Eastman used to be a place where employees were trusted to get their work done and balance their lives in a way that worked for them. That’s changed. The new return to office mandate starting in November removes nearly all flexibility, even for teams that have proven they can deliver remotely for years. It’s a sudden shift from a company that valued results to one focused on control.
Leadership often changes direction with little explanation, leaving teams constantly reworking priorities. Big enterprise projects roll out with major fanfare but rarely deliver the value promised. Meanwhile, the company continues to cut costs and reduce staff year after year, while senior leaders still receive generous bonuses and travel perks that feel disconnected from the everyday employee experience. Pay increases are minimal, usually 2–3% a year, which doesn’t come close to matching inflation. It’s hard to feel valued when pay has stagnated for years.
Employee feedback is collected through regular surveys, but it’s hard to see any real action come from them. The focus on inclusion and belonging that once felt authentic has also faded over time, replaced by talking points instead of real commitment.
Performance management doesn’t reflect the work people actually do, it’s more about fitting scores into a curve than recognizing impact.
Eastman was once a great place to build a career. But the culture of flexibility, trust, and care that used to define it has been replaced by rigidity and a top-down approach that doesn’t listen to employees.
