Responses from leaders and institutions
Alongside the negative feedback above, there are results in the survey that, depending on how the questions were asked, point to some positive signs within organisations – as illustrated in Table 1.
Table 1: anti-racist positioning
| Agree | Disagree | Net difference agree–disagree (%) | |
| Organisational leaders make it clear that racism will not be tolerated and is a disciplinary offence | 54%i | 20%ii | +34% |
| Anti-racism/race equity is taken seriously in my organisation | 46%iii | 33%iv | +13% |
| I have already seen real progress on anti-racism/race equity in my organisation | 47%v | 27%vi | +20% |
These responses suggest that there have been efforts within some organisations to position anti-racism as something of an institutional priority. For example, most respondents report that leaders have signalled the need to end racist behaviour within their organisation. Furthermore, contributors who agree that anti-racism is taken seriously and that there has been real progress outnumber those disagreeing by 13% and 20%, respectively. These are not decisive positive margins, but neither are they trivial.
The survey also generated some open responses on how specific organisations were making some headway – even if concerns about the wider situation remain.
The organisation I work for takes anti-racism/DEI [Diversity, Equity and Inclusion] work seriously and has invested in compulsory in-depth training for all staff (trustees in future) – this is not typical for the sector in my experience.
Another respondent felt that their organisation was making a genuine effort to change.
I have experiences of being treated unfairly at work. I think my current organisation are trying but it’s still not 100 per cent there, but at least they try.
And yet some of the quantitative results in Table 1 and these more discursive reflections sit at odds with other responses and testimonies of lived reality. On further probing about practical changes in institutional life, we come back again to less hopeful results. Table 2 summarises some of the key findings.
Table 2: anti-racist practical action
| Agree | Disagree | Net difference agree–disagree (%) | |
| My organisation has ongoing learning and development for staff and trustees on anti-racism and race equity | 33%i | 42%ii | −9% |
| My organisation seeks to understand experiences of Black and Minoritised Ethnic people working within it, e.g. through anonymised surveys | 33%iii | 47%iv | −14% |
| My organisation has anti-racist retention, development and progression practices, e.g., taking positive action to support Black and Minoritised Ethnic staff | 20%v | 55%vi | −35% |
| My organisation measures and publicly reports on its ethnicity pay gap and action plans | 11%vii | 62%viii | −51% |
Table 2 compares the extent of agreement and disagreement on four practical areas of anti-racist action. Down the rows of the table, the proportion of respondents agreeing that their organisation is taking positive steps compared with those disagreeing that this is the case gets worse. On each of the measures in the table, respondents citing inaction outnumber those reporting action.
In some cases, the reported action deficit is particularly strong. For example, on the question of whether organisations are taking steps to support Black and Minoritised Ethnic staff through retention, development and progression practices, it is −35% (i.e. 35% more respondents report organisations not acting compared with those reporting that they are acting). The deficit is even worse (−51%) when it comes to measuring and publicly reporting on ethnicity pay gaps and how any gaps will be tackled.
It is worth reiterating that organisations moving towards serious anti-racism may have repositioned themselves in terms of focus and statements (as in Table 1) as a starting point, and practical action (of the type in Table 2) may follow. However, the concern is that organisations are positioning themselves against the idea of racism but not taking necessary action against its everyday impacts.
In the words of one contributor:
Leaders understand how to pay lip service to these issues. They have learned very well how to play the game, but the lived experience of Black and minority ethnic employees and service users tells a different tale.
