After a Death in Minneapolis, Automakers Step Up Commitment

The social movement sparked by the 2020 killing of George Floyd in Minneapolis has extended to automakers stepping up their diversity and inclusion efforts, say panel participants at an online industry conference, Reuters Automotive 2021.

“This work post-George Floyd has totally exploded,” Ken Barrett says of General Motors’ quest for racial, ethnic and gender diversity within its ranks.

He became GM’s chief diversity officer eight years ago after serving 20 years in the Navy, including time as a recruiter. Much of his GM work involves “what we need to do as an organization to drive equity.”

It’s not only doing the right thing, it’s also good business. The business case “is a no-brainer,” Barrett (pictured, below left) says, adding that GM CEO Mary Barra “is clear on her commitment to drive this forward.”

He also speaks of corporate America’s need to take stands on important social issues. “For those who wanted to stay on the sidelines, things changed with George Floyd.”

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After Floyd’s death during a police arrest, “many people didn’t understand the pain” the incident caused across the nation, says Lori Costew, Ford’s chief diversity officer.

The automaker hired an outside firm to gauge employees’ attitudes about the ramifications of the event. “This renewed our commitment to racial equality,” Costew says. “We need every person involved with this. This is sustainable, not a flavor of the day.”

She refers to “countless studies” indicating that companies which successfully commit to an ethnic, racial and gender mix of their workforce “make more money.” 

Ford has built diversity and inclusion with “the lens focused on racial equity,” she says. “Wish management never works. You have to ingrain D&I into an organization.”

“The tragedy of George Floyd was a reckoning moment for people around the country,” and a time of rededication and conversation at Toyota, says Sandra Phillips Rogers, Toyota Motor North America’s group vice president, general counsel and chief diversity officer.

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Rogers (pictured, left) adds: “We learn more and do better. Respect for people is central at Toyota. From that grounding comes diversity and inclusion. Employees who feel fully engaged come up with innovative ideas. Companies that put D&I at the core do better.”  

GM’s Barrett speaks of the importance of measuring progress. “A scorecard is needed to move the needle. How do you measure equity? By people’s opinions, but also by looking at positions, promotions and pay.”

A company should never consider such work completely done, but nor should it believe “we’ll never get there,” he says. “We want to be the most inclusive company in the world.”

Steve Finlay is a retired WardsAuto senior editor. He can be reached at [email protected].