Utility Warehouse Reviews

- Getting a good supervisor/manager is extremely rare - Limit on how many children you can bring to summer party (unfair for those who have more than 3 children), the limit was rolled out to all staff with no proper explanation as to why - You can at times feel like a robot or a child being told when you can take a break (to the minute!) being reprimanded for being off the phone for more than 2 minutes after a call. - They say they value their customers but when you're actually in the call centre it is very much a quantity over quality approach - Promotions are definitely NOT given based on merit - From when I started in 2014 to when I left in 2016 the training team had been talking about changing the way they mark employees as one size doesn't fit all but this was never implemented. - There's even favouritism in call-marking! - There is a real 'us' and 'them' culture between departments in the call centre and those in the back office. - You are trained to never end a call no matter how abusive a customer is being to you. - Supervisors like to avoid taking escalated calls.

Utility Warehouse (UW) was once a company that prided itself on supporting its employees, fostering a positive work environment, and championing staff morale. Unfortunately, in recent times, it has become evident that these values have taken a backseat. The most significant issue is the lack of genuine care for staff well-being. Decisions are often made without considering their impact on employees, leading to an environment where staff feel undervalued and unheard. Many long-serving team members, who once praised UW for its supportive culture, now express deep disappointment at how far the company has strayed from its roots. Low morale has become a common sentiment among employees, and it's clear that leadership is either unaware or indifferent. Despite feedback from staff, there seems to be little effort to address or acknowledge these concerns. The disconnect between management and the broader team is growing, leaving many to feel like just another cog in the machine rather than valued contributors. While the company still operates effectively in terms of delivering services to customers, the internal culture is suffering greatly. If Utility Warehouse wants to retain its talent and rebuild the loyalty and enthusiasm it once inspired in its workforce, it must start prioritizing the people who drive its success. Until then, UW risks losing the very foundation of what made it a great place to work: its people.