People First

The AGCO continues to invest in the strength of our people and understands the importance of developing and fostering this organizational priority. A people-first mindset and an ongoing commitment to diversity, inclusion and accessibility are central to achieving progress on this strategic goal.

Key commitments

• Champion an inclusive workplace by implementing recommendations from the AGCO’s DI&A strategy to further develop employees’ wellbeing and best serve the people of Ontario.
• Develop our talent to empower employees and nurture our internal talent succession pool.

Performance measures – Employee Experience

Table 35—Employee experience

The level of engagement and enablement is directly correlated with higher productivity, increased motivation and job satisfaction.

• Outcome metric: The percentage of AGCO staff who would recommend AGCO as a place to work meets or exceeds target of 75%.
• Outcome metric: The percentage of AGCO staff who believe they have opportunities to have their ideas adopted and put into use meets or exceeds target of 70%.

A key factor in the AGCO’s success has been a highly engaged workforce, which has played a crucial role in driving innovation and productivity to new heights.

For the 2022–23 year, the AGCO is pleased to report a 6% increase in employee recommendations, with 95% of employees saying they would recommend AGCO as a place to work. This reflects a strong commitment to being a People First employer, where employees’ total well-being is top priority. The AGCO remains committed to providing employees with a hybrid work model that supports their work-life balance, and extensive training opportunities that foster a culture of continuous learning and career growth.

The AGCO’s commitment to employee engagement has led to significant improvements in the adoption and implementation of employee ideas, with a 14% increase in the percentage of employees who believe their ideas are being utilized. Employee input is essential to driving innovation and improving organizational outcomes.

Regular pulse surveys and Ask Us Anything sessions with the senior executive team have been instrumental in providing valuable insights to improve in these areas. The AGCO is committed to taking meaningful actions to promote employee development, well-being and ensure that the AGCO remains a great place to work for everyone.

Table 36 – Diversity, Inclusion and Accessibility (DI&A)

• Outcome metric: The % of AGCO staff who believe the AGCO is making progress on its DI&A commitment meets or exceeds 91%.
• Outcome metric: The % of AGCO staff who feel able to bring their “whole selves” to work meets or exceeds 92%.

Note: The measures above reflect one point in time and are sourced from surveys conducted in September 2021 and February 2023.

This year marks the first full year of implementation for the AGCO’s multi-year DI&A Strategy. The strategy, developed in 2021, gained momentum in 2022–23 with a strong focus on strengthening and embedding DI&A into AGCO’s culture.

The number of staff who believe the AGCO is making progress on its DI&A commitment has risen this year, in part due to the many initiatives to highlight the importance of DI&A. Staff have been provided with training and development opportunities with a DI&A focus and Intercultural Development Inventory training for 69 staff in leadership roles. The AGCO established a new DI&A Award to recognize staff making great strides in this area, and the coaching and performance program has been updated to hold staff accountable for their own DI&A journey.

These initiatives, and many more, have contributed to the percentage of AGCO staff who feel able to bring their “whole selves to work”.