Diversity, Equity and Inclusion in Food Safety

Say what you do, and do what you say.

With this one phrase, we’re reminded of the advice food safety professionals provide to those working within food safety systems. Damarys Del Castillo, director of quality culture and food safety systems at Sigma, believes this phrase also applies directly to diversity, equity and inclusion (DEI) efforts within organizations. It can be a powerful and familiar concept, especially when applied to DEI. DEI can be more than a banner or campaign for organizations to demonstrate their social awareness. DEI actions can be a foundational component to improving overarching company culture, including, and especially, food safety culture.

Imagine unlocking new flavors, creating wildly innovative foods for consumers and improving profitability, all while safeguarding food safety seamlessly, simply by embracing DEI. The business case for promoting diversity of backgrounds, perspectives and experiences, fostering equity in opportunities and ensuring an inclusive work environment has been documented by firms such as McKinsey & Co. The bottom line is, “the most diverse companies typically outperform less diverse peers on profitability,” according to a March 2023 story from Forbes.

Yet, in an ever-changing political, social and economic landscape, embracing DEI takes commitment for organizations to reap these benefits. The big question remains: How is the food industry doing on this front, and more specifically, from the food safety perspective? Has DEI had its banner moment of due diligence, and now the industry has returned to original practices? Is DEI alive and well in the food industry, supporting improvements in company culture that are inclusive and engaging for all employees regardless of race, gender, ability or orientation?

We talked with a diverse group of industry members to get their takes on the current state of DEI within the food world, focusing on top issues, including recent layoffs, the reversal of Affirmative Acton and the overall health of DEI programs.

The Impact of Recent Layoffs

This year has seen and continues to see deep and wide layoffs across industry sectors, including food and beverage. LHH reports almost half of human resource leaders indicate their organizations had, or plan to have, layoffs in 2023. Even with the strongest DEI initiatives, workforce reductions can undermine any organization’s DEI efforts if not taken into consideration, according to Inc. magazine. But how have recent layoffs disproportionately affected the diverse workforce and hires?

Data from the American Sociological Association shows that “companies rely heavily on position and tenure” to decide layoffs; therefore, employees with less seniority and less tenure tend to be disproportionately impacted by layoffs. Nikita Jackson, food safety and technical services manager, Magic Spoon, called out that, coincidentally, diverse talent is often found in these lower tenure and leadership ranks that are typically impacted most by layoffs. A Harvard Business review study of more than 800 U.S. companies found that “when organizations cut positions rather than evaluate individual workers, they end up with an immediate 9-22% drop in the proportion of white and Hispanic women and Black, Hispanic and Asian men on their management teams.” And, in areas where layoffs may not seem as impactful to a diverse workforce and hires, it may be due to the disproportionately low number of people of color in fields like STEAM (science, technology, engineering, arts and mathematics), as Chelsea Tyus, Food Safety Manager, PepsiCo, suggested.

The Affirmative Action Reversal

Affirmative action is the term used to identify efforts given to encourage the participation of underrepresented groups in education, business, government and other arenas to mitigate generations of systemic bias, discrimination and segregation in the United States, according to History.com. While affirmative action has existed in the United States since the early 19th century, President John F. Kennedy’s Executive Order 10925 in 1961 explicitly outlined affirmative action practices related to employment, including hiring and tenure of employees, according to Cornell University. The recent Supreme Court ruling that race cannot be a deciding factor in college admissions has sent ripples throughout the nation as it shakes the ground of DEI principles.

“It’s during these challenging times that the true commitment to diversity, equity and inclusion will be revealed. Let’s hope this reversal will serve as a litmus test to identify those [organizations] who were doing [DEI] because it was required versus those who are truly committed to building a diverse and inclusive workplace,” Tyus said. A Harvard Business Review article agreed that “organizations were clamoring to demonstrate their commitment to social justice. Now, under pressure from activists and politicians on the right, many organizations are watering down their diversity initiatives …” Jackson said she is concerned that with the reversal of affirmative action, accountability may also be affected in key areas such as racial and gender discrimination.

In the same article, the authors also called out that organizations that are truly committed are “learning universal diversity and inclusion frameworks that lift all boats together.” The concepts of “allyship” and “creating work cultures that allow for greater authenticity and self-expression, or that increase employees’ psychological safety to speak up without fear of punishment” are some examples of interventions organizations are incorporating into their DEI efforts. These interventions are “legally safe because they benefit everybody [...], but it’s people at the margins who stand to benefit most, precisely because they are the ones who feel most excluded from workplaces without such initiatives.”

However, Sarah Reyes, quality assurance regulatory specialist, Taylor Farms, pointed out that without equitable educational opportunities, many people of oppressed groups may never have the opportunity to enter workplaces, whether or not those workplaces have DEI initiatives.

Backsliding in DEI Efforts

As economic, political and social pressures impact organizations, the excitement around DEI has wavered, and it appears some organizations are pulling back on initiatives. In July, ABC News reported that “One in three (33%) DEI professionals lost their roles over a one-year period ending in December [2022].” Over the same time period, “non-DEI workers experienced a relatively lower attrition rate of 21%.” Needless to say, progress around DEI has been slow or non-existent in many organizations. When Wema Hoover, a global diversity, equity and inclusion expert, spoke to Fortune, she attributed that attrition to organizations seeing DEI as a compliance exercise. Food safety has been prone to compliance instead of holistic integration, and FSQA professionals understand the toll that has on food safety culture.

Even though DEI may be performative for some organizations, as demonstrated by the attrition rates of DEI roles over the last three years, the industry members we interviewed see their organizations in the food industry still focusing on DEI efforts. But Tyus said there is still a long way to go. “I believe there are true allies and committed employers who see the value of a diverse and inclusive work culture,” she said.

Addressing DEI Skeptics

Entrepreneur magazine reports that about 20% of the workforce falls into the category of skeptics that may challenge, impede or push back on DEI efforts within organizations. Many times, this is because people have different beliefs, values and experiences, and it’s difficult for them to take on a perspective they are not familiar with.

“It’s about educating and, most importantly, being empathetic when building trust to foster open dialogue” about individual perspectives regarding DEI, said Reyes on dealing with skeptics. Jackson said there may be some tough questions for skeptics to consider, such as how comfortable and willing they are to expand their circles to include people of color in ways they haven’t before. This will allow skeptics to hear experiences that are different from the experiences they have had.

If your skeptic is data-driven, Dr. Yvonne Masters, director of food safety and quality policy, John B. Sanfilippo & Son, Inc. and co-lead for the Asian American Pacific Islander (AAPI) Employee Resource Group, suggested advising them to “be open-minded and take a look at the data that is published.” For example, evidence suggests that diverse teams tend to process information to make better decisions carefully, according to “Why Diverse Teams Are Smarter” from the Harvard Business Review. This can be especially valuable when evaluating food safety risks to consumers that ultimately impact brand reputation and business success.

Del Castillo has felt the impact of her organization embracing DEI as one of its priorities. This makes her “feel appreciated and confident enough to contribute [her] best as a professional,” she said. She added that “an organization that invests in DEI awareness makes its employees feel safe, valued and recognized. As a result, they will be more productive and receptive and will think twice before looking for other job offers.”

Tyus said that “by embracing diversity, we can create more informed and comprehensive solutions to our problems.”

The Impact on Women of Color

Over the years, there have been fewer women of color in management positions and fewer women of color being promoted, meaning less representation of society. McKinsey & Co. recently reported, “Women of color representation across the corporate pipeline remains underrepresented, with 4% of C-Suite leaders being women of color compared to white women’s 20%.” On top of that, 72% of Black women have engaged in code-switching, a practice of changing behaviors to fit in, as a method for career advancement, according to CNBC News. In an industry that is challenged to improve food safety culture, all people need to be valued and heard.

Jackson suggested organizations build their leadership to look like their targeted diverse workforce. This may mean revamping recruiting efforts to source from diverse educational institutions such as HBCUs (Historically Black Colleges and Universities) and partnering with diverse professional organizations such as Women in Food Safety Latin America and the Black Professionals in Food Safety and Quality group to fill the pipeline with people of color.

Often, women of color are left to fend for themselves and fall into the “invisible gap” that keeps them from reaching prominent leadership roles, Reyes has noticed. Tyus described the lack of opportunities as disheartening. Women of color have been ready to lead and are ready for open-minded, fair, qualified leaders to help them break through the glass ceiling, Tyus said. According to her, one thing is for certain: Women of color won’t stay in toxic workplaces that don’t appreciate them, so creating an inclusive and healthy culture that allows them to grow, make mistakes, find sponsors and create career track programs that are impactful is critical to retention.

The Impact of Flexible Work on DEI Efforts

During the pandemic, flexible and remote work have been credited with providing significant improvements such as work-life balance and increased opportunities for workers without relocating. Well+Good reported on a study conducted by Future Forum that “revealed [...] employees of color feel a greater sense of belonging under flexible work models such as working remotely or a mix of in-person and remote work [...]. Out of the 10,000 workers polled, 93% wanted flexibility in when and how they work, while 76% desired flexibility in where they work. Taking race and ethnicity into account, the data showed that 80% of Black, 78% of Latinx and 77% of Asian employees wanted a flexible working experience, either through a hybrid or remote-only model.”

Ruben Colon Velazquez, early career program lead and Rainbow Council employee resource group member, Mondelēz International, shared that flexible work has positively impacted DEI efforts in many ways at Mondelēz. Specifically, flexible work allows the company to attract a wider range of high-potential, diverse talent. These may even be “opportunities that diverse workforces never had access to before,” enabling talent to contribute to success no matter their location, according to Reyes.

Remote work has also provided a reprieve to those who experience microaggressions, judgments about physical appearance or unhelpful office politics, said Tyus. In Future Forum’s study, 68% of Black workers want flexible work policies, while only 56% of their white counterparts say the same. This difference could be because “traditional workplace culture fuels ‘code-switching, homogenous professional networks, and outdated professional norms, including presenteeism,’” according to a Well+Good story. “The COVID-19 pandemic, alongside the protests [in 2020] has turned a microscope onto company culture. It’s exposed what many people of color, particularly Black employees, have navigated throughout their entire professional careers.”

However, offering flexible or remote work does not solve all DEI issues. Tyus said that engagement can be a challenge. “Remote workers often report feeling less connected to the team or out of the loop compared to their in-office counterparts,” she said. “This can also translate to a lack of visibility, promotion and leadership support. These issues are further enhanced for POC who must overcome systemic hardships to get a seat at the table.”

Organizations must be intentional about how they reach remote workers. Colon Velazquez has seen an increased reach of employee resource groups (ERGs). “Mondelēz International has thousands of employees across dozens of sites around the U.S.,” he said, “and as ERGs transitioned from in-person events only in headquarters to more hybrid and virtual settings, all employees now have the ability to not only become active members of our ERGs, but also participate from their meetings and key initiatives.”

Moving Forward with DEI Programs

Although the industry members we interviewed indicated their organizations have made strides in DEI, they also conveyed that there is a long road ahead. On helping technical leaders build safe spaces that allow team members to bring their whole selves to work, they agree there is much work to do.

“Attracting future leaders requires companies to be on the forefront of major initiatives including but not limited to DEI, LGBTQIA+, wellness programs and other forward-thinking employee benefits,” said Tyus. “Employees are looking for more than just compensation in today’s market. Senior leadership and HR must lead the way in supporting these programs, which should be robust and well-funded.”

Masters agreed, stating that organizations need to “encourage participation from underrepresented groups” and incorporate leadership development, career development and mentoring programs as part of their programs and policies.

“It’s not enough just to be a supportive, fair manager or leader to your employees — you also need to provide opportunities for employees to upskill or re-skill for career growth opportunities,” Masters said.

Colon Velazquez’s advice to organizations is “to not forget about the ‘I’ in Diversity, Equity and Inclusion.” He recommended that while attracting diverse talent to your organization is essential to ensure your workforce resembles the consumers you are trying to reach, it is equally important to create retention strategies that involve career development opportunities for diverse talent, as well as to foster safe, inclusive spaces that empower employees to bring their full selves to work.

It’s okay to think outside the box. For example, Jackson challenged organizations to consider crafting opportunities for people to connect that aren’t centered around work.

“This may look like company social events rooted in teamwork and forming bonds or randomly assigned group lunches in which different departments and leadership levels have lunch,” she said.

The Importance of Leadership in DEI

It takes a village to learn to lead in food safety and DEI. Even natural-born leaders evolve skills over time as they encounter new experiences and different people.

“Put people first,” Masters said. “[Putting people first is critical for improving] how [leaders] approach, champion and support DEI in their team.”

Tyus believes this starts at the beginning by “leveling the hiring process to ensure everyone qualified gets a fair opportunity,” she said.

Colon Velazquez said he “can’t stress enough the importance of authenticity,” which was mirrored by Reyes, who added that leaders should “embrace vulnerability.”

Leaders who show up in a way that honors their whole selves invite others to share their whole selves. An underlying requirement is making it safe for people to share their identities, beliefs and values. To put people first, leaders must first identify and have awareness of their own biases, conscious or unconscious, said Del Castillo. Colon Velazquez said that leads to leaders being “better equipped to create diverse and inclusive environments.” At Mondelēz International, he works to provide leaders “with the needed tools to build authentic interpersonal relationships, as it encourages them to understand and empathize with others who might be different from them,” he said.

According to Reyes, Taylor Farms has approached building relationships and improving DEI by actively developing and engaging a culture committee with the full support of the management team that’s driven by the dedication of their employees. Another consideration for companies is to examine how they approach heritage months, according to Tyus, who shared that companies that “put intentional thought into heritage months and company activities will help the groups represented feel genuinely honored and accepted.”

Del Castillo advised that “leaders speak up if they find that their organization could do more to support and encourage diversity, equity and inclusion.” The only way to move forward is by identifying opportunities where DEI isn’t being realized or practiced.

This also extends to reports of microaggressions and discriminatory behavior that should be taken seriously and acted on promptly, according to Tyus.

Connecting DEI and Food Safety Culture

It’s no surprise that DEI has a role in culture. LinkedIn Talent Solutions’ 2022 Global Talent Trends study found that one in four job seekers said that one of the top areas organizations should invest in for culture is diversity and inclusion. An article written for Penn LPS Online stated that DEI “creates an environment that empowers employees. When companies embolden their employees, it helps to nurture connection, build loyalty, and support workers in giving feedback that fosters positive change within the workplace.” In the food and beverage industry, culture, specifically food safety culture, has continued to be a focus area.

“A strong DEI culture and a strong food safety culture go hand-in-hand,” said Masters. Reyes further stated, “You can’t have one without the other. People will do the right thing when they feel they belong or, more importantly, they feel valued.”

Dr. Michael Wood, food safety and quality manager, Kroger, agreed. “In a diverse and inclusive environment, employees feel valued, respected and included. The sense of belonging will promote higher levels of engagement.”

Studies also agree that DEI positively impacts culture, including one from Gallup Workplace. “Gallup workplace science shows that when employees see people like themselves represented in leadership, they are more likely to trust their leaders. And when they feel respected and included, they are more engaged at work. As a result, they are more productive, creative and satisfied with their organization. A culture that gets diversity, equity and inclusion right is ultimately a more thriving, healthier organization.”

DEI also strengthens food safety. “[DEI] allows for individuals with different backgrounds, experiences and perspectives to come together,” said Wood. “This could lead to more comprehensive risk assessments, identification of potential hazards and the development of control measures. Inclusive decision-making processes ensure that all voices are heard.”

Masters shared an example from one of John B. Sanfilippo & Son’s manufacturing facilities. When they assembled a diverse team at their plant, the team identified new ways to communicate about food safety culture to people working in that plant. Collectively, they came up with an idea to have Olympics-themed food safety postings that included different countries that received medals in various sports and outlined the different allergens in foods from those different countries, so it made it fun while conveying important food safety information about allergens.

Tyus has found that companies that actively embrace a strong DEI culture are more likely to have team members representing all backgrounds who are empowered, educated and engaged in food safety practices. Building diversity across race, gender, orientation, culture and other socio-economic demographics broadens the idea pool and deepens knowledge. That’s the foundation for team members to be “attuned to the various factors influencing food safety, understanding potential food safety challenges in different markets and being better positioned to address those challenges effectively and proactively,” said Colon Velazquez. It’s this skill set that Jackson draws upon when stating, “Food safety culture thrives on coloring outside the lines” to fulfill the mission of delivering safe food every day.

Moving forward with DEI in Food Safety

It’s clear that DEI should not be a motto for organizations — it should be a way of living that has a real impact on people everywhere, said Del Castillo, from the workforce to the consumers. As DEI efforts evolve, the word “belonging” has also been added. Forbes said that adding belonging to DEI to create DEIB makes intuitive sense, and that “studies have found that organizations with high levels of belonging also have higher employee net promoter scores (eNPS), which measure employee satisfaction and ambassadorship and are known to correlate with employee engagement. These same organizations also see improvement with respect to retention, intention to stay and measures of teamwork effectiveness, which are all important to organizations and impact the bottom line.” Commitment to DEIB can foster trust and safe spaces that are the foundational principles for creativity, innovation and adaptability.

DEIB provides the framework for ensuring representative voices are at the table, that people of all backgrounds are given fair treatment and advancement opportunities and that people are invited to share their voices, which are critical for making meaningful improvements in food safety culture. By embracing DEIB in its organizations, the food industry can pave the way for solving the biggest known and unknown challenges that lie ahead. This is the type of food safety culture that builds trust within teams and consumers.

The authors are co-founders of Catalyst, LLC. Learn more at foodsafetycatalyst.com.