Since the global Black Lives Matter protests four years ago, many companies in Germany have increasingly begun to address racism within their structures and teams. This is a necessary and important step towards more equal opportunities and healthier corporate cultures for black people and people of color. However, becoming an anti-racist company requires more than a single training course.
Racist incidents in the workplace often remain under the radar. If they are reported, there are often no consequences. However, the figures from the Federal Anti-Discrimination Agency's 2022 annual report are clear: never before have there been so many requests for advice on discrimination in general within one year. Inquiries about racial discrimination make up the majority at the Anti-Discrimination Agency. On the one hand, this is a good sign, as it shows that BIPOC are exercising their rights and are increasingly raising racist incidents. On the other hand, it is an alarm signal that should make companies in particular rethink their approach. Because the number of unreported cases is probably far higher, according to the Anti-Discrimination Agency in its annual report. According to the AGG, companies have a duty of care not to discriminate against people: So are BIPOC really protected in your company?
Racism is a system
Racism in the company can show itself through individual cases of overt racist discrimination. But it must be understood above all as a system within which racist discrimination happens. This system does not stop at organisations, of course, and is thus part of the organisational structure until active anti-racist measures are taken. The sociologist Vanessa Thompson refers to this in an interview with the Taz. interview with the Taz on the subject of institutional racism in the police: "The question is not: Are we racist? It must be: How can we prevent ourselves from reproducing racism?"
These are the five requirements:
1. recognise that racism in the company is a social power relationship.
Racism or white supremacy describes the social power relations at the top of which white people stand in the hierarchy and Black people, indigenous people and people of colour are attributed less value, receive less recognition for equal work and have less access, e.g. to leadership positions with equal qualifications. The roots lie in colonial times. The system of white supremacy is still powerful today and we all move within this system. Similar to the patriarchy system, the point is not to demonise men or white people, but to make the effectiveness of these systems clear.
For example, a Citizens for Europe study in 2018 found that the Berlin's public institutions are very homogeneously staffed, with 97 per cent of the managers surveyed being white. Only 3 per cent of respondents were People of Colour or Black people. Of these, all reported experiencing racial discrimination in the study.
In the Fortune 500, the index that lists the top-selling companies in the US, since 1955, out of 1,800 CEOs, only 19 black people have been CEOs.. Among these CEOs are two Black women.
So racism as a structure prevents people of colour and Black people from advancing as leaders - if there is any BIPOC in the company at all. Intersectionality makes it clear that it is even more difficult for women of colour and Black women. Above all, racism also prevents BIPOC from entering the workforce at all, often leaving white teams to fend for themselves. Many of these promotion processes and personnel decisions take place unconsciously.
How racism manifests itself
Racism can also show itself, for example, in inactivity or non-observance of socially important events in the workplace. When the terrorist attack in Hanau and the attack in Halle took place or George Floyd was murdered, these were drastic and stressful events for BIPOC. In very few companies, however, there was corresponding empathy for them or a psychosocial offer. Racism can also manifest itself in the fact that the company's products, e.g. cosmetics and skin care, are not aimed at people with black skin colour. The manifestations are manifold. Acknowledging this means that an internal reflection process can take place. It also means clearly committing as an organisation to this process of being critical of racism. Here, the leadership level should boldly go ahead and formulate an honest commitment to create the framework.
2. educate about racism and its historical roots
As part of the reflection process, it is important that people confront racism and their privileges. Here, trainings and one's own intensive confrontation can be helpful, e.g. through books, videos and podcasts. Here I have compiled important links and books.
Jule Bönkost, who researches and advises on critical whiteness, has in an article article Jule Bönkost, who advises on critical whiteness, emphasised in an article the important point of the different needs of white staff and those who have experienced racism: "White staff have different needs than those who have experienced racism.White white staff members do not always have an awareness of the problem, but they have more power and white white privileges. People of colour can experience racism in the company and often initiate change processes critical of racism. However, such an opening is often accompanied by a higher burden for them, because, for example, the needs of the white white employees take up too much space or they often unconsciously reproduce racism. This also means that for positive change, in addition to anti-racism training, there must also be a budget for empowerment training or special mentoring and coaching offers for BIPOC.
3. examine how racism is expressed in concrete terms in the company
Anti-racism trainings should always be embedded in a concrete roadmap. An inspiring keynote or lecture is a good first step. Racism exists, often unconsciously, in attitudes, norms and stereotypical thinking. This level can be well addressed through training.
But if no concrete action is taken at the structural level, many employees affected by racism will ask themselves: "And now? In addition to training and empowerment, an anti-racist corporate culture also needs a roadmap on how decision-making processes, policies and expectations can be made more equal opportunities. Qualitative or quantitative data can be used to analyse which areas need special attention. The key question is: Where does racism manifest itself in our organisation? In interpersonal relations, in HR, in marketing, in promotions? Recruitment processes and promotions are particularly susceptible to racist structures. The Guide to Non-Discriminatory Recruitment Procedures provides some initial tips. As with any topic where the internal knowledge is not yet there: this needs support from consultants.
4. develop and implement a strategy
Once the leadership team has positioned itself, approved the budget and a data-based analysis has uncovered the most important focus issues on the way to becoming an anti-racist company, it is time for the strategy. In order to implement this successfully, there needs to be at least one DEI leader who is responsible for this strategy and reports to the CEO.
5. a growth mindset
The path to an anti-racist company is a process. In this process, there should be space for emotions, needs and shared growth. Companies can support this through their corporate culture by having productive and respectful conversations, supported by trained external anti-racism trainers if necessary. They should create forums for exchange, e.g. in networks for BIPOC, and foster an allyship culture where allies of discriminated groups learn to advocate for them.
In summary, this means for you:
- Recognize the societal power relationship: understand that racism is a societal power imbalance in which white people have advantages. The system of white supremacy permeates organizations and influences career opportunities.
- Educate yourself about racism and its roots: actively address racism and your own privilege. Use trainings, literature, videos, and podcasts to deepen your understanding.
- Examine specific manifestations in the organization: Analyze where racism shows up in your organization, whether in hiring processes, promotions, or other areas. Use qualitative and quantitative data to identify these areas. We're happy to help.
- Develop and implement a strategy: Develop a clear strategy to dismantle racist structures in your company. This should be the responsibility of a dedicated leader.
- A Growth Mindset: View the journey to an "anti-racism culture" as an ongoing process. Create space for emotions, needs, and shared growth in the culture. Foster open conversations and networks for BIPOC and allies.
