Crooked Company Executives - Engineer II Duke Energy Employee Review

1.0
21 Mar 2016
Recommend
CEO approval
Business outlook

Pros

Good 401k plan that will match you 6%. Paid holidays. Good training classes are offered to get qualified. Plenty of things to learn

Cons

Once Duke bought out Progress Energy, the corruption begain in full force. The legacy Progress Energy CEO (Bill Johnson ) was now in charge of Duke. However, that was short lived and lasted less than a day. The company released him and gave him $44 million dollars. This was all over the news with a multitude of negative criticism. Fast forward in time which brings us to our new CEO Lynn Good. During 2014, the Dan River Coal Ash spill occurred which had significant repercussions and legal fines. During the year 2015, the CEO'S salary more than doubled along with several substantial increases to the executives salary. All can be easily found doing a Google search. The first day of 2016 the company invoked a substantial cap on the amount of overtime hours you can get paid for when supporting planned or emergent plant outages. This was a new policy the executives enforced to save the company money. In addition, several non executive positions have been cut and will not get replaced. Be warned...

Explore other reviews about Duke Energy

5.0
25 June 2026
Recommend
CEO approval
Business outlook

Pros

Good work environment, with everyone willing to help you learn.

Cons

Many departments are understaffed which leads to increased time pressure.

3.0
15 May 2026
Recommend
CEO approval
Business outlook

Pros

Strong job stability in a regulated utility environment, along with competitive pay and solid benefits package. My immediate team is genuinely supportive and collaborative — we work well together and have each other's backs. The work itself offers a sense of purpose given the essential nature of the industry.

Cons

Upper management operates with limited transparency and decisions flow strictly top-down, with little visibility into the reasoning behind strategic choices. The compensation structure does not differentiate for high performers — annual raises tend to land at or below inflation. Work groups across the department are heavily siloed, which limits cross-functional collaboration and slows knowledge sharing and adds frustration.

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