UL Solutions reviews

It’s not all roses and daisies Pressure packed. The high performance culture is great to encourage max effort from staff, but this can and does drive the wrong behavior at very high levels. This has been an issue for years. There is so much pressure on engineers and lab technicians to perform that many times the overall company mission (product safety) is an after thought to revenue drivers, (billing, income and getting it done). Work quality can suffer. Figure out how to get it done as fast as you can. In the most terrible incarnations, work is fudged. (Engineers don’t review work like they should, tests not ordered up that would otherwise be applicable). Relationships across departments can be very toxic. There is so much pressure on Field engineers to perform and they aren’t given a to. Of support from office staff and management who call on them to do more. Every single day staff are reminded of the AEIP payout in some way shape or form, from Team Leaders, Managers, Directors, General Managers. Very old ways of thinking on the levels where the work gets done. While all the right messages are communicated from the CEO, the way things actually operate and get done is totally different. Seems if all staff did what the the CEO said to do they would get fired! No doubt in my mind. Lower level management mindsets are very old, conservative, and stuck in the 1950s in many areas, where as some are modern. There is a huge disconnect in the messages here. The wave of the future is to build and utilize data analytics in decision making. On the lower management levels it’s clear they think this is not important. The people who are doing the work think they are the ones saving the company from the leaders who don’t know what they are doing, and the leaders have the same mentality just vice versa. This creates an us versus them mentality. Lots of opinions, personalities, politics, but not much in the way of science driving decisions. Very questionable decisions made and it shows. Career growth prospects and transferable skills If your role is a computer programmer and you are using a specific programming skill, (SAP, SQL, R, etc.), than those skills are transferable from job to job. But many of the skill sets developed for other positions are very specialized and the level of transferable high value skills, (not counting people management, coaching mentoring, training), are questionable. For engineers the positions are technical in that they require specialized knowledge of certain product construction features, tests, or standard requirements but most positions staff won’t be using a lot of that university degree knowledge. Perhaps this is different for some of the business positions, (marketing, sales, advertising). This can make getting another job somewhere else other than UL that requires engineering work experience difficult. The corporate park is in a nature setting and there are animals, (large intimidating birds like vultures, and snakes, deer, foxes). Comes into play if you park far away from the building and it’s dark when you leave to go home. I’ve been stared down by a fox while walking to my car on a dark afternoon after work. I will also confess helping a turtle get back to a stream that was in the middle of the parking lot. Occasionally, field mice enter the building and run around the halls or your office.

When you are salary certain managers want you to work 9+ hour days and gets upset if you don't volunteer to work Saturdays. They take advantage of you and work you to the ground. Also pay is low for the amount of work they expect.