Corporate Race Theory: CRT in Fortune 100 companies

CVS Health Corp.

True Privilege — Inside CVS Health Corporation’s Racial Reeducation Program
CVS launches a program that forces hourly employees to discuss their “privilege.”
https://www.city-journal.org/inside-cvs-health-corporations-racial-reeducation-program
Christopher F. Rufo (22 September 2021)

Last year, CVS Health Corporation—the largest pharmacy chain in the United States—paid then-CEO Larry Merlo almost 618 times the median company wage, while simultaneously launching a mandatory “antiracist” training program for hourly employees to deconstruct their “privilege.”

I have received whistleblower documents from inside CVS that reveal the company’s extensive race-reeducation program, which is built on the core tenets of critical race theory, including “intersectionality,” “white privilege,” and “unconscious bias.”

As a keynote for the initiative, Merlo—who has since retired—hosted a conversation with Boston University professor Ibram Kendi, who told 25,000 CVS employees that “to be born in [the United States] is to literally have racist ideas rain on our head consistently and constantly.” Kendi argued that Americans are “walking through society completely soaked in racist ideas,” including children as young as two to three years old. “Our kids are basically functioning on racist ideas, choosing who to play with based on the kid’s skin color,” Kendi said. The solution, in part, is to “diagnose” employees as “racist” in order to help them become “antiracist” and “stop hurting somebody else.”

A series of related training modules instructed employees to deconstruct their racial and sexual identities, then rank themselves according to their “privilege.” The exercise is grounded in the theory of intersectionality, which holds that individuals can be reduced to a network of overlapping identities that determine their position on the social hierarchy, with privileged groups occupying the “oppressor” role and unprivileged groups in the “oppressed” role. The training asked CVS employees to circle their identities—including race, gender, sexuality, and religion—and then reflect on their “privilege” during the discussion. Examples of privilege, according to a checklist, included “celebrat[ing] Christmas,” “hav[ing] a name that is easy to pronounce,” “feel[ing] safe in your neighborhood at night,” and “feel[ing] confident in my leadership style.”

Another exercise, called “Say This, Not That,” provided employees with detailed racial etiquette “reference cards” to reorient their speech to the values of “diversity, equity, and inclusion.” Employees were told to cease using “problematic phrases,” including “I’m colorblind,” “I grew up poor,” “peanut gallery,” “I’m not racist,” and “we must stand up for minorities.” All these phrases, according to the training program, are racist microaggressions that minimize the existence of “systemic racism,” have a “racist history,” and “could be seen as discrediting the experiences of Black people and their culture.” The goal of the training, documents say, is to create “psychological safety” for underprivileged and historically oppressed groups that might feel endangered by phrases such as “sexual preference,” “grandfathered in,” and “off the reservation.”

The irony of these “privilege” programs is inescapable. In recent years, Merlo, enjoying the highest executive-to-employee compensation in the United States, was called “the most obscenely overpaid CEO in America.” Last year, Merlo earned $22 million in total compensation—compared with the median CVS employee salary of $35,529—yet still lectured his 300,000 employees about their “privilege.” Far from being a bottom-up program of empowerment, the new ideology of “antiracism” allows elites such as Merlo to assuage their guilt and shift blame to average Americans.

Predictably, the program has provoked dissent. One CVS worker, who requested anonymity out of fear of reprisals, blasted the new program. “I have worked at CVS a long time, and we have never had a problem with discrimination or division. Quite the opposite: people of diverse backgrounds always have pulled together to solve complex problems,” said the employee, arguing that the politicized training program will ultimately undermine the company’s prospects. “Long-term, talent will drain, morale will suffer, and resentment will spread. This will contaminate our culture and threaten our long-term success.”

Unfortunately, CVS has shown no signs of backing down. Merlo retired at the beginning of this year, cashing out on a long career at the pharmacy. Meantime, executives continue to push the “antiracism” and “privilege” initiatives, hectoring employees to make a “personal commitment” constantly to “celebrate diversity, inclusion, and equity.” Any dissenters will pay the price. CVS promises “swift action against non-inclusive behaviors”—even if that inclusivity stops at the payroll department.

Original Source Documents (PDF): https://s3.documentcloud.org/documents/21067438/cvs-original-source-documents.pdf

Twitter thread: https://twitter.com/realchrisrufo/status/1440769298574704640
 
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Occam's Banana said:
https://twitter.com/realchrisrufo/status/1435696884513861632


Additional tweets hidden to save space:
 

https://twitter.com/realchrisrufo/status/1435697646581125120


https://twitter.com/realchrisrufo/status/1435698533999398912


https://twitter.com/realchrisrufo/status/1435699365255938050


https://twitter.com/realchrisrufo/status/1435699832266518528


https://twitter.com/realchrisrufo/status/1435700929697697794

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A small diversion:

By Ben Shapiro's own people's definition, they are their own race.

Therefore, they are not white.
 
https://twitter.com/realchrisrufo/status/1442593546326798343
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Walmart

Walmart vs. Whiteness — Walmart's Critical Race Theory Training Program
The company’s new training program tells hourly employees that they are guilty of “internalized racial superiority.”
https://www.city-journal.org/walmart-critical-race-theory-training-program
Christopher F. Rufo (14 October 2021)

Walmart Inc. has launched a critical race theory training program that denounces the United States as a “white supremacy system” and teaches white, hourly wage employees that they are guilty of “white supremacy thinking” and “internalized racial superiority.”

According to a cache of internal documents I have obtained from a whistleblower, Walmart launched the program in 2018 in partnership with the Racial Equity Institute, a Greensboro, North Carolina, consulting firm that has worked extensively with universities, government agencies, and private corporations. The program is based on the core principles of critical race theory, including “intersectionality,” “internalized racial oppression,” “internalized racial inferiority,” and “white anti-racist development.” Since the program’s launch, Walmart has trained more than 1,000 employees and made the program mandatory for executives and recommended for hourly wage workers in Walmart stores. When reached for comment, Walmart confirmed that the company has “engaged REI for a number of training sessions since 2018” and has “found these sessions to be thought provoking and constructive.”

The program begins with the claim that the United States is a “white supremacy system,” designed by white Europeans “for the purpose of assigning and maintaining white skin access to power and privilege.” American history is presented as a long sequence of oppressions, from the “construction of a ‘white race’” by colonists in 1680 to President Obama’s stimulus legislation in 2009, “another race neutral act that has disproportionately benefited white people.” Consequently, the Walmart program argues, white Americans have been subjected to “racist conditioning” that indoctrinates them into “white supremacy,” or the view “that white people and the ideas, thoughts, beliefs, and actions of white people are superior to People of Color and their ideas, thoughts, beliefs, and actions.”

Following the principle that “diagnosis determines treatment,” the Walmart program seeks to create a psychological profile of whiteness that can then be treated through “white anti-racist development.” Whites, according to the trainers, are inherently guilty of “white privilege” and “internalized racial superiority,” the belief that “one’s comfort, wealth, privilege and success has been earned by merits and hard work” rather than through the benefits of systemic racism. Walmart’s program argues that this oppressive “white supremacy culture” can be summarized in a list of qualities including “individualism,” “objectivity,” “paternalism,” “defensiveness,” “power hoarding,” “right to comfort, “and “worship of the written word”—which all “promote white supremacy thinking” and “are damaging to both people of color and to white people.”

The training program recommends that “discussions about racist conditioning” should be conducted in racially segregated “affinity groups,” because “people of color and white people have their own work to do in understanding and addressing racism.” Walmart employees who are racial minorities, in the framework of the training program, suffer from “constructed racist oppression” and “internalized racial inferiority.” Their internal psychology is considered shattered and broken, dominated by internal messages such as “we believe there is something wrong with being a person of color,” “we have lowered self-esteem,” “we have lowered expectations,” “we have very limited choices,” and “we have a sense of limited possibility.” Minorities thus begin to believe the “myths promoted by the racist system,” develop feelings of “self-hate,” “anger,” “rage,” and “ethnocentrism,” and are forced to “forget,” “lie,” and “stop feeling” in order to secure basic survival.

The solution, according to Walmart’s program, is to encourage whites to participate in “white anti-racist development”—a psychological conditioning program that reorients white consciousness toward “anti-racism.” The training program teaches white employees that ideas such as “I’m normal,” “we’re all the same,” and “I am not the problem” are racist constructs, driven by internalized racial superiority. The program encourages whites to accept their “guilt and shame,” adopt the idea that “white is not right,” acknowledge their complicity in racism, and, finally, move toward “collective action” whereby “white can do right.” The goal is for whites to climb the “ladder of empowerment for white people” and recreate themselves with a new “anti-racist identity.”

Walmart’s training program seems a study in opportunism. For years, activists have attacked the company’s business practices; the critical race theory program helps the giant retailer shift blame to forces beyond its control. As the company denounces “white supremacy culture”—with components including “objectivity,” “individualism,” and “hoarding”—its entire nine-member top executive leadership, except technology chief Suresh Kumar, is white, and its top six leaders made a combined $112 million in salary in 2019. Chief executive officer Doug McMillon, whom the whistleblower described as a “true believer” in critical race theory, hopes to export woke ideology to every Fortune 100 company through his role as chairman of the Business Roundtable.

The formula is clear: American executives, among the most successful people on the planet, can collect accolades and social status by promoting fashionable left-wing ideologies. Meantime, their hourly workers, making between $25,000 and $30,000 yearly, are asked to undergo dishonest and humiliating rituals to confront their “white privilege” and “white supremacy thinking.” McMillon gets the social justice credit; his workers pay the price.

Original Source Documents (PDF): https://s3.documentcloud.org/documents/21085119/walmart-original-source-material.pdf

Twitter thread: https://twitter.com/realchrisrufo/status/1448742306077569047
 
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AT&T

“White People, You Are the Problem” — AT&T's Racial Reeducation Program
AT&T’s new racial reeducation program promotes the idea that “racism is a uniquely white trait.”
https://www.city-journal.org/att-racial-reeducation-program
Christopher F. Rufo (28 October 2021)

AT&T Corporation has created a racial reeducation program that promotes the idea that “American racism is a uniquely white trait” and boosts left-wing causes such as “reparations,” “defund police,” and “trans activism.”

I have obtained a cache of internal documents about the company’s initiative, called Listen Understand Act, which is based on the core principles of critical race theory, including “intersectionality,” “systemic racism,” “white privilege,” and “white fragility.” CEO John Stankey launched the program last year and, subsequently, has told employees that private corporations such as AT&T have an “obligation to engage on this issue of racial injustice” and push for “systemic reforms in police departments across the country.”

According to a senior employee, who agreed to speak on condition of anonymity, managers at AT&T are now assessed annually on diversity issues, with mandatory participation in programs such as discussion groups, book clubs, mentorship programs, and race reeducation exercises. White employees, the source said, are tacitly expected to confess their complicity in “white privilege” and “systemic racism,” or they will be penalized in their performance reviews. As part of the overall initiative, employees are asked to sign a loyalty pledge to “keep pushing for change,” with suggested “intentions” such as “reading more about systemic racism” and “challenging others’ language that is hateful.” “If you don’t do it,” the senior employee says, “you’re [considered] a racist.” AT&T did not respond when asked for comment.

On the first page of AT&T’s Listen Understand Act internal portal, the company encourages employees to study a resource called “White America, if you want to know who’s responsible for racism, look in the mirror.” The article claims that the United States is a “racist society” and lays out its thesis plainly: “White people, you are the problem. Regardless of how much you say you detest racism, you are the sole reason it has flourished for centuries.” The author, Dahleen Glanton, writes that “American racism is a uniquely white trait” and that “Black people cannot be racist.” White women, she claims, “have been telling lies on black men since they were first brought to America in chains,” and, along with their white male counterparts, “enjoy the opportunities and privileges that white supremacy affords [them].”

Another resource included in the program argues that “COVID-19 may have actually helped prepare us to confront in a deeper, more meaningful way the many faces of racism and how entrenched it is in society.” According to the article, written by Andrés Tapia of the consulting firm Korn Ferry, the pandemic has created a “brooding sense of always feeling vulnerable” for white Americans, which has forced them to fear imminent death, which “many Blacks live with every day.” Furthermore, as millions of Americans have lost their jobs and secured unemployment benefits, they “have more time” to attend street protests, which provided “a way to feel like one could have an impact.” As a result, Tapia argues, the pandemic established the conditions for a sense of “shared helplessness” that has resulted in political activism.

In the “Act” section of the training program, AT&T encourages employees to participate in a “21-Day Racial Equity Habit Challenge” that relies on the concepts of “whiteness,” “white privilege,” and “white supremacy.” The program instructs AT&T employees to “do one action [per day for 21 days] to further [their] understanding of power, privilege, supremacy, oppression, and equity.” The challenge begins with a series of lessons on “whiteness,” which claims, among other things, that “white supremacy [is] baked into our country’s foundation,” that “Whiteness is one of the biggest and most long-running scams ever perpetrated,” and that the “weaponization of whiteness” creates a “constant barrage of harm” for minorities. The 21-Day Challenge also directs employees to articles and videos promoting fashionable left-wing causes, including “reparations,” “defund police,” and “trans activism,” with further instruction to “follow, quote, repost, and retweet” organizations including the Transgender Training Institute and the National Center for Transgender Equality.

AT&T is another Fortune 100 company that has succumbed to the latest fad: corporate “diversity and inclusion” programming that traffics in the ugly concepts of race essentialism and collective guilt. The company has publicly pledged itself to a set of principles that include, “When we make a mistake, we have the character and courage to make it right and learn from it.” If that commitment is genuine, CEO John Stankey should immediately scrap Listen Understand Act, apologize to his workers and customers, and develop a program that does not vilify certain racial groups and promote divisive and destructive ideas.

Original Source Documents (PDF): https://s3.documentcloud.org/documents/21094697/att-original-source-documents.pdf

Twitter thread: https://twitter.com/realchrisrufo/status/1453816421415219229
 
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With respect to the posts indexed in the OP, I have replaced tweets with the corresponding articles.

I have also appended to each of those posts a direct link to the original source documents (as well as a link to the relevant Twitter thread).
 
"If you're white in this country," she said, "you are the beneficiary of a 350-year system of white supremacy."
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Well, you stupid bitch, my Irish and Italian ancestors - going back no more than 3 generations, mind you, would be quite entertained by this utterly unfounded proclamation.

My families never owned slaves. My ancestors were castigated and shunned throughout the 19th century and well into the 20th century. "No Irish Need Apply" ring a bell, you clown bitch? "Filthy Degos" sound familiar, you mental midget? Oh, you poor thing, you... Your ancestors had a rough time, did they? Pick up a FUCKING history book, you unrepentant buffoon. There isn't a race, society, or civilization that some other race, society or civilization hasn't attacked, subjugated, enslaved, raped, or conquered on this planet. NONE. In fact, the primary places on earth where slavery still exists are Africa and the Middle East, which, mind you, is populated with your heroic, noble brown people.

We are living in a timeline in which the least well read people, with the shallowest of understanding of humanity, philosophy and the history of the world hold the most sway within the institutions and power structures of society.

Idiocracy was a documentary. That this clown is any kind of relevant person in the world is proof-positive.

I'm sick and weary of this.
 
I went looking to see if any of the remaining three stories in this series have been released yet and discovered that they had already been published months ago, before I even started this thread. So I will post them below and update the OP accordingly.
 
Disney

The Wokest Place on Earth
Disney mounts an internal campaign against “white privilege” and organizes racially segregated “affinity groups.”
https://www.city-journal.org/racial-politics-at-disney
Christopher F. Rufo (07 May 2021)

The Walt Disney Corporation famously bills its amusement parks as “the happiest place on Earth,” but inside the company’s headquarters in Burbank, California, a conflict is brewing. In the past year, Disney executives have elevated the ideology of critical race theory into a new corporate dogma, bombarded employees with trainings on “systemic racism,” “white privilege,” “white fragility,” and “white saviors,” and launched racially segregated “affinity groups” at the company’s headquarters.

I have obtained a trove of whistleblower documents related to Disney’s “diversity and inclusion” program, called “Reimagine Tomorrow,” which paints a disturbing picture of the company’s embrace of racial politics. Multiple Disney employees, who requested anonymity out of fear of reprisals, told me that the Reimagine Tomorrow program, though perhaps noble in intent, has become deeply politicized and engulfed parts of the company in racial conflict.

The core of Disney’s racial program is a series of training modules on “antiracism.” In one, called “Allyship for Race Consciousness,” the company tells employees that they must “take ownership of educating [themselves] about structural anti-Black racism” and that they should “not rely on [their] Black colleagues to educate [them],” because it is “emotionally taxing.” The United States, the document claims, has a “long history of systemic racism and transphobia,” and white employees, in particular, must “work through feelings of guilt, shame, and defensiveness to understand what is beneath them and what needs to be healed.” Disney recommends that employees atone by “challeng[ing] colorblind ideologies and rhetoric” such as “All Lives Matter” and “I don’t see color”; they must “listen with empathy [to] Black colleagues” and must “not question or debate Black colleagues’ lived experience.”

In another module, called “What Can I Do About Racism?,” Disney tells employees that they should reject “equality,” with a focus on “equal treatment and access to opportunities,” and instead strive for “equity,” with a focus on “the equality of outcome.” The training also includes a series of lessons on “implicit biases,” “microaggressions,” and “becoming an antiracist.” The company tells employees that they must “reflect” on America’s “racist infrastructure” and “think carefully about whether or not your wealth, income, treatment by the criminal justice system, employment, access to housing, health care, political power, and education might be different if you were of a different race.”

In order to put these ideas into action, Disney sponsored the creation of the “21-Day Racial Equity and Social Justice Challenge” in partnership with the YWCA and included the program in its recommended resources for employees. The challenge begins with information on “systemic racism” and asks participants to accept that they have “all been raised in a society that elevates white culture over others.” Participants then learn about their “white privilege” and are asked to fill out a white privilege “checklist,” with options including: “I am white,” I am heterosexual,” “I am a man,” “I still identity as the gender I was born in,” “I have never been raped,” “I don’t rely on public transportation,” and “I have never been called a terrorist.”

Next, participants learn about “white fragility” and are asked to complete an exercise called “How to Tell If You Have White Fragility.” The program interprets beliefs such as “I am a good person, I can’t be racist” and “I was taught to treat everyone the same” as evidence of the participant’s internalized racism and white fragility. Finally, at the conclusion of the 21-day challenge, participants are told that they must learn how to “pivot” from “white dominant culture” to “something different.” The document claims that “competition,” power hoarding,” “comfort with predominantly white leadership,” “individualism,” “timeliness,” and “comprehensiveness” are “white dominant” values that “perpetuate white supremacy culture”—and must be rejected.

In the same collection of resources, Disney also recommends that employees read a series of how-to guides, including “75 Things White People Can Do for Racial Justice” and “Your Kids Are Not Too Young to Talk About Race.” The first article suggests that white employees should “defund the police,” “participate in reparations,” “decolonize your bookshelf,” “don’t gentrify neighborhoods,” “find and join a local ‘white space,’” and “donate to anti-white supremacy work such as your local Black Lives Matter Chapter.” The second article encourages parents to commit to “raising race-consciousness in children” and argues that “even babies discriminate” against members of other races. A graphic claims that babies show the first signs of racism at three months old, and that white children become “strongly biased in favor whiteness” by age four.

Finally, as part of an initiative labeled “CEO sponsored priorities,” Disney has launched racially segregated “affinity groups” for minority employees, with the goal of achieving “culturally-authentic insights.” In the original launch, the Latino affinity group was called “Hola,” the Asian affinity group was called “Compass,” and the black affinity group was called “Wakanda.” The racial affinity groups, also called Business Employee Resource Groups (BERGs), are technically open to all employees but in practice have become almost entirely segregated by race, with the occasional exception for white “executive champions” who attend on behalf of corporate leadership. “The thing that this company does very well is they know politics, so they leave many things unspoken,” said one employee, a racial minority, who also claimed the affinity groups are intended to be racially segregated spaces. “I don’t think anyone has necessarily even tried to attend something that they would discover that they’re not welcome at.”

Multiple Disney employees told me the political environment at the company has intensified in recent months. There are “almost daily memos, suggested readings, panels, and seminars that [are] all centered around antiracism,” said one employee. The company is “completely ideologically one-sided” and actively discourages conservative and Christian employees from expressing their views. “I attended several [training sessions] at the beginning just to see what the temperature of the discussion would be and to gauge if I would be able to bring up my own objections in a safe way—safe meaning for my career. And I’ve continually gotten the unspoken answer: ‘no,’” said the employee. “It’s been very stifling to feel like everyone keeps talking about having open dialogue and compassionate conversations, but when it comes down to it, I know if I said one thing that was truthful, based on data, or even just based on my own personal experience, it would actually be rather unwelcomed.”

Despite these internal warnings, there is no sign that Disney is slowing down its efforts to achieve ideological purity. The company recently fired actress Gina Carano for expressing a conservative viewpoint. Content managers have modified and added “content advisories” to films such as Dumbo, Aladdin, and Fantasia, which, according to an internal video I have obtained, executives have denounced as “racist content.” In the same video, executive chairman Bob Iger pledged that the company “should be taking a stand” on political controversies and will no longer “shy away from politics” in the future.

Disney’s premise has always been to provide an escape for middle Americans, but its executives seem to harbor growing contempt for the very people who visit their amusement parks, watch their films, and buy their merchandise. Once known as the “Happiest Place on Earth,” Disney has now committed to becoming the “wokest place on Earth”—whatever the cost.

Original Source Documents (PDF): https://s3.documentcloud.org/documents/20700423/disney-resources.pdf
Twitter thread: https://twitter.com/realchrisrufo/status/1390828488949518337
 
Lockheed Martin

The Woke-Industrial Complex
Lockheed, the nation’s largest defense contractor, sends key executives on a mission to deconstruct their “white male privilege.”
https://www.city-journal.org/lockheed-martins-woke-industrial-complex
Christopher F. Rufo (26 May 2021)

Last year, Lockheed Martin Corporation, the nation’s largest defense contractor, sent white male executives to a three-day diversity-training program aimed at deconstructing their “white male culture” and encouraging them to atone for their “white male privilege,” according to documents I have obtained.

The program, hosted on Zoom for a cohort of 13 Lockheed employees, was led by the diversity-consulting firm White Men As Full Diversity Partners, which specializes in helping white males “awaken together.” The Lockheed employees, all senior leaders in the company, included Aaron Huckaby, director of global supply chain operations; retired Air Force lieutenant colonel David Starr, director of the Hercules C-130 military transport program; retired Air Force lieutenant general Bruce Litchfield, vice president of sustainment operations; and Glenn Woods, vice president of production for the Air Force’s $1.7 trillion F-35 fighter jet program. (Lockheed Martin did not return request for comment.)

At the beginning of the program, the diversity trainers led a “free association” exercise, asking the Lockheed employees to list connotations for the term “white men.” The trainers wrote down “old,” “racist,” “privileged,” “anti-women,” “angry,” “Aryan Nation,” “KKK,” “Founding fathers,” “guns,” “guilty,” and “can’t jump.” According to the participants, these perceptions have led to “assumptions about white men and diversity,” with many employees believing that white men “don’t care about diversity,” “have a classical perspective on history and colonialism,” and “don’t want to give away our power.”

The White Men As Full Diversity Partners team—Jim Morris, Mark Havens, and Michael Welp—framed the purpose of the training session as providing a benefit for white men who embrace the diversity and inclusion philosophy. In response to a prompt about “what’s in it for white men,” the participants listed benefits such as: “I won’t get replaced by someone who is a better full diversity partner,” “[I will] improve the brand, image, reputation of white men,” and “I [will] have less nagging sense of guilt that I am the problem.”

In a set of related resources, White Men As Full Diversity Partners lays out its theory of privilege. The firm’s founders, Welp and Bill Proudman, have argued that white males must “work hard to understand” their “white privilege,” “male privilege,” and “heterosexual privilege,” which affords them unearned benefits. The firm’s training programs are designed to assist white men in discovering the “roots of white male culture.” That culture, according to Welp and Proudman, consists of traits—such as “rugged individualism,” “a can-do attitude,” “hard work,” “operating from principles,” and “striving towards success”—which are superficially positive but are “devastating” to women and minorities.

At the Lockheed training, following the baseline exercises, the trainers proceeded with the “hearts and minds” portion of the session: deconstructing employees’ “white male privilege” through a series of “privilege statements,” then working to rebuild their identities as “agent[s] of change.” The trainers provided the participants with a list of 156 “white privilege statements,” “male privilege statements,” and “heterosexual privilege statements” to read and discuss, including: “My culture teaches me to minimize the perspectives and powers of people of other races”; “I can commit acts of terrorism, violence or crime and not have it attributed to my race”; “My earning potential is 15-33% higher than a woman’s”; “My reproductive organs are not seen as the property of other men, the government, and/or even strangers because of my gender”; “I am not asked to think about why I am straight”; “I can have friendships with or work around children without being accused of recruiting or molesting them.”

Finally, in order to cement the idea that white male culture is “devastating” to racial minorities and women, the trainers had the Lockheed employees read a series of “I’m tired” statements from fictitious racial minorities and women. The statements included: “I’m tired of being Black”; “I’m tired of you making more money than me”; “I’m tired of people disparaging our campaigns (like Black Lives Matter)”; “I’m tired of Black boys/girls being murdered”; “I’m tired of people thinking they’re smarter and more qualified than me”; “I’m tired of hearing about how we need a wall at the southern borders but not on the northern borders”; “I’m tired of the desire or comment to remove race—the concept that we should be ‘colorblind.’”

This is not the first time White Men As Full Diversity Partners has been involved in a controversial training program. Last year, I reported on the company’s white male training program for employees at the Sandia National Laboratories, which began a series of reports leading to President Trump’s Executive Order 13950, banning racial stereotyping, scapegoating, and discrimination in federal diversity programs. The Trump ban, however, was temporary; President Biden rescinded the order on his first day in office.

Today, it’s back to business as usual. Consultants such as White Men As Full Diversity Partners peddle fashionable racial theories and attach themselves to bloated government contractors such as Lockheed Martin. Presidents change, but for now the woke-industrial complex has no term limit.

Original Source Documents (PDF): https://s3.documentcloud.org/docume...e-men-as-full-diversity-partners_redacted.pdf
Twitter thread:
 
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Raytheon

The Woke Defense Contractor
Raytheon adopts critical race theory and tells employees to acknowledge their “privilege.”
https://www.city-journal.org/raytheon-adopts-critical-race-theory
Christopher F. Rufo (06 July 2021)

Raytheon Technologies Corporation, the nation’s second-largest defense contractor, has launched an “anti-racism” program that promotes critical race theory, rejects the principle of “equality,” and instructs employees to “identify [their] privilege”—or else.

Beginning last summer, the program, called Stronger Together, encourages employees to “becom[e] an anti-racist today.” Raytheon CEO Greg Hayes supported the campaign by signing an Action for Diversity & Inclusion statement, promising to “promote diversity” and “cultivate meaningful change for our society,” then asking all Raytheon employees to sign the pledge and “check [their] own biases.”

Beneath the platitudinous public statements, however, the Stronger Together program relies heavily on critical race theory and manipulative pedagogical techniques.

According to documents and videos I have obtained from a corporate whistleblower, the program begins with lessons on “intersectionality,” a core component of critical race theory. Intersectionality maintains that the world can be divided into competing identity groups, with race, gender, religion, sexual orientation, and other categories defining an individual’s place within the hierarchy of oppression.

In a workshop entitled “Developing Intersectional Allyship in the Workplace,” diversity trainer Rebecca York explained to Raytheon employees that critical race theorist Kimberlé Crenshaw developed the concept of intersectionality to expose “interlocking systems of oppression” and “break down power into privilege and marginalization.”

In a related lesson, Raytheon asks white employees to deconstruct their identities and “identify [their] privilege.” The company argues that white, straight, Christian, able-bodied, English-speaking men are at the top of the intersectional hierarchy—and must work on “recognizing [their] privilege” and “step aside” in favor of other identity groups. According to outside diversity consultant Michelle Saahene, whites “have the privilege of individuality,” while minorities “don’t have that privilege.”

The program then tells white employees to adopt a new set of rules for interacting with their minority colleagues. Employees should “identify everyone’s race” during conversations, “including those who are White.” According to the document, white employees must “listen to the experiences” of “marginalized identities” and should “give [those with such identities] the floor in meetings or on calls, even if it means silencing yourself to do so.” This process of voluntary racial silence is a “win-win,” because “you learn more when you listen than when you speak.”

Next, in a chart titled “What Not to Say to Your Black Colleagues Right Now,” Raytheon instructs white employees never to say that they “pray things change soon” or hope that social tensions “calm down,” which “says [their] comfort is more important than the message of anti-racism.” Whites should acknowledge that their own discomfort is only “a fraction” of the emotional distress of black employees, who are “exhausted, mentally drained, frustrated, stressed, barely sleeping, scared and overwhelmed.”

Raytheon executives have also segregated employees by race and identity into Employee Resource Groups (ERGs) for black, Hispanic, Asian, Native American, LGBTQ, and other categories. The goal of these groups is ostensibly to “advance an inclusive culture,” but in practice, such “affinity groups” often serve to create division and suspicion in the workplace.

Finally, Raytheon encourages white employees to “financially and verbally support pro-POC movements and POC-owned businesses.” In a collection of recommended resources, the company includes an article, “75 Things White People Can Do for Racial Justice,” encouraging white employees to “defund the police,” “participate in reparations,” “decolonize your bookshelf,” and “join a local ‘white space.’” In another recommended resource, the “21-Day Racial Equity Habit Building Challenge,” employees are asked to learn about the “weaponization of whiteness,” quantify the “racial composition” of their friend groups, and “interrupt the pattern of white silence.”

What is the end goal of this program? The rejection of the principle of equality under the law. A Raytheon toolkit explicitly instructs employees to oppose “equality,” defined as “treating each person the same . . . regardless of their differences,” and strive instead for “equity,” which “focuses on the equality of the outcome.” The company claims that the colorblind standard of “equal treatment and access to opportunities” is not enough; “anti-racist” policies must sometimes utilize unequal treatment to achieve equal outcomes.

For now, most Raytheon employees have remained silent, but discontent is growing in the corporate headquarters. Unless Raytheon executives have a change of heart, the company has set itself on a course of racial division.

Original Source Documents (PDF): https://s3.documentcloud.org/documents/20983718/raytheon-technologies-corporation.pdf
Twitter thread: https://twitter.com/realchrisrufo/status/1412460830000508928
 
Hi black male heterosexual Michael, have a good weekend?

I had a great time, Mexican male heterosexual Jose.

What do you think about white female big-tittied Jessica?

Uh, excuse me, "big-tittied" isn't part of Jessica's identity intersection, black male Michael.

Isn't it though?
 
Levi Strauss & Co.

(h/t Not the Bee: https://notthebee.com/article/levis...-company-has-become-heres-what-she-had-to-say)

[bold emphasis added - because that is why all this vicious nuttery, no matter how trivial any given instance of it might seem to be, should always be loudly and publicly mocked, denounced, and derided at every opportunity. - OB]

Yesterday I Was Levi’s Brand President. I Quit So I Could Be Free.
https://bariweiss.substack.com/p/yesterday-i-was-levis-brand-president
Jennifer Sey (14 February 2022)

When I traveled to Moscow in 1986, I brought 10 pairs of Levi’s 501s in my bag. I was a 17-year-old gymnast, the reigning national champion, and I was going to the Soviet Union to compete in the Goodwill Games, a rogue Olympics-level competition orchestrated by CNN founder Ted Turner while the Soviet Union and the United States were boycotting each other.

The jeans were for bartering lycra: the Russians’ leotards represented tautness, prestige, discipline. But they clamored for my denim and all that it represented: American ruggedness, freedom, individualism.

I loved wearing Levi’s; I’d worn them as long as I could remember. But if you had told me back then that I’d one day become the president of the brand, I would’ve never believed you. If you told me that after achieving all that, after spending almost my entire career at one company, that I would resign from it, I’d think you were really crazy.

Today, I’m doing just that. Why? Because, after all these years, the company I love has lost sight of the values that made people everywhere—including those gymnasts in the former Soviet Union—want to wear Levi’s.

My tenure at Levi’s began as an assistant marketing manager in 1999, a few months after my thirtieth birthday. As the years passed, I saw the company through every trend. I was the marketing director for the U.S. by the time skinny jeans had become the rage. I was the chief marketing officer when high-waists came into vogue. I eventually became the global brand president in 2020—the first woman to hold this post. (And somehow low-rise is back.)

Over my two decades at Levi’s, I got married. I had two kids. I got divorced. I had two more kids. I got married again. The company has been the most consistent thing in my life. And, until recently, I have always felt encouraged to bring my full self to work—including my political advocacy.

That advocacy has always focused on kids.

In 2008, when I was a vice president of marketing, I published a memoir about my time as an elite gymnast that focused on the dark side of the sport, specifically the degradation of children. The gymnastics community threatened me with legal action and violence. Former competitors, teammates, and coaches dismissed my story as that of a bitter loser just trying to make a buck. They called me a grifter and a liar. But Levi’s stood by me. More than that: they embraced me as a hero.

Things changed when Covid hit. Early on in the pandemic, I publicly questioned whether schools had to be shut down. This didn’t seem at all controversial to me. I felt—and still do—that the draconian policies would cause the most harm to those least at risk, and the burden would fall heaviest on disadvantaged kids in public schools, who need the safety and routine of school the most.

I wrote op-eds, appeared on local news shows, attended meetings with the mayor’s office, organized rallies and pleaded on social media to get the schools open. I was condemned for speaking out. This time, I was called a racist—a strange accusation given that I have two black sons—a eugenicist, and a QAnon conspiracy theorist.

In the summer of 2020, I finally got the call. “You know when you speak, you speak on behalf of the company,” our head of corporate communications told me, urging me to pipe down. I responded: “My title is not in my Twitter bio. I’m speaking as a public school mom of four kids.”

But the calls kept coming. From legal. From HR. From a board member. And finally, from my boss, the CEO of the company. I explained why I felt so strongly about the issue, citing data on the safety of schools and the harms caused by virtual learning. While they didn’t try to muzzle me outright, I was told repeatedly to “think about what I was saying.”

Meantime, colleagues posted nonstop about the need to oust Trump in the November election. I also shared my support for Elizabeth Warren in the Democratic primary and my great sadness about the racially instigated murders of Ahmaud Arbery and George Floyd. No one at the company objected to any of that.

Then, in October 2020, when it was clear public schools were not going to open that fall, I proposed to the company leadership that we weigh in on the topic of school closures in our city, San Francisco. We often take a stand on political issues that impact our employees; we’ve spoken out on gay rights, voting rights, gun safety, and more.

The response this time was different. “We don’t weigh in on hyper-local issues like this,” I was told. “There’s also a lot of potential negatives if we speak up strongly, starting with the numerous execs who have kids in private schools in the city.”

I refused to stop talking. I kept calling out hypocritical and unproven policies, I met with the mayor’s office, and eventually uprooted my entire life in California—I’d lived there for over 30 years—and moved my family to Denver so that my kindergartner could finally experience real school. We were able to secure a spot for him in a dual-language immersion Spanish-English public school like the one he was supposed to be attending in San Francisco.

National media picked up on our story, and I was asked to go on Laura Ingraham’s show on Fox News. That appearance was the last straw. The comments from Levi’s employees picked up—about me being anti-science; about me being anti-fat (I’d retweeted a study showing a correlation between obesity and poor health outcomes); about me being anti-trans (I’d tweeted that we shouldn’t ditch Mother’s Day for Birthing People’s Day because it left out adoptive and step moms); and about me being racist, because San Francisco’s public school system was filled with black and brown kids, and, apparently, I didn’t care if they died. They also castigated me for my husband’s Covid views—as if I, as his wife, were responsible for the things he said on social media.

All this drama took place at our regular town halls—a companywide meeting I had looked forward to but now dreaded.

Meantime, the Head of Diversity, Equity, and Inclusion at the company asked that I do an “apology tour.” I was told that the main complaint against me was that “I was not a friend of the Black community at Levi’s.” I was told to say that “I am an imperfect ally.” (I refused.)

The fact that I had been asked, back in 2017, to be the executive sponsor of the Black Employee Resource Group by two black employees did not matter. The fact that I’ve fought for kids for years didn’t matter. That I was just citing facts didn’t matter. The head of HR told me personally that even though I was right about the schools, that it was classist and racist that public schools stayed shut while private schools were open, and that I was probably right about everything else, I still shouldn’t say so. I kept thinking: Why shouldn’t I?

In the fall of 2021, during a dinner with the CEO, I was told that I was on track to become the next CEO of Levi’s—the stock price had doubled under my leadership, and revenue had returned to pre-pandemic levels. The only thing standing in my way, he said, was me. All I had to do was stop talking about the school thing.

But the attacks would not stop.

Anonymous trolls on Twitter, some with nearly half a million followers, said people should boycott Levi’s until I’d been fired. So did some of my old gymnastics fans. They called the company ethics hotline and sent emails.

Every day, a dossier of my tweets and all of my online interactions were sent to the CEO by the head of corporate communications. At one meeting of the executive leadership team, the CEO made an off-hand remark that I was “acting like Donald Trump.” I felt embarrassed, and turned my camera off to collect myself.

In the last month, the CEO told me that it was “untenable” for me to stay. I was offered a $1 million severance package, but I knew I’d have to sign a nondisclosure agreement about why I’d been pushed out.

The money would be very nice. But I just can’t do it. Sorry, Levi’s.

I never set out to be a contrarian. I don’t like to fight. I love Levi’s and its place in the American heritage as a purveyor of sturdy pants for hardworking, daring people who moved West and dreamed of gold buried in the dirt. The red tag on the back pocket of the jeans I handed over to the Russian girls used to be shorthand for what was good and right about this country, and when I think about my trip to Moscow, so many decades ago, I still get a little choked up.

But the corporation doesn’t believe in that now. It’s trapped trying to please the mob—and silencing any dissent within the organization. In this it is like so many other American companies: held hostage by intolerant ideologues who do not believe in genuine inclusion or diversity.

In my more than two decades at the company, I took my role as manager most seriously. I helped mentor and guide promising young employees who went on to become executives. In the end, no one stood with me. Not one person publicly said they agreed with me, or even that they didn’t agree with me, but supported my right to say what I believe anyway.

I like to think that many of my now-former colleagues know that this is wrong. I like to think that they stayed silent because they feared losing their standing at work or incurring the wrath of the mob. I hope, in time, they’ll acknowledge as much.

I’ll always wear my old 501s. But today I’m trading in my job at Levi’s. In return, I get to keep my voice.
 
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Coca-Cola

Occam's Banana said:
https://twitter.com/DavidDecosimo/status/1609958658221436928
Click to expand...

Coca-Cola accused of paying NAACP to call soda taxes ‘racist’
"I say Coke's policies are evil because I saw inside the room. The first step in playbook was paying the NAACP + other civil rights groups to call opponents racist," said Calley Means.
https://thepostmillennial.com/coca-cola-accused-of-paying-naacp-to-call-soda-taxes-racist
Roberto Wakerell-Cruxz (03 January 2022)

TrueMedicine Care co-founder Calley Means published a thread to Twitter on Monday, where he broke down the grip that soda companies have over food regulation. Means claimed that his Twitter Blue access and his account is now under review, suggesting that this was due to Coca-Cola being a major advertiser for Twitter.

"Early in my career, I consulted for Coke to ensure sugar taxes failed and soda was included in food stamp funding," Means claimed.
"I say Coke's policies are evil because I saw inside the room. The first step in playbook was paying the NAACP + other civil rights groups to call opponents racist. Coke gave millions to the NAACP and the Hispanic Federation - both directly and through front groups like the American Beverage Association This picked up in 2011-2013 - when the Farm Bill and soda taxes were under consideration."
Means included a screenshot from a Center for Science in the Public Interest (CSPI) report as written about in Nutrition Insight in March of 2013.

Both the NAACP and the Hispanic Federation "received grants from Coca-Cola, with the national NAACP receiving at least $2.1 million from the soda giant since 1986, including $100,000 as recently as December. The Hispanic Federation also lists Coke as a donor, and in February 2012 its president, Lillian Rodriguez Lopez, left the nonprofit group to become director of Latin affairs at the company," Nutrition Insight wrote.

CSPI’s report noted that Coca-Cola gave the American Academy of Family Physicians a $600,000 grant in 2009 for a new website, and gave a $1 million grant in 2003 to the American Academy of Pediatric Dentistry, which was "seemingly enough to get the president of the American Academy of Pediatric Dentistry to suddenly hedge the group's position on the extent to which soda causes cavities," Nutrition Insight reported.

"Coca-Cola, PepsiCo, Dr Pepper Snapple Group, the American Beverage Association, and Kraft Foods, maker of such sugar drinks as Kool Aid and Capri Sun, are also big donors to two major anti-hunger groups, the Food Research and Action Center and Feeding America," the report added.

"The conversations inside these rooms was depressingly transactional: 'We (Coke) will give you money. You need to paint opponents of us as racist.' The effort was successful, and the message was carried in thousands of articles between 2011-2013," Means continued.

"Coke's position was clear: soda is one of the cheapest ways to get calories - a flagrantly inaccurate statement when factoring in the health consequences.

"Despite high rates of obesity in the populations they work for, groups with a long history of funding by the beverage industry are now fighting measures like New York City’s stalled soda ban," Means added, noting a 2013 article in the New York Times.

"I watched as the FDA funneled money to professors at leading universities - as well as think tanks on the left and right - to create studies showing soda taxes hurt the poor. They also paid for studies that say drinking soda DIDN'T cause obesity," Means claimed.

"Of course, not mentioned in these studies is the incontrovertible fact that sugary drinks are one of the top causes of obesity and diabetes - leading to harrowing statistics like this.
Means cited a recent report from CNN, in which a new study published in the American Diabetes Association journal Diabetes Care last month found that the number of people under the age of 20 with type 2 diabetes may skyrocket 675 percent by 2060 if current rents continue in the US.

"Soda companies are deeply embedded in the USDA - so much so that the agency carries discredited talking points like 'there are no bad food, only bad diets.'"
"This ignores fact that sugar is highly addictive and has negative nutritional value," Means continued.

"In the end: racial tensions flared, soda spending was kept in SNAP funding, and many of the soda taxes were defeated... Of course, this has been a disaster for low-income communities. Addictive, deadly sugary drinks should never be included in a government nutrition program. People saying that restricting soda from SNAP funding is 'paternalistic' or an 'assault on personal choice' are unwittingly doing the work of the soda companies."
"You can't have a free market if that market is rigged," Means concluded.

Means would then post that his Twitter account is under review and had his check suspended. "This is not the free speech ethos [Elon Musk], childhood obesity and diabetes is urgent issue. It is a simple question. Has Coca-Cola ever had a direct line to Twitter to suspend critics. Do they still?
 
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