Cons
The company’s current leadership approach is unsustainable and is eroding both employee trust and operational quality. The Executive Leadership Team (ELT) has prioritized short-term profits over long-term stability, relying on temporary fixes like biannual layoffs to meet quarterly targets. This constant cycle of cuts creates instability, damages morale, and signals a lack of strategic vision for the future. Without a clear plan for sustainable growth, the company risks continued decline.
Human Resources (HR) policies are undermining performance and engagement. The rigid, arbitrary pay scales and grades artificially cap employee earning potential, regardless of contribution. Raises are determined primarily by attendance rather than actual performance, and increases are applied uniformly across the board. High performers at the top of their pay range receive minimal adjustments, which sends the message that excellence is not truly valued. These policies directly limit motivation and retention.
The Health, Safety, and Environment (HSE) team has implemented regulations that appear to be driven more by internal authority than actual safety improvements. When questioned, the justification is often no more than “because that’s the rule we decided on.” Without clear evidence of safety benefits, these measures feel like unnecessary obstacles that reduce efficiency without adding measurable protection.
The decision to outsource significant portions of work to India may have reduced costs on paper, but it has also caused a sharp decline in service quality. This deterioration impacts both internal operations and the customer experience. Cost savings cannot justify the long-term damage caused by diminished quality. Unless leadership addresses these issues directly and decisively, the company will continue to lose both talent and competitive standing.