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Rooted in our core values of Respect and Integrity, we believe that we are at our best when we bring together unique perspectives, experiences and ideas. We strive to create diverse and inclusive workplaces where all ITW colleagues can perform to their full potential. We place particular emphasis on developing our people and building a deep and diverse talent pool to ensure ITW’s sustained success over the long term.

Our Diversity & Inclusion Strategy

The ITW Diversity & Inclusion (D&I) Council, led by ITW’s Vice Chairman Chris O’Herlihy and other senior leaders, helps drive progress. Our progress is ingrained in our comprehensive enterprise D&I framework, which ensures we embody a global and inclusive view when it comes to talent. The D&I framework includes four key areas:

Leadership Commitment & Accountability

Global, Diverse Talent

Inclusive Workplace

Great Employer

Diversity & Inclusion

Our Progress on Leadership Diversity

We remain committed to achieving our D&I goals and enhancing the diversity of our global leadership teams. We have seen significant improvement since beginning our current D&I strategy in 2013. As noted earlier, our continued progress requires us to build a sustainable, deep and diverse talent pipeline of Great ITW Leaders for our global leadership roles. We look forward to sharing our continued progress.

Diversity & Inclusion Goals*

30 %
Global Women Leaders *Top 1,000 leaders across ITW
20 %
U.S. Ethnically Diverse Leaders

Diversity & Inclusion Data*

Global Women Leaders
  • Percent
U.S. Ethnically Diverse Leaders
  • Percent

How Inclusion Takes Shape in Our Divisions

Our goal is to create inclusive work environments that enable our colleagues to contribute their best work. We are focused on ensuring colleagues feel valued for their unique backgrounds, perspectives and experiences while also having a strong sense of belonging as a key member of the team.

At ITW Construction Products UK-Nordics Division, the division’s D&I committee is focused on reinforcing inclusion across its work locations. A key initiative in 2019 included addressing mental health and wellness among their 700 colleagues. The team’s bottom-up approach started with training 15 of their colleagues to serve as Mental Wellness Champions to proactively promote and support mental wellness. Throughout 2019, the champions leveraged key awareness days, such as World Mental Health Day, to hold activities at their sites, including stress management workshops and forums to discuss mental health wellness. By year end, 30 division colleagues were trained and serving as Mental Wellness Champions, with plans to build on the enthusiasm for inclusion.

Driving Progress through Colleague Feedback

For the last three years, ITW has joined more than 600 companies in participating in McKinsey & Company’s Women in the Workplace Study – the largest comprehensive study of the state of women in corporate America. As part of this study, ITW also surveys its employees. In 2019, ITW distributed the survey to over 5,200 U.S. women and men professional colleagues to better understand their ITW workplace experiences. Of the ITW colleagues surveyed, 82 percent recommended ITW as a great place to work, and 78 percent were happy with their jobs. The results and feedback from the survey are being used to develop action plans and further progress our D&I efforts.

Engaging Diverse Talent

Our Employee Resource Groups (ERGs) are employee-led organizations that bring together diverse groups of people to share experiences and innovative ideas to help accelerate our path to full potential. These groups directly support the enterprise talent strategy with specific focus on attracting, retaining and developing talent and promoting cultural diversity and community. In 2019, our ERGs grew to over 45 global chapters, increasing in employee outreach and engagement.

  • The ITW Women’s Network (IWN) supports the attraction, development and retention of female talent and reinforces ITW’s inclusive workplace across our divisions globally. Through its 26 chapters around the world, IWN actively engages our female colleagues in networking and professional development, including training programs in leadership development and ITW’s 80/20 business process. In 2019, IWN had over 2,000 members actively engaged in IWN chapter activities. Our male leaders are also an integral part of IWN’s success as they sponsor and participate in the group in support of ITW’s female talent.
  • ITW’s Young Professional Network (YPN) focuses on empowering early-in-career professionals across ITW by building a community for our next generation leadership through social platforms, networking activities and development opportunities. In 2019, the North American and European leadership teams increased their collaboration and communication, which enabled stronger alignment with the D&I framework. The group also saw a 46 percent increase in engagement, reaching 1,200 members in 2019.
  • The ITW African-American Network (AAN) is committed to the specific interests of people who identify as Black, African, African-American, West Indian, or of African descent, by building a community of leaders through development and leadership opportunities, informative workshops and networking activities. In its second full year, the group focused on growth and engagement. The Executive Steering Committee grew to 11 leaders, and regional chapters continued to hold quarterly events on topics such as personal branding, mentoring and the ITW Business Model. In the coming year, the group will look to increase collaboration with other regional ERGs and broaden engagement across all colleagues.

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AAN-African-American-Network   YPN-Young-Professional-Network