ALCH Diversity and Inclusion

Diversity is key to success. We can talk the talk, but can we walk the walk?

We have always strived to be as transparent as possible. ALCH as an organization is far from perfect and has flaws. We pledge to work for change. Under this section you will find quarterly updates on the work we are doing for diversity and inclusion.

Click below to read the Diversity & Inclusion quarterly updates.

- Update September-December 2020 -

The end of a very turbulent and educational year. We finalized our updated Strategy and started our transformative journey on being a brand, being a destination and Build & Show our community. There is no way we will be able to bring our vision to life without a clear focus on Diversity & Inclusion as we continue to act Global in a Locally relevant way.

Diversity Task Force

The engagement was great both from internal and external candidates when we posted the Head of DE&I position at our career site, and we are proud to announce that the position was hired internally. We decided to split responsibilities between two great ALCH family members whereas one of them will focus on NA and APLA and the other one on Europe.

They will jointly lead the task force, and to pinpoint local team leaders to drive impact in each region we operate in, and to create a clear pathway between local departments of ALCH and the global leadership located in Stockholm. The Head of DE&I reports directly to the CEO.

The plan remains for ALCH to facilitate time and resources for the Diversity Task Force to educate and empower internally, and impact externally.

Internal Audit

An audit conducted by Includer.se, a Swedish company specialized in Diversity, Equality, and Inclusion, https://www.includer.se/ was enrolled during October. The audit held a survey that all ALCH staff were invited to take part in, as well as a few deep interviews. Includer also reviewed our internal policies, recruitment process, performance review templates and more from a DE&I perspective. We are eager to take part in the compiled report that will be key for the Task Force in setting up the agenda, and top priorities going forward. We will receive the report during January and will deepen our understanding even more through a workshop planned with Includer mid March.

An anonymous feedback form in order for all ALCH Family members to share their experiences protected by full anonymity has been set up. Any information shared through this form will be directed to our Head of DE&I’s going forward to ensure our staff feel fully comfortable with sharing their stories.

Education and Training

A lecture by Netta Jenkins was held in October, https://www.nettajenkins.com/. Netta is listed as one of the top 7 most impactful Anti-Racism educators in the world. The lecture was done digitally to open for all our staff to participate live. We were very happy to see so many of our staff taking part, asking questions, and addressing both concerns as well as positive shout outs. More training sessions with other relevant speakers will be scheduled.

In November, the ALCH Management team gathered for a workshop based on Netta’s lecture. The aim was to deepen our Management Teams understanding and to ensure we are aligned on ALCH values and standpoint within DE&I. At ALCH no difference in treatment or discrimination should occur. We strongly believe that diversity has a positive impact on the individual, our teams and the organization. Our employees should experience working in an equal, professional, inspired, and safe work environment where it is obvious that all employees are treated equally.

We expect our managers to always act as role models. And as managers we see that it is essential to show great respect for, as well as being responsive and empathetic to all aspects of DE&I.

Platform & Support:

Lending our platform to uplift others is nothing new. But it is important that we keep our focus on making sure we bring attention to injustices all over the world. During this quarter, we have continued to lend our platform to young and emerging talent. To mention a few: Originally scheduled to launch for BHM UK (held in October) we gave the amazing artist Cam Portland the opportunity to create a F&F t-shirt with his artwork on it and give that to his own network. London also came through in December, where we partnered with Nike to give a new van to Trap Fruit to show our appreciation for the amazing work they continue to do. In USA we partnered with Run DMC to create a small capsule where the proceeds were donated to JMJ Foundation.

Next update

Next update on our continuous efforts in this field during Jan-March 2021 will be posted by mid April.

Thank you all for your support and encouragement and for all criticism and feedback.

Update July-September 2020

During this quarter, ALCH have been focused on resetting strategy. This is a long process that is planned to be done in Q4-2020 and rolled out in 2021. On top of that we are also looking at how to organize the best way to meet the future.

Diversity & Inclusion is a big part in both these workstreams, and as founder and CEO I am grateful for all the learnings during this period and for all our family members that has shared their stories – putting yourselves in a vulnerable position and sharing your life experiences in order for all of us to get a better understanding of each other’s situations. I am forever grateful for your trust and your engagement in making ALCH the best it can be in all aspects.

Diversity Task Force:

Driven by a select group of board members with international experience, the work towards ALCH Diversity Task Force has begun. Initial meetings were held, both to inform about the purpose of the task force and listen to input and ideas about what people in the organization expects from a ALCH Diversity Task Force. All employees at ALCH globally were invited to participate. We are grateful and humble about the motivation and energy our staff show to help us improve internally, as well as engaging externally to give back to the community.

The next step is to hire the Head of Diversity (previously referred to as Head of Sustainability) to lead the task force, and to pinpoint local team leaders to drive impact in each region we operate in, and to create a clear pathway between local paths of ALCH and the global leadership located in Stockholm.

The plan remains for ALCH to facilitate time and resources for the Diversity Task Force to educate and empower internally, and impact externally.

Internal Audit:

An internal survey to understand the situation at ALCH today has been formed and will be enrolled in October. We believe the voices of our staff are essential and we want to listen internally to understand how to improve. Deeper interviews will also be conducted to deepen the understanding. The audit will be conducted by Includer.se, a Swedish company specialized in Diversity, Equality, and Inclusion, https://www.includer.se/. On top of this ALCH will also establish an anonymous feedback form in order for all ALCH Family members to share their experiences protected by full anonymity. We understand it can make people feel too exposed to share their personal stories, but it is be vital for ALCH to truly comprehend and understand everyone’s position in the long run.

Education and Training:

A lecture by Netta Jenkins is planned for October, https://www.nettajenkins.com/. Netta is listed as one of the top 7 most impactful Anti-Racism educators in the world that companies should hire. More training sessions and workshops will be planned continuously.

Platform:

ALCH have always strived to uplift and empower the next generation. Although there has not been an outspoken, or KPI driven ambition to show diversity in all aspects, we believe that we over the years have enabled and supported many people to pursue their dreams and careers. As ALCH has grown, what may have gotten lost along the way is sharing of visions, ambitions among other things. We are now listening and will take our learnings to re-shape our organization. We need to listen actively to make sure we get all relevant input and with our new learnings do our best for all to feel appreciated and included. As CEO and Co-founder, I acknowledge my white privilege that comes with this position and I pledge to continue to listen and learn to use ALCH platform to drive change and education. This is not a sprint, but a marathon.

Support:

A turbulent quarter in many aspects. Although not yet formally rolled out as a stand alone operation, we have utilized ALCH Cares through a few different angles this quarter. Among the actions with a strong North American focus, we partnered up with When We All Vote to educate around the American election, and to encourage people to vote.

Tied into that, we utilized our mural wall sign in NYC and worked with Kunle from the Irak crew to create a message to enforce that encouragement to participate in the election.

Next update:

We look forward to sharing our work in this field for Oct-Dec 2020 by January. Thank you all for your support and encouragement and for all criticism and feedback.

ALCH is now a global brand. We express ourselves through Restaurants, Bars, Apparel Collections, Events, Music, Storytelling, Sneakers, Cultural activations and more. Our starting point, original inspiration and passion derives from parts of African American culture. This culture, as well as many other cultures, inspire us and without them we would be nothing. Diversity should always be a key component to enable ALCH continued success, there are no doubts about that. Diversity is not just a box for us to tick. Our work will continue.

Update Jan-June 2020
Organizational:

The mapping process has begun. It has been proven to be a bit more difficult Map POC and gender vs positions, paygrades etc. in the regions where that is applicable by local regulations.
Review hire-process to ensure that we build a team that reflects the marketplace across all territories – we don’t need to map it out everywhere to acknowledge that we have a problem, so we need to implement some change even before we map out the size of the issues.
Implement internal training programs to empower people to pursuit a career even if that might not be within ALCH.
Simplify whistleblower policy to make it easier to report abuse of ALCH Code of Conduct.
Arrange workshop, training and education around privilege and diversity.

Buying:

Make sure to support and represent local brands that are minority owned.

Platform:

We have a social responsibility to use our platform to highlight injustice. This is not a campaign; this is something we will build out and keep as a regular feature and make sure to highlight with a frequency.

Support:

Through the vehicle of ALCH Cares we will make sure that we have a standalone organization that only works to support sustainability within Social and Environment. It is important for this to be an organization that is side by side with the retail organization to make sure that the values of ALCH will not be compromised or submissive to the P&L of the Retail Organization.

Brand:

It is not enough for ALCH to be non-racist. It is important that we take an anti-racist position. Here however, it is important that we understand how to walk the walk in order to talk the talk. But regardless – silence is not an option.

Who will do this:

We will form a Diversity Task Force consisting of a group of individuals that are passionate about creating a more diverse and inclusive workplace.
Needs to be a mix between employees and organizational leadership and have representation from all locations. To be led by Head of Sustainability (to be hired) that will report to CEO.

We are going to need external support to set it up and to structure it:
ALCH will facilitate time and resources to empower this function.
Complete insight in diversity, social and environmental roles within ALCH.
To us this is a start, but the continued work from the Diversity Task Force will be the function to drive this, as that to us is the best way to be transparent throughout the organization.