Not the company that hired me 10 years ago. - werkgeversreview Senior Production Engineer bij Dow

3,0
30 dec 2008
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

The gulf coast sites are less formal and more laid-back than the Midland MI site. Safety and environmental issues are treated very seriously.

Minpunten

Compensation and benefits are average for a company of this size, but better than many smaller chemical companies. A 9/80 work schedule was only implemented after significant talent left the company. Dow Chemical is a follower, not a leader in compensation and benefits. Advancement is based primarily on politics and self-promotion rather than competencies. The bulk of job opportunities are managed outside of the official "JAS" system. As a production engineer, the work-life balance does not exist. The expectation is that you are available 24/7.

Ontdek andere reviews over Dow

5,0
16 apr 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Culture and the technical expertise within the company provide for a working environment where you don't work in silo and everyone is willing to help support you

Minpunten

Administrative systems can be burdensome to overcome.

2,0
22 mrt 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Safety culture, flexibility (although less and less over time). Good health insurance and 401k match

Minpunten

Dow’s recent years illustrate the challenges of trying to simultaneously satisfy Wall Street’s demands for strong financial performance and aggressive DEI (Diversity, Equity, and Inclusion) priorities. The company has heavily emphasized inclusion initiatives, including its openly gay CEO publicly sharing that coming out was one of the best days of his life in an internal communication, along with a notable increase in women appointed to senior leadership roles. Hiring practices reportedly require diverse candidate slates—including female candidates—and diverse interview panels before filling positions. These efforts, while well-intentioned, appear to have contributed to a series of questionable strategic decisions. Employees have borne the brunt through repeated rounds of layoffs (including significant cuts announced in recent years), minimal merit increases often in the 2-3% range, stalled promotions, and little turnover at the top levels of leadership. Senior executives seem insulated from the consequences, potentially overlooking how these factors—including their own leadership—may be central to the company’s ongoing struggles.

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