Berendsen Fluid Power CEO and leadership

While the CEO demonstrates a positive influence and generosity when possible, he is not familiar with the personal dynamics within the branches, including how employees are treated and the real issues they face. He has yet to visit the Sacramento branch and relies on managers to handle day-to-day operations. However, when instances of mistreatment and other concerns are reported to the head office in Tulsa, little action is taken. Additionally, there have been occasions where a branch manager has lodged false claims against employees. Even after these claims are disproven, upper management tends to dismiss the issue, stating that "the statement should not have been reported," without offering any apology for the unexpected meetings and undue stress caused. As a precaution, it is advisable to keep all communications documented in writing. It is common practice to not allow employees the use of unused office to avoid outside temperatures that range from 110 to 30 degrees as the owner may visit (which he has never done) instead, employees must sit in a tiny break room or mostly in their car with the heater or A/C. The purchasing department personnel are generally very patient and supportive, contrasting sharply with the purchasing manager's approach. The manager tends to become aggressive when someone is perceived to be "buying too much product for stock." When inside sales representatives attempt to rectify errors made by her department, she often deflects responsibility by sending emails and making calls to those individuals regarding the sale of the over-purchased items. During these interactions, we typically choose to disregard her comments for a few minutes, and the branch manager will approve the sale while later claiming he had no prior knowledge of it. Upper and branch management adopt a rather unconventional approach to business. Instead of prioritizing customer satisfaction and maximizing profits, their focus is often on adherence to procedures, sometimes at the expense of profitability. This emphasis on processes significantly slows down operations, resulting in longer processing times for requests and extended wait times for customers. Upper management mandates thorough documentation of every transaction and requires that any customer status requests be posted—allegedly to ensure continuity in the event of unforeseen circumstances, such as a catastrophic incident affecting the branch such as 747 crashes into the branch. This perspective refle

Medical benefits

Leaving

Is fair and generous when possible.

Replace all management in the Sacramento area.

Get in your car and drive as far away as possible and don’t answer the phone for a week and avoid any contact.

Berendsen for power is an antiquated company using prehistoric hardware and software with no online presence whatsoever, many of the staff do not know the geographic locations of the branches.

Berendsen fluid power tends to hire younger staff to pay them less and rotate the tenured staff out, some managers do not enjoy diverse races working with them.

I enjoyed working with the customers, which is always the easiest part working with Berendsen’s management outside sales was the real challenge. The work itself was very easy, but internally the strive was great.