Give a wide berth - ESG Consultant SLR Consulting Employee Review

1.0
21 Jan 2025
Recommend
CEO approval
Business outlook

Pros

Great people at a delivery level, goes downhill from upper management and above, just working to protect themselves and line the pockets of the investors!

Cons

On the face of it, SLR is all about its people and sustainability. In reality, its people are just a number billing level, with unrealistic targets set, management with their heads in clunky reporting systems, with no idea what actually what their staff actually do. High levels of redundancies through increased acquisition of new businesses, and colleagues “disappearing” with no notice when unrealistic targets aren’t met. Unsustainable high rates charged out to clients, to line the pockets of its investor Ares, through substantial profits on every client facing consultant, make it impossible to win work, making it even harder to meet targets. Lack of admin support, to maintain their chargeable time targets, consultants end up working into the evening, weekends, and during their annual leave to get invoices and proposals out! Annual leave allowance is poor, 25 days, including bank holidays, and forced to take Christmas week off! This does not respect the diversity for those of us that don’t celebrate Christmas for religious reasons! Several major takeovers, with shoddy integration, solely to increase the value of the business.

Explore other reviews about SLR Consulting

5.0
19 Mar 2026
Recommend
CEO approval
Business outlook

Pros

Good values, Competative pay, good benefits

Cons

Demanding work, large organization burocracy

3.0
26 May 2026
Recommend
CEO approval
Business outlook

Pros

On the ground floor there are really good people who are supportive of one another and it does feel like family There is opportunity to grow if you are ambitious and willing put yourself out there - employees often switch groups, relocate or get to work on projects in other parts of the globe Very flexible - many employees are fully remote

Cons

Uneven compensation structure between groups and within groups Inconsistent procedures/ collaboration between global regions Business growing too big too fast; poor acquisition onboarding Senior personnel from legacy companies not willing to adapt and change (I.e. sell to new clients/sectors, adopt new processes/procedures that are more scalable, etc) At times dysfunctional - employees and leadership on different waves lengths, poor communication of vision, competing priorities or goals Too much time spent creating add-on software to automate Finance, HR, Project Management rather than improving preexisting technology

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