* In terms of culture, it was primarily a marketing company, not a technology company. Marketroids made up much of upper management. During new-employee orientation, one of these marketroids would attempt to sell you on the company's mission by redefining the word "loyalty" in such a way that it doesn't involve trust, faithfulness, or any other human virtue.
* The office was aggressively open-plan. Engineers sat shoulder-to-shoulder at long benches, with about enough room for their MacBook and one or two monitors, and that's it. There were no "focus rooms" or other quiet places to get work done, only a few conference rooms (and of course offices for upper management). Engineering shared the same office space with sales, marketing, and the other divisions and the place was constantly loud. Even the receptionist's area was out in the open like this. It was like some of the worst boiler-room recruitment firms I'd seen, but scaled up, and you were supposed to get technical work done there.
* The pace was also aggressive. There was an expectation that new features would be implemented and go into production quickly, and this is also the sort of company where you "commit" to work for the next sprint, you do not "forecast". If what you pledged to do by end of sprint isn't done, you will be given the turd-burgling stink eye at best.
With rewards programs being implemented in that kind of environment, is it any surprise that proper care for things like security is not being done?