Is the Country Manager Fired? 4 Reasons for Dismissal at Foreign-Affiliated Companies and How to Deal with Them!
If you are working as a Country Manager and are suddenly told that your "position is being terminated" or "you don't need to come in from today," you will surely feel intense anxiety.
However, even at a foreign-affiliated company, if you are employed and working in Japan, the company cannot simply fire you at will.
In this article, for those searching for "Country Manager fired," I will explain dismissal, solicitation for resignation, severance packages, and initial responses in an easy-to-understand manner.
The dismissal of a Country Manager is explained in detail in the following video.
Chapter 1: What is the dismissal of a Country Manager?
Country Managers often have a high degree of discretion as the person in charge of the Japanese subsidiary.
Therefore, some people worry, "Since I am different from a regular employee, am I not protected by labor law?"
However, the first thing you should look at is not the title, but the content of the contract.
1-1 Even a Country Manager is a worker if they have an employment contract
Even as a Country Manager, if you are working under an employment contract with the company, there is a high possibility that you will be treated as a worker.
The reason is that whether or not labor law applies is not determined solely by your job title.
For example, there are cases where there is an employment contract, a salary is paid monthly, and you work under the direction and supervision of the company.
In this case, even if you are called "Country Manager," "Japan Representative," or "Person in Charge," dismissal regulations will apply.
Dismissal is not something a company can do freely at any time; it requires objectively reasonable grounds and social acceptability.
1-2 If you are registered as a Representative Director or Officer, a separate examination is required
If you are registered as a Representative Director or Director, there is a possibility that you will be treated as an officer rather than a worker.
This is because the relationship between an officer and the company may be a mandate contract rather than an employment contract.
For example, there are cases where you are a Representative Director on the registry, are paid as an officer, and decide your own working hours and how to proceed with your work.
In this case, it may not be a general issue of unfair dismissal, but rather an issue of removal of an officer, compensation, term of office, or damages.
However, the mere fact that one is registered as an officer does not necessarily mean that employee status is denied.
It is necessary to make a judgment by looking at the existence of an employment contract, the existence of work orders, the nature of compensation, and the existence of attendance management.
1-3 Distinguish between "dismissal," "solicitation for retirement," "position closure," and "garden leave"
Even if a company tells you that you are "fired," it legally falls into several categories.
If you confuse these, you will not know what you can claim.
For example, if a company unilaterally terminates an employment contract, it is a dismissal.
On the other hand, if you are at the stage where you are being asked to "sign a retirement agreement," it is often a solicitation for retirement.
Position closure is the company's explanation that a position or job duties are being eliminated, and it does not automatically end the employment contract on its own.
Position closure is explained in detail in the following article.
Position closure is also explained in detail in the following video.
Garden leave often refers to the treatment of not having an employee come to work until the retirement date while still paying their salary, but the conditions for this also change depending on the agreement or the company's notification content.
Garden leave is explained in detail in the following article.
Garden leave is also explained in detail in the following video.
First, it is necessary to confirm what the company is trying to do by separating the terms.
1-4 Even at foreign-owned companies, Japanese labor law is an issue when working in Japan
Even if it is a foreign-owned company, if you are employed by a Japanese subsidiary and work in Japan, Japanese labor law is often an issue.
This is because even if the overseas headquarters has strong authority, if the Japanese subsidiary is the employer, it cannot ignore Japanese rules.
For example, there are cases where it is decided by the policy of the US headquarters that "this position will be eliminated globally."
Even in that case, how to treat workers at the Japanese subsidiary will be considered based on Japan's dismissal regulations and rules for solicitation for retirement.
There is no need to assume that "because it's a foreign company, they can fire you immediately."
Dismissal at foreign-owned companies and Japanese law are explained in detail in the following article.
Dismissal at foreign-owned companies and the Labor Standards Act are also explained in detail in the following video.
Chapter 2: 4 Reasons Why a Country Manager Gets Fired
There are several typical reasons why a country manager might be told they are fired.
The most common ones are performance, headquarters policy, interpersonal relationships, and compliance.
However, just because a company states a reason does not mean the dismissal is automatically valid.
2-1 Reason 1: Failure to achieve performance targets or KPIs
A common reason for firing a country manager is the failure to meet performance targets or KPIs.
It is sometimes said that sales, profits, number of contracts, or growth rates in the Japanese market did not meet the expectations of headquarters.
For example, there are cases where it is pointed out that "the annual sales target has not been met," "the pipeline is insufficient," or "growth in the Japanese market is slow."
However, failing to meet numbers does not necessarily mean you can be fired immediately.
One must look at whether the targets were reasonable, whether support from headquarters was sufficient, and whether there was an impact from the market environment.
2-2 Reason 2: Position closure, business downsizing, or withdrawal from Japan
The next most common reason is position closure or business downsizing.
At foreign-owned companies, the organization of the Japanese subsidiary can change suddenly due to global policies.
For example, there are cases where the Japanese country manager position is abolished and integrated into the head of the Asia-Pacific region.
In this case, the company may explain that "the job duties no longer exist."
However, the explanation that job duties no longer exist does not automatically make the dismissal valid.
The necessity of personnel reduction, efforts to avoid dismissal, the rationality of personnel selection, and the appropriateness of procedures become issues.
2-3 Reason 3: Deterioration of relationships with headquarters or subordinates, and lack of leadership
Deterioration of relationships with headquarters or subordinates can also be cited as a reason for dismissal.
A country manager is the head of the Japanese subsidiary while also being placed in a reporting line to the overseas headquarters.
Therefore, they are easily placed in a position of accountability to both those above and below them.
For example, there are cases where it is pointed out that "communication with headquarters is poor," "there is high turnover among subordinates," or "there are problems with leadership."
However, evaluations of interpersonal relationships are prone to subjectivity.
It is necessary to confirm who is raising the issue, when, and based on what facts.
2-4 Reason 4: Allegations of harassment or compliance violations
You may also be pressured to resign due to allegations of harassment or compliance violations.
This reason has a particularly significant impact on a country manager.
This is because it affects your reputation in the job market, references, and how you explain your reason for leaving.
For example, there are cases where it is said that "remarks made to subordinates constitute harassment," "there are problems with expense processing," or "problems were confirmed in an internal investigation."
Even in this case, it is necessary to look at whether the company's investigation was fair, whether there was an opportunity to explain, and whether the pointed-out behavior is serious enough to warrant dismissal.
Rather than refuting emotionally, it is better to have the pointed-out content provided in writing and verify it fact by fact.
Dismissal due to harassment is explained in detail in the following article.
Dismissal due to harassment is explained in detail in the following video.
Chapter 3: Situations where the dismissal of a country manager may be invalid
It is often thought that the higher the position, the more likely the dismissal of a country manager is to be valid.
However, as long as you are working under an employment contract, the company also has points that it must explain.
Here, I will explain situations where a dismissal may be invalid.
3-1 Failure to meet targets does not necessarily mean immediate dismissal
Failure to meet targets does not necessarily mean you can be dismissed immediately.
This is because performance is not determined solely by an individual's efforts.
For example, cases can be influenced by the economic climate of the Japanese market, competitive conditions, headquarters' pricing, product defects, staff shortages, and cuts to marketing budgets.
When such circumstances exist, it is unreasonable to hold the individual solely responsible for failing to meet targets.
In particular, if there are circumstances such as having received high evaluations, salary increases, or bonuses until recently, this may contradict the company's explanation.
3-2 Goal setting is unreasonable or heavily influenced by headquarters' circumstances
There are also cases where the goal setting itself is unreasonable.
This is because headquarters may not fully understand the scale or business customs of the Japanese market.
For example, there are cases where sales targets that were successful overseas were applied directly to Japan.
Furthermore, circumstances such as slow approval from headquarters, hiring freezes, delayed product launches, or a lack of pricing authority may also exist.
In such cases, the question arises as to whether it is appropriate to hold only the Country Manager responsible for the results.
It is necessary to confirm the relationship between goals, authority, budget, personnel, and support from headquarters.
3-3 PIP content is vague and opportunities for improvement are insufficient
Just because there is a PIP does not mean that subsequent dismissal is automatically valid.
This is because a PIP should be used for the purpose of improvement.
For example, there are cases where the achievement criteria are vague, the period is short, and it is unclear what needs to be done to pass.
There are also cases where a PIP is conducted only as a formality, even though the decision to terminate employment has already been made.
In such cases, the PIP may become weak as a basis for dismissal.
If you receive a PIP, you should always confirm the goals, deadlines, support content, evaluation methods, and how failure to meet targets will be handled in writing.
Regarding PIP, it is explained in detail in the following article.
Regarding PIP, it is explained in detail in the following video.
3-4 Even with a position closure, the necessity of downsizing and the selection of personnel become issues.
Even in the case of a position closure, the company cannot dismiss employees at will.
If it is a dismissal involving downsizing, it may be strictly scrutinized as a redundancy dismissal.
For example, there are cases where a company claims to abolish the Country Manager position while having someone else perform similar duties.
There are also cases where reassignment to other positions is not considered.
In this case, the issue is whether the company truly made efforts to avoid dismissal.
The Ministry of Health, Labour and Welfare also explains that in redundancy dismissals, the necessity of downsizing, efforts to avoid dismissal, the rationality of personnel selection, and the appropriateness of procedures are taken into consideration.
3-5 If the solicitation for resignation is too aggressive, its illegality becomes an issue.
Solicitation for resignation is not illegal in itself.
However, methods that deprive workers of their free will become problematic.
For example, there are cases where resignation is pressured repeatedly over a long period of time.
There are also cases where one is strongly pressured by being told, "If you don't sign, you will be dismissed for disciplinary reasons," or "If you don't sign by today, the conditions will be removed."
Solicitation for resignation is unlikely to be problematic if the worker agrees of their own free will, but it can become an illegal infringement of rights if it hinders that free decision-making.
It is necessary not to sign on the spot, but to take the documents home to review them.
Regarding forced resignation, it is explained in detail in the following video.
Chapter 4: What not to do and initial steps immediately after being told you are fired
Immediately after being told that a Country Manager is fired, one is easily pressured to make a quick decision.
However, actions taken at this stage will significantly affect subsequent negotiations and legal proceedings.
First, you should act in the order of not signing, confirming the reasons, and keeping evidence.
4-1 Do not immediately sign a resignation agreement or release letter
The first thing to avoid is signing a resignation agreement or release letter immediately.
This is because signing it may be treated as having agreed to the resignation.
For example, there are cases where it includes terms regarding the resignation date, severance pay, confidentiality, waiver of claims, non-compete clauses, non-disparagement, and references.
If you sign without reading the contents thoroughly, it will be difficult to change the conditions later.
Even if the company tells you, 'If you sign by today, we will offer these conditions,' you should first take it home with you.
Before signing, there is more room for negotiation.
The fact that you can refuse a recommendation to resign is explained in detail in the video below.
4-2 Request a certificate of dismissal or the company's explanation in writing
If you are told you are being fired, you should request the company's reasons in writing.
This is because if it is only verbal, the explanation may change later.
If an employee requests a certificate regarding the reasons for dismissal, the company must issue such a certificate.
For example, even if you are told it is due to 'poor performance,' you need to confirm which figures, over what period, and how they are being viewed.
Even if you are told it is due to 'harassment,' you need to confirm who it was directed at and which specific remarks or actions are being referred to.
If the reasons remain vague, you cannot make an appropriate rebuttal or negotiate effectively.
How to request a certificate of dismissal if you cannot obtain one is explained in detail in the video below.
4-3 Check your employment contract, offer letter, and job description
Next, check your contract-related documents.
This is because in the case of a Country Manager, the contract details tend to be complex.
For example, there are cases where employment contracts, offer letters, job descriptions, compensation policies, bonus plans, commission plans, and RSU regulations exist.
These documents may contain information regarding job titles, duties, compensation, treatment upon dismissal, and rights upon resignation.
In particular, if there are English offer letters or headquarters policies, it is also necessary to confirm their relationship with the Japanese employment contract.
If you negotiate without looking at the documents, you risk overlooking items that you might otherwise be able to claim.
4-4 Preserve evaluation materials, KPIs, PIPs, emails, and chats
Evidence is necessary to refute the company's explanation.
Especially in foreign-affiliated companies, evaluations and instructions are often left in English emails, chats, and online meetings.
For example, recent evaluations, salary increase notices, bonus notices, KPI materials, PIPs, business plans, instructions from headquarters, and notices of hiring freezes can serve as evidence.
However, taking out the company's confidential information without permission becomes a separate issue.
Even for materials to protect your own rights, you need to be careful about how you save them.
If possible, it is better to consult with a lawyer to decide which materials to preserve and how to do so.
4-5 Consider notices indicating intent to work or notices of withdrawal
If you are contesting a dismissal, consider sending a notice indicating your intent to work.
This is because if you claim that the dismissal is invalid, the worker must also demonstrate an intent to work.
For example, there are cases where one notifies in writing that "I do not accept the dismissal and have the intent to work."
Also, even if you have signed a resignation agreement, there is room to consider withdrawal or cancellation depending on the situation.
However, whether or not it can be withdrawn depends on the situation at the time of signing, the company's explanation, the degree of pressure, and the content of the agreement.
It is safer to consult a lawyer early rather than sending a strong-worded document based on your own judgment.
Chapter 5: Things a Country Manager may be able to claim or negotiate
When a Country Manager is fired, not only monthly salary but also severance packages, bonuses, commissions, RSUs, and references are likely to become issues.
Because the annual salary is high, even a difference of a few months amounts to a large sum.
Here, I will explain what can be the subject of claims and negotiations.
5-1 Back pay when dismissal is invalid
When a dismissal is invalid, back pay becomes an issue.
Back pay is the concept of claiming wages from the time of dismissal until the resolution.
For example, in the case of a Country Manager with a high monthly salary, even a few months' worth becomes a large amount.
However, whether or not back pay can be claimed depends on the validity of the dismissal, the intent to work, the presence of income from other companies, etc.
Even if the company says, 'You are not protected because of your high annual salary,' that alone does not eliminate the possibility of back pay.
When considering whether to contest the dismissal or settle with a severance package, back pay is likely to be a central point in negotiations.
Back pay is explained in detail in the video below.
5-2 Severance packages and special retirement allowances
At foreign-affiliated companies, a severance package is sometimes offered.
A severance package often refers to financial terms paid in addition to the standard retirement allowance in exchange for agreeing to resign.
For example, it may include several months' salary, a portion of unpaid bonuses, salary during the garden leave period, and outplacement support.
Even if the offered amount is low, there is no need to accept it immediately.
The weakness of the dismissal, the way the resignation solicitation was conducted, age, position, the time it takes to find a new job, and internal performance evaluations can all be negotiation materials.
However, there is no uniform market rate.
Since it is not determined by law as 'how many months' worth,' negotiations will be based on individual circumstances.
Severance packages are explained in detail in the article below.
Severance packages are explained in detail in the video below.
5-3 Bonus, Commission, RSU, and Stock Options
For a Country Manager, compensation other than base salary often becomes a major issue.
In particular, the treatment of bonuses, commissions, RSUs, and stock options can change depending on the resignation or termination date.
For example, there are cases where being employed on the payment date is a condition.
Also, regarding RSUs, there are cases where they expire if you leave before they vest.
However, if the company's dismissal or solicitation for resignation is unfair, there is room to consider whether those conditions should be accepted as they are.
It is essential to check the regulations, grant notices, equity compensation plans, and separation agreements.
RSUs are explained in detail in the video below.
5-4 Garden Leave, Paid Leave, Social Insurance, and Company-Initiated Resignation
Not only the amount but also the treatment until the resignation date is subject to negotiation.
At foreign-affiliated companies, you may be offered garden leave, where you are not required to come to the office until your resignation date.
For example, there are cases where you are paid until the resignation date while your duties and internal access are suspended.
In this case, it is necessary to confirm the relationship with salary, social insurance, paid leave, company-provided equipment, and non-compete obligations.
Also, the reason for separation on employment insurance cannot be overlooked.
Whether it is treated as a 'voluntary resignation' or something closer to a 'company-initiated resignation' can affect unemployment benefits and your job search.
In a separation agreement, it is better to check even the wording of the reason for resignation.
Separation agreements are explained in detail in the video below.
5-5 Non-Compete, Confidentiality, Non-Disparagement, and Reference Conditions
In the case of a Country Manager, the conditions after resignation are also very heavy.
In particular, non-compete, confidentiality, non-disparagement, and references are directly linked to your next job.
For example, there are cases where a clause is included stating that you will not join a competitor for a certain period.
There are also cases where a non-disparagement clause is included, stating that you will not criticize the company or its officers.
If these clauses are too broad in scope, they can severely restrict your job search activities.
You need to negotiate not just for money, but to ensure the terms are revised so they do not hinder your next career move.
Regarding references, deciding in advance who will provide them and what language they will use can help reduce anxiety when changing jobs.
Chapter 6: Procedures for Handling the Dismissal of a Country Manager
When a Country Manager is fired, it is better to proceed in an orderly fashion rather than reacting emotionally.
In particular, at foreign-affiliated companies, headquarters, HR, legal departments, and external counsel may be involved.
You also need to respond with a clear legal outlook and a negotiation strategy.
6-1 Consult with a lawyer specializing in labor issues at foreign-affiliated companies
The first step is to consult with a lawyer who is well-versed in unfair dismissal at foreign-affiliated companies.
The issue of dismissing a Country Manager is a particularly specialized field.
After analyzing the legal outlook, you need to establish an appropriate strategy and maintain a consistent response.
Therefore, it is not just any lawyer who will do; you should look for a lawyer with a proven track record in similar issues at an early stage.
6-2 Send a notice to the company to demand the withdrawal of the dismissal or to negotiate terms
Next, consider sending a formal notice to the company.
In the notice, state that you do not accept the dismissal, that you have the intention to continue working, and request disclosure of the reasons for the dismissal.
For example, one strategy is to demand the withdrawal of the dismissal.
Alternatively, even if you are aiming for a financial settlement rather than reinstatement, you may negotiate terms after requesting an explanation from the company.
By sending a formal notice, the company will be forced to respond officially.
It is easier to build a foundation for negotiations than proceeding solely through verbal exchanges.
Negotiating severance terms is explained in detail in the following video.
6-3 Negotiating a severance package and revising the separation agreement
If you do not strongly desire reinstatement, negotiating a severance package can be a realistic option.
In particular, a Country Manager holds a unique position within the company, and it may be difficult to return if the relationship has deteriorated.
For example, there are cases where you negotiate a package that includes special severance pay, garden leave, bonuses, RSUs, company-initiated termination, references, and the scope of non-compete clauses.
You do not need to accept the separation agreement exactly as the company first presents it.
If there are unfavorable waiver of claims clauses, overly broad confidentiality clauses, or non-compete clauses that hinder your job search, you should request revisions.
6-4 Consider labor tribunal or litigation if negotiations do not reach an agreement
If negotiations do not reach an agreement, consider a labor tribunal or litigation.
This is because when disputing the validity of a dismissal or back pay, the company may not take action through voluntary negotiations alone.
A labor tribunal is a procedure that aims for a resolution in a relatively short period.
Litigation is a procedure that takes more time but examines the issues in detail.
Which one to choose depends on the reasons for dismissal, evidence, desired resolution, and the company's response.
You need to decide whether to aim for an early monetary settlement or to directly contest the invalidity of the dismissal before proceeding.
Labor tribunals are explained in detail in the following article.
Labor tribunals are explained in detail in the following video.
Lawsuits regarding unfair dismissal are explained in detail in the following video.
6-5 Protecting your reputation while job hunting
In the case of a Country Manager, legal disputes and job hunting are often pursued simultaneously.
Therefore, a perspective of protecting your reputation is essential.
For example, issues arise regarding how to explain the reason for leaving, who will handle reference checks, and how much of the agreement with your former employer you can disclose.
Being in a dispute with a company does not necessarily put you at a disadvantage when job hunting.
However, it is better to avoid emotional outbursts or criticism on social media.
If the separation agreement contains a non-disparagement clause, you must also be careful about its content.
Chapter 7: Common Questions About Country Managers Being Fired
Finally, I will explain common questions that arise when a Country Manager is told they are being fired.
In foreign-owned companies, because discussions tend to be driven by headquarters, it can be difficult for employees to obtain accurate information.
Please check the items here that are closest to your own situation.
7-1 Q1: Does Japanese labor law apply even if the headquarters is overseas?
If you are employed by a Japanese subsidiary and work in Japan, Japanese labor law is often the issue.
This is because even if the overseas headquarters makes the decision, if the employer is the Japanese subsidiary, it must be considered as an employment relationship within Japan.
For example, even in cases where the US headquarters decides on a 'position elimination,' how the Japanese subsidiary terminates the employment contract is a separate issue.
A decision by headquarters alone does not automatically allow for the dismissal of a worker in Japan.
7-2 Q2: Are dismissal regulations weaker for Country Managers because they are management?
Being in a management position does not mean that dismissal regulations disappear.
The term 'managerial supervisor' is a concept that primarily becomes an issue in the context of working hours and overtime pay.
Regarding dismissal, as long as you are an employee working under an employment contract, a reasonable reason for dismissal is required.
However, Country Managers have significant responsibilities and are held to high expectations.
Therefore, the specific expectations set by the company and the extent to which the individual achieved them will be examined in detail.
7-3 Q3: If I am told "you are fired today," do I not have to come to work?
First, you should confirm what the company means by "fired today."
This is because the appropriate response changes depending on whether it is a dismissal, a recommendation to resign, or garden leave.
For example, there are cases where the company is only saying they will "cut off access starting today" while still paying your salary.
On the other hand, there are cases where they are saying the employment contract ends today.
Since forcing your way into the office can lead to trouble, it is better to indicate your willingness to work in writing and confirm the instructions rather than trying to enter the building by force.
7-4 Q4: What is the typical market rate for a severance package?
There is no legally fixed market rate for a severance package.
However, at foreign-owned companies, negotiations are sometimes based on several months' worth of salary.
For example, cases involving around 3 to 12 months' salary are sometimes discussed.
Depending on your position, annual income, length of service, the weakness of the grounds for dismissal, the time until you find a new job, and the terms of the separation agreement, a longer period may be subject to negotiation.
However, you are not guaranteed to receive that amount.
You should not judge based solely on the initial offer and need to verify the materials available for negotiation.
7-5 Q5: Will I be at a disadvantage if I refuse a PIP?
Simply refusing a PIP can sometimes make you look bad.
This is because the company may claim that you "did not cooperate even though you were given an opportunity for improvement."
However, you do not necessarily have to agree to a PIP that has unreasonable content.
For example, if there are unattainable goals, unclear evaluation criteria, a period that is too short, or a lack of necessary support, you should raise questions or objections in writing.
Instead of thinking in terms of a binary choice between "refusal" or "agreement," it is necessary to respond while keeping a record of the problematic points.
7-6 Q6: Can I still contest an unfair dismissal if I am registered as an officer?
If you are registered as an officer, you must first confirm your contractual relationship.
This is because if it is a delegation contract as a Representative Director or Director, it may be a matter of removal from office rather than unfair dismissal.
However, there are cases where one holds the status of an employee while also being an officer.
For example, even if you are registered as a director, there may be a separate employment contract where you received specific work orders from the company.
In this case, there is room for the issue of worker status to be raised.
It is necessary to make a judgment by looking at the registration, contract, compensation, and actual work conditions.
7-7 Q7: Will fighting it put me at a disadvantage in my next job search?
Fighting it does not necessarily mean you will be at a disadvantage in your next job search.
However, you must be careful about how you proceed.
For example, the content of your communications with the company, how you describe the reason for leaving, how references are handled, and your social media activity can affect your job search.
When creating a separation agreement, you should also consider including provisions for reference handling and the description of the reason for leaving.
You need to choose a path that protects your legal rights without leaving a mark on your future career.
Chapter 8: Consult Liberty Bell Law Office for Unfair Dismissal at Foreign-Owned Companies or for Management Positions
For unfair dismissal at foreign-owned companies or in management positions, please consult Liberty Bell Law Office.
This is a highly specialized field, so not just any lawyer will do.
It is necessary to analyze the legal outlook and then formulate an appropriate strategy based on your own intentions.
Liberty Bell Law Office focuses on dismissal and severance recommendation cases, and has accumulated overwhelming knowledge and know-how, especially regarding unfair dismissal issues at foreign-owned companies and for management positions.
The initial consultation is free, so please feel free to contact us first.
Contact Us – Liberty Bell Law Office
Chapter 9: Summary
Even if you are told as a Country Manager that you are fired, you should first stay calm and confirm your contractual relationship and the company's notification content.
If you are working under an employment contract, Japanese dismissal regulations apply even if it is a foreign-owned company.
Even if there are issues like failure to meet performance targets, position closure, deteriorating relations with headquarters, or allegations of harassment, these do not automatically make a dismissal valid.
In particular, your actions before signing a separation agreement or release letter will influence subsequent negotiations.
You should check your certificate of reason for dismissal, employment contract, offer letter, job description, performance evaluation materials, KPIs, PIPs, emails, chats, compensation regulations, and RSU regulations as soon as possible.
After that, you will need to consider whether to aim for reinstatement and back pay, or to pursue a financial settlement that includes a severance package, garden leave, bonuses, RSUs, and references.
The firing of a country manager involves more negotiation items than a typical dismissal.
Even if you are strongly pressured to resign by headquarters or HR, I recommend that you do not sign anything immediately and instead consult with a lawyer who specializes in labor issues at foreign-affiliated companies.
The following articles should also be helpful, so please take a look.