Strategy 1

engage our people

Fostering a highly motivated workforce with a commitment to diversity and inclusion, safety and a work culture that supports good growth by encouraging employees to put the consumer first, be curious, embrace change, think boldly and act like an owner.

  • Results of our annual employee engagement survey showed that 87 percent of Clorox employees feel engaged or highly engaged, topping levels at consumer goods companies (79 percent) and global high-performing companies (84 percent).1 Scores also showed improvement compared to last year, with a 1 percent higher engagement score, broader survey participation (79 percent versus 76 percent) and improvements across all 19 previous survey categories.
  • As we have done for the past decade, Clorox received a perfect score of 100 percent on the Human Rights Campaign’s 2015 Corporate Equality Index, a national benchmarking survey and report on corporate policies and practices related to LGBT workplace equality.
  • For a second consecutive year, the company was named No. 3 on Diversity MBA magazine’s list of Best Places for Women and Diverse Managers to Work. Selections are based on scores for representation, board diversity, recruitment, workplace inclusion, retention, succession planning and accountability.



  • Noticeably improve speed and clarity of decision-making.
  • Embrace diversity and inclusion.
  • Drive our growth culture.

Corporate Responsibility

  • Maintain workplace safety.

Water quench and misting systems provide an additional layer of safety during the charcoal manufacturing process, contributing to the company's world-class workplace safety performance in fiscal year 2016.

  • The company marked the 10th anniversary of its founding employee resource groups, a key part of efforts to drive diversity and foster an inclusive environment that supports employees, represents our consumers, attracts talent and supports a growth culture. These groups have since grown to include more than 2,000 members and allies in 10 locations around the world.
  • We introduced the myLeadership model framed around four leadership dimensions — envision, execute, evolve and enable — to help every Clorox employee around the world become a better leader.
  • The company had a recordable incident rate, or RIR, of 0.612 — a workplace safety performance that exceeds that of other goods-producing manufacturing companies and is better than the 1.0 RIR considered world-class.

1 The Willis Towers Watson global high-performance companies norm is based on responses from 145,000 employees at 28 companies. Companies qualify for the norm by meeting two criteria: 1) superior financial performance, defined by a net profit margin and/or return on invested capital that exceeds industry averages; and 2) superior human resources practices, defined by employee opinion scores near the top among the most financially successful companies surveyed by Willis Towers Watson.

2 Based on corporate benchmarking by Clorox, we consider a recordable incident rate of 1.0 or less to be world-class. Our fiscal year 2016 RIR of 0.61 means that for every 100 Clorox employees, we averaged less than one reportable incident during the past year. According to the latest available data from the U.S. Bureau of Labor Statistics, the average RIR for goods-producing manufacturing companies is 3.8. The criteria used to determine RIR follow the U.S. Department of Labor’s Occupational Safety and Health Administration guidelines and are applied globally.