Contrite or calculated: Agoda's PR ticks boxes but does it fly?

Agoda has issued a public statement acknowledging concerns raised over its recent global restructuring, which affected customer support teams in Singapore.

In a statement, the company said it has met with the Ministry of Manpower (MOM), Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP), the National Trades Union Congress (NTUC), and the Singapore Industrial and Services Employees’ Union (SISEU) to address issues around its severance agreements.

Agoda clarified that its agreements were intended to conclude all matters relating to the employment relationship. It acknowledged that including clauses discouraging employees from approaching authorities was inappropriate, and apologised for any language that implied workers could not seek support from government agencies, statutory bodies, or trade unions. The company reaffirmed that employees retain this statutory right.

“We empathise deeply with employees who have been impacted by this restructuring and want to reaffirm our commitment to maintaining open communication, upholding fair employment standards, and supporting Singapore’s world-class workforce,” Agoda said.

Speaking to MARKETING-INTERACTIVE, a MOM spokesperson confirmed that the ministry, together with TAFEP, NTUC, and Agoda, had reviewed the retrenchment terms and support measures for affected workers.

“This is an encouraging development and an endorsement of Singapore's strong tripartite approach, where employers, unions and the government work closely to safeguard the interests of our workers in the spirit of fair and responsible employment practices,” the spokesperson said.

MOM added that retrenchments can be “difficult and distressing” and highlighted that NTUC, its Employment and Employability Institute (e2i), and Workforce Singapore (WSG) stand ready to support workers through job matching and career coaching.

“While employers can enter into severance agreements with retrenched employees, they should not prevent the latter from reaching out to authorities and unions with genuine concerns,” the spokesperson said. “Employers must uphold the spirit of fair and progressive employment practices, particularly during significant workforce changes such as retrenchments.”

Agoda said it is contacting affected employees to clarify terms and connect them with NTUC’s e2i support schemes, including job matching, training, and upskilling opportunities. It also reiterated its ongoing investment in Singapore, particularly in AI, product, and technology roles.

The apology follows reports that 50 employees in Singapore were laid off as part of the restructuring exercise. NTUC and SISEU previously expressed alarm at allegations that severance agreements discouraged workers from reporting cases to unions, government agencies, or pursuing legal action. Workers who breached these terms reportedly risked losing their severance pay or being asked to return payouts already received.

Agoda previously told MARKETING-INTERACTIVE that the layoffs were part of a continuous effort to enhance operational efficiency. Roles were phased out in Singapore, Budapest, and Shanghai while new positions were created in other locations. The company said it provided support throughout the transition and maintained that affected employees were free to pursue legal options if they wished.

Did Agoda get it right?

The company’s statement has drawn mixed reactions from industry players. While some see it as a step forward in transparency, others question its sincerity. Jamie Tan, principal consultant at Archetype Singapore, said the statement’s language and tone are “a step in the right direction”, reflecting transparency and empathy that should have been present from the start.

At the same time, she noted the response “could have carried more substance”, such as clarifying corrective policy changes, showing visible leadership, and creating two-way channels for employees to raise concerns.

“Ultimately, a single statement cannot by itself repair public perception – what remains to be seen is how those commitments translate into visible, sustained action by Agoda,” she added.

Not all industry players were convinced. Meilin Wong, CEO and partner at Milk & Honey PR, described the statement as “cold, impersonal, and frankly disingenuous”, noting that it stops short of a simple, plain-spoken apology. “Words matter, and in this case, the absence of the right ones speaks volumes,” she said.

Charu Srivastava, co-founder and CSO at TriOn & Co, echoed concerns about the timing and authenticity of Agoda’s response. She said the delayed admission and initial insistence of no wrongdoing made the apology feel reactive rather than genuine. She added: 

While the latest statement checks all the boxes of a theoretically good response, Agoda missed the mark in the way this response came about.

Apologising without losing trust

Agoda’s situation highlights a broader challenge for companies navigating sensitive workforce changes: difficult decisions are inevitable, but how they are communicated can make all the difference. Tan said the foundation lies in the “3Cs” — control, clarity, and compassion — with transparency and compliance built in from the start rather than applied reactively. Scenario planning, consistent messaging, and clear action plans, she added, are essential to show both competence and care.

Wong stressed that it’s not enough to get the mechanics right; companies must also communicate with humanity.

“Stop writing for optics and start writing for people,” she said, pointing out that openly acknowledging mistakes and supporting employees tangibly is crucial. Words alone, she warned, cannot mask the absence of empathy, no matter how well-structured the statement.

Emily Poon, a seasoned veteran in the communications industry, reinforced the point, noting that a company’s true values are revealed not in statements, but in actions — especially in challenging times. Leadership, she said, requires integrity and clarity, and how employees are treated during departures often leaves a more lasting impression than the warm welcome they received when joining.

Srivastava tied the insights together with a focus on preparation and execution. She emphasised that communications teams should be involved from the outset to reduce reputational and operational risk. Even after an apology is issued, honesty, transparency, and genuine engagement remain critical, she said.

“In today’s digital age, it truly is about when and not if a lie or manipulation will be found out,” she added, underscoring that actions must consistently align with words.

Ultimately, the experts agree: words alone are not enough. The real test lies in translating statements into concrete actions that demonstrate lessons learned, so employees, current and future, can trust the organisation through both good times and bad.

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