No work life balance, everything is a fire of the day and most are caused by lack of poor planning or by thinking they know it all. Ex: setting a system up and then it doesn’t work because they thought they knew more than the SI they hired for S2P. They even question the big four consultant firms that are brought in as advisors. Closed minded and very resistant to change-even if it makes their job easier.
The Executive C-level Team was all previously managers before the divestment so half of them have NO idea how to act like a leader or to practice what they preach as the sites values. They are divided, can’t seem to get along, and a few are very immature as grown adults. In a budget meeting the VP flipped out and was screaming at the CFO who was asking him why his wife signed IT contracts and was questioning cost. Imagine that…a CFO asking questions about spend! Its as if they forgot was the F stood for in her title. based on the lack of actions the CEO and CHRO took in regards to the situation, it has the rest of the Executive team divided.
. Onboarding is extremely long, and if you turn in a 2 week notice, the only off boarding you get is a link to an exit survey. You have to request a meeting to ask about benefits, vacation payout, last paycheck, w2 and phone # after your departure etc. Sometimes they also forgets to process payroll for the entire company. TWICE since divestment.
The safety and maintenance group constantly raise concerns about how things are broken or nearing end of life, yet the site doesn’t invest in it.
If you’re lean principle minded,find somewhere else, this site is stuck on doing manual processes, as it was job security for them in the Shell days when it came to layoffs. They have spreadsheets for everything. Such as a vendor list that someone manually updates every day, I mean, why do you have an ERP or Coupa then? Isn’t that the keeper of supplier records?
For IT there is no one in C-level/VP that has IT knowledge to help get the message through related to any cyber security Risk, policies or basic IT procedures. The VP of technology claimed he is the CIO, had NO experience in information technology. A lot of leadership has trust issues in their staff, so they add themselves to every item, which leaves no one doing Executive tasks.
Corporate Pemex is limited to be able to be involved, often if IT would just do things the way that Pemex IT does it or use that as a foundation majority of the problems would be solved instantly. They had non-IT background and the VP technology create processes. Anyone in IT knows that ARB stands for architecture review board. Why did they create it to be an application review board with procurement processes inside it along with sitewide approval? ARB is an internal IT process related to the IT environment and a IT checklist. This is just an example of the simple but complicated challenges you will face that are standard ITIL.
Bonuses are based off the BPF, but after that only a minimal margin get above the standard and that goes all the way up to the executive decision so it’s not based on performance, but based on who you know and who you’re connected to. It also isn’t across job levels/depts but at the VP/C-level.
Contractors have been there for over 10 years, others have been senior or leads for over 20. So look into your career path before you accept an offer and make sure it’s a position that will get you the advancement if it is important to you.
