Pros
EDOTCO Group stands as the largest tower infrastructure company in the region, with ambitions to break into the global top five (excluding China and Russia). Our proven business model ensures consistent profits, particularly in the 4G and 5G landscape. Great collegues, direct HOD, and director (at least for me). Most teams (M&A, 2nd LOD, 3rd LOD and Operations team) did their work without much politics in the way.
Cons
During my three-year tenure, I observed a decline in the work environment, marked by the following issues: 1) A concerning incident involving a sexual harassment whistleblowing case against the Chief People Officer (CPO) was unexpectedly dropped following the CEO's intervention. 2) Speculation surrounded the CPO's alleged romantic involvement with two staff members, indicated by unexplained trips and rapid promotions within a short span. 3) The company's decision to relocate to Ara Damansara was presented as a result of careful consideration, yet it seemed suspiciously connected to the CEO's nearby property. This raised questions about whether the move was influenced by the CEO or orchestrated by the CPO to gain favor. 4) The CEO's tendency to discuss substantial financial gains and minor savings in the same discourse gave rise to concerns of inconsistent financial priorities. 5) Administrative personnel exhibited a tendency to minimize employee claims, potentially to appease the CEO. 6) Unpopular outstation trips were dreaded, as the company opted for inconvenient, budget flights to cut costs. 7) Starting in 2021, only three individuals were permitted to travel business class, even on flights exceeding six hours. 8) Inadequate restroom facilities were attributed to building management, but the company's accountability was questioned. 9) Individuals closely associated with the CPO received unexplained or fast-tracked promotions. 10) Reimbursement claims experienced lengthy processing times, sometimes extending up to two to three months. 11) The reallocation of the company's staff welfare funds by HR for extraneous activities raised eyebrows. Allocations meant for employee well-being were redirected to initiatives aligned with the CPO's interests, such as "car club," "ride to nowhere," and "karaoke sessions." 12) The company's 10-year anniversary was commemorated with a Voluntary Separation Scheme (VSS) offering. 13) The CEO's traditional approach demanded in-office presence despite the company's technological orientation. 14) Untouchable Admin and Training personnel from HR that are still around despite their incompetence. 15) Annual internal surveys that serves no purpose as the samae problem were never addressed. 16) Targetted review/survey to “friendly party” by HR for award consideration.