We are committed to nurturing a culture that attracts, retains and grows the best talent globally by connecting an individual’s experience of having meaningful work and development opportunities, with achieving our purpose of helping our customers enrich the beauty, productivity and sustainability of the land.
We provide all employees with the opportunity to share their opinions and feedback on our culture through a culture survey that is performed every two years. Results of the culture survey are measured and analyzed to enhance the employee experience, drive change and leverage the overall success of the organization.
Health and Safety
Our employees' safety is a paramount value for our company, leadership team and Board of Directors. The Toro Company has a longstanding commitment to promoting healthy and safe behaviors and environments. We believe preventing injuries does not happen on its own, we all have to take action to make it happen.
Promoting Education and Engagement
Safety is a shared responsibility and a shared passion at The Toro Company. We provide mandatory safety trainings each month in our production facilities, focused on empowering our employees with the knowledge and tools they need to make safe choices and to mitigate risks. In addition to monthly safety training, our supervisors complete safety management courses. Employees are encouraged to carve out time in their workday to identify and inform management of potential hazards. This further builds engagement and reinforces to our employees that they have a role to play in ensuring a work environment that is free from hazards. We actively support solutions to eliminate or minimize potential safety risks in our facilities.
Our efforts extend beyond traditional training to include the use of safety scorecards, standardized signage and visual management throughout our facilities. A safety message is featured each day at shift start, and leaders participate in a weekly plant walk focused on identifying opportunities for improvement. Safety best practices are also regularly featured in our employee newsletters and town halls.
The Toro Company Strives for:
- A differentiated employee experience that provides for learning and growth and demonstrates care for our people’s physical, emotional, financial and social well-being
- Talent identification and development to enable qualified, mobile and diverse employees and leaders at all levels, who are prepared to take new opportunities
- A diverse and inclusive culture that leverages creativity and innovation
- A culture of safety that is defined by employee understanding that safety is everyone’s responsibility
- A positive and proud production employee experience
Our Management Approach
Our management approach is grounded in our enterprise Safety Policy and internal governance structure, which includes both internal and external auditing and a high degree of senior leadership involvement and oversight. In addition, our Board of Directors receives an update on our health and safety program at least annually.
We are increasingly focused on behavior-based safety and tracking leading indicators and shifting our approach from loss control to loss prevention. We track and report on the following key performance indicators:
- Employee hazard identification and correction
- Behavior-based safety observations
- Employee training
- Compliance inspections
- Near-miss incidents
- Corrective action completion progress
We have formal Safety Committees and a safety specialist on staff at all of our finished product assembly facilities. Our broader safety team gathers each year for an annual Safety Summit to network and share learnings and best practices. We also encourage collaboration across teams to drive safety improvements through process design and innovation. Several of our facilities host “Ergo Days” where corporate design and industrial engineers join forces with manufacturing engineers to spend a day building product alongside production associates. Engineers complete ergonomic assessment training prior to their shift and are then tasked with mitigating ergonomic risks in that process.
Employees are instructed to:
- Never risk their personal safety to perform a job or task
- Never perform a job or task without proper training
- Always wear personal protective equipment
- Use the appropriate tool or equipment for the job
- Fiscal 2020 Lost Workday Rate: 0.73*
- Fiscal 2020 Total Recordable Injury Rate: 1.98*
- One worker fatality in fiscal 2020
- 32 facilities with zero OSHA recordable injuries in fiscal 2020
- 100% of workers covered by an occupational health and safety management system
* Based on 200,000 hours worked. Data for FY19 reflects legacy data for The Toro Company. It does not include data from the Charles Machine Works acquisition that closed on April 1, 2019.
Employee Health and Wellness
TTC uses the following programs to promote employee health and wellness:
- Stretch and flex programs
- Active release therapy
- Physician call-in service
- Learn to Live: online cognitive behavioral therapy
- Omada Health: support for employees who are pre-diabetic or have pre-hypertension
- Livongo: support for managing diabetes
- Sand Creek EAP: wellness services
Talent and Development
Investing in our People
TTC provides a wide range of professional development experiences, both formal and informal, for employees at all stages in their career. Our formal offerings include tuition reimbursement, a diverse curriculum of programming, leadership development experiences, vocational training and external partnerships across the globe. As a result of the global pandemic, a large majority of learning and development options were intentionally shifted to virtual options to allow for continuous learning. We are also committed to supporting youth education through STEM education sponsorships and high school and college internships.
Leadership in Motion
We believe strong leaders have a positive impact beyond the walls of their organization. One of our unique leadership development programs is Leadership in Motion, a program that combines skill building with an opportunity to put skills into practice. Participants then put skills towards business impact by completing an action learning assignment to address real market challenges for The Toro Company.
“[Leadership in Motion] reaffirmed my passion for Toro, the company’s commitment to the community and the talented people I work with. It also made me feel that I am a valued contributor to the company.”
- Employee Participant
Our Front-Line Leadership Excellence program focuses on building the leadership capabilities of our manufacturing supervisors globally, those with direct oversight of the people building our products. The program is focused on helping them work through obstacles and communications challenges, in order to enable the success of their team.
"Communication and understanding what motivates us are key factors to determine how best to support and empower our team for success.”
- Employee Participant
DEEPENING OUR COMMITMENT TO DIVERSITY, EQUITY AND INCLUSION
Q&A with Amy E. Dahl
Vice President, Human Resources, Distributor Development, General Counsel and Corporate Secretary
Q: What does diversity, equity and inclusion, DEI, mean to The Toro Company?
Our best performance comes when our teams are diverse. It is these differences that enrich our culture and are the sparks for innovation that help fuel our growth. Ultimately, multiple forms of diversity in our teams, skills and talents allow us to generate better solutions for our company and customers.
Q: What was new and different about how TTC approached DEI in fiscal 2019?
Reflected in our core values, it is important to respect what makes each of us unique, so that all employees have the freedom to be their best selves at work and feel a genuine sense of belonging. Our intentional commitment to diversity, equity and inclusion is key to our mission of superior innovation and superior customer care. To further our progress we have designated DEI as part of the formal responsibilities of one of our senior leaders in Human Resources.
By formalizing responsibility for DEI within TTC, we will bring additional structure, strategy, our legacy values and priority to the good work already happening and extend it even further.
Q: What’s next?
We are in the process of building out our strategy roadmap to bring clearer focus and metrics to guide our diversity, equity and inclusion efforts. We are broadening our DEI lens from workforce and workplace practices, to seeking out synergies with supplier management practices and philanthropic giving. We will continue to celebrate our employees in honoring cultural days throughout the year and will seek to form affinity groups to better support employees through their career evolution at TTC. We are excited to engage more employees in this important journey for our company.
For all current and future employees, we seek to create a unique and differentiated work experience that leverages and values the unique differences in all of us!