The central and regional teams outside Singapore are professional, supportive, and collaborative. Colleagues from other markets were consistently willing to help, share best practices, and support initiatives related to the Singapore business. However, over time, frequent last minute and unreasonable requests from the Singapore office placed strain on these working relationships. This led to reduced engagement and willingness from regional counterparts to support Singapore driven initiatives.
This is one of the worst working environments I have experienced in an international company. In the Singapore office, the commercial function operates under an extremely local management structure, where nearly all decisions, approvals, and actions are controlled by the Country Manager. In practice, this results in heavy micromanagement and very limited autonomy for the team. There is little room for trust. Even during work from home arrangements, I observed management checking in on staff to confirm physical presence at the computer rather than focusing on outcomes or results. Decision making is largely top down, with minimal effort to gather feedback from the ground or understand operational challenges faced by the team. Work life boundaries are poorly respected. Expectations extend beyond normal working hours, including weekends, personal time, and even periods of approved leave. Availability is often assumed rather than discussed, which makes it difficult to sustain a healthy balance between work and personal life. The office culture is also concerning. Administrative support staff play an informal monitoring role, observing and reporting on employee behavior such as arrival times, phone usage, and conversations. This creates an environment where people feel watched rather than supported, and discourages open communication. Team dynamics are heavily influenced by tenure. Several long serving employees appear to hold informal power, while junior staff receive limited guidance, psychological safety, or mentorship. As a result, turnover among newer hires is high, with many leaving within a short period of time. All communication and information sharing requires caution. There is a general sense that conversations can be relayed upward without context, which makes collaboration and trust within the team difficult to build. Compensation is not competitive relative to workload and expectations. Long hours are normalized, and efficiency suffers due to excessive approval layers and lack of delegation. Despite being part of a global organization, the Singapore office operates in a way that feels outdated and resistant to modern working practices. Overall, this environment may suit individuals who are ready to retire. For those who value trust, professional growth, collaboration, and sustainable working hours, this is a place to avoid.