Rexel Sweden – A cultural journey towards change and collaboration
In the autumn of 2021, Rexel Sweden identified the need to build a stronger, more cohesive company culture – one that would support business goals and engage employees. The starting point for this transformation was gaining a deeper understanding of the organisation’s cultural landscape and how leadership could evolve to meet future demands.
The first step was a cultural assessment to establish a baseline. Surveys, interviews, and focus groups helped pinpoint strengths and areas for development within the organisation. The process then unfolded in several stages, involving everyone from the management team to employees across branches and distribution centres.
The journey in brief:
- A cultural assessment was conducted. The results provided a solid foundation for change, with immediate impact.
- Workshops with senior management, in order to clarify the current state, goals, and future direction.
- At the leadership conference, findings were presented, followed by an inspirational talk on Leading Through Change and collaborative exercises. The Rexel Way framework was introduced, along with a digital training game focused on dilemmas and decision-making.
- Leaders got training & tools. Managers received support and practical resources to take the dilemmas to their teams and work with them.
- The Leadership forum marked the launch of Rexel’s Purpose initiative in Sweden, featuring Walk & Talk activities and the development of an Employer Value Proposition (EVP).
- At a new leadership conference, Rexel Group’s global Purpose and core values were introduced. The My Energyconcept was launched to strengthen employees’ connection to the company’s purpose.
- Company-wide engagement. My Energy images and value posters were shared across the organisation and on LinkedIn, while workshops, leadership support, and integration activities continued.
The process spanned around three years and is still ongoing, with regular thematic discussions on workplace challenges, called dilemmas.
Nudging: Purpose & values
Dilemma video
The results:
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More engaged leaders and employees: Managers now have digital and physical tools to strengthen their teams, while employees have actively contributed to fostering a sense of pride.
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Established methodology: The Rexel Way and dilemma-based decision-making are now widely recognised across the organisation.
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Stronger internal pride and external visibility: Employees have taken the initiative to share their My Energy images on LinkedIn, amplifying the company’s culture.
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A culture aligned with business goals: Leadership and culture are now embedded in everyday operations, ensuring they support Rexel’s strategic direction.
”“We haven’t just raised awareness among senior management and leaders—we’ve also developed tools that make it easy to keep working on these topics. The approach has evolved over time and is now a natural part of our business, reflected in the pride and engagement we see both internally and externally.”
– HR Manager, Rexel Sweden
