Micromanagement Culture at every level and every function - Anonymous employee Rexel Group Employee Review

1.0
Nov 13, 2023
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Can't think of any that is why I left!

Cons

Where to begin. I watched the culture over 5 years go from bad to worse, embedded from the top down. Saw many restructures, redundancies and lack of communication or respect for the people. I spoke to branch staff daily who were over worked, highly stressed, unappreciated and micromanaged, all whilst being told they were being looked after because the CEO had given them new toilets. A really weird obsession with toilets from all of the exec management team. I saw structural changes happen, fail, then go back to the old way, then get restructured again. I watched good people leave (and still seeing them leave) without any recognition for the number of years service (or in some cases their whole lives were given to Rexel). Usually they were frogmarched out of their roles and slagged off by everyone and HR because they had decided to leave. I watched people give their lives to a company, lose out on family time for nothing, at the end of the day you are nothing but a number and oh so easily replaced.....or not, it depends if you are allowed to recruit or if it is deemed a critical role. I've seen nonsense head office roles be created, to deliver absolutely nothing then get made redundant 12 months afterwards. I don't see any longevity in this company, it seems to be deskilling all of its staff, and turning everyone into Yes people. The company is actually a laughing stock in the industry.

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5.0
Jul 6, 2026
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Pros

Amazing team and atmosphere that made coming into work enjoyable

Cons

The base pay could have been more competitive with the industry across the board

2.0
Jul 2, 2026
Recommend
CEO approval
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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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