Every response to an Employee Opinion Survey represents a colleague's experience at work. Behind every score is a colleague celebrating what's working, sharing a challenge or highlighting an opportunity to improve.
Nearly 90 percent of RELX employees took part in the 2025 Employee Opinion Survey (EOS), offering honest feedback about what helps them do their best work - and where we can do better. The survey provides valuable insight, but its greatest impact comes after the results are shared. Meaningful change happens when leaders listen, act and keep colleagues informed about the progress that follows.
Across RELX, leaders are using the survey as the start of an ongoing conversation. Rather than trying to solve every issue at once, they're focusing on the areas they can influence most, working with their teams to understand the reasons behind the feedback and embedding improvements into everyday ways of working.
From creating more opportunities for recognition and career development to strengthening psychological safety and improving collaboration, these stories show how making every voice count is helping build stronger teams across RELX.
Listening beyond the survey
"The most important aspect is closing the loop." - Paolo Brigati
For Paolo Brigati, Director of Software Engineering in Risk, the EOS results highlighted the importance of clarity and fairness around performance and recognition.
Rather than trying to tackle every issue at once, Paolo and his team focused on a small number of actions they could directly influence. They introduced regular 'wins and recognition' moments, clarified performance expectations and strengthened development conversations.
"The most important aspect is closing the loop," Paolo says. "Clearly communicating what we heard, what we are acting on, and what may take longer to address."
By embedding these conversations into existing one-to-ones and team meetings, the changes became part of everyday working life, not another initiative competing for attention. The result has been clearer expectations, more visible recognition and stronger conversations about development.
Paolo Brigati
Director Software Engineering, Risk
Ireland
Looking beyond the numbers
"The numerical scores tell us where to focus. The conversations help us understand why people feel the way they do." - Akiko Sumikawa
Akiko Sumikawa, Head of Transfer Pricing, Corporate, UK (Top left); Jon Henderson, Head of Employment Taxes, Corporate, UK (Top right); Trevor Gladwin, Head of Tax Operations and Indirect Taxes, Corporate, UK (Bottom left); Mary Ann Horgan, Vice President, US Tax (Bottom right.)
Turning feedback into action often starts with understanding what sits behind the scores.
For Akiko Sumikawa, Head of Transfer Pricing, and her colleagues Jon Henderson, Mary Ann Horgan and Trevor Gladwin, who lead people initiatives across the RELX Corporate Tax function, the survey is more than a set of results - it's an opportunity to better understand employees' experiences.
Working in a business where increasing tax complexity leaves little spare capacity, the group deliberately shares responsibility for people initiatives to ensure they can dedicate time to listening, analysing feedback and following through on actions.
While the survey data helps identify priorities, they know the comments often tell the richer story. "We look at both the numerical scores and the free-form comments," Akiko explains. "Sometimes the comments can be difficult to interpret, so we create opportunities to explore them together."
Using dedicated sessions during Tax-wide calls, colleagues discuss the results through live polls and anonymous whiteboards, allowing teams to ask questions, test assumptions and safely explore the reasons behind the feedback.
In a prior EOS, employees highlighted workload in compliance processes as an area for improvement. Together, the team reviewed long-established ways of working in the US and introduced significant changes to compliance activities. While adapting to new processes took time, subsequent EOS results showed the changes had made a positive difference.
For Akiko, implementing change is only part of the journey. Communicating progress matters just as much. While some people matters must remain confidential, keeping colleagues informed wherever possible reinforces that their feedback has been heard - and acted upon. It's an approach that reminds employees that every response contributes to continuous improvement, and that making every voice count is a shared responsibility.
Turning feedback into action often starts with understanding what sits behind the scores.
For Akiko Sumikawa, Head of Transfer Pricing, and her colleagues Jon Henderson, Mary Ann Horgan and Trevor Gladwin, who lead people initiatives across the RELX Corporate Tax function, the survey is more than a set of results - it's an opportunity to better understand employees' experiences.
Working in a business where increasing tax complexity leaves little spare capacity, the group deliberately shares responsibility for people initiatives to ensure they can dedicate time to listening, analysing feedback and following through on actions.
While the survey data helps identify priorities, they know the comments often tell the richer story. "We look at both the numerical scores and the free-form comments," Akiko explains. "Sometimes the comments can be difficult to interpret, so we create opportunities to explore them together."
Using dedicated sessions during Tax-wide calls, colleagues discuss the results through live polls and anonymous whiteboards, allowing teams to ask questions, test assumptions and safely explore the reasons behind the feedback.
In a prior EOS, employees highlighted workload in compliance processes as an area for improvement. Together, the team reviewed long-established ways of working in the US and introduced significant changes to compliance activities. While adapting to new processes took time, subsequent EOS results showed the changes had made a positive difference.
For Akiko, implementing change is only part of the journey. Communicating progress matters just as much. While some people matters must remain confidential, keeping colleagues informed wherever possible reinforces that their feedback has been heard - and acted upon. It's an approach that reminds employees that every response contributes to continuous improvement, and that making every voice count is a shared responsibility.
Akiko Sumikawa, Head of Transfer Pricing, Corporate, UK (Top left); Jon Henderson, Head of Employment Taxes, Corporate, UK (Top right); Trevor Gladwin, Head of Tax Operations and Indirect Taxes, Corporate, UK (Bottom left); Mary Ann Horgan, Vice President, US Tax (Bottom right.)
Creating space for every voice
"Don't rush to solve the problem. First, help the team see the problem." - Li Long
While Akiko's team focused on understanding the 'why' behind employee feedback, other leaders found that the most meaningful improvements often started with individual conversations.
For Li Long, Senior Sales Manager at RX China, one survey result stood out: employees felt safe to make mistakes. For a sales team, where learning from failure is essential, that was something worth protecting.
Another finding highlighted opportunities to strengthen inclusion. Through one-to-one conversations, Li discovered that many feelings of exclusion weren't intentional - they stemmed from everyday misunderstandings.
Instead of focusing on individuals, the team focused on behaviours. Together they introduced ten minutes each week to openly discuss moments where someone had felt overlooked or misunderstood. Because the approach was designed with the team rather than imposed on them, it quickly became a valued habit.
Three months later, two colleagues who had previously struggled to work together had become trusted partners, improving both collaboration and performance.
Her advice to other leaders is simple: "Don't rush to solve the problem. First, help the team see the problem."
Li Long
Senior Sales Manager, Exhibitions
China
Opening doors for growth
"Different people need different approaches." - Lucia Franco
Lucia Franco
Publishing Director, STM
Netherlands
For Lucia Franco, Publishing Director at Elsevier, the survey highlighted another important theme: career development.
Some team members couldn't clearly see opportunities to progress. Lucia recognised that career ambitions develop at different speeds, so rather than taking a one-size-fits-all approach, she held individual conversations about aspirations, mentoring, secondments and lateral career moves across Elsevier.
For some colleagues, simply discovering opportunities beyond their immediate team opened up possibilities they hadn't previously considered.
One colleague chose to undertake a secondment in another business area before returning with broader experience, new skills and greater confidence about her future career.
"The one thing that helps me the most is to listen to my team members, really listen to what they are saying," Lucia says. "Different people need different approaches."
For Lucia Franco, Publishing Director at Elsevier, the survey highlighted another important theme: career development.
Some team members couldn't clearly see opportunities to progress. Lucia recognised that career ambitions develop at different speeds, so rather than taking a one-size-fits-all approach, she held individual conversations about aspirations, mentoring, secondments and lateral career moves across Elsevier.
For some colleagues, simply discovering opportunities beyond their immediate team opened up possibilities they hadn't previously considered.
One colleague chose to undertake a secondment in another business area before returning with broader experience, new skills and greater confidence about her future career.
"The one thing that helps me the most is to listen to my team members, really listen to what they are saying," Lucia says. "Different people need different approaches."
Lucia Franco
Publishing Director, STM
Netherlands
Improving the system - not just the pace
"Speed is about improving the system, not asking people to work harder." - Deepak Senthilkumar
Technology teams often face pressure to deliver quickly.
For Deepak Senthilkumar, Senior Director of Software Engineering in Legal, the EOS reinforced an important truth: speed should come from improving the system around people, not simply asking them to work harder.
His team focused on clearer priorities, greater transparency, practical AI training to reduce repetitive work, and more realistic conversations about workload. Rather than asking colleagues to move faster, the emphasis was on removing friction and giving teams the tools, clarity and support they needed to do their best work.
The result has been a healthier operating rhythm, where colleagues feel more comfortable raising concerns early, discussing trade-offs openly and helping shape better ways of working together.
Deepak Senthilkumar
Senior Director Software Engineering, Legal
US
Building resilience together
"Always remember that you were once in their position, and lead with that perspective in mind." - Mark Sesbreno
Mark Sesbreno
Senior Supervisor Tax, REPH
Philippines
For Mark Sesbreno, Senior Supervisor, Tax in RELX Philippines (REPH), the survey reinforced the importance of creating a supportive and trusting team environment.
When employees highlighted workload as a challenge, Mark and his team reviewed capacity and identified opportunities to share knowledge more effectively. Team members led cross-training sessions, becoming subject matter experts and helping colleagues build skills across different processes.
The approach not only eased pressure during busy periods but also strengthened business continuity, increased confidence and enabled the team to take on greater responsibilities.
"As a former individual contributor, I understand what it's like to be on the other end," Mark says. "Instead of giving empty promises, I provide a realistic perspective of what is achievable."
For Mark, meaningful action also means being honest about what is within a manager's control while ensuring employees receive regular updates on progress. That openness has strengthened trust with both his team and stakeholders while helping colleagues feel supported as they adapt to change.
For Mark Sesbreno, Senior Supervisor, Tax in RELX Philippines (REPH), the survey reinforced the importance of creating a supportive and trusting team environment.
When employees highlighted workload as a challenge, Mark and his team reviewed capacity and identified opportunities to share knowledge more effectively. Team members led cross-training sessions, becoming subject matter experts and helping colleagues build skills across different processes.
The approach not only eased pressure during busy periods but also strengthened business continuity, increased confidence and enabled the team to take on greater responsibilities.
"As a former individual contributor, I understand what it's like to be on the other end," Mark says. "Instead of giving empty promises, I provide a realistic perspective of what is achievable."
For Mark, meaningful action also means being honest about what is within a manager's control while ensuring employees receive regular updates on progress. That openness has strengthened trust with both his team and stakeholders while helping colleagues feel supported as they adapt to change.
Mark Sesbreno
Senior Supervisor Tax, REPH
Philippines
Across every story, the approach is remarkably consistent. Leaders start by listening carefully. They take time to understand the reasons behind the feedback, focus on the areas they can influence, work with their teams to identify one or two meaningful improvements, and then communicate what has changed.
The strongest action plans don't try to solve everything at once. They build trust by showing colleagues that their voices lead to real conversations, visible action and continuous improvement. That's how every voice counts - and how stronger teams are built across RELX.
What will you do next?
If you're a people manager, take another look at your team's EOS results. Ask yourself, and your team, one simple question: What's one meaningful action we can take together over the next month?
The 2025 Employee Opinion Survey may have started the conversation, but it's the actions that follow that make the difference. By listening, responding and keeping colleagues informed about progress, leaders across RELX are demonstrating that every voice matters - and that when every voice counts, everyone benefits.