Dippach audit outlines allegations of 'leadership dysfunction'

A climate of poor communication, mistrust, and alleged bullying has engulfed the municipality of Dippach, according to a recently completed audit. What began as an effort to improve workplace relations instead uncovered significant leadership dysfunction within the local government.

The audit report from 14 January, obtained by RTL, states: "Interviews reveal dysfunction in town hall management, largely stemming from leadership problems." Investigators identified multiple systemic issues including lack of clear organisational structures, breakdowns in communication channels, and deep mistrust between the executive board (Schäfferot) and staff. The conditions have created a stressful work environment where employees reportedly fear professional repercussions.

While the municipal executive board acknowledged in a 13 March statement to RTL that they had noticed "a certain uneasiness" among staff over the past year, current and former employees say this characterisation significantly downplays the severity of the situation.

"I have never experienced anything like it before," one former town hall employee told RTL. The source described an organisation lacking basic hierarchy and structure, where employees routinely disregard directives from colleagues. Speaking about Mayor Manon Bei-Roller of the Luxembourg Socialist Workers' Party (LSAP), the individual commented: "She may be a nice person, but has no ability to assert herself."  While stopping short of using the term bullying, the source confirmed staff are working under considerable pressure.

"The mayor is on a personality cult trip"

One town hall employee has gone further in their criticism, explicitly accusing the mayor of bullying behaviour. "The mayor is on a personality cult trip," the employee told RTL, describing a work environment that has significantly worsened over the past two years. "Either you agree with her or you're going to have problems", they added, further alleging systematic harassment of staff and misuse of confidential information to pressure employees. The source claimed this situation has persisted for years with the knowledge of both the executive board and municipal council.

The allegations find support in Nukleo's Complementary Evaluation Report, obtained by RTL. The audit identifies Mayor Bei-Roller as the primary source of employee dissatisfaction, particularly criticising her leadership approach and decision-making processes. According to the five-page document, which summarises interviews with 23 individuals (comprising of 20 town hall employees and three executive board members), "The mayor's leadership style is perceived as the main source of conflict," characterised as "impulsive, disrespectful, and emotional."

The report details several specific concerns: Mayor Bei-Roller frequently undermines colleagues' authority, especially that of fellow LSAP board member Philippe Meyers; demonstrates inconsistent decision-making; and engages in excessive micromanagement that weakens team leaders. Employees also reported frustration with the absence of standardised procedures, contributing to an unpredictable work environment.

The pattern of behaviour documented in the audit appears to have created systemic management challenges within the municipal administration, with staff reporting decreased morale and professional frustration.

Audit calls for immediate reforms in Dippach administration

The Nukleo audit identifies several critical areas requiring urgent attention within Dippach's municipal administration. Communication failures emerge as a primary concern, with the report highlighting the absence of formal channels for information sharing. This structural deficiency has reportedly led to widespread frustration and eroded trust among staff members.

Workplace environment issues feature prominently in the findings. Employees describe experiencing unequal treatment, particularly regarding workload distribution, with tensions reportedly stemming from the mayor's management approach. The first audit report, titled 'Evaluation Report and Operational Recommendations', is dated 10 October, another is dated 28 October, yet another is dated 19 December, and the one available to RTL is dated 14 January.

The most recent report particularly criticises the administration's change management practices, describing them as "deficient" due to inadequate planning and consultation by the executive board. Staff members report chronic overwork from under staffing, contributing to deteriorating morale and workplace stress. The audit notes these conditions have already prompted several employees to resign.

Concluding its assessment, the audit emphasises three crucial requirements for organisational improvement: comprehensive structural reforms, implementation of clear operational procedures, and establishment of appropriate professional boundaries between the executive board and municipal staff. These measures are presented as essential prerequisites for restoring effective governance and employee well-being within the town hall administration.