#transparency

Any one got any wind of what is the 2025 revenue number?. Official results will come only in March. In the past the numbers have not been reported straight. New product development, Mainframe offload cost , operations support are all mixed up now and there is no clear view of which number is coming down or going up. For 2025, most likely executive leadership will announce that transformation program is working as the technology costs have come down. This will ensure their bonuses. But this will be a false signal to market as the cost savings are due to Coforge investing in Mainframe offload and also rebadging of significant number of Product Engineering resources to Coforge. Hope there is some way we can find what exactly is the technology cost and how much has been subsidized by Coforge. Numbers are always manipulated for the benefit of the C suite remuneration!. Time to get to transparency.

#transparency

What a bunch of lies! Facts below:

The $3.7B number includes $450 million in zero-interest loans as part of government shutdown program. That is a loan, members are expected to pay it back, you cannot include the full amount, the most you can include is the interest cost that has been waived.

Honor through Action $500 million over 5 years. You cannot include the full amount that you “plan” to deliver in next 5 years. Just include the amount that has been contributed this year.

These two are obvious lies from the report on our website, I’m sure there is more fluff that is included in that number. I bet the real number is much smaller.

Good thing we are not a public company so no one to keep us honest!

Juan Team, Juan Lie

PS: Annual Employee Bonus for Non Member Contact employees will become more opaque!

Whatever happened to the company survey with the results that bad that they didn’t even share it with anybody

Smart companies & their HR departments use Glassdoor to improve $ It doesn't appear Mutual actively uses the Glassdoor to improve $ Top companies can drive great results using Glassdoor the right way $ memo to our HR, implement this and watch MOA dramatically improve $ Check this out.

Glassdoor Team
Glassdoor Team | Author & Career Expert at Glassdoor | Jul 21, 2025

The best companies know that employer branding is make-or-break. The right approach can help you attract top talent, combat industry stereotypes, and build a workplace culture that actually retains people. The wrong approach? It makes you invisible to the candidates you want most. 

Leading companies are turning to Glassdoor not just for employee reviews, but as a strategic platform with real-time feedback and authentic talent engagement. Here's how three organizations are using the platform to transform their employer brand and attract the right people.

1. Closing the gap between perception and reality
   Capgemini, a global leader in consulting and technology services, wanted its Glassdoor presence to reflect the company’s positive employee experience more accurately. With a large volume of reviews across global locations, they saw an opportunity to better align internal culture with external perception and use that feedback to inform their long-term talent strategy. Key focus areas included increasing review response rates, strengthening the connection between the employee value proposition and day-to-day experience, and using data to identify areas for improvement.
   The company rolled out a required training program to ensure leaders could thoughtfully respond to reviews, with monthly check-ins to share best practices. They encouraged employees to leave reviews at key milestones like promotions or project completions, helping to surface a more representative view of life at Capgemini. Using Review Intelligence™, they analyzed sentiment across departments, locations, and roles on key topics like culture and DEI, and benchmarked those results against competitors. They also launched enhanced branding through the Employer Branding Hub for each global location, sharing localized employee stories, EVP content, and branding campaigns. 
   As a result, Capgemini’s global Glassdoor rating climbed from 3.2 to 4.0. Reviews began reflecting the impact of internal efforts, and the company strengthened its position as a talent destination — improving both hiring outcomes and employee engagement.

2. Building transparencyto overcome hiring hurdles 
   Equans UK, with nearly 15,000 employees in energy and services, faced serious skills shortages and high turnover in engineering. They needed to show they were a progressive employer that valued diversity and growth, particularly to retain apprentices and achieve gender balance in senior and operational roles.
   The company implemented a comprehensive employer branding strategy centered on their Glassdoor profile. They revamped their "Why Work With Us" section and featured their #ProudtoMakeitReal campaign spotlighting actual employees. Crucially, Equans increased its review response rate and acted on employee feedback, demonstrating genuine commitment to transparency and improvement. They paired this engagement with targeted Employer Branding Ads for their key demographics, including skilled trades and engineering.
   This multi-pronged approach delivered massive results, including 84% more unique visitors and 53% more page views across their Glassdoor and Indeed profiles. They also saw their overall Glassdoor rating jump by 0.6 points, solidifying their reputation as an employer of choice.

3. Attracting mission-driven talentwith targeted messaging
   Thomas J. Henry Law, one of the nation’s leading personal injury firms, needed more than just good attorneys — they wanted lawyers with integrity and determination who truly believed in their mission. Their existing methods weren't attracting this caliber of talent, so the firm took a different approach.
   They analyzed what their current employees loved most about working there, then crafted targeted messaging around DEI initiatives and career development. This refined content was integrated into their Employer Branding Hub and, crucially, their advertising strategy. The firm used custom messaging in "always on" Employer Branding Ads across Glassdoor, Indeed, and other sites in their candidates’ online journey, ensuring they stayed top-of-mind with qualified job seekers who shared their values.
   This strategic and sustained effort delivered impressive results: application rates more than doubled in three months, while cost per application dropped 37%. Their targeted approach showed that precise messaging attracted better-aligned talent more efficiently than broad recruitment tactics.
   The common thread: Authenticity drives results
   Candidates can spot inauthentic employer branding from miles away. These three companies crafted credible narratives that resonated with the right talent — and backed them up with real action. This solid foundation, built on genuine transparency and strategic consistency, led to results that speak for themselves: better candidates, lower costs, and stronger company cultures that actually retain top talent.
   Your next great hire is already researching employers online. Make sure they find the real you.

Your company lacks corporate transparency. Modern forward looking companies practice social responsibility with ESG transparency. In 2026, Rich'
Board needs to get into the 21st century with basic corporate norms. Transparency boots employee morale, confidence, and helps the company address and allocate resources better:

++Full Annual Report w/full audit financials & audit report++
++Corporate Executive Compensation Policy & Disclosures Published w/compensation for all SVPs and above by name & amount++
++Publish Board of Directors Compensation along with outside business interests++
++Summary of Board Minutes & Agendas++
++Board of Directors required to provide update to employees and to meet w/employees & clients through focus groups each quarter++
++Publish Annual Filing w/NYDFS w/all schedules on public website++
++Publish 5 year strategic plan to all employees++
++Post Corporate Tax Return on public website++
++Post all pages of the full un redacted rating agencies reports on the public website++
++require all internal leaders of divisions to hold quarterly meetings with all of their divisions and employees especially in IT, Sales, & Operations++
++Human Resources needs to release all results of Annual Employee Culture Survey within 1 month of survey completion++ no sitting on the survey results.
++360 feedback by associates of their managers and their managers managers++

Remember, the cover up is worse than the crime and it's time to stop covering up. This is not Watergate.

The biggest sign of poor leadership is a complete lack of transparency. The leadership purposefully doesn't tell us what's really going on with the company's direction or our own job security. Good management is honest with its employees, even when the news is bad. Being left to guess and worry in silence is the worst way to run a place.

https://en.wikipedia.org/wiki/The_Cuckoo%27s_Egg_(book)

I am curious how many others at Dell are experiencing a growing sense of disconnection from leadership, from managers, and from the company as a whole.

In many areas, there appears to be little meaningful work, limited direction, and minimal communication. One on ones have largely disappeared. Staff calls and meetings often feel performative rather than purposeful, and there is a pervasive sense of waiting, collecting a paycheck while quietly wondering whether our roles will still exist tomorrow.

The result is an environment that feels increasingly unhealthy. On site, people are physically present but disengaged, mentally and emotionally checked out. Culture feels absent, replaced by silence, uncertainty, and fatigue. The lack of transparency and human connection has a real impact not only on morale and productivity, but also on overall well being.

The world of work has changed dramatically, and many employees are adapting in real time. It feels, however, as though that reality is not being meaningfully acknowledged or addressed. I am interested to know whether others are experiencing the same disconnect, uncertainty, and erosion of culture, or if this is isolated to certain teams and organizations.

It's 2026 & ITS GO time ! GO= Results OR Get Out !Time to put $ & mouth together & stop the gaslighting & BS. Action+Results+Real "Digital Transformation." Clients & Employees want results from the Board & low producing Executives Who have no personality.

++Transparency~Publish Board Minutes & Agenda++employee, retiree, and client representation on board++
++Transparency~Publish Executive Compensation Packages++
++Transparency~Publish full financial & audit report in Annual Report
++Transparency~Publish full Rating Agencies reports on website++
++Transform Website++
++Transform Mobile App++
++Add Brokerage Accounts++
++Add Managed Accounts++
++Add Financial Plans++
++Add Retirement Score Calculator on Website++
++Reduce work loads for Client Relationship Managers & overworked and underpaid segments in Operations++
++New Leadership Over Operations, IT & Sales++
++Rebrand & change corporate name and hire a PR Firm to clean up poor external image++
++Automate all distributions & loans++eliminate paper like it was supposed to be done 15 yrs ago
++More CRM support & stop the wage theft working 60 hours per week++
++Change investments in 401k++
++Allow clients to communicate with Text & Chat++
++eliminate team CX as they SuCX. Use Mediallia to survey the F.u.CK out of participants
fire all non performers

• Streamline workloads for CRMs & Administrations Operations++new leaders needed !
  cut Executive Pay & 3 Year Special Pay Shares
  put laugh track of CFO on corporate website just for s.chits & giggles
• stop running behind competitors & get your as--s together w/system upgrades & legislation
  Implement associate solutions & stop paying consultants through the nose
  Eliminate 50 page performance review process & eliminate monthly webinars**
  ~~stop posting on Linkedin during company time & ban por.n during business hours
  fire heads of sales, it, admin ops, hr, call center, & all current execs & board mbers
  get Andrew cuomo, chris cuomo, & eric adams on board

Trying to get through the NEW yorker

So apparently the top 4 execs have received extensions of compensation agreements that would pay them through 2029 in the event of separation or acquisition, yet everybody else is being offered what? Three Months? Nothing to see here, move on. Remember we're an *All Weather Team". https://www.tipranks.com/news/company-announcements/cdw-expands-credit-facility-and-renews-executive-protections

https://www.linkedin.com/posts/ram-k-krishnan_beveragedigest-futuresmarts-fs25-ugcPost-7408879362046853120-6Dmj?utm_medium=ios_app&rcm=ACoAAA3ydb0BlG1kUto_4T-7uusWBCxY7pPLU_A&utm_source=social_share_send&utm_campaign=copy_link

Many of the changes that are made are planned 12 years in advance. They are broken into smaller runs that lead up to the final piece. Instead of making everyone fear their jobs wondering who will get the ax next and creating an unsettling environment, why don't they just make those plans public? It would give people an idea of whether they should apply for a job and how long they should be in their job. Morale would improve I would think because people wouldn't be whispering wondering who will go next. I have worked in both environments here where people knew well in advance their job was ending and when and where people thought it might end looking at signs but they were unsure. The environment where people knew well in advance was not very stressful. A few people left early but most stayed until the end then moved to other departments or retired or went to another company. There was no bitterness, nothing negative really. It was very stressful where the people didn't know. I accidentally found out one person's job was going and they turned down early retirement. I wanted so much to tell them they should take it but I couldn't. It would also be nice to see what the company is planning across the globe in the future. The information is out there. Why not be transparent and share it?

https://twou-production.nyc3.digitaloceanspaces.com/media/documents/Final_2U_2023_Transparency_and_Outcomes_Report.pdf

I’d really like to hear your thoughts about our situation in this department. It’s important to me that we’re honest with each other. Do you think it would be better for us to move on as soon as we secure another job, or should we hold out for severance? I value your perspective.

Can anyone else confirm the 60% bonus pool target funding number mentioned in another thread? All we hear is how amazing our quarterly results were, so one would assume that the funding is much higher than 60%.

Sure would be nice to see some transparency around how the bonus pool funding is calculated (like they used to do many years ago). Seems like they just pull a number out of their a** these days. Or maybe they use the monkey dart theory/approach.

"We will be transparent with you and have announcements to make after the holidays": the only kind of news you would want to hold back in this context is layoffs, further leadership changes, or both.

I strongly suggest everyone should read the current partnership agreement. You might find it does not really say what we’ve been told it says.

"Constant restructuring and layoffs, forced return to office without enough desks for everyone, management decisions, lack of transparency, HR is completely disorganized, horrible health insurance, complete disregard for DEI."

"After committing financial su----e by acquiring a non-profit for a whopping $800 million dollars, the company managed to destroy it's culture by favoring edX employees over original staff. That's when the company began it's descent into chaos. More bad decisions by the so-called leadership, constant restructuring with mass layoffs. To top it all off, blatant lies by the CEO about their ridiculous bonuses, right before declaring bankruptcy. The company was privatized, only to go through more restructuring. It's only a matter of time until 2U is sold to the highest bidder."

After months of secrecy, the first thing we can expect from Ram is transparency. HA HA. Fool me once shame on you fool me twice shame on me!

This needs to be stop.

Can you be more transparent and honest?

Just asking.

It seems that this reorg was mainly corporate. Very little in the field (sorry to those impacted). It went from building consolidation, massive layoffs etc to very few. If this is the end FOR NOW they should announce that.

Following up on the email from yesterday regarding the 401k and today's town hall, I need to address the ongoing issues we're facing. It’s unacceptable that we are constantly being pressured to violate labor laws by working through lunch. PTO has essentially been eliminated, and now we have to seek permission from Workforce just to take time off.

Additionally, being asked to handle two chats at the same pay after the recent pay cuts is beyond unreasonable. We deserve clarity on what management truly expects from us. Why is there a lack of communication regarding the reasons behind these changes? Are the whistleblower TikTok videos the cause of this? It’s time for transparency and respect for the workforce.

Well said, @2m0+1katwry9c.

In full transparency, and in support of everyone trying to navigate the uncertainty right now, I think it could really help if we start sharing salary information. Having a clearer picture of compensation across grade levels and roles can empower all of us as we make decisions and advocate for ourselves.

If you’re comfortable, please share your grade level and salary as well. No pressure - only if you feel safe doing so. The more information we have collectively, the better we can understand where we stand.

We’re all trying to support each other through a really tough time, and transparency can make a huge difference.

How do you get to be an executive and not understand the golden rule of always tell the truth. People respect you when you are truthful and explain why painful things have to be done.
Guess who has z e r o respect? The coward who cannot even answer a question that many employees want to know. What products are considered core?

but glad we learned about the CFO's deadbeat brother I guess?

This is the weirdest layoff round I had to go through in my life, and I've been through more than a few. What the he-l is even happening? All we know is that some people are getting cut, but how many, where, when it will be done, or anything else is just wild guessing at this point. The. Fu-k.

Today’s S&T townhall was a masterclass in corporate spin. They bragged about “wins” and “momentum,” but flat-out refused to address the mess happening behind the scenes. Not a single word about the plants being shut down. No mention of the layoffs already underway. No acknowledgment of the teams stretched thin or the projects that failed.

Leadership acted like everything is perfect while people’s jobs are on the line. They know employees are anxious. They know closures are happening. They know cost-cutting is hitting hard. And yet they chose to pretend none of it exists.

This wasn’t a townhall — it was a PR show.
If PepsiCo wants any credibility left, they need to stop hiding behind glossy slides and start telling the truth.

Latest edition was 2023.

https://2u.com/approach/transparency/

That only came out last week, when Algoma, after announcing it was laying off 1,000 workers at its steel plant in Sault Ste. Marie, revealed both levels of government knew in advance about the impending layoffs when they granted the loans.

https://torontosun.com/opinion/editorials/editorial-public-kept-in-dark-about-algoma-layoffs

Anybody willing to share their base salary? Personally CL 28 upstream, ~$325k, yee 25.

Everyone in your management chain above your 1-up are buddies from a previous financial institution. You would think they might try to hide that fact rather than broadcast it. The who you know, not what you know, is in full swing.

Why is it so hard to keep us properly informed about what's going on? Why do we have to guess and put together scenarios based on a sentence here and an email there? What does it cost them to be open with us? Even if it's bad news, it's always better to know than just guess.

So called pulse survey has innumerable flaws, too many well known to innumerate here.

The real pulse comes through from sentiments expressed in boards like this because many enterprises like VZ do not genuinely promote a culture of transparency and accountability.

I want to revisit a question someone once posed: Who is/was Frank Kosd??

The rumor is that he was one of Frankservs buddies and got installed as an EVP with next to nothing in experience.

His linkedin confirmed this with really no previous roles listed, which is odd for someone who is an EVP at a major company.

Now I don’t even see him in Workday, and I saw him there as recent as last week…. was he freshly let go as of this week?

I’m surprised he continued for this long after Bisig left… it was always bizzare that he didn’t have any profile pictures anywhere, considering his level with the company.

Can anyone confirm he’s a real person?

Why do the Works Council in BCN keep saying that everything is confidential? Of course they have the list of names to check possible irregularities. It's part of the report provided by the company. The law doesn't make any mention to a confidentiality clause. If you ask about yourself, they should provide the information. I want more transparency and information from them! Plus, I'm really really worried about the negotiations. Unlike the Madrid WC, they've never been able to negotiate much for us. Will they be able to get good conditions?

Back in the day, I used to be able to be nosey and look at salary brackets in Career Intelligence before they shut it down. Honestly, it was pretty motivating, so su-ks to see it is gone.

Anybody know not there is another platform to look at salary ranges?

I believe that many of us as professionals fully acknowledge the necessity for our company to adapt and respond dynamically to evolving market conditions.

However, I believe the primary concern we are facing as a team is the lack of transparency from leadership. It is disheartening that employees often have to turn to external websites like this one and forums to learn about important developments, decisions, and updates affecting our work and the company's direction. This not only breeds uncertainty but also undermines trust and morale.

We kindly ask: Why can't the leaders of this company prioritize transparent communication directly with employees?

We believe that addressing this would strengthen our collective commitment and morale!

Signed, a loyal long term VBG employee.

Cigna has introduced Clearity, a new copay-only health plan designed to eliminate deductibles and coinsurance while giving members upfront prices and simpler navigation. The plan uses Cigna’s new AI tools to help users check coverage, estimate costs, and find care with verified reviews and transparent copay information.

Clearity offers five plan designs with tiered in-network copays and one out-of-network tier, all built on the Open Access Plus network to avoid narrowing access. Cigna says the model is meant to address consumer frustration with unpredictable bills and complex benefits, offering employers a more predictable option for workers who skip care due to high deductibles.

The plan pairs Cigna’s AI-powered virtual assistant, already in use for claims, benefits questions, and provider search, with natural-language “find care” tools that surface total out-of-pocket costs before the visit. Cigna positions Clearity as a simpler, more transparent alternative for consumers who want upfront pricing and fewer barriers to care.

“By combining our latest AI technology with simplified, transparent costs, we are helping employers offer innovative solutions that meet the diverse needs of their workforce. Clearity by Cigna Healthcare is more than a health plan – it’s a simpler, more predictable way for customers to get the health care they need.” – Eva Borden, chief product officer of Cigna Healthcare’s U.S. Employer business.

“We designed the Clearity plan to support a wide range of people who are looking for a simpler health insurance experience. From tech-savvy employees and healthy individuals who prefer pay-as-you-go options to those who may skip care due to high deductibles and financial barriers, Clearity by Cigna Healthcare offers a better path to care.” – Erin Lenox, president of national accounts for Cigna Healthcare’s U.S. Employer business.

https://coverager.com/cigna-launches-new-ai-powered-medical-plan/

Hi everyone,
has anyone noticed that our job titles are now showing up directly in MS Teams?

Previously, if you wanted to check someone’s job title, you had to go into SuccessMap and look at their public profile. Now, when you open a manager’s org chart in Teams, you can see all team members and their job titles right away — which also makes it easy to infer their job (T) level.

This seems like a deliberate change, but I haven’t seen any communication about it.

Does anyone know why this was enabled or what the reasoning behind it might be? Curious to hear your thoughts.

https://thevisafiles.substack.com/p/capital-one