From Promises to Pressures: The Impact of Organizational Transition
Pros
The company boasts a strong history of achievements prior to the recent changes, with a notable emphasis on individual career development that fostered professional growth among employees. The working environment previously encouraged healthy competitions between rig and vessel operations, creating a dynamic atmosphere that drove performance. Additionally, managing a large fleet of vessels has provided invaluable experience and exposure to major oil and gas clients, leading to the securing of long-term contracts and enhancing the company’s reputation within the industry. While there have been salary increments for staff, the salary scale benchmarks are low and irrelevant to offshore industrial standards, which can create discrepancies in compensation.
Cons
The recent transition under Yinson Group holds the promise of significant improvement, but it has also led to some challenges. Many employees are experiencing a lack of work-life balance, and despite investments in technology, a manual system remains in use while staff are let go under the guise of optimization. This phase has seen considerable staff changes, creating an unhappy atmosphere that indirectly forces out experienced personnel. Although the new owner is eager to identify areas for improvement, this approach has unintentionally fostered a blaming culture that negatively affects morale. Additionally, newly hired employees are being quickly promoted to leadership positions, which may jeopardize the stability of the organization. Long-serving staff members feel increasingly pressured to resign or take voluntary separation (MSS), often sensing that they are unjustly targeted in this environment.
