Vantaggi
BioPak’s mission to reduce waste and promote sustainability attracts passionate, purpose-driven individuals who genuinely care about making a difference. Employees are hardworking and dedicated, often putting in long hours to deliver results — unfortunately, this effort is rarely recognised or appreciated by leadership. Middle management and team leaders are generally supportive, collaborative, and genuinely want to make positive change. They often act as the bridge between staff and senior leadership, doing their best to maintain morale despite challenging circumstances.
Svantaggi
Many employees have reported experiencing confrontational or intimidating behaviour from the CEO, including public outbursts or comments that create fear rather than motivation. This has had a lasting impact on morale and trust. Senior leadership often stands by without intervening, which reinforces the perception that this behaviour is tolerated. The silence from those in authority has normalised conduct that would not be acceptable in a healthy workplace. There is no internal HR department — only an external consultant — leaving employees without a genuine advocate or confidential reporting process. Staff turnover remains high, often linked to leadership behaviour, burnout, and below-market pay. Skilled employees continue to leave for healthier, better-supported workplaces, while those who remain often stay out of loyalty to colleagues rather than confidence in management. Numerous past Glassdoor reviews echo similar themes — describing high turnover, frequent restructures, low pay, and a lack of genuine HR support. These patterns suggest long-standing cultural issues that have yet to be resolved. Employee wellbeing and mental health receive little focus. Leadership shows limited awareness of the stress, workload, and burnout many teams face. Even after working exceptionally long weeks, staff are still expected to deliver without recognition or support. While an Employee Assistance Program (EAP) exists, it appears more a formality than a genuine source of care or cultural change. Communication is inconsistent and reactive. Priorities shift frequently without being communicated, leaving staff confused or appearing at fault when expectations change without notice. There is also little discretion in how leadership handles sensitive topics, with private matters or frustrations sometimes discussed openly or in front of others. This creates discomfort among staff and adds to the perception of a culture lacking professionalism and respect. Employees who try to make positive cultural improvements often find their efforts sidelined. With constant operational pressure and short-term decision-making, people-focused initiatives receive little support. BioPak publicly promotes its B Corp certification and its “people, planet, profit” philosophy. I believe there is a clear disconnect between the company’s public commitment to these values and the internal culture employees experience. Although the business makes ambitious environmental and ethical commitments, there appears to be limited accountability around how internal practices and leadership behaviours align with those stated principles. It’s unclear whether the board and investors are fully aware of how these internal issues affect staff. Many employees feel the company’s external reputation does not reflect the daily reality of its people.