majority do, but we take your feedback onboard around needing to maintain psychological safety for everyone. Our core values Unite, Aspire, Excel have been at the centre of the business since we began our journey back in 2012. We’re constantly working to ensure they don’t exist in what we say, but in what we do and our Operating Principles help translate those values into tangible actions for our teams to live by. Workshopping these principles, providing training and embedding them into interview scorecards and competency profiles should ensure they are adopted effectively across every team. When it comes to management, we’re strong advocates for progression. This means encouraging mobilisation across departments and teams as well as promoting from within where possible. There are fantastic success stories from across the business of colleagues who have grown and developed to then successfully step into leadership positions as a result. We also push for a very transparent way of determining our strategic direction by deciding on our company OKRs with a collaborative forecast which all colleagues can input into. And we’re continuing to invest in developing more inclusive hiring practices to make sure everyone feels they can come to Checkout.com and excel. We take all feedback from our colleagues very seriously and all information given in leaver interviews lead directly into concrete action planning to drive change. We’ll also be circulating your comments with the right teams internally to help us keep improving. If you’d like to continue the conversation and discuss some of these points further please don’t hesitate to reach out to me or anyone in the People team. Best wishes, Louis Jauvin Head of People