Why organisations should be thinking about Black History Month 2026. Every October I’m reminded that Black History Month is both celebration and accountability. It educates people about histories and contributions too often overlooked and creates space for solidarity, learning and action. For organisations, it’s a catalyst to strengthen culture, widen participation and improve performance. The 2025 UK theme, Standing Firm in Power and Pride, resonated with my practice at Salowal Ltd and with the businesses I support.

What I did in October: education, collaboration and community

My October was deliberately practical. Here are a few examples that shaped my message this year:

• Teaching with an equity lens. In Week 1, alongisde Shanesia Garwood (Aspiring Psychologist), I taught Doctorate in Clinical Psychology students at University of Liverpool, exploring intersectionality in mental health and the impact of structural racism on the psyche. We emphasised why every clinician must act as a catalyst for equity of access, particularly for ethnic minorities navigating systems not designed with them in mind.
• Mentoring rising talent. I co-taught a Cognitive Analytic Therapy session at the University of Liverpool with Awa Ceesay (Aspiring Psychologist), creating space for an aspiring Doctorate in Clinical Psychology future student to co-facilitate. There’s real joy in paving the way for others and sharing opportunities.
• Holding brave spaces. I co-facilitated an LCR Embrace anti-racism workshop and was encouraged by the engagement of majority-white attendees who showed openness, vulnerability and reflection.
• Championing representation. A session on Black women on NHS boards was empowering and joyful, highlighting why representation plus resources and support matters at every level of leadership.
• Learning across sectors. At Everton Football Club’s Black History Month event, speakers outlined the Liverpool City Region’s vision for anti-racism and education, emphasising co-production and community engagement. Knowsley Council’s BHM event was also another opportunity for shared learning and engagement that is growing bigger every year.
• Naming the system. I encouraged people to step beyond a binary view of racism. Racism is a matrix embedded in physical and ideological systems; as Ibram X. Kendi argues, it is sustained by policies that drive inequity, backed by ideas. That framing helps leaders look at culture, processes and data, not only intentions. For this reason, as a Local Solutions Trustee attending an E3M chaired event, I emphasised that in championing grass roots Social Enterprises we must ensure representation during such events, so we don’t leave anybody behind. Race and inclusion issues shouldn’t be an add-on or afterthought, otherwise we are perpetuating inequity.

My core takeaway

Inclusion is an ongoing practice, not a poster.

The most effective BHM programs are participatory, evidence-based and linked to year-round goals and are therefore widely attended as opposed to only being attended by Black people. They educate, platform diverse voices, and then translate learning into policy and behaviour change.

Why inclusion is good for business

Beyond the moral case, the business case is practical and compelling:

• Innovation and market growth. Harvard Business Review’s research on “2-D diversity” found that employees in firms with both visible and cognitive diversity are 45% more likely to report market-share growth and 70% more likely to say their firm captured a new market. Diverse leaders enable more ideas to be heard and acted upon, unlocking value-driving insights. (org)
• Financial outperformance. McKinsey’s multi-year analyses report a persistent correlation between executive-team diversity and the likelihood of outperforming on profitability, with the relationship strengthening over time across a dataset of 1,000+ companies in 15 countries. (McKinsey & Company)
• UK evidence and practice. CIPD’s evidence reviews and guidance summarise how equality, diversity and inclusion support talent attraction, engagement and performance when approaches are strategic and sustained. (CIPD)
• Commitment and accountability at scale. Business in the Community’s Race at Work Charter has 1,000+ signatories, with its 2023 survey representing 2 million UK employees, tracking progress on leadership accountability, data, and career progression. This signals market-level expectations on race equity. (Business in the Community)

A balanced note: some academics have questioned whether causality can be proven in every study of diversity and performance. The debate is healthy and encourages better measurement. Even so, the practical advantages for innovation, talent and risk management continue to be widely supported across business and professional bodies, and UK employers are expected to show progress. (econjwatch.org)

Lessons I’d share with SMEs and HR leads

From this year’s program, here’s what I encourage you to do:

• Engage everyone. Create psychologically safe learning spaces where staff can be open and reflective. Inclusion is a whole-team practice, not a siloed activity.
• Prioritise representation. Visibility at every level matters for decision-making and culture.
• Make learning substantive. Go beyond slogans. Teach intersectionality, systems thinking and practical ally behaviours.
• Mentor and platform voices. Co-create events with emerging leaders and give them the stage.
• Partner locally. Work with community organisations and sector bodies. Co-production deepens impact and credibility.
• Think beyond October. Treat BHM as a springboard. Review policies, processes and data so commitments become year-round practice.

Practical next steps for Black History Month 2026

If I were planning with your team, I’d suggest:

1. Start early and align with strategy. Clarify what success looks like for your organisation.
2. Co-design with staff, especially Black colleagues, with support. Avoid over-reliance; recognise contributions.
3. Mix celebration with education. Combine inspiring speakers with skills-based workshops and reflective dialogue.
4. Use data. Track participation, sentiment and outcomes; link insights to recruitment, progression and wellbeing plans.
5. Invest in capability. Train managers to lead inclusion and respond to bias constructively.
6. Sustain momentum. Schedule follow-ups, embed learning in onboarding and leadership development, and report progress to staff.

Work with Salowal Ltd

Salowal Ltd delivers award-winning, culturally intelligent mental and physical wellbeing programs that lift engagement and performance. Our trauma-informed therapy and practical inclusion workshops earn consistent 5-star feedback, with clients reporting reduced absence, stronger morale and better retention. From online therapy UK-wide and internationally to onsite health screenings and leadership sessions, we turn inclusion into measurable outcomes for teams in high-pressure, physically demanding settings.

If you want to move beyond symbolic gestures and build a practical, evidence-informed program for Black History Month 2026, I’d love to help. At Salowal Ltd we design culturally intelligent, trauma-informed wellbeing and inclusion programs that engage people, build capability and translate learning into year-round change. We will be holding a special session on inclusive organisations for Knowsley Chamber members very soon, particularly HR colleagues and organisational leaders. Get in touch to pre-register your interest in being invited.

Email: admin@salowal.com

Website: www.salowal.com

Tel/Text: (+44) 07861360666