Lack of organization & structure - No company goals have been issued and half way through the year. But it has been like that for the last two years prior to the merger.
Poor senior leadership that do not empower or support their workers but micro manage and if something goes wrong be prepared to take the brunt of it as the leaders who were giving you "direction" will either fade into the wood work or deny any involvement.
Merger is not going well as it will take at least another 2 years until the company will be somewhat productive. Employees were told that the cultures between the two companies were very much the same; but that could not be further from the truth. There is a currently a power struggle between legacy Agrium and legacy PCS senior leadership so progress is slow which has impacted forward progress as the workforce is currently in a holding pattern.
If you love change then you will love this company. Tonnes of changes prior to the merger and when the merger was made official on January 1, 2018 a structure and executive leadership team was announced. Well since then (5 months into the merger) 2 executive leaders "left" the company and they have changed business units structure from 3 down to 2. Well planned as that impacts a lot of people in middle management roles.
Your supervisor will probably be in another province, state or even country. Not sure why they would not move department into one similar location so they can work together as right now some departments are spread out all over North America. Not a good situation for growth and input from your supervisor. This has lead to isolation for certain departments as legacy PCS employees are in their one location doing work the legacy PCS way and the same for legacy Agrium. How can a department function that way when one department are doing thing differently?