Micromanagement & nitpicking: The work environment, particularly within the ESG function, felt tightly controlled with little room for autonomy. Excessive focus on minor issues often overshadowed meaningful contributions.
Lack of empathy: During a time of severe illness — later diagnosed as tuberculosis — I was met with comments from HR such as “How long will we wait for you?” rather than basic compassion. For a company operating in ESG, the disconnect between external messaging and internal culture was stark and painful.
Emotionally immature leadership in ESG: A serious deficit of emotional intelligence within the ESG team’s leadership. Difficult conversations were handled poorly, and psychological safety was not prioritised.
Repetitive work: Tasks often felt monotonous, with limited opportunities for creativity, ideation, or strategic thinking.
Low impact and lack of inspiration: Despite the buzzwords, there is a vacuum when it comes to truly innovative thinking or visionary leadership. The ESG vertical, in particular, seemed performative rather than purposeful.