published January 2023

Corporate Allyship for Better Workplace Belonging

Contributed by Davian Aw

How can businesses and allies translate principles of equality and diversity into action?

That was the question posed on the evening of 29 November 2022, where more than 100 attendees gathered for a Q Chamber event. The event’s programme included a panel discussion on “Corporate Allyship for Better Workplace Belonging”, featuring panellists Ho Renyung (Banyan Tree Group), Goh Shufen (R3) and Clara Tang (WeWork), moderated by Q Chamber founding member Evan John Lam.

Drawing from their experiences within their companies, the panellists considered what makes someone an ally and how to put that into practice.

“It’s about being committed,” Renyung said, “and being willing to devote resources to it, being clear and brave about what you’re willing to risk for the cause.” She said that the Banyan Tree Group took a zero-tolerance approach towards any discrimination against associates and guests. Rather than achieve this through legalistic measures, their service culture prioritises empathic listening, which is about creating a space for courageous conversations and dialogue where everyone feels heard and cared for. With over 8,000 Banyan Tree Group staff in 23 countries, cultural nuance was crucial. She gave the example of Pride Month events being voluntary, which made it clear that Banyan Tree Group stood for LGBTQ inclusion while respecting the choices of anyone who did not wish to participate.

“Be human, be kind,” Clara offered, saying that allyship meant creating a culture that celebrates everyone for who they are. As part of WeWork’s allyship programme, over 3,000 employees globally attended sessions where they were invited to think and talk about what inclusion looked like for them. She stressed the importance of making every employee feel safe and valued for their individual selves.

“It’s important for everyone who cares to take action,” Shufen said. She found that many companies liked to say that diversity and inclusion were important to them but without actually doing anything about it. She advised small companies especially not to underestimate the power of culture and leadership, adding that change comes from the top. It is crucial to have a C-suite advocate involved in inclusive HR practices to make it clear that the company is serious about inclusion. She warned against falling prey to easy, superficial gestures.

Evan asked if any of the panellists had received complaints about diversity initiatives creating a “cancel culture”, silencing those who might not agree with LGBTQ inclusion for example.

Renyung had not but noted that there may be colleagues who felt afraid to speak up, even if internally.

Clara believes in seeing people as individuals and assuring them that they would not be marginalised for who they were. Inclusivity to her was about creating spaces where everyone can feel comfortable to be themselves.

“It’s not about eroding other people’s rights just because we lift up certain groups,” Evan agreed.

Shufen candidly said that she gets annoyed when people hide their discrimination under the cover of “family values”. As a proud mother to three kids, one of whom identifies as queer, she fiercely advocated for her child and told the audience there was nothing she would not do to keep her children safe. “For anyone who says that this is ‘anti-family values’,” she said, “what is more ‘family’ than protecting and creating a safe space for your own?”

During the Q&A session, one audience member referenced the Singapore government’s stance that while foreign businesses were free to promote diversity, they should nevertheless be careful not to advocate for such issues. How do companies walk the fine line between promotion and advocacy?

Clara said that WeWork focused on education: helping people learn about those who are different from themselves to forge greater understanding and empathy.

Renyung cited Banyan Tree Group’s new “couples offer” promotion campaign, which had intentionally included images of same-sex couples. It was a move that their media and legal teams had strongly counselled against, saying it might be divisive and bad for the brand. “I was personally surprised by the level of fear that still exists around that,” she said. However, Renyung reiterated that allyship came with costs. “What are you willing to risk? If we alienate a segment of our customers because of what we put out, then there’s an opportunity there for something else.”

“Of course there are consequences,” Shufen said. She thought that a lot of the fear was unfounded but it was hard to know for sure because she felt that “nobody is having an open conversation” about such issues.

Another questioner asked how to bring on board employees who continued to perpetuate discriminatory behaviour notwithstanding company policies saying that such behaviour was not permissible.

Clara believed in helping people understand the reasons behind those policies (to ensure every employee felt accepted and welcome). “We usually have fears about what we don’t know,” she said.

Renyung talked about staying focused on what the company wanted to achieve and the specific people it needed to achieve that. She believed that, “Culture and role modelling and leadership are more powerful than policies.”. She added that building up a few strong role models could be more effective than trying to get every single person on board.

Shufen said that if a company has a zero-tolerance for bias, it had to “be prepared that there may be people who don’t like that”. She added that these people may even “be your superstar, but they’re probably not right for your company”. However, she felt there was also an opportunity – for employees from more conservative circles, it might be the first time that they were exposed to an open environment and conversations. Companies needed a way to reach out to them and make them feel welcome, because they care about those employees too.

The last audience questions asked how companies could create safe spaces for minority personal narratives to be shared, and for some tips and tricks on effective allyship.

“Make every one of your employees feel safe at work,” Shufen said. “Your productivity will be a lot higher, your people will be happier, you get a lot more.” She added that ensuring that everyone was heard would make management aware of their blind spots.

Clara said that at WeWork, all staff with direct reports were trained to check their biases and ensure these did not cloud their decisions on promotions or salary increments.

“First, get educated,” Renyung said. “Get educated on what’s in black and white, know the boundaries, and what you can change.” In her work, she reviewed Banyan Tree Group’s policies and procedures to codify the company’s inclusive values. When disagreement arose, there was usually a multitude of fears at play that needed to be brought into the open. Companies should “look for the fear and tension” and find a way to “dissolve” that.

“Speak up more,” Shufen encouraged the audience. “Create that opportunity for engagement, for debate, for discussion.” When it comes to allyship, do it not because you have to, but because you want to.

Davian Aw is a writer, researcher and fact-checker within the LGBTQ advocacy space in Singapore who believes in building bridges through understanding and education. He was a contributor to the shadow reports in Singapore's 2021 Universal Periodic Review, is a co-founder of TransgenderSG, serves on the worship team at Free Community Church, and has spoken on two interfaith panels on faith and sexuality. In 2018, he published the book Whatever Commandment There May Be, calling for LGBTQ affirmation in the Christian church in Singapore.