Nonexistent leadership - Mitarbeiter (anonym) bei RVU: Mitarbeiterbewertung

The office is nice, my team is pleasant.

They don't trust their employees - you're treated like a child with a million rules to follow and you need approval for absolutely everything. Office aircon doesn't work but they still want everyone to go to the office. Absolutely no company culture. The office is deathly silent and nobody bothers to get to know colleagues. Leadership don't bother to get to know the people who work for them and love the sound of their own voices. No chance of promotion even if you do the same work as people senior to you. Work is very very boring and repetitive. The HR team are useless and insert themselves into anything and everything unnecessarily.

They're are a lot of great hard working people, who are friendly and easy to get a long with. Cardiff office does have a good atmosphere and is quite welcoming for. most people. London office is similar but doesn't quite match Cardiff's ideals of work/life balance. Lots of great benefits, especially for mental, physical wellbeing.

During my time at RVU, there were several instances of bullying among staff, particularly within the Cardiff marketing and data department. This contributed to a negative office environment, which was especially difficult for more introverted employees who may have struggled to speak up. Upper management often came across as cold, aggressive, and uncoordinated, with little sense of a clear or consistent direction for the company. Rather than investing time in creating work that was genuinely functional or forward-thinking, there was a strong emphasis on speed. Staff were frequently pressured to deliver high-quality work within unrealistic timeframes, often while workloads were poorly distributed and corners were being cut. This approach created a consistently stressful working environment. I observed a pattern in which employees were placed on Performance Improvement Plans (PIPs), roles were not replaced when staff left, and responsibilities were redistributed among existing team members, effectively increasing workloads whilst expecting polished work.