How do you legitimately meet the expectations of your colleagues, shareholders and public pressure?

Boards often think they don’t have a problem because they are open, welcoming and colourblind. Using old approaches that don’t work makes it a challenge to address complex issues of race and racism, particularly if your organisation is not used to openly talking about this.

From assessing how your plans stack up against other leading companies to critically reviewing output and impact, we drive a better ROI on allocation of resources and investment.

Winning the global race to equality means understanding and practicing equity.

Example areas we have supported with:

How do you currently approach tackling race and racism?

We’ve encapsulated the four different levels in our proprietary maturity model that you can use to help facilitate internal discussions about where you are and where you want to go.

Anti-Racism Maturity Model

Level 1

A Compliance Issue

Focus on anti-racism is purely to ensure compliance or to mitigate reputational risk. Issues are dealt with in a reactive manner and likely to be driven by HR policy.

Very few conversations about race or racism take place at a colleague or leadership level.

Level 2

Intent To Be Inclusive

Leaders want to do more to ensure their organisation is more inclusive. They do act on issues and address feedback, but mostly in on-off ways, possibly led by HR. 

There isn’t an overarching strategy, and the discomfort to talk specifically about race remains. 

Language still focuses on broad terminology, e.g. diversity and inclusion, ‘ethnic minorities’. 

Little or no mention of racial equity or anti-racism although there is some willingness to address this.

Level 3

Strategic Focus + Specific Commitment

There is direction from the board to drive inclusion and specific reference to racial equity or anti-racism. There is a proactive approach to talking about race and dealing with racial discrimination.

Employees are aware of the company stance. Language is explicit, referencing the particular issues of specific groups, rather than general descriptive labels. The organisation has not yet grappled with how to communicate this externally, or how to involve the wider ecosystem,

e.g. partners, suppliers, customers.

Level 4

Public + Private Accountability

The organisation is building inclusive processes with specific reference to racial equity, and is explicit with its terminology. It has set expectations and accountability with senior leadership teams, employees, partners and suppliers.

Advancing racial equity is a business led strategy, not an HR focused initiative.

There is recognition of the importance to communicate both internally and externally with authenticity and humility. Regular updates on progress are embedded into business as usual.