Element Fleet Management Reviews

There is a SCREAMING disconnect between the leadership team (VP and above) and the employees - ranging from company direction/strategy, RTIP, pay & bonus structure, and advancement opportunities. Leadership - the new CEO, Laura should be fired. She has made new VP, SVP and EVP appointments that primarily consist of her previous connections and colleagues at CIBC. From appointments to the Board to new positions being created, Element is becoming CIBC and incredibly top-heavy. Those additional leadership layers have made communication around strategy and business initiatives almost impossible to the lower levels of the organization. The leaders are more focused on one-upping one another and staying in Laura's good graces rather than helping the teams below them succeed. A recent Town Hall consisted of Laura interviewing 2 new leaders about absolutely nothing, when employees wanted to hear, were HOPING to hear, some type of direction, some type of acknowledgement of what's been going on and recognizing that we, the employees, are NOT ok. It's like leadership is blind to what the employee is feeling/experiencing - which couldn't have been more obvious in the Employee Engagement survey results. Employee Engagement survey results were disastrous. We tried to be open and honest about what was going on and how we were feeling. You would think that with scores like that, the EXE would have paused and said "what are WE doing wrong?". Instead what was said is "you managers are not doing a good job and therefore, your rating will not reflect the great work you have done this year, but instead, will reflect on how the survey results came back.". But those results didn't stop the EXE from getting larger rewards on their stock (keep reading). Company direction and strategy - challenging environment when the company announces the creation of a division that will make most financial decisions based in Ireland. Those positions were filled with Canadian leaders (most were not posted and benefits were awarded to the friends of the new Ireland leader. There is unrest in the ranks as to who will be ultimately be making the decisions - Ireland or the US/Canada leadership team. So are we in Ireland to avoid taxes? Are we a federal contractor? Are we a rebiller or do we own the products and services? The strategies are unclear, but one thing is glaring - the tax team is pushing crazy agendas, which is contributing to the ambiguity and the creation of unattainable goals. IT platforms - No clear direction on how to fund desperately needed projects to fix broken processes and outdated systems (ordering platform), but plenty of finger pointing at those who have worked on the project. Chances are, if you worked on the ordering platform you're no longer with the company. Stop and reset - focus on fixing one thing and not promising the world to customers. Their way or the highway - you are no longer able to have a respectful disagreement or altering view from Laura or the EXE. If you do, you will be shown the door (literally). Our employees are raising their hands and their voices trying to make some headway with what's wrong. It's impacting customers, it's impacting the mental health of our employees and, at some point, will begin to impact our stock price in a negative way. Return to In Person - a complete miss on leaderships part to recognize what they were losing by forcing this issue. There are stark differences on how managers are dealing with the policy - some enforcing hard and some offering flexibility to associates. HR and leadership offering no help but just continues to vomit the same message - Tuesday, Wednesday, Thursday, no exceptions. Pay and Bonus structure - Laura has no concept (or plain doesn't care) of what's happening when she gets on an investor call and says that Element had a record year and, due to that, was rewarding the EXE with a 2x multiplier on 75% of their long term incentive plan. This is after the employees dealt with impacted bonuses by poor employee engagement survey results, were told there were no merit increases or 1x payouts for some due to HR suddenly enforcing salary bands that no one knew existed, and others receiving such a low merit increase that it didn't even cover the increase in CPI. Who does Laura think made the "record year" possible??? The EXE should care about how the employees are feeling. If the mandate was for no merit increases then there should have been discussions from the VP's to the Directors and Managers about how to talk to the impacted employees and, a lump sum should have been considered for those employees. Better yet - the VP's should have had those discussions with the employees. It's not reasonable in any company to expect that an employee will never get another raise because they've hit an arbitrary pay scale band. Instead of rewarding the EXE for their hard work, Laura should be focused on rewarding the workers who are dealing with the day-to-day issues OR offer stock options to employees who have hit the ceiling of the pay scale band. Advancement opportunities - remote employees being told they are no longer eligible for promotions unless they agree to come in to an office location and abide by the Tuesday, Wednesday, Thursday mandate. VP, SVP positions being appointed and not posted. SVP positions being created out of thin air. Handpicking certain individuals for opportunities in Ireland. This is not the place to work if you want to advance past a Director. And, be careful what you wish for, because advancement comes with doing the job of multiple people without proper compensation, 60+ hour work weeks, working on vacations and weekends. If you are applying for a role at Element hopefully you are scrolling past the marketing and HR 5-star posts that are fake news.

Completely toxic environment. Went from being my dream job to a living nightmare, and it all comes down to our new CEO, Laura, who has absolutely no idea about our business and refuses to listen or learn. It’s her way or the highway. If you dare to say anything besides a blind and enthusiastic “YES!”, be prepared to be shown the door. Laura (CEO) is on a complete tear to prove herself by raising stock price by any means necessary, even if it’s not in the best interest of the company, clients, or employees. She is clearly not here for a long time so she doesn’t care about the long-term health of the company; she just wants to put in her 5 years and prove her value as CEO via stock price. She’s constantly firing and replacing senior and executive leadership with her buddies from CIBC (where she worked previously) - anytime there’s an announcement about a new high-level hire, you can be assured their LinkedIn page reflects they were most recently employed at CIBC. So she’s surrounding herself with friends who will now owe their jobs and livelihoods to her; definitely a good way to make sure you hold onto total control and remain the dictator you so clearly are. Who would dare stand up to the woman that gave them their shiny new executive position?! How is the board allowing her to completely fill the executive leadership positions with personal friends and nepotism hires? How is this ethical? She decided to start an office in Ireland obviously for tax breaks and is laying off huge numbers of people in North America with decades of experience to replace them with entry level hires in Ireland. And they think this will be great for the business and not cause any client disruption or issues, which is a complete joke. Any employees that ask questions or raise concerns about the Ireland move and its impacts are shushed up and made to feel like you aren’t being a “team player” and this will be held against you. They don’t want your advice or your experience or your concerns; they just want you to blindly do as they say, even if you know it’s wrong or a terrible idea with negative consequences. If you aren’t a “yes man” who will do exactly what Laura wants, you will be shown the door. All of the people leaders have absolutely no power to make decisions anymore, even simple decisions such as whether an employee can have a remote work exception need to be escalated to the CEO, who rejects the exception 99% of the time because she doesn’t actually care about the employees as people. Anyone who does have a remote work exception has been told that anytime they apply for a new position (even a lateral move) they will lose their remote work status and have to switch to hybrid (3 days a week in office). So if you work remote, you have no chance for any advancement or even a lateral career change without having to give up your remote status, which for some people isn’t feasible because they may not live close enough to an office to be able to commute. So these people are now stuck in a job with absolutely no chance for advancement or development because the CEO made an RTO policy that has no room for exceptions and she refuses to make any changes. Everything is falling apart, and it 100% comes down to Laura. As someone that’s been with the company for over a decade and cares deeply about what I do and the people I work with, this is infuriating to watch one person completely destroy the company while NO ONE IN POWER DOES ANYTHING ABOUT IT. I am beyond shocked that senior leadership and the board are so terrified of Laura that they won’t speak up and try to rein her in. If something doesn’t change soon, things will never recover.