Why ERGs Are Essential for Employee Engagement and Innovation

How Valvoline Cultivates a Diverse Workforce from Within: A Model for Others

Update Valvoline’s Commitment to Diversity and Inclusion Valvoline Inc. stands out in the automotive industry, not just for its products, but for its robust efforts to build a diverse workforce from within. The company’s 2024 Impact Report highlights significant strides in advancing leadership diversity and promoting employee well-being, with women holding 57% of executive positions. Notably, this includes high-ranking roles like the CEO and CFO, reinforcing that representation at the top creates meaningful change throughout the organization. Empowering Employees Through Internal Growth The company emphasizes career advancement through training and development. Valvoline’s strategy focuses on grooming talent from within, filling managerial roles primarily from hourly positions. Their investment in employees is evident with structured training programs, such as 270 hours of onboarding and an additional 240 hours designed to enhance promotability. In FY24 alone, nearly 3,000 employees engaged in these programs, collectively accruing over 46,000 hours of development—showing that when companies commit to their workforce, they reap substantial rewards. The Role of Employee Resource Groups Valvoline’s diversity initiatives are further supported by active Employee Resource Groups (ERGs) including POWER for women, PRIDE for the LGBTQIA+ community, and AABERG for African-American employees. These groups foster a sense of belonging and community, helping employees navigate their career paths and empowering them to advocate for inclusivity. With 44% of its Board comprised of women and diverse management teams, Valvoline actively cultivates an environment that champions representation. Supporting Employee Well-Being Beyond diversity, Valvoline reinforces its employee-first culture by prioritizing wellness and financial security. Initiatives like the Life Navigator program assist with physical, emotional, and financial needs, while the Be Well platform provides 24/7 access to well-being resources. This comprehensive support structure helps create a workplace where individuals feel valued and positioned for success. Conclusion: A Model for Future Generations Valvoline’s integration of internal career development with diversity and employee well-being paints a compelling picture of a progressive workplace. As the company demonstrates tangible benefits from these efforts, it serves as a role model for others in the industry to embrace similar practices. By investing in their people, Valvoline showcases that a diverse and supportive work environment not only attracts talent but also nurtures it for sustainable growth.