- The arrival of a new C-suite has marked a significant shift towards a rigid, hierarchical "1980s mentality," where control and compliance are prioritised over collaboration, empathy, and innovation.
- Senior Management often makes unilateral decisions without consulting experienced employees or involving those directly impacted, eroding trust and morale, and failing to adapt to modern leadership principles and workforce expectations.
- There is a strong preference for "yes people" who align unquestioningly with senior management directives. Employees who raise legitimate concerns, challenge poor decisions or offer alternative viewpoints often find themselves exited out of the business, further stifling innovation and trust.
- Regressive steps to remote working are being undertaken, encouraging people back into the office with minimal rationale, just that the offices are underutilised - no data to back it up, just the CEO citing his 19 year old son's needs to make friends or the MD stating the buildings are pretty.
- A large number of colleagues have faced redundancy across the organisation, demonstrating RS is not performing well. While they are inherently challenging periods that every company goes through, the lack of sensitivity in how they were handled further undermines trust in leadership and reflects a transactional, process-driven approach rather than a people-first mindset. People Services are cold, and the C-Suite is completely disconnected from the harsh reality of their employees' lives, health, well-being and mindset which has flattened morale across multiple areas.
- The approach to major decisions gives the impression of "golf course deals" or backhanded arrangements, with little transparency or evidence of a coherent strategy. This fuels mistrust and a sense that priorities are skewed towards benefiting select individuals rather than the organisation as a whole.
