Overall overview of Rexel Group - Anonymous employee Rexel Group Employee Review

1.0
Jun 21, 2017
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Rexel is a well-known company in electrical distribution. Salaries are above the average.

Cons

Senior HR- After a continous sexual abusement by one of a head officer at the company, she looked at my face, laughed at me and said: "You should get use to it. "- I thought : hmmm, NO, I do not want to get use to it and if this is the way how she handles this problem then I am out. During the termination period they handle you as a traitor, and they do what they can to cut back or take away your well deserved bonus, after 5 years doing your best, leading accounts into success this is all what you deserve. Very slow purchasing and sourcing operation, the efficiency at Rexel is un-known. All the great employees has already left the company. Some veterans are still working there, but it is not so significant anymore as they can not do everything to make this company great again. Talents are leaving usually in 3 to 6 months.

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Rexel Group Response
8y
We invite you to contact one of our ethics correspondents. You will find here their name and contact details: http://www.rexel.com/en/ethic-contact/ Your correspondence will be dealt with in complete confidentiality. Be aware that Rexel encourages free and open discussion and strictly forbids any form of reprisal against an employee who raises or attempts to resolve an ethical issue. Frank Waldmann Group Human Resources

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Cons

Opportunity for advancement Yearly pay raises

2.0
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Pros

Decent company benefits and strong talent at the branch and sales level.

Cons

Gulf regional leadership is not effectively supporting the revenue-producing teams closest to the customer. What often presents as process, training, or accountability instead creates confusion, frustration, and reporting burden for branches and salespeople. When metrics become the focus instead of the support system, they inundate the field with activity, hinder execution, and create friction instead of progress. The company has talented salespeople, branch leaders, and field operators who understand the customers, markets, systems, and daily operating reality, but too many are underutilized while gaps are protected or explained away. That is how performance declines quietly: strong employees disengage, honest feedback gets filtered, and the company starts mistaking activity for execution. This is not a branch-level talent problem; it is a Gulf regional execution problem.

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