Would not recommend to workers under age of 35 - GMA BOC Aviation Employee Review

The company benefits from strong business outlook, a respected market position, and exposure to a global scale. Employees have opportunities to work across regions, collaborate with diverse teams, and contribute to a business that continues to perform well. One of the organisation’s greatest strengths is its people. Colleagues are generally supportive, reliable, and willing to help one another. There is a strong sense of professionalism and ownership across many teams, which helps the organisation continue to deliver despite challenges. The workforce is also generally open to change and transformation. Guided by specific individuals in senior leadership and HR, employees are becoming more willing to embrace change and new ideas when there is clear direction and purpose.

Speaking as someone based outside Singapore, repeated bonus delays have become a major frustration. What should be a basic HR process now raises broader questions about execution, priorities, and the effectiveness of the CPO’s leadership. There is also a stark gap between visibility and engagement. Despite long haul “engagement” visits, meaningful interaction with employees remains limited. The CPO is often seen working from private meeting rooms rather than interacting with employees, creating the impression that being seen matters more than listening, understanding, and acting on employee concerns. What makes this particularly disappointing is that HR had made good progress over the past couple of years and was steadily rebuilding credibility with employees. That progress now appears to be going backwards.

The workplace is centrally located with easy access to public transportation, and the industry is performing well in the current economic environment.

Employees are expected to remain highly accessible at all times, including answering phone calls and emails over weekends, even when on leave or overseas, and are required to bring their laptops home daily. Flexible work arrangements are limited, with only 10 days of work-from-home granted annually subject to strict management approval, making it difficult to utilize. There are also delays in the payment of annual bonuses by several months. The workplace culture appears fragmented, with clear divisions among local employees, PRCs, and Westerners, including notable tension between certain groups. Opportunities for local staff are perceived to be limited, with more favorable prospects often extended to expatriates. Additionally, there are concerns about unprofessional behavior within HR, including open gossip about employees and inappropriate remarks about their appearance.