Because of the JV structure, the top management is dominated by locals (Qatari). There are so many young managers with very little or even no experience whatsoever. Their model is: bring a young Qataris with reasonable english skills, put them in the managerial level, and let them learn by try and error. As result of this model, the corporate culture is somewhat fragile, there is tons of costly managerial mistakes, and the employee turnover is very high.
This doesn't mean that all the managers are not qualified. Some departments are headed by professional managers (mainly non-qataris), who managed to create a healthy environment in their departments and succeeded in running their business in the most professional way.
The company's demographic is somewhat deranged, Indians represent 35% of the employees where as Qataris represent only 20%. It is worth to mention that Indian represent 80% in some departments, so they naturally bring their hierarchical and obedience culture, and try to avoid reporting any bad news to their managers.
The innovation sprit is not welcomed in Qatargas, as the veterans conceived it as weapon that can deprive them from their seniority. The company spends huge amount of money in fun and pleasure, while shows reluctant in spending fraction of these amounts in the training of the Non-Qataris, this has created an unacceptable discrimination practice. The management justifies this by "Non-Qatari employees don't need any training as they should be professional and ready to perform their duties without investing on them".
When you talk to the employees individually about their experience with Qatargas, you get shocked with the high percentage of negative opinions. However, in the public meetings with the top management, no one takes the risk of speak out, this reviles the fact that there is high state of fear.
