My experience at this company highlighted a culture that had become increasingly unhealthy, largely influenced by the People Team and senior leadership. Although transparency was frequently emphasised, what I observed was a pattern of unclear communication, avoidance, and decisions made without meaningful consideration for employees’ well‑being. The gap between what was stated and what was practised made it difficult to place trust in leadership. The organisation is facing significant internal challenges, and the unwillingness to acknowledge or address them is concerning.
Growth opportunities are extremely limited, and promotions often go to individuals who do not demonstrate the capability or behaviours needed to strengthen the organisation. Skilled and committed employees are frequently overlooked, which contributes to disengagement and a decline in overall performance.
Pay levels fall well below industry norms. Staff are expected to manage increasing responsibilities without appropriate compensation, salary progression, or adjustments that reflect market conditions.
The culture has weakened considerably under the CPO’s “unification” approach. Attempting to standardise all global offices disregards the realities of regional legislation, cultural differences, and operational constraints. Certain locations are placed under models that simply cannot function within their local context, leaving teams frustrated and unsupported.
Diversity and inclusion have been noticeably deprioritised. Initiatives and celebrations that once played an important role were discontinued, and thoughtful proposals to continue this work were dismissed. This shift has had a clear impact on morale and on employees’ sense of belonging.
