equality – The Equality Blog

Race Equality Week

February 6^th marks the start of Race Equality Week. The theme for Race Equality Week 2023 is #ItsEveryonesBusiness. This theme was chosen as 79% of respondents believe it would have a meaningful impact on tackling race inequality.

Race Equality Week is an annual UK-wide movement uniting thousands of organisations and individuals to address the barriers to race equality in the workplace. The events of 2020, including the Black Lives Matter movement and the disproportionate impact of COVID-19 on ethnic minority communities, has heightened public consciousness of race inequality

Since the flurry of pledges many organisations were making back in 2020 to become more inclusive, which for many included black squares, signing charters and race action plans, progress in addressing racial inequality is proving to be a challenge.

Race Equality Matters’ survey highlighted that the majority of respondents felt very little had changed in the last 12 months. Whilst some organisations are now taking a nudge approach, which is starting to impact change. Many have struggled to know where to start.

Thanks to Sy Joshua at Race Equality First for these actions to ensure you are on top of your game when it comes to Race Equality in the Workplace:

1. Book your team onto Anti-racism training

It’s not enough to be ‘not racist’, what is your team doing to be Anti-racist? Are you taking active steps to remove racial barriers and obstacles from the workplace.

2. Review your diversity & inclusion policy

Too many Diversity and Inclusion policies are a ‘copy & paste’ job. Does your policy contain your organisation’s DNA around EDI? If not, a full review may be overdue!

3. Encourage employee-led initiatives promoting racial equality

Empowering employees towards coproduction and including ‘lived experience,’ is a must in ‘moving the dial’ towards more inclusive spaces.

4. Ensure inclusive initiatives are outcome focused

Don’t forget to measure the impact your initiatives are having on attitudes, behaviour and workplace culture.

I’d love to hear where you are on your journey to becoming an anti-racist workplace. Let me know in the comments…

Voice, Power, Advocacy and Change – Effective Staff Networks

Staff networks provide a safe and practical space where generating and sharing new ideas, and exchanging information can be expressed in an informal environment. They also provide peer support, networking opportunities and social activities. Their activities can help to open the door to changing the culture of an organisation.

Effective staff networks are self-governed, and their terms of reference, leadership and membership arrangements are determined by their own members. However, these networks should operate with the full support of the organsaition and a framework is recommended so there is clarity, coherence and consistency of approach in the operation of all staff network groups.

Staff networks can be a powerful tool for empowering minority groups to have an effective voice in an organisation. In the context of diversity and inclusion, a minority group is a group of individuals who are known to have been discriminated against on the basis of a shared characteristic. It is worth noting that these groups may not be a minority in terms of numbers as in the case of women, who are a minority group, despite comprising over half of the UK population.

According to Advance H.E. (formally the Equality Challenge Unit), staff networks may not work in every workplace and/or for all minority groups, and their viability and success will depend on the culture and demand within individual organisations.

Networks need to be led by the staff groups that they represent. However, there is a role for institutions to facilitate and support the development of networks:

Involve staff and discuss the need for staff networks. This could be linked to specific times of year to maximise impact, for example discussing the possibility of a women’s network on international women’s day. A specific event gives the opportunity to discuss whether it is viable and to look for volunteers to take the network forward.
Provide a budget. From refreshment for meetings, to organising specific events or training and development, a budget of any size helps to ensure the network is sustainable and effective.
Ensure senior management are open to dialogue. Networks can provide a useful perspective on institutional practice. Consultation should be genuine and views of the network taken seriously.
Publicise networks to all staff. A dedicated area on your website/intranet means that all staff are aware of support and opportunities. Promote the networks during staff inductions to maximise membership and ensure all staff are able to benefit.
Create a culture of acceptance for participation. It can be intimidating to join a network and there can be a perception that members of networks are ‘troublemakers’.
Ensure line managers encourage staff to attend meetings in work hours. Senior management engagement can help to legitimise the group, and positive endorsement can underline that taking part is worthwhile.

Aims and Objectives

1. Sharing experiences and providing advice and support in a confidential safe space

Often a staff network is the opportunity staff members have to discuss the challenges they have faced at work. To meet this aim, it is likely that membership will be limited to people with the particular shared characteristic. Organisations need to carefully consider how, when and where the group will meet, and how to get a balance between giving an opportunity to share personal experiences while retaining momentum and developing positive solutions.

2. Working collectively towards improving institutional policies and practices and implementing change

Networks with this aim can be useful for their members and their institution. They can raise concerns from members, act as a consultation group for policies and practice and help to generate ideas and solutions. However, to be successful and to maintain momentum, the organisation has to listen to the network and genuinely involve them in decision making and policy review.

Terms of Reference

Networks can have a variety of terms of reference, depending on their aims and context. These may also develop over time as the group evolves. The language used in describing and naming networks can also be crucial in their success and who joins.

However you approach staff networks in your organisation it is important to remember that an effective staff network is one that is run by staff for the benefit of staff.

Challenging Workplace Racism

It’s sad that in 2020 racism in the workplace is still a very real thing. Whether it is appointing managers or promotion panels subconsciously overlooking black, Asian and minority ethnic (BAME) candidates, or the occurrence of overt instances of discrimination and harassment on the office/shop floor, it’s undeniable that there is still a lot of work to be done on this front.

While nearly all companies have legally binding anti-discrimination policies set up, and governments have issued directives and legislation to try and eradicate this issue, it’s still worth taking the time to highlight the cases where things have gone – or are going – terribly wrong. With that in mind, here are four signs that racism may be an issue in your workplace:

1. STEREOTYPING

Managers must look out for examples of stereotyping in the workplace, which can provide the basis for racial discrimination to occur. Often based on misconceptions and incomplete information, stereotyping is particularly harmful as it portrays false generalisations, and attributes the same characteristics to all members of a group, ignoring the receivers of racism as individuals in their own right.

Be wary of the language used, and topics discussed, by colleagues. Are terms like “they” and “us” “your lot” used often to create a divide? Also, are workers making derogatory comments about elements of a person’s culture or customs?

2. HOSTILITY

Whether it is a black woman who is informed that she is too aggressive, a Muslim man criticised for not drinking during social events or an Indian immigrant/Eastern European mocked for their accent, managers should be able to spot unfair criticism and hostility towards BAME persons.

Victims of racism in the workplace can be subject to accusations of being out-of-place, and not fitting in the office/workplace culture. Moreover, BAME people tend to find that normal differences of opinion or failing to get along with a co-worker may be treated as more serious due to the hostility held towards them in a racially charged work environment.

3. OVERCRITICAL

With the increasing pressures of the modern time-poor, stress-rich business world, criticisms of employee performance from team leaders and peers is common.

Managers must be mindful, however, of how fair the criticism is to all staff, particularly minority groups, reacting quickly to criticisms that go a step too far. Victims of racial discrimination at work have reported being vilified for doing their work.

4. CONSISTENTLY OVERLOOKED

The “glass ceiling” is a prolonged issue that ties together all the previous points, and results in many talented, ambitious and well-educated BAME men and women failing to gain jobs, promotions or salary boosts, compared to their white counterparts.

But when the opportunities do finally arise, victims of racism note that their authority is constantly challenged and undermined by those both above and below them on the career ladder.

Thanks to Equality and Diversity UK for these signs on how to identify if racism may be an issue in your workplace.

#BlackLivesMatter

In relation to the tragic events of May 25th in Minnesota, I support the black community at this difficult time and remain committed to using my voice to effect real change. It should not take a video of a man being killed and thousands of people in the street for us to pay attention.

I am inspired by the strength and character of the black community in the face of these senseless tragedies and am committed to standing up for what is right and not just standing by. Shallow, tokenistic commitment is worse than silence. If you are interested in racism only when it is trending, keep your solidarity to yourself.

I encourage all the community, where you see racism and racist behaviour then call it out, challenge it and if it’s in the workplace tell someone. Silence is no longer an option and we will step up for our black colleagues, now more than ever.

If you are not Black, please remember your voice is needed right now—being anti-racist means speaking up, being an ally and challenging the injustices that may not directly affect you. Stand up, make noise about the events happening right now, educate family and friends and continue to push for change. Recognising white privilege has become a major focus in building a fairer society, but we also need to recognise the privilege of living in the west.

Now is not the time to be silent, neither is it the time to jump on a bandwagon. It’s a time for real reflection and care with regards standing by the black community at this time and move forward with real steps to end racism and injustice. Racism can only be addressed together, we can not afford to stand on the sidelines making excuses.

Let’s unite to confront and stop the spread of race-related hatred, violence and systemic injustice.

As, Kehinde Andrews, writing for the Guardian, says “It is time to radically rethink society to make it value black life. History tells us that the oppressed won’t wait for ever. It is time to get on the bus or get out of the way. ”

Black lives matter.

No individual can solve the deeply embedded issue of racism but if you want to see real change then you must be that change, don’t wait another second for others to lead you. Be the change you want to see, challenge your community, challenge your workplace to be better. With racism so deeply rooted in our social order, there can be no quick fixes – but here are some steps you can take in the workplace.

Be clear and concise-we’re talking about Black issues

Make it clear we are talking about Black issues, not “people of colour.” This is not the time for digressing or diluting the issue for non-Black comfort. There is no place for this—ever. Step up in a direct and empathetic way.

Talk about this, openly

Make it clear why this is a crucial conversation to have. Do not post in Black/race-focused groups only. This is relevant for everyone. Talk about systemic racism, sharing links to Black-driven research, making it clear this is a structural issue we all must address.

Create a safe space for colleagues to vent, and be open, if they want to be

Violence on Black colleagues is not an anomaly—people are emotionally scared and physically exhausted. As we’re all mostly working remotely, this may mean having open-diary slots with managers or creating an open space on your communication platform for folks to talk if they want to.

Signpost mental health support

Talking to colleagues isn’t enough. People need to know what professional mental health support is available to them and how to access it as soon as possible.

Managers must step up

Ensure managers are giving space to Black colleagues in particular, right now. Managers play a huge role in supporting people with everything happening in society—empathy is key. What affects or doesn’t affect you does not necessarily map to everyone else.

Do not centre yourself

Do not focus on yourself in these conversations. If you are not Black, your pain and hurt is not the priority right now. This may be an anomaly for you—it is not an anomaly for Black colleagues who live this life, every day.

Senior leaders must step up, especially if they are white or non-Black

Senior leadership must actively speak about this, whether they are uncomfortable or not. Their privilege must be used to make a difference. They should also signpost resources / donation links. They have a responsibility to show up for everyone. Keep in mind, most in leadership are white or non-Black, therefore their role as allies are important. They have the privilege of being listened to. They must amplify, learn and talk to their fellow white and non-Black colleagues to invoke real change.

Analyse your data

Remember that one post doesn’t fix systemic racism. Highlight your compulsory anti-racism training (not opt-in, which is not useful). Gather our data across different protected characteristics to allow for analysis of bias in hiring, probation and promotion processes. Use this data to challenge our processes. If Black colleagues aren’t being treated in the same way as others, share this transparently and spend time creating an action plan to challenge.

Do not add emotional/educational labour to Black colleagues

Every single person is different. That means people are processing this in many ways right now. Please make sure you’re not forcing Black colleagues to engage. This is emotionally/physically exhausting. If they want to, that is fine. If not, that is also fine. There is no onus on them to educate us.

February is LGBT+ History Month

February is LGBT History Month! This annual month-long observance of lesbian, gay, bisexual and transgender history, as well as the history of the gay rights and related civil rights movements provides role models, builds community, and represents a civil rights statement about the contributions of the LGBT community.

LGBT History Month sets out to:

· Increase the visibility of lesbian, gay, bisexual and transgender (“LGBT+”) people, their history, lives and their experiences in the curriculum and culture of educational and other institutions, and the wider community;

· Raise awareness and advance education on matters affecting the LGBT+ community;

· Work to make educational and other institutions safe spaces for all LGBT+ communities; and

· Promote the welfare of LGBT+ people, by ensuring that the education system recognises and enables LGBT+ people to achieve their full potential, so they contribute fully to society and lead fulfilled lives, thus benefiting society as a whole.

Why do we use the rainbow as a symbol of LGBT equality?

“Rainbow flags tend to be used as a sign of a new era, of hope, or of social change”. Rainbow flags have been used in many places over the centuries: in the German Peasants’ War in the 16th century, as a symbol of the Cooperative movement; as a symbol of peace, especially in Italy; to represent the Tawantin Suyu, or Inca territory, mainly in Peru and Bolivia; by some Druze communities in the Middle east; by the Jewish Autonomous Oblast; to represent the International Order of Rainbow for Girls since the early 1920s; and as a symbol of gay pride and LGBT social movements since the 1970s.

Today, the flag is flown as a sign of inclusion and welcome. When flown outside businesses, or placed in shop windows, it tells LGBT people they can relax, and feel safe to do what others’ take for granted: to hold hands or kiss their partners, to rent a hotel room together, to book a table for Valentines day, to demonstrate their love without hate. As an image, it reminds us of not only the diversity of sexual orientation but also of the diversity of human characteristics as a whole.

The Colour of Characteristics

Characteristics help shape identity. The flag’s 6 colours represent different aspects of LGBT communities, but the rainbow is also a symbolic representation of the variety of human expression, in all its hues and shades. Characteristics might be thought of as primary colours of our psyche which when mixed together form the different shades of our identities. Our experiences throughout life, especially during childhood, affect the saturation and brightness of those identities.

Equality, Diversity & Inclusion – A Glossary of Terms

Thanks to Jan Lawrence at In-Equilibrium for this concise explanation of the main terms used when discussing Equality, Diversity & Inclusion:

Equality – Fair treatment of individuals or groups, ensuring they are treated equally and no less favourably in areas including those of age, disability, gender, race, religion or belief, sexual orientation, gender re assignment, marriage and civil partnership, pregnancy and maternity.
Direct Discrimination – Treating a person less favourably than another is being treated, or would be treated, because of their protected characteristic(s). Direct discrimination also includes:
Associative Discrimination – when an individual is discriminated against because of their connection with someone who has a protected characteristic(s).
Perceptive Discrimination – being discriminated against because it is believed an individual possesses a protected characteristic(s). It applies regardless of whether the individual possesses the protected characteristic(s) or not.
Diversity – Acknowledging, valuing and respecting people’s psychological, physical and social differences in order that their full potential and contribution can be realised.
Inclusion – A sense or feeling that an individual or group are welcome, respected, supported and valued in order that their unique needs, working and learning styles are met. An inclusive environment will embrace differences and offer respect both verbally and in actions to ensure that everyone can fully participate.
Indirect Discrimination – Happens when an organisation’s conditions, policies or practices which, on the face of it appear neutral, have an impact that particularly disadvantages those who share a protected characteristic(s); unless whoever applied it can provide ‘objective justification.’
Harassment – The Equality Act 2010 defines harassment as, “unwanted conduct related to a relevant protected characteristic, which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual.” Harassment applies to all the protected characteristics except, Marriage and Civil Partnership and Pregnancy and Maternity. Employees can complain of behaviour that they find offensive even if it is not directed at them and they do not possess the relevant protected characteristic themselves.
Positive Action – Is distinct from unlawful positive discrimination (which involves the practice of favouring an individual who belongs to a group which suffer discrimination). Positive action is lawful when an employer takes steps to counteract the disadvantages it believes people who shared a protected characteristic face. Any decisions taken following positive action must then be made on merit (unless section 159 of the Equality Act 2010 applies).
Protected Characteristics – The Equality Act 2010 specifies 9 features which, for the advancement of equality and opportunity, are afforded protection from discrimination, harassment, and victimisation. In alphabetical order they are: Age, Disability, Gender, Gender Reassignment, Marriage and Civil Partnership, Pregnancy and Maternity, Race, Religion or Belief, Sexual Orientation.
Reasonable Adjustments – The duty to make reasonable adjustments is covered in the Equality Act 2010 to ensure positive steps are taken to remove the barriers those with disabilities face so they are not substantially disadvantaged. The 3 main areas organisations and establishments need to consider are:
- To change provisions, criterions or practices which may provide a barrier unless it is unreasonable to do so
- To change a physical feature of a business or premises which may make access or use difficult for those with disabilities
- To provide auxiliary aids or services, which may include additional services, in order to help a person with a disability to either access or do something
Stereotype – A widely held, positive or negative, image or idea which an individual believes about the characteristics of a certain group.
Victimisation – Occurs when an individual is singled out for unfair treatment or discrimination as a result of making a complaint/grievance, threatening to make a complaint/grievance or supporting a complaint/grievance made by a third party.

The Business Case for Diversity

Increasingly, the term ‘Equality’ (and what used to be referred to as Equal Opportunities) is making way for discussions on ‘diversity’ as this term is much broader in its scope and gets to the heart of the integration challenges facing the UK workforce.

Over the past five decades our society has become increasingly complex and multicultural as population growth continues, subsequently becoming more diverse and with an aging population. Furthermore, changes to employment law coupled with an increase of the age at which an employee can retire and draw a pension means we now have increased competition in the workplace for fewer and fewer jobs.

As Vijay Eswaran, Executive Chairman, QI Group of Companies, explains: ‘In this era of globalization, diversity in the business environment is about more than gender, race and ethnicity. It now includes employees with diverse religious and political beliefs, education, socioeconomic backgrounds, sexual orientation, cultures and even disabilities. Companies are discovering that, by supporting and promoting a diverse and inclusive workplace, they are gaining benefits that go beyond the optics.’

In the UK, it’s common for staff, when surveyed in the workplace, to perceive diversity as being a focus on ethnicity and race whereas issues of religion, education or culture are often overlooked or misunderstood. Subsequently, diversity is actually a much broader term than a few labels and includes those other – difficult to define – human qualities that are dissimilar to our own perceptions or those of our communities but are widely prevalent in other communities. It is this fundamental difference that diversity looks to both celebrate and include alongside our own perceptions.

Vijay Eswaran argues that workplace diversity leads to greater innovation. ‘The coming together of people of different ethnicities with different experiences in cities and societies is a key driver of innovation. The food that we eat every day is a result of this blending of cultures. The most successful musical genres, such as jazz, rock’n’roll or hip-hop, are the products of cultural amalgamation.’

Whilst recent equality laws have helped to challenge discrimination and prejudice we still face equality gaps in the workplace, some larger than others. In response to the increasingly diverse needs of our communities the government have delegated a duty of responsibility – known as the Public Sector Equality Duty – on councils and their partners, including publicly funded bodes, such as the education and health care sectors, to be more accountable for ensuring everyone has an equal chance in life regardless of background or start in life.

To this end, in order to meet both government legislation as well as the diverse needs of our workforce, organisations must ensure they build an inclusive culture where diversity and equality of opportunity work hand in hand. This is referred to as the business case for diversity, an organisational wide understanding of how diversity can benefit both the business aims of the organisation and the needs of the community.

Celebrate Bi Visibility Day this 23 September

It’s almost time for Bi Visibility Day, and we hope you’ll be celebrating it with us! It’s a great opportunity to tell all your bi employees, customers and service users that they are valued and celebrated, and that your organisation won’t tolerate any forms of biphobia.

Click here to read Amy, Pierrette and Stella’s stories of being bi in the workplace. These are the stories of LGBT people from across the world of work. Some speak of the change they’ve made at their workplace, some discuss the opportunities they’ve had as visible role models, and others explore the challenges they’ve faced along the way. All share the message that bringing your whole self to work is both liberating and powerful.

Bi people are often the forgotten part of the LGBT community. Their experiences are commonly assumed to be the same as lesbian and gay experiences, and their identities are frequently made invisible or dismissed as something that doesn’t exist, by people both inside and outside of this community.

They face a number of negative stereotypes, the primary ones being that they’re greedy, manipulative, incapable of monogamy and unable to make their minds up – the last of which is the same as saying who they are isn’t real.

The assumptions about bi people are also gendered. Bi women are more likely to be viewed as ‘actually straight’, their sexual orientation merely a performance to attract straight men, whereas bi men are frequently seen as going through a ‘phase’ on the way to coming out as gay.

This is why we need Bi Visibility Day. It’s an opportunity to celebrate diverse bi identities, raise the voices of bi people, and call for positive change.

Everyone has a role to play in achieving this: we need to learn about bi experiences and the unique challenges they face; we need to call out biphobia and harmful stereotypes, if safe to do so; we need to not assume sexual orientation on the basis of someone’s current partner; and we need to increase the representation of bi people whenever we can.

But first and foremost, if you want to step up as an ally to bi people, remember they exist, remember the stereotypes and assumptions they face every day, and think of one thing you can do in your daily life to help.

Thanks to Stonewall for this information.

The Public Sector Equality Duty

Equality, Diversity and Inclusion is not just about compliance with legislation, it’s about leading change, improvement initiatives, engaging, motivating and improving the potential of staff. The Public Sector Equality Duty (PSED) brings this into law for all public bodies in the United Kingdom.

According to ACAS (the Advisory, Conciliation and Arbitration Service) the Public Sector Equality Duty requires public bodies and others carrying out public functions to have due regard to the need to eliminate discrimination, to advance equality of opportunities and foster good relations. The duty applies to all nine areas of discrimination listed in the Equality Act 2010.

As such, it’s about ensuring all stakeholders are at the centre of the services offered to the public and positively impacting upon the context and culture of the organisation whilst supporting public sector staff to design and deliver great service.

The role of the Public Sector Equality Duty is to eliminate unlawful discrimination, harassment, victimisation and any other conduct prohibited by the Equality Act 2010. To advance equality of opportunity between people who share a protected characteristic and people who do not share it foster good relations between people who share a protected characteristic and those who do not.

It is a requirement in law that public bodies such as the NHS, local government, police, fire brigades, schools, colleges, universities and others carrying out public functions follow the Public Sector Equality Duty. The full list of employers required to follow the PSED can be found in Schedule 19 of the Equality Act 2010.

The duty applies to individual employees, workers, contractors and customer and all nine areas of discrimination listed in the Equality Act 2010 – referred to as protected characteristics – meaning that employers need to consider:

age
disability
gender reassignment
pregnancy and maternity
race
religion or belief
sex
sexual orientation
marriage and civil partnership

Note: For marriage and civil partnership, the Public Sector Equality Duty only requires employers to have due regard to the need to eliminate unlawful discrimination.

This ensures that public bodies consider the needs of all individuals in their day to day work – in shaping policy, in delivering services, and in relation to their own employees.
JD

Discrimination casts a shadow over football

The English Football League kicked of last week but the opening weekend was marred with a number of incidents of racist abuse. Like any other employer in the UK, a professional football club has a duty under the Equality Act 2010 to protect its staff from racial abuse. The Equality Act makes no distinction as to the type of workplace, a football player is a member of staff and the football pitch is a workplace.

On Saturday 3^rd August, Southend United’s Jamaican striker Theo Robinson claims he was abused “in front of family, friends and their kids” at St Andrew’s, the first match Coventry have played in their ground-sharing arrangement with Birmingham City. Similarly, Stoke City’s James McClean, Barnsley’s Bambo Diaby and the sister of Fulham’s Cyrus Christie were also victims of what’s been described as “unacceptable discriminatory abuse”.

Anti-racism charity Kick It Out said “On the first weekend of the season, these incidents should be a reminder for everyone in football that racism and discrimination cannot be ignored. Clubs and the football authorities must be relentless in calling out this disgraceful behaviour, and be prepared to issue strong sanctions and education sessions to any supporter involved. Discrimination casts a shadow over football in this country, and we will not stop highlighting the problem while it remains rife in the game.”

Whilst in this case the racial abuse is coming from a minority of fans in reality a football fan is a customer of the club and a consumer of the clubs product or service. As such, this is no different from hospital staff receiving racial abuse from a patient or service user. In such cases, NHS Trusts work to support staff and reduce racial abuse happening and football clubs must do the same. However, we hear much more outrage from the public and political leaders when NHS staff are racially abused. Why then are footballers, as well as other sports men and woman, seen as fair game to abuse at work?

Certainly, the money involved in football infuriates many fans, especially when they are being charged £40 a ticket and another £50 for a replica club shirt. They see the elite football players earning the big bucks and see themselves as effectively their employers. Oddly, if they were the employers then by law they should treat their staff better. That said, we know that when a football team is doing well the fans sign their praises from the stands but when things are not going well a minority of fans abuse the players, regardless of ethnic origin. This abuse from the stands has almost become a ‘norm’ but race is a protected characteristic under the Equality Act and harassment on the basis of it is illegal, just as would the abuse of a disabled member of staff, or an LGBT+ member of staff. In fact, I am sure the ongoing situation with racial abuse of players is contributing to the lack of any visible LGBT+ professional football players. Unfortunately, LGBT+ players are not confident enough in being accepted by all fans that they have to hide that aspect of their lives away and as such lead an unauthentic version of themselves, in itself this can lead to anxiety, depression and other mental health issues.

So what are clubs to do? In reality, expulsion from the ground and permanent exclusion from all football grounds is a strong deterrent. Clubs must demonstrate their commitment to stamping out racial abuse but those fans that do not racially abuse players must also be given the confidence to challenge the abusers and show them that this behaviour is not okay.

Either way, the Equality Act 2010 protects all staff from abuse in the workplace and unless clubs do more to protect their players from racial abuse they could be in breach of the Equality Act and subject to legal action.