1. Micromanagement: Excessive micromanagement by constantly requiring daily checks of work in the morning and afternoon, checking the activity of work and recording small periods of absence from as little as 5 minutes, which may have been used for religious purposes. This induces a sense of discrimination and a lack of respect for people’s religious needs. 2. Contradictory Culture: The "family" culture in this company was contradicted by a demand for unwavering dedication and a perception of replaceability. Meetings with the CEO and the whole engineering team clearly demonstrated their lack of care towards the employees who actually put in the groundwork claiming them as ‘disposable’. Any form of criticism was brushed aside and vague statements of solutions were given. The feedback from upper management was false promises or deflections from the actual issues at hand. 3. Inflexible Work Environment: The lack of flexibility in work hours and location disregarded work-life balance needs. Ignored constant reminders of difficult home situations even when reported to P&C team. 4. Disorganized Structure and Communication: Poor organizational structure led to chaos, last-minute changes, and stressed interdepartmental communication. Any issues were generally blamed on those further down the chain whilst neglecting any self-accountability. 5. Unclear Bonus System and Favoritism: The unclear bonus scheme favoured specific members of the team, creating favouritism. This was apparent from simple discussions around the team and can be investigated easily. The bonus scheme was never explained, so attaining higher bonus percentages was always ambiguous, leaving people who did exemplary work unrewarded and unappreciated. .6. Lastly, the lack of diversity within the team is quite apparent, which has worsened over the past year, with every member of the team that has left the company being a person of colour. This is no coincidence and management must be questioned and investigated.