How diverse are the staffs of individual companies, and, taken together, the pan-industry workforce? What impact does that diversity have on larger-scale operations and corporate culture? What impact does it have on the spirits and psyches of employees from underrepresented groups? And what about creativity — isn’t it fueled by diverse perspectives?
PVH breaks down its U.S. employee base only as white and nonwhite, a system its leadership knows is inadequate for shaping a forward-thinking recruiting and development strategy. In 2018, 58.8 percent of the company’s employee population was nonwhite. The 2019 Corporate Responsibility Report will update that figure upon its release on July 8. There are no people of color on the PVH leadership team, nor on its board, which has had three Black members in 20 years.
PVH does have unconscious bias training in place, which will ultimately become mandatory. The company also has four Business Resource Groups, one of which is BRAAVE [Building Resources for African American Voices and Empowerment], which “seeks to provide insights and thought leadership to make PVH the employer of choice for African Americans.
“We know that our unequivocal statements opposing racism and our global giving campaign among our associates benefiting organizations dedicated to racial justice mean nothing without action,” Chirico said. “I am holding myself and PVH accountable to make the positive change required in our organization and the world at large because Black Lives Matter.”U.S. employees: 39% white; 23% Black/African American; 23% Hispanic/Latino; 8% Asian; 3% two or more races; 0.
The overall cultural reckoning, Lauren and Louvet wrote, has made it clear that “the current reality for our Black and African American colleagues does not fully align with our values and what we stand for.” The two men vowed that the company would take a critical look at its structures and practices, study them and then do its part.
Zeitlin told the story in the context of learning of damage to Tapestry stores during the weekend’s protests. As the damage accounts came in, he recalled thinking, “We can replace our windows and handbags, but we cannot bring back George Floyd, Ahmaud Arbery, Breonna Taylor, Eric Garner, Trayvon Martin, Emmett Till, and too many others. Each of these Black Lives Matter.”
The company is a member of the CEO Action for Diversity and Inclusion pledge. As a part of that endeavor, in 2019, Tapestry participated in “Beyond the Bottom Line,” a series of dialogues between ceo’s and employees about “the challenges of the modern workplace and ways to overcome them.” Tapestry’s Inclusion Council, established in 2019, seeks to include people with diverse perspectives in business decisions.
While lofty and large, Tapestry’s goals are the antithesis of ephemeral. The company wants to lead by example, to forge broad, systemic, pragmatic change. “Corporate America needs to get to a place where this conversation is easier and more sustained,” its survey response said. “Diversity and inclusion is a business priority as much as it is a social priority.”U.S.
As Minneapolis erupted into protests in the wake of the killing of Floyd, Target found itself at the heart of demonstrations when its Lake Street store was burned down. On May 29, ceo Brian Cornell posted a heartfelt response on the company’s web site. In it, he acknowledged the communal pain brought to the fore by the killings of Floyd, Arbery, Taylor and others.
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