Career progression is limited and promotions can be challenging to attain despite consistent performance. Based on observed trends, leadership roles appear to be predominantly held by Chinese and Indian management, while a large portion of employees at operational levels are Malay. While this may not be intentional, the perception of imbalance affects morale and confidence in upward mobility. The basic salary is below market levels, and annual increments are minimal. There have been instances where increments were as low as one percent, and in the most recent cycle, no increment was granted, reportedly linked to factors such as annual leave usage even when leave entitlements were not fully exhausted. Recognition may sometimes favor visibility and relationship management over sustained performance and contribution.
There are also concerns regarding response time and efficiency in HR support, where multiple follow ups are sometimes required before receiving a response, even when escalated. In certain projects, there appears to be an imbalance in capability among team leads, where only a small number demonstrate strong technical or operational understanding, while others rely more on visibility and authority. This can lead to inconsistent guidance, and at times, a more authoritative or intimidating approach towards junior or new employees, which may affect their confidence and overall experience.
