Thales Software Engineer reviews

Management consistently fails to listen to engineers and often shows favoritism, which severely erodes morale and trust. Many leaders lack sufficient technical understanding, yet still make decisions that directly affect engineering quality, timelines, and delivery. Employee turnover is extremely high, and the reasons are evident. Talented contributors do not feel valued, heard, or supported. Resources are frequently wasted due to poor planning, unclear priorities, and resistance to new ideas or improvements. Workloads are unevenly distributed, placing unnecessary strain on some employees while others are underutilized. Decisions are often communicated late or not at all, leaving teams blindsided and creating ongoing uncertainty and stress. Transparency is minimal, and meritocracy is weak—advancement and recognition appear driven more by favoritism and office politics than by performance or impact. Rather than fostering continuous improvement, leadership discourages constructive feedback, avoids accountability, and rewards internal politics over results. Innovation is frequently discussed, but rarely meaningfully supported in practice.

Low pay, increments based on the company and department earnings