Foreword
Institutional racism is not a relic of the past; it remains embedded in the structures, systems, and cultures of today. One of the clearest indicators is the continued underrepresentation of ethnically diverse people in senior leadership across organisations and public services. This absence is not accidental; it is the product of historical and structural barriers, biased decision-making processes, and workplace cultures that have normalised exclusion. We must also have an honest conversation about tokenism. Too often, individuals from underrepresented groups are invited into a space simply to tick a diversity box, without the influence, authority, or resources needed to create meaningful change. Representation without power is not progress.
We are not doing tokenism anymore. We are calling it out and replacing it with genuine, intersectional inclusion where people are valued for their leadership, expertise, and lived experience, not just their physical presence in the room. This is not about symbolic gestures. It is about shifting power, dismantling barriers, and embedding equity into the heart of organisational life.
Why This Matters; Census 2021 Data (England & Wales)
The latest census highlights a rapidly changing population profile:
- White ethnic groups made up 81.0% (45.8 million), a decline from 86.0% in 2011.
- White British declined to 74.4%, down from 80.5% in 2011.
- Asian / Asian British increased to 9.6% (5.4 million).
- Black / Black British / African / Caribbean increased to 4.2% (2.4 million).
- Mixed or Multiple ethnic groups rose to 3.0% (1.7 million).
- Other ethnic groups grew to 2.2% (~1.2 million).
These figures show that ethnically diverse communities are growing at a faster rate than the White British population, which is proportionally shrinking. Yet leadership teams and decision-making spaces remain overwhelmingly homogenous.
The challenge for organisations is clear:
- Recruit more widely and inclusively to reflect this changing population.
- Recognise that without targeted outreach, inclusive recruitment processes, and equitable promotion pathways, the diversity gap in leadership will continue to widen.
If you say you’re Inclusive, but still…
Neurodivergence & Disability:
- Dismiss requests for extra support, flexible working, written instructions, or sensory accommodation.
- Penalise or silence stimming, movement needs, or clarity-seeking behaviours.
Autism
- Treat directness as rudeness.
- Ignore sensory overload triggers or the need for routine.
- Refuse adaptations in communication, assessment, or interview processes.
Learning Differences & Mental Health
- Deny assistive technology.
- Penalise absence linked to mental health.
- Treat disclosure as a liability rather than a request for support.
Chronic Illness / Physical Disability
- Refuse adjustments for fatigue, pain, or accessibility.
- Continue holding meetings or events in inaccessible venues.
Race & Ethnicity
- Keep leadership predominantly white despite the changing demographics.
- Expect ethnically diverse people to educate colleagues without recognition or pay.
- Overlook cultural competence as a core leadership skill.
- Reward assimilation into dominant culture over authenticity.
Gender, Sexuality & Other Protected Identities
- Overlook barriers faced by women, trans, and non-binary people in progression.
- Maintain heteronormative and cisnormative assumptions.
- Ignore homophobic, transphobic, or sexist behaviours.
Key Messages
- Inclusion must be structural and measurable, not symbolic.
- Intersectionality matters people’s experiences are shaped by multiple overlapping identities and systems of inequality.
- Representation without power is tokenism.
- Accessibility and equity are continuous commitments, not one-off events.
- Psychological safety is essential people must feel able to disclose needs and raise concerns without fear of retaliation.
Actions for True Inclusion
- Audit leadership pipelines and governance structures to identify and address racial, disability, gender, and intersectional inequalities.
- Actively recruit from underrepresented communities, using data like Census 2021 to guide outreach and ensure leadership reflects population diversity.
- Listen and act when concerns are raised without defensiveness or delay.
- Provide flexibility in work patterns, locations, and environments.
- Normalise adjustments so they are seen as a standard part of working life.
- Co-create personalised inclusion plans with staff.
- Use multiple communication formats written, verbal, visual, and audio.
- Allocate a specific budget for accessibility, equity, and inclusion initiatives.
- Train all managers and leaders in intersectional, anti-oppressive leadership.
- Challenge bias, discrimination, and microaggressions consistently and promptly.
Ensure recruitment, appraisal, and promotion processes are bias-free from the outset.
Performing vs Practising Inclusion
| Performing Inclusion | Practising Inclusion |
| Posting diversity badges or changing logos without policy change | Embedding inclusion into recruitment, promotion, and leadership policies |
| Hiring people from marginalised groups to ‘tick a box’ | Recruiting and promoting with power, influence, and decision-making authority |
| Offering one-off awareness sessions | Providing ongoing, mandatory, intersectional training for all staff |
| Ignoring requests for adjustments or making them hard to access | Normalising adjustments and co-creating support plans |
| Celebrating diversity only on designated days or months | Recognising and valuing diverse contributions every day |
| Expecting assimilation into dominant culture | Valuing authenticity and adapting workplace culture to be inclusive |
| Keeping leadership homogenous despite diverse talent | Actively addressing barriers in leadership pipelines using Census 2021 data |
| Focusing on optics over outcomes | Measuring progress with transparent diversity, equity, and inclusion metrics |