DuPont Jobs in Pass Christian, MS

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DuPont Chairman & CEO Ellen J. Kullman
Ellen J. Kullman
236 Ratings
  • Good plant experience with lack of respect toward/among employees

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    Former Employee - R&D Engineer in Edgemoor, DE
    Former Employee - R&D Engineer in Edgemoor, DE

    I worked at DuPont full-time (More than 5 years)

    Doesn't Recommend
    Negative Outlook
    No opinion of CEO
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO


    I had a couple of years in the titanium dioxide business. The process is very complex thus giving the opportunity for engineers to learn a lot. The plant operating philosophy with regards to PSM is well documented. Maintenance procedures are well documented. Good opportunity to gain meaningful experience at a union site. The site is a tough place to work at. You will develop your character at this site which is critical to have further success in your career. Important metrics were shared on a dashboard for everyone to see. The R&D department had a potluck at the end of the year to help with teamwork and collaboration.


    Chemours used to be part of DuPont. One of DuPont's core values is "respect for people". Respect for people was lacking at the northeastern titanium dioxide plant site. As a bilingual speaker (Spanish and English), I was told to go read the "Mexican procedures" written for the business' Mexican plant site when I asked for mentoring and coaching. While competition is a good thing for business, the environment at the site was competitive to an unhealthy toxic level. People keep information to themselves to make themselves look good, the mentoring was not very good, backstabbing from an operations engineer towards the R&D department/manager was rampant retaliating over a bad review he got many years ago from the R&D Manager, other operations folks openly mocking my supervisor, disrespectful operators yelling at you and threatening to skip your meetings. Interns and early career engineers start a lower salaries when compared to other businesses within the company. For a business that made a LOT of money in 2010 and 2011, it seems like exploitation that their expectation is for people to work 55 to 60 hour weeks. They will label you as unreliable if you don't work that many hours which could hurt your career advancement opportunities if there is an oversupply of engineers when you are trying to switch roles. If there are more roles than talent available, then you should be fine as long as you are appraised as a successful performer. It is not worth the effort to work that many hours for less than a 3% yearly salary increase, specially considering the record profits they had in 2010 and 2011. Early career Promotions only earn you about 4% and you get them every 2 to 3.5 years depending on your level and performance. You are trading 50% more of your time (if you work 60 hours vs. 40 hours) to get low single digit raises. It is not worth it. Instead, skip meetings that aren't helping you meet your yearly objectives to increase productivity. I determined that I had on average 8 hours of meetings a week out of which I could cut out 6 hours to increase my productivity, which I did. Another problem plaguing the company is the poor execution of their high quality engineering standards and policies. There is just not enough people to execute the standards and policies like they want to. First party audits often don't catch the execution gaps because the audit scores affect site leadership pay, thus site leadership strongly influence the auditing process.

    Advice to Management

    The culture at plant sites reflect upon you.

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