To live our purpose and values, we must build a workplace where every person can feel respected, valued and fully able to participate in our Clorox community. It means leading by example, at every level within the company, while having the courage and focus to continually challenge ourselves to do and be better.

Championing IDEA isn’t just the right thing to do — it’s also crucial for driving business success. Diverse teams that reflect the consumers we serve offer a wealth of unique experiences, perspectives and ideas. They help us learn and adapt to the world around us while also making us more attuned to the needs of our consumers. Fostering an inclusive and equitable environment allows people to be their best selves and do their best work.  We strive for our processes, programs and opportunities to be fair and to provide equal possible outcomes for every person. We also stand for allyship, because we need every member of our team playing an active role to help achieve our purpose.

For these reasons and more, Clorox will continue working to be a leader in inclusion, diversity, equity and allyship. For the good of our people. For the good of our company. For the good of our communities. And for the good of society.

Learn more about how we’re advancing inclusion, diversity, equity and allyship in the workplace in the Our Company section of our website.

Our commitment to employee well-being includes supporting our people’s potential to thrive at work. We also recognize that an engaged and motivated workforce is essential to our success. That’s why we invest in our teammates’ professional development.  

We provide a suite of development programs globally to help our teammates become effective leaders and grow in their career journeys:

• We offer seven different mentoring programs to develop our talent — enrolling nearly 1,100 teammates — for general and more specialized audiences, including a group program designed for our women’s employee resource group members and a group for underrepresented individuals in the workplace.  
• We offer training and education for people managers to help them become effective coaches and leaders, and our Manager Central platform offer a one-stop shop for resources and job aids for our leaders. 
• We offer training programs to all production and non-production teammates, accessible on demand. The Learn & Lead platform offers content in areas such as managing virtually, emotional intelligence and mental health.  
• We make it easier for teammates to explore new job opportunities by posting all roles below director level internally in an effort to increase transparency and support career growth at our company. 
• Our robust annual performance review process for all permanent employees provides feedback and coaching for our teammates in their professional journey and supports our leader succession planning processes to ensure a strong pipeline of talent for key roles. 
• We have an internal policy that provides clear guidance for nonproduction teammates to establish flexible work plans, in consultation with their managers, that will help them meet their personal and professional obligations.

We implement an ongoing listening strategy to gauge our teammates’ perceptions of Clorox as a place to work. In fiscal year 2024, we continued to have strong employee engagement of 82%, in line with the 50th percentile of Fortune 500 companies. Some of the areas of strength identified by teammates included a belief that Clorox is a good place to work, and provides work that is intrinsically motivating as well as opportunities for skill development and growth.