How the company responds to critique is telling - Anonymous Employee Wood Mackenzie Employee Review

Thank you for laying this out clearly. Given you’ve highlighted areas where our external responses aren’t landing as they should, I’ll respond directly. You’re right that responding to reviews or running surveys isn’t the same as acting on what people are telling us. If some responses have sounded formulaic, that’s something we can improve. I’ll do my part to make our replies more straightforward, and I will make sure other colleagues who respond here will do the same. We’ll also focus on being clearer about what’s happening internally. One example: since moving to quarterly surveys, each function and segment has been working to communicate more directly with their teams because clarity was a repeated theme in feedback. We can’t commit to delivering every change people request, but we can commit to listening, feeding it into our decision‑making, and being clearer about what we are and aren’t able to do. On Glassdoor specifically: the purpose of these replies is to acknowledge concerns publicly, point people toward the parts of the business that maybe able to help, and allow us to ingather feedback to share. We do share monthly overviews with leadership so trends and issues aren’t missed and with the intention that the feedback helps drive change. On workload and remuneration: these topics always involve a mix of reality and perception (an example: someone may think that they are not paid at market level when analysis would say they are. To be clear: I'm absolutely not saying that is the case with any reviewer here just using an example where someone has a perception that differs from the reality in terms of pay). As you note, these aren't just comms issues but concerns that team-mates feel very genuinely. We continue to raise them internally when they’re raised here. A recent concrete step on workload: the latest line manager briefing included guidance on managing for wellness which gave a managers a range of options to help their teams and team-mates. It’s a starting point, not a full solution, but it’s one immediate action taken because of recurring workload concerns. On escalation routes: your point is fair — sometimes people will have already raised issues and haven’t seen progress at the pace they expect. That said, people sometimes come to Glassdoor first. Given that we cannot know if someone has raised concerns already, and while I understand and take on board the criticism, I do think it’s right to point to the internal routes in case they haven’t been used. On surveys and feedback channels: agreed — they’re tools, not achievements. Their value depends on visible outcomes. Where that connection isn’t clear, we can do more to communicate decisions and progress in a more direct way. Thank you again for the candid review.