Work Location & Commute
Must commute if living or working outside Athlone.
Current policy requires office attendance three days a week, with little regard for personal circumstances.
RTO policy is inconsistently applied across departments.
Pay & Compensation
Salary significantly below industry standards.
Cost of living remains high despite Athlone being slightly cheaper.
Annual pay increases are minimal, typically between 1% and 2%.
Promotion & Career Development
Few opportunities for promotion.
Many roles filled internally before being advertised, limiting transparency.
Management culture resembles a "boys/girls club" dynamic.
Workload & Management
Workload varies drastically depending on department and team.
Some teams are constantly overburdened, with tasks passed on from other departments without notice or fairness.
Management frequently demands more output in less time, adding stress.
No balance in workload distribution—some staff are overloaded, while others are underworked.
Company Culture & Environment
Toxic work culture with low morale.
Many employees dislike being in the office and seek to leave after a few years.
Limited local job alternatives make moving difficult, especially for those with property or families in the area.
Meetings & Productivity
Meeting-heavy environment; engineers often spend one-third of their day in meetings.
Many meetings offer little value and mainly serve to prepare materials (slides, notes, etc.) for others.
Time spent in meetings detracts from actual project work.
Wellbeing & Internal Programs
Health, wellbeing, and "speak-up" initiatives exist largely for compliance (H&S/HR) purposes.
Programs often scheduled during lunch hours, when some staff can’t even take a proper break.
Disconnect between promoted values and actual employee experience.
While a free company doctor is promoted, coverage only applies up to €70 per visit. Any costs beyond this (e.g., blood tests, follow-up monitoring) must be paid by the employee.
Access and Wait Times Are Problematic:
Very difficult to get appointments when needed.
Even with an appointment, employees have reported waiting up to two hours past their scheduled time to be seen.
Work-from-Home (WFH) Culture
Head of Engineering, supported by global leadership, actively discourages WFH, appearing to hold the mindset that productivity suffers outside the office.
This office-first stance has been implemented despite feedback and has contributed to low morale and significant talent loss.
Current requirement of being in the office three days per week does not account for personal or team-specific circumstances.
Policy enforcement varies across departments, creating further frustration and inconsistency.
A more balanced model—working in the office one or two days per week—would better support employee wellbeing, retention, and productivity.
