What it does: Honeywell is a Fortune 100 company that invents and manufactures technologies to address tough challenges linked to global macrotrends such as safety, security, and energy.
Mission: Our commitment to Integrity and Ethics, Supporting Diversity and Workplace Respect underlie everything we do. Building on these core values, these behaviors reinforce our performance culture.
Size and presence: With approximately 110,000 employees worldwide, including more than 19,000 engineers and scientists, we have an unrelenting focus on quality, delivery, value, and technology in everything we make and do.
Best known for: Our commitment to Integrity and Ethics, Supporting Diversity and Workplace Respect underlie everything we do. Building on these core values, these behaviors reinforce our performance culture.
The good bits: Well structured and amazing work culture. Everyone is super professional and talented.
The not-so-good bits: Typical multinational corporate style and rules.
The Butz Thermo-Electric Regulator Company was founded in 1885 when the Swiss-born Albert Butz invented the damper-flapper, a thermostat used to control coal furnaces, bringing automated heating system regulation into homes. The following year he founded the Butz Thermo-Electric Regulator Company. In 1888, after a falling out with his investors, Butz left the company and transferred the patents to the legal firm Paul, Sanford, and Merwin, who renamed the company the Consolidated Temperature Controlling Company. As the years passed, CTCC struggled with debt, and the company underwent several name changes. After it was renamed the Electric Heat Regulator Company in 1893, W.R. Sweatt, a stockholder in the company, was sold "an extensive list of patents" and named secretary-treasurer. On February 23, 1898, he bought out the remaining shares of the company from the other stockholders.
1906 Honeywell Heating Specialty Company founded
In 1906, Mark Honeywell founded the Honeywell Heating Specialty Company in Wabash, Indiana, to manufacture and market his invention, the mercury seal generator.
As Honeywell's company grew (thanks in part to the acquisition of Jewell Manufacturing Company in 1922 to better automate his heating system) it began to clash with the now renamed Minneapolis Heat Regulator Company. This led to the merging of both companies into the publicly held Minneapolis-Honeywell Regulator Company in 1927. Honeywell was named the company's first president, alongside W.R. Sweatt as its first chairman.
The combined assets were valued at over $3.5 million, with less than $1 million in liabilities just months before Black Monday. In 1931, Minneapolis-Honeywell began a period of expansion and acquisition when they purchased Time-O-Stat Controls Company, giving the company access to a greater number of patents to be used in their controls systems.
W.R. Sweatt and his son Harold provided 75 years of uninterrupted leadership for the company. W.R. Sweatt survived rough spots and turned an innovative idea – thermostatic heating control – into a thriving business.
Harold, who took over in 1934, led Honeywell through a period of growth and global expansion that set the stage for Honeywell to become a global technology leader. The merger into the Minneapolis-Honeywell Regulator Company proved to be a saving grace for the corporation.
1934 marked Minneapolis-Honeywell's first foray into the international market, when they acquired the Brown Instrument Company and inherited their relationship with the Yamatake Company of Tokyo, a Japan-based distributor. Later that same year, Minneapolis-Honeywell would also start distributorships across Canada, as well as one in the Netherlands, their first European office. This expansion into international markets continued in 1936, with their first distributorship in London, as well as their first foreign assembly facility being established in Canada. By 1937, ten years after the merger, Minneapolis-Honeywell had over 3,000 employees, with $16 million in annual revenue.
With the outbreak of World War II, Minneapolis-Honeywell was approached by the US military for engineering and manufacturing projects. In 1941, Minneapolis-Honeywell developed a superior tank periscope, camera stabilizers, and the C-1 autopilot.
The C-1 revolutionized precision bombing and was ultimately used on the two B-29 bombers that dropped atomic bombs on Japan in 1945. The success of these projects led Minneapolis-Honeywell to open an Aero division in Chicago on October 5, 1942. This division was responsible for the development of the formation stick to control autopilots, more accurate fuel quantity indicators for aircraft, and the turbosupercharger. In 1950, Minneapolis-Honeywell's Aero division was contracted for the controls on the first US nuclear submarine, USS Nautilus. The following year, the company acquired Intervox Company for its sonar, ultrasonic, and telemetry technologies. Honeywell also helped develop and manufacture the RUR-5 ASROC for the US Navy.
In 1953, in cooperation with the USAF Wright-Air Development Center, Honeywell developed an automated control unit that could control an aircraft through various stages of a flight, from taxiing to take off, to the point where the aircraft neared its destination and the pilot took over for landing. Called the Automatic Master Sequence Selector, the onboard control operated similarly to a player piano to relay instructions to the aircraft's autopilot at certain waypoints during the flight, significantly reducing the pilot's workload. Technologically, this effort had parallels to contemporary efforts in missile guidance and numerical control. Honeywell also developed the Wagtail missile with the USAF.
From the 1950s until the mid-1970s, Honeywell was the United States' importer of Japanese company Asahi Optical's Pentax cameras and photographic equipment. These products were labeled "Heiland Pentax" and "Honeywell Pentax" in the U.S. In 1953, Honeywell introduced their most famous product, the T-86 Round thermostat.
In 1961, James H. Binger became Honeywell's president and in 1965 its chairman. On becoming chairman of Honeywell, Binger revamped the company's sales approach, emphasizing profits rather than volume. He also stepped up the company's international expansion – it had six plants producing 12% of the company's revenue. He also officially changed the company's corporate name from "Minneapolis-Honeywell Regulator Co." to "Honeywell", to better represent their colloquial name. Throughout the 1960s, Honeywell continued to acquire other businesses, including Security Burglar Alarm Company in 1969.
The beginning of the 1970s saw Honeywell focus on process controls, with the company merging its computer operations with GE's information systems in 1970, and later acquiring GE's process control business. With the acquisition, Honeywell took over responsibility for GE's ongoing Multics operating system project. The design and features of Multics greatly influenced the Unix operating system. Multics also influenced many of the features of Honeywell/GE's GECOS and GCOS8 General Comprehensive Operating System operating systems. Honeywell, Groupe Bull, and Control Data Corporation formed a joint venture in Magnetic Peripherals Inc. which became a major player in the hard disk drive market. It was the worldwide leader in 14-inch disk drive technology in the OEM marketplace in the 1970s and early 1980s, especially with its SMD (Storage Module Drive) and CMD (Cartridge Module Drive). In the second half of the 1970s, Honeywell started to look to international markets again, acquiring the French Compagnie Internationale pour l’Informatique in 1976. Eight years later, Honeywell formed Honeywell High Tech Trading to lease their foreign marketing and distribution to other companies abroad, to establish a better position in those markets. Under Binger's stewardship from 1961 to 1978, he expanded the company into such fields as defense, aerospace, and computing.
During and after the Vietnam Era, Honeywell's defense division produced several products, including cluster bombs, missile guidance systems, napalm, and land mines. Minnesota-Honeywell Corporation completed flight tests on an inertia guidance sub-system for the X-20 project at Eglin Air Force Base, Florida, utilizing an NF-101B Voodoo by August 1963. The X-20 project was canceled in December 1963. The Honeywell project, founded in 1968, organized protests against the company to persuade it to abandon weapons production
In 1980, Honeywell bought Incoterm Corporation to compete in both the airline reservations system networks and bank teller markets.
On April 12, 1955, Minneapolis-Honeywell started a joint venture with Raytheon called Datamatic to enter the computer market and compete with IBM. Two years later in 1957, their first computer, the DATAmatic 1000 was sold and installed. In 1960, just five years after embarking on this venture with Raytheon, Minneapolis-Honeywell bought Raytheon's interest in Dramatic and turned it into the Electronic Data Processing Division, later Honeywell Information Systems (HIS) of Minneapolis-Honeywell. Honeywell also purchased minicomputer pioneer Computer Control Corporation (3C's) in 1966, renaming it Honeywell's Computer Control Division. Through most of the 1960s, Honeywell was one of the "Snow White and the Seven Dwarfs" of computing. IBM was "Snow White", while the dwarfs were the seven significantly smaller computer companies: Burroughs, Control Data Corporation, General Electric, Honeywell, NCR, RCA, and UNIVAC. Later, when their number had been reduced to five, they were known as "The BUNCH", after their initials: Burroughs, UNIVAC, NCR, Control Data Corporation, and Honeywell.
In 1970 Honeywell acquired GE's computer business forming Honeywell Information Systems. In 1975 it purchased Xerox Data Systems, whose Sigma computers had a small but loyal customer base. Some of Honeywell's systems were minicomputers, such as their Series 60 Model 6 and Model 62 and their Honeywell 200; the latter was an attempt to penetrate the IBM 1401 market.
In 1986 HIS merged with Groupe Bull, a global joint venture with Compagnie des Machines Bull of France, and NEC Corporation of Japan to become Honeywell Bull. By 1991 Honeywell was no longer involved in the computer business.
1986 marked a new direction for Honeywell, beginning with the acquisition of the Sperry Aerospace Group from Unisys Corporation. In 1990, Honeywell spun off their Defense and Marine Systems business into Alliant Techsystems, as well as their Test Instruments division and Signal Analysis Center to streamline the company's focus. Honeywell continues to supply aerospace products including electronic guidance systems, cockpit instrumentation, lighting, and primary propulsion and secondary power turbine engines. In 1996, Honeywell acquired Duracraft and began marketing its products in the home comfort sector.
Honeywell is in the consortium that runs the Pantex Plant that assembles all of the nuclear bombs in the United States arsenal. Honeywell Federal Manufacturing & Technologies, successor to the defense products of AlliedSignal, operates the Kansas City Plant which produces and assembles 85 percent of the non-nuclear components of the bombs.
Honeywell also began the SmartHouse project to combine heating, cooling, security, lighting, and appliances into one easily controlled system. They continued the trend in 1987 by releasing new security systems, and fire and radon detectors. Five years later, in another streamlining effort, Honeywell combined their Residential Controls, Commercial Systems, and Protections Services divisions into Home and Building Control, which then acquired the Envirocare air cleaner business. By 1995, Honeywell had been condensed into three divisions: Space and Aviation Control, Home and Building Control, and Industrial Control.
Honeywell dissolved its partnership with Yamatake Company and consolidated its Process Control Products Division, Process Management System Division, and Micro Switch Division into one Industrial Control Group. It has further acquired Measurex System and Leeds & Northrup Company to strengthen its portfolio.
On June 7, 1999, Honeywell was acquired by AlliedSignal, who elected to retain the Honeywell name for its brand recognition. The former Honeywell moved their headquarters of 114 years to AlliedSignal's in Morristown, New Jersey. While "technically, the deal looks more like an acquisition than a merger...from a strategic standpoint, it is a merger of equals." AlliedSignal's 1998 revenue was reported at $15.1 billion to Honeywell's $8.4 billion, but together the companies share huge business interests in aerospace, chemical products, automotive parts, and building controls.
The corporate headquarters were consolidated to AlliedSignal's headquarters in Morristown, New Jersey, rather than Honeywell's former headquarters in Minneapolis, Minnesota. When Honeywell closed its corporate headquarters in Minneapolis, over one thousand employees lost their jobs. A few moved to Morristown or other company locations, but the majority were forced to find new jobs or retire. Soon after the merger, the company's stock fell significantly and did not return to its pre-merger level until 2007.
In 2000, the new Honeywell acquired Pittway for $2.2 billion to gain a greater share of the fire-protection and security systems market, and merged it into their Home and Building Control division, taking on Pittway's $167 million in debt. Analyst David Jarrett commented that "while Honeywell offered a hefty premium, it's still getting Pittway for a bargain" at $45.50 per share, despite closing at $29 the week before. Pittway's Ademco products complemented Honeywell's existing unified controls systems.
In October 2000, Honeywell (then valued at over $21 billion) accepted a takeover bid from then-CEO Jack Welch of General Electric. The American Department of Justice cleared the merger, while "GE teams swooped down on Honeywell" and "GE executives took over budget planning and employee reviews." However, on July 3, 2001, the European Commission's competition commissioner, Mario Monti blocked the move. This decision was taken because with GE's dominance of the large jet engine market (led by the General Electric CF34 turbofan engine), its leasing services (GECAS), and Honeywell's portfolio of regional jet engines and avionics, the new company would be able to "bundle" products and stifle competition through the creation of a horizontal monopoly. US regulators disagreed, finding that the merger would improve competition and reduce prices; the United States Assistant Attorney General Charles James called the EU's decision "antithetical to the goals of antitrust law enforcement." This led to a drop in morale and general tumult throughout Honeywell, and in turn, the then-CEO Michael Bonsignore was fired as Honeywell looked to turn their business around.
In January 2002, Knorr-Bremse – who had been operating in a joint venture with Honeywell International Inc. – assumed full ownership of its ventures in Europe, Brazil, and the USA. Bendix Commercial Vehicle Systems became a subsidiary of Knorr-Bremse AG. Although declining in influence, Honeywell maintains a presence in emerging industries, such as Northern Alberta's oil sands. Honeywell's Plant integrator is currently deployed in some of the most important plant sites in the Oil Sands (Syncrude, Suncor, and others). In February that year, Honeywell's board appointed their next CEO and chairman, David M. Cote. Cote was instrumental in uniting the company cultures of Honeywell, AlliedSignal, and Pittway. Since 2002, Honeywell has made more than 80 acquisitions and 60 divestitures, while adding $12 billion in new sales and increasing its labor force to 131,000 as a result of these acquisitions. Under his tenure, Honeywell's stock has nearly tripled from $35.23 in April 2002 to $99.39 as of January 2015.
Honeywell made a £1.2bn ($2.3bn) bid for Novar plc in December 2004. The acquisition was finalized on March 31, 2005. In October 2005, Honeywell bought out Dow's 50% stake in UOP for $825 million, giving them complete control over the joint venture in petrochemical and refining technology. In May 2010, Honeywell outbid UK-based Cinven and acquired the French company Sperian Protection for $1.4 billion, which was then incorporated into its automation and controls safety unit.
In 2015, the headquarters were moved to Morris Plains, New Jersey. The 475,000-square-foot building on 40 acres in Morris Plains features state-of-the-art technology and greater energy efficiency than Honeywell's Morristown campus, which was underutilized, outdated, and costly, according to Cote.
On December 29, 2015, Honeywell completed the acquisition of Elster for US$5.1B (announced on July 28, 2015) entering the space of gas, electricity, and water meters with a specific focus on smart meters and hoped to be a growth driver for Honeywell in 2016 and beyond. The deal also complements the HON Combustion business with the addition of Elster with strong brands such as Kromschroeder and Eclipse. Honeywell International Inc. then acquired the 30% stake in UOP Russell LLC it didn't own already for roughly $240 million in January 2016. In February, Honeywell entered into a definitive agreement to acquire Xtralis, a leading global provider of aspirating smoke detection along with advanced perimeter security technologies and video analytics software, for $480 million from funds advised by Pacific Equity Partners and Blum Capital Partners. The deal was completed on April 1, 2016. In May 2016, Honeywell International Inc. settled its patent dispute regarding Google subsidiary Nest Labs, whose thermostats Honeywell claimed infringed on several of its patents. Google parent Alphabet Inc. and Honeywell said they reached a "patent cross-license" agreement that "fully resolves" the long-standing dispute. Honeywell sued Nest Labs in 2012. In 2017, Honeywell opened a new software center in Atlanta, Georgia.
David Cote stepped down as CEO on April 1, 2017, and was succeeded by Darius Adamczyk, who had been promoted to president and chief operating officer (COO) the previous year. Cote served as executive chairman through April 2018. On October 10, 2017, Honeywell announced plans to spin off its Homes, ADI Global Distribution, and Transportation Systems businesses into two separate, publicly-traded companies by the end of 2018.
In 2018, Honeywell spun off both Honeywell Turbo Technologies (now Garrett Advancing Motion) and its consumer products business (Resideo); both companies are publicly traded on the New York Stock Exchange. For the fiscal year 2019, Honeywell reported a net income of US$6.230 billion, with annual revenue of US$36.709 billion, a decrease of 19.11% over the previous fiscal cycle. Honeywell's shares traded at over $158 per share, and its market capitalization was valued at over US$113.25 billion in September 2020.
Honeywell relocated its corporate headquarters in October 2019 to Charlotte, North Carolina. On July 1, 2019, Honeywell moved employees into a temporary headquarters building in Charlotte before their new building was complete.
Honeywell Forge was launched as an analytics platform software for industrial and commercial applications such as aircraft, buildings, industrial, worker, and cyber-security. In collaboration with Carnegie Mellon University National Robotics Engineering Center, the Honeywell Robotics was created in Pittsburgh to focus on supply chain transformation. The Honeywell robotic unloader grabs packages in tractor-trailers and then places them on conveyor belts for handlers to sort. GoDirect Trade launched as an online marketplace for surplus aircraft parts such as engines, electronics, and APU parts. Honeywell announced, in March 2020, its quantum computer is based on trapped ions, its expected quantum volume is at least 64; which Honeywell's CEO called the world's most powerful quantum computer.
Inclusion and Diversity (I&D) is a foundational principle at Honeywell, both because it’s the right thing to do and because it is a fundamental enabler for our business. We actively recruit, develop and retain talent from diverse backgrounds and cultures who bring different experiences, perspectives, abilities, and ideas. We foster an inclusive environment in which all employees feel valued, respected, and accepted.
Inclusion and Diversity are more than a commitment to us, it is the way we work.
Recruitment process
Future shapers bring their ideas, passions, and entrepreneurial drive to solve customer and societal challenges to transform the world we live in.
We are connected to our common mission of innovation and responsibility as we create a more sustainable future.
Where you can make the world a better place for you, your family, your community, and the world.
Future shapers are unique and inspiring, reflecting the customers and communities we serve.
Our culture is inclusive - built on respect, collaboration, and diverse perspectives.
Where you work with smart and capable people from around the world and together are part of something bigger.
Future shapers apply their best self to thrive professionally and relentlessly accomplish challenging work across a range of industries.
We grow personally through continuous learning, support individual health and well-being, reward performance, and celebrate achievements.
✅ Bonus annual leave
✅ Bonus parental leave
✅ Unpaid extended leave
✅ Permanent employee
✅ Signing bonus
✅ Annual bonus
✅ Stock options
✅ Full remote work
✅ Partial remote work
✅ Flexible working hours
✅ Child care
✅ Free gym
✅ Pet-friendly office
✅ Mental health days
✅ Hospital
✅ Outpatient
✅ Dental
✅ Maternity
⛔ Free breakfast
⛔ Free lunch
✅ Free tea & coffee
✅ Free snacks
⛔Free dinner
Our Sustainable Opportunity Policy is based on the principle that by integrating health, safety, and environmental considerations into all aspects of our business, Honeywell protects its people, communities, and the environment; achieves sustainable growth and accelerated productivity; drives compliance with all applicable regulations; and develops technologies that expand the sustainable capacity of our world.
This policy is deliberately and directly embedded into our company-wide operating system, a blueprint for continuous operational improvement. Endorsed annually by our CEO and senior leadership, the policy is posted in every facility and communicated to all employees and contractors.
Honeywell is committed to becoming carbon neutral in its operations and facilities by 2035. These initiatives represent a continuation of the company’s sustainability efforts since 2004, which have already driven a more than 90% reduction in the greenhouse gas intensity of its operations and facilities.
Since 2010, our facilities have implemented 6,100 efficiency projects including building automation and controls, lighting, and mechanical upgrades, saving more than $100M (annualized). We have increased our energy efficiency by about 70 percent (2004-2021).
We strategically target water conservation projects in areas experiencing “water stress,” as defined by the World Resources Institute. Since 2011, we’ve implemented more than 180 water conservation projects in these areas, saving over 160 million gallons.
Each of our strategic business units is required to establish annual targets for reducing hazardous waste and diverting waste from landfills. These targets must be approved by our CEO.
We maintain our company-wide global Total Case Incident Rate or TCIR (the number of occupational injuries and illnesses per 100 employees) at less than half of the combined U.S. averages of the businesses in which we operate. At the end of 2020, our global TCIR was 0.29.
Our priority is health, safety, and environmental protection, both in how we do our work and in our results. As we invent new tools and solutions, we take deliberate, strategic steps to improve each innovation’s eco-efficiency. We evaluate new products according to their ability to: