With an impressive client satisfaction rating, RKS Plumbing and Mechanical sets the industry standard and strives for perfection
Bob Sornsin founded RKS Plumbing and Mechanical (RKS) in 1990 with just one employee, himself. Bob outlines the journey: “This November will mark our 35th anniversary. Throughout this time, we have consistently grown, and now we have between 250 and 300 employees. We specialize in commercial plumbing, HVAC systems, medical gas installations, and other critical hospital work. Additionally, we provide air systems for firefighters, industrial water treatment, and wastewater treatment plants, as well as residential and commercial service work. We also provide in-house training for Medical Gas Journeyman and OSHA (Occupational Safety and Health Administration) safety training to ensure our staff are well-prepared and knowledgeable.”
Bob then reflects on the elements that have been a driving force for the company’s longevity and continued success: “One of the key contributing factors is our culture. We respect each other, hold each other accountable, and we genuinely have fun. Currently, we have 42 team members who have been with the company for ten years or more, 12 with over 20 years, and three individuals with over 33 years of service, one of whom will be retiring at the end of February.”
RKS continually invests in technology and training, ensuring that employees are equipped with the latest skills to excel in their roles. Bob expands: “We also focus on mentoring our staff. When we began the mentoring program, we didn’t know how successful it would be. Two or three months later, at a foreman meeting, right before it started, one of our veteran foremen said to another, ‘The kid I am mentoring is better than the kid you’re mentoring.’ That’s when I knew we had achieved something significant! We went to the whiteboard and reviewed who was being mentored by whom. It turned out we were already mentoring 47 different individuals. That’s how you grow your company from within, fostering talent and ensuring continuity.
“As I mentioned, we also have in-house training for our mentees. We have instructors for Journeyman licenses, medical gas licenses, equipment training, and OSHA 10 and OSHA 30. We have a business consultant who is also a psychologist. He comes in three times a month and in the first visit he talks to me and our Officers for an hour each session, and then we meet as a group. The other two visits in the month are dedicated to conversations with our employees. They can discuss both personal and business matters. Remarkably, in around 20 years of collaboration, no one has ever expressed a desire not to speak with him.
“Another program that helps our employees progress and develop revolves around yearly goals. Every January, we have an annual goals day where each department sets their objectives for the year. Then, on the first Wednesday of every month, we meet and evaluate how well they are progressing with their goals. By September and October, most departments are giving themselves top scores regarding these targets. This structured approach really helps when individuals have something concrete to aim for, and a little healthy competition among peers can serve as a powerful motivator.
“Thanks to our culture and the ways we empower and develop our employees, our field workers are some of the best in the state. I once received a compliment from a general contractor President who remarked that our field personnel, whether laborers, tradesmen, or foremen, are the most enthusiastic and energetic he has ever worked with. This feedback reinforces our commitment to excellence.”
Fostering positive relationships with suppliers and customers is just as important to RKS as nurturing its employees. Bob explains: “We approach relationships as partners. Whether with general contractors, subcontractors, or suppliers we strive for mutual success and profitability in everything we do together. We have maintained close relationships with some of our general contractors and suppliers for nearly 35 years, highlighting the importance of trust and collaboration.”
Success stories 
Bob then goes on to explain the company’s LEED (Leadership in Energy and Environmental Design) certification: “It’s a globally recognized system for assessing the environmental impact and sustainability of a building. Over the years, we have developed a great reputation, so now RKS obtains LEED projects through its long-term industry presence. We are a proven performer capable of playing a role in each LEED certification phase, contributing to more sustainable building practices.”
Bob continues, highlighting some of the company’s significant projects that are approaching completion: “We are finishing a $6 million contract for Arizona State University for the Herberger dorm. We are completing a project for Canyon Day Elementary School in White River, Arizona, which is valued at $3.6 million. Furthermore, we have an $8.2 million contract with Yuma Hospital and are actively working on Chandler Regional Hospital. There is also a $15 million plumbing and mechanical contract for a combination of condos, apartments, and shops. We are engaged in multimillion-dollar contracts for hotels currently undergoing renovations, including the Hyatt and the Phoenician.”
Looking forward, Bob outlines the company’s ambitions for the coming year and beyond: “We have another office in Flagstaff, Arizona, and we want to expand this base to help us complete work all across the state. Our goal is to remain within Arizona while broadening our geographical reach across the region. We will continue our work with hospitals on medical gas installations and undertake HVAC and plumbing projects for hotels built from the ground up. We have approximately $25 million in contracts lined up for the year ahead, so it will be a busy and productive time for us. Arizona’s economy is thriving right now, so we will keep bidding on projects and hope this positive trend continues.
“In five years, we hope to be generating more revenue. We are also excited about seeing more of our young people stepping into leadership roles. For example, we have one young man who is just 24 years old and is successfully running a 12-person project on a school out of town that’s performing exceptionally well. We are eager to see more success stories like this emerge, as they truly represent the future of our company and the industry.”