Inclusion of Black and Brown People in the Labor Market: Professional Perception under the Social Pillar of ESG

Amanda Almeida dos Santos; Thaís Helena Zero de Oliveira Pereira

DOI: 10.22167/2675-6528-202602632

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

The persistence of institutional racism in the corporate environment represents a systemic barrier to equity, limiting the access and development of Black professionals and reproducing social inequality. Despite the growing relevance of diversity agendas in organizations, the mere presence of diverse groups has proven insufficient to guarantee equity. The objective was to understand the application of the Social pillar of ESG in the inclusion of Black professionals in the job market, identifying the main challenges and opportunities to expand their representativeness in the corporate environment. The methodology adopted an exploratory and descriptive approach, of a mixed nature, combining bibliographic review and field research. 51 professionals were interviewed through a structured questionnaire. The results evidenced a diagnosis of the effectiveness of current practices and revealed significant obstacles, such as the invisibility of Black and Brown people in the corporate market, which hinder racial diversity. It was concluded that, although the ESG framework offers tools for addressing inequalities, its effective implementation requires the commitment of senior leadership in dismantling structural barriers.

Keywords: Diversity; Racial equity; Institutional racism; Representativeness; Social responsibility.

1. Introduction

The growing relevance of diversity and inclusion (D&I) agendas in the corporate environment drives organizations to reassess their structures and practices. Diversity is understood as the appreciation of multiple social identities, while inclusion refers to the creation of mechanisms for the equitable participation of historically excluded groups. Both concepts are essential for building a fairer business environment, especially in the face of structural social inequalities present in Brazilian society (Santos, 2022).

However, the mere presence of diverse groups is not enough to guarantee equity, especially when systemic barriers, such as institutional racism, persist. Institutional racism manifests in organizational rules, processes, and practices that systematically reproduce inequalities and limit the inclusion and advancement of Black professionals (Almeida, 2019). This structure favors dominant profiles and perpetuates the underrepresentation of Black people in leadership positions, invalidating the purely meritocratic discourse (Bento, 2022).

Data from the Ethos Institute (2022) corroborate this scenario, highlighting the very low presence of Black individuals in high management positions in Brazil’s largest companies. The persistence of this inequality, added to continuous challenges such as unconscious biases and the lack of commitment from top leadership in implementing diversity policies (Silva et al., 2023), reveals a gap between the policies declared by companies and their effective application. To understand racial disparity, it is fundamental to distinguish individual prejudice from institutional racism, as the latter is a structured element that manifests in organizational processes (Almeida, 2019). In the corporate environment, this phenomenon is reinforced by what Bento (2022) calls the “narcissistic pact of whiteness,” a mechanism for preserving the privileges of white leadership.

In this context, racial diversity is a relevant indicator of modern corporate governance, according to the Brazilian Institute of Corporate Governance (IBGC, 2023). The objective is to mitigate reputational risks and increase the authenticity of organizations, as the absence of representation has been increasing. PwC (2024) studies indicate that the capital market prioritizes companies with inclusion metrics, understanding that the Social pillar of ESG acts as an indicator of operational risk mitigation.

The ESG agenda (Environmental, Social and Governance), originating from a UN initiative in 2004, emerges as a strategic framework for integrating socio-environmental and governance issues into business (Friede et al., 2015). The Social pillar, in particular, encompasses the company’s responsibility for the well-being of its employees and its positive impact on society, connecting directly to diversity and inclusion agendas (Aleixo; Silva, 2021). This connection is reinforced by recent studies highlighting the importance of diversity and inclusion for companies (Santos et al., 2022), aligning the equity agenda with ESG strategic objectives.

However, despite the advancement of the ESG agenda, there is a scarcity of empirical evidence on the effectiveness of the Social pillar in promoting racial equity in the corporate environment. This misalignment between organizational discourse and demographic reality constitutes the central problem of this research: How has the Social pillar of ESG been effectively applied in promoting the inclusion of Black professionals in the job market? Given the above, this article is justified by the need to deepen the understanding of individuals’ perceptions regarding the application of the Social pillar of ESG in the inclusion of Black and mixed-race professionals in the job market, identifying challenges and opportunities to expand their representativeness in the corporate environment.

2. Material and Methods

The present research was characterized by its exploratory and descriptive nature, seeking to provide greater familiarity with the problem and describe the characteristics of a specific population. A mixed methodological approach was adopted, integrating quantitative and qualitative methods. This combination, according to Creswell and Clark (2013), allowed for a deeper understanding of the research problems, overcoming the limitations of each method in isolation.

To achieve the proposed objectives, the research used a secondary data survey. This data was obtained through a comprehensive bibliographic search, which included consulting scientific articles and books available in academic collections. This initial stage provided the necessary theoretical foundation for understanding the phenomenon studied.

Primary data collection was carried out through a survey. This method, according to Mineiro (2020), is suitable for studying specific segments of a population, allowing for the acquisition of information from a representative sample. The collection instrument was a structured, self-administered online questionnaire developed on the Google Forms platform.

The questionnaire was divided into two main sections. The first section, quantitative in nature, included three questions aimed at profiling the participants’ socio-demographics, addressing aspects such as age, gender, race/ethnicity, and education level. Furthermore, this stage measured participants’ perception of ESG and Diversity and Inclusion, as well as their experiences in the job market, using Likert scales.

The second section of the questionnaire, of a qualitative nature, contained open-ended questions. These questions allowed participants to describe in detail their experiences, the challenges faced, and their expectations regarding the inclusion of Black professionals in the workplace. This approach aimed to capture nuances and individual perspectives that would complement the quantitative data.

The target population of the research was composed of professionals active in the Brazilian job market. Participant selection occurred through non-probabilistic convenience sampling, totaling 51 professionals. The link to the questionnaire was disseminated on social networks, such as LinkedIn, WhatsApp groups, and Instagram, during the period of March and April 2026.

The analysis of the collected data occurred in an integrated manner, combining quantitative and qualitative information. The quantitative data were processed using descriptive statistics, which allowed for the summarization and organization of the responses. The open-ended responses, in turn, were examined through the technique of thematic analysis, as described by Gil (2022).

The operational procedure for thematic analysis was structured in three stages. Firstly, a pre-analysis was carried out, which consisted of reading all the textual responses from the 51 participants. Then, the material was explored, with the coding and extraction of recording units, identifying keywords and recurring expressions, which were grouped by semantic affinity.

Finally, the third stage involved thematic categorization, aggregating the emergent codes into central axes of analysis. This categorization served to support the triangulation between qualitative discourses, quantitative data, and the theoretical framework, providing a comprehensive and consistent view of the research results.

During the preparation and distribution of the questionnaire, the total anonymity of the participants was guaranteed. At the opening of the form, a Free and Informed Consent Term (TCLE) was presented, which informed about the research objectives and assured the voluntariness of participation. As this is a public opinion survey with unidentified participants and with the objective of theoretical deepening, the project was exempted from submission to the Research Ethics Committee (CEP), according to the guidelines of Resolution CNS No. 510/16.

3. Results and Discussion

This section presents the analysis and discussion of data collected through a structured questionnaire, applied to 51 professionals working in the Brazilian labor market, covering various sectors and hierarchical levels. The results were organized in two distinct stages, the first dedicated to mapping the sociodemographic profile of the participants, with the aim of characterizing the sample comprehensively. The second stage focused on analyzing the respondents’ perceptions regarding racial inclusion in the corporate environment, seeking to identify the effectiveness of existing practices and persistent challenges.

Sociodemographic profile analysis

The analysis of the sociodemographic profile of the participants revealed a diverse sample in terms of age group, race/ethnicity self-declaration, and educational level. Regarding the age group, a predominance of Generation Z was observed, with 56.9% of respondents (equivalent to 29 people) aged between 17 and 29 years. This data suggests that a significant portion of the sample is in an intermediate phase of their careers, indicating considerable potential for professional growth and development. Next, Generation Millennials Y, composed of individuals aged 30 to 45, represented 31.4% of the participants, while 9.8% (five professionals) were between 46 and 61 years old, belonging to Generation X. The presence of young workers up to 16 years old was minimal, with only one respondent, corresponding to 2% of the sample. Age inclusion is a relevant factor for building rich and productive work environments, as pointed out by Litvak (2024), who highlights the importance of generational diversity for successful leadership.

Regarding self-declared race/ethnicity, the sample showed an even distribution between white and black respondents, with 35.3% for each group, totaling 18 participants in each category. Professionals who self-declared as brown accounted for 25.5% of the sample, summing up to 13 people. Only 3.9% of participants identified as yellow, totaling two individuals, and there were no indigenous self-declarations. This racial composition of the sample provides a robust basis for discussing the perception of the representativeness of black people in the corporate context. The self-declaration criterion, formalized by IBGE in the 1991 Census, is a crucial methodological norm, and data from the 2022 Census indicate that the majority of the Brazilian population self-declares as brown (45.3%), followed by white (43.2%) and black (10.2%), with smaller percentages for indigenous (0.6%) and yellow (0.4%).

Regarding the educational level of the respondents, it was found that the majority have higher education. Precisely, 47.1% of the participants (24 people) completed higher education, and 29.4% (15 people) had completed postgraduate studies. Additionally, 13.7% (seven people) had incomplete higher education, and 9.8% (five people) had completed high school. These data reflect a high educational level in the sample, which is relevant for understanding perceptions of inclusion in the labor market. However, Brito (2011) emphasizes that historical inequalities in Brazil still place the Black population at a disadvantage in accessing basic rights, which is markedly manifested in social indicators, especially in the fields of education and the labor market, suggesting that access to formal education does not always translate into equity of opportunities.

Diversity, inclusion, and racial equity in companies

The analysis of the participants’ occupational situation revealed that the vast majority, 90.2% (46 people), were active in the job market at the time of the survey. Only 9.8% (five people) were not professionally employed. This scenario indicates that the sample is predominantly composed of individuals with active experience in the corporate environment, which lends greater relevance to their perceptions of diversity and inclusion. The existence of policies or actions aimed at Diversity and Inclusion (D&I) in the respondents’ professional environments was assessed, and 66.7% (34 people) stated that their companies have such initiatives. In contrast, 25.5% of participants reported the absence of these policies, and 7.8% (four respondents) did not know whether they existed. This distribution suggests a varied degree of organizational maturity regarding affirmative practices.

The perception regarding the presence of Black people in organizations revealed a scenario of unequal occupation. It was found that 41.2% of respondents indicated that, although there is a presence of Black people, they are concentrated in operational roles. Furthermore, 25.5% of participants pointed out that there is a low presence of Black people in their companies, and 13.7% stated that there is no significant presence. Only 19.6% of respondents noted the presence of Black people at different hierarchical levels. These findings corroborate the persistence of a scenario where inclusion seems restricted to certain strata of the corporate hierarchy, hindering advancement to leadership positions. The Ethos Institute (2022) already demonstrated that, despite the inclusion of the Black population in the labor market, their representation in management and director positions remains underrepresented, which reinforces the perception of restricted inclusion observed in the research.

The discussion about diversity in organizational environments is crucial, as, according to Luz and Alves (2023), it broadens companies’ perspectives and repertoire, contributing to increased commercial value. The management of inclusion and diversity, by encompassing the participation of minority groups, has been associated with increased productivity in organizations that lead training and inclusion programs. However, the research results indicate that, despite the recognition of the benefits of D&I, many companies still do not fully adopt it or see it merely as a legal obligation, without considering the potential outcomes. This gap between theoretical recognition and effective practice suggests that diversity and inclusion are not yet fully integrated as an intrinsic strategic value in organizational cultures.

The Social Pillar of ESG and Racial Equity in Companies

Regarding knowledge about the ESG concept, the results indicated that 49% of respondents (25 people) stated they knew the term well, while 23.5% (12 people) had basic knowledge. A portion of 15.7% had heard of ESG but did not know how to explain it, and 11.8% (14 people) had no knowledge of the concept. These data reveal that, although there is general recognition of the term, in-depth understanding is not yet universal among professionals. The integration of ESG principles into business operations is fundamental not only for environmental integrity and social equity but also for building a financially sustainable and competitive business model, as highlighted by Martini and Schreiber (2025).

The respondents’ perception of the relationship between the Social pillar of ESG and the promotion of racial diversity and inclusion in companies was largely positive. The majority of participants agreed with this connection, with 47.1% (24 people) fully agreeing and 45.1% (23 people) partially agreeing. Only 7.8% (four people) partially disagreed, and no participant fully disagreed. These results demonstrate a significant alignment between the perception of professionals and the theoretical proposition that the Social pillar of ESG is a relevant instrument for the advancement of racial equity in the corporate environment. Such alignment reflects the growing awareness of the importance of integrating social dimensions into corporate strategies.

When analyzing how companies relate their diversity and inclusion practices to the ESG agenda, it was observed that 33.3% of respondents identify the existence of these practices, but superficially. Another 21.6% reported that the practices occur clearly in their organizations. However, 27.5% of participants stated that these practices are not operated in their companies. Additionally, 17.6% of respondents did not know how to inform about the practices, which may indicate a gap in internal communication or in the transparency of diversity policies. This variation in perceptions suggests that, although the topic is on the agenda, the effectiveness and depth of the implementation of D&I policies linked to ESG are still inconsistent among organizations.

In recent years, the relevance of ESG dimensions and Diversity & Inclusion has grown significantly in the Brazilian business landscape. Martini and Schreiber (2025) point out that changes in global behavior, driven by investor and consumer pressure, have led companies to prioritize social practices that demonstrate responsibility. A Deloitte study (2023) revealed that 71% of organizations aim for an inclusive organizational culture, although they still face obstacles in integrating D&I as a strategic point. The incorporation of social policies not only improves corporate image but also positively impacts financial results, increasing talent retention and stakeholder engagement, according to Barbosa (2020).

Respondents’ perception of ESG’s contribution to reducing racial inequalities in the corporate environment was predominantly optimistic. The survey revealed that 58.8% of participants stated that ESG practices contribute to reducing inequalities, while 37.3% believe this contribution occurs partially. Only 3.9% of respondents declared they have no formed opinion on the impact of ESG on reducing racial inequalities. These data reinforce the conviction that ESG, especially its Social pillar, is seen as a promising tool for addressing racial disparities, aligning with Pessoa’s (2023) view that racial ESG aims to apply principles of sustainability and social responsibility with a focus on racial equity.

Qualitative analysis of open-ended questions

The participants’ testimonials in the open-ended questions provided qualitative insights into the challenges and opportunities of including Black professionals. In response to the question about the main challenges faced, respondents pointed to systemic and structural obstacles that transcend the individual scope. The mention of veiled racism and unconscious biases in recruitment and promotion processes, which contribute to the scarcity of Black representation in leadership positions, was recurrent. This perception underscores the complexity of the problem, which manifests in organizational practices and cultures, and not just in isolated attitudes.

When questioned about the effectiveness of diversity actions adopted by companies, the majority of respondents expressed the view that such actions are mostly symbolic and performative. Although they acknowledge the existence of progress and clear goals in some companies, participants observed that most initiatives focus on recruiting Black professionals for operational levels, without promoting significant advancement to management and leadership positions. This perception of “restricted inclusion” suggests that, despite declared efforts, structural barriers to racial equity at higher hierarchical levels remain substantial.

The respondents’ recommendations to promote greater inclusion of Black people, considering the Social pillar of ESG, converged on the need for intentionality and governance. The suggested practices were grouped into three fundamental axes. The structural axis includes the adoption of diversity objectives at all hierarchical levels and the guarantee of pay equity. The cultural axis focuses on racial literacy for employees and the creation of environments of psychological safety and welcoming. Finally, the procedural axis covers the implementation of methods in selection processes to mitigate unconscious biases, aiming for a deeper and systemic transformation of organizations.

The correlation between the quantitative and qualitative data collected allows us to understand that, although the corporate environment is undergoing a generational transition and increased awareness of structural racism, effective racial equity still faces significant barriers. “Restricted inclusion” is a critical point, where, despite the sample showing an even split between white and black respondents, the predominant perception is that the presence of black people in companies is concentrated in operational roles. This indicates that, even with entry opportunities, the corporate ceiling for advancement to management and board positions persists, hindering the professional progress of this group.

In summary, the research results indicate that the discussion on racial diversity in companies still presents significant gaps, directly impacting the representation of Black professionals in the job market, especially in leadership positions. The persistence of structural racism, manifested in a veiled manner, naturalizes the exploitation and vulnerability of these individuals. Although there is recognition of the importance of the Social pillar of ESG and a declared commitment by some companies, the effectiveness of inclusion actions is perceived as superficial and concentrated at operational levels. For genuine transformation, it is imperative that inclusion becomes an intrinsic value to the organizational culture, with diversity and representation indicators that translate into auditable operational practices, overcoming the mere narrative of reports and positively impacting the lives of employees and society.

4. Conclusion

This study aimed to understand the application of the Social pillar of ESG in the inclusion of Black professionals in the job market, identifying the main challenges and opportunities to expand their representation in the corporate environment. It was found that institutional racism persists as a systemic barrier, limiting the access and development of Black professionals, and that the mere presence of diverse groups does not guarantee equity. The results showed that, although most companies have diversity and inclusion policies, the predominant perception is that the presence of Black people is concentrated in operational roles, characterizing a “restricted inclusion”. It was identified that diversity actions are often seen as symbolic or performative, without promoting significant advancement to management and leadership positions. The prevalence of subtle racism and unconscious biases in recruitment and promotion processes was observed, which hinder racial diversity and equity.

The research revealed that, despite general recognition of the ESG concept and the belief that its Social pillar can contribute to reducing racial inequalities, the effectiveness of its implementation remains inconsistent. The study’s main contribution lies in diagnosing the gap between declared policies and their practical application, showing that the ESG framework, while promising, requires deeper commitment from senior leadership to deconstruct structural barriers. Participants’ recommendations converged on the need for intentionality and governance, focusing on structural, cultural, and procedural axes, such as adopting diversity objectives at all hierarchical levels, pay equity, racial literacy, and bias mitigation in selection processes. For Social ESG to become an indicator of institutional performance and promote true social equity, it is suggested that future studies delve deeper into the analysis of the implementation and impact of these auditable operational practices.

Bibliographic References

ALMEIDA, S. Racismo estrutural. São Paulo: Editora Feminismos Plurais, 2019.

BENTO, C. O pacto da branquitude. São Paulo: Companhia das Letras, 2022.

INSTITUTO ETHOS. Perfil social, racial e de gênero das 500 maiores empresas do Brasil e suas ações afirmativas. [S. I.]: Instituto Ethos, 2022. Disponível em: https://publications.iadb.org/pt/publications/portuguese/viewer/Perfil-social-racial-e-de-g%C3%AAnero-das-500-maiores-empresas-do-Brasil-e-suas-a%C3%A7%C3%B5es-afirmativas.pdf. Acesso em: 18 out. 2025.

SANTOS, J. S. et al. A importância da diversidade e inclusão nas empresas: uma revisão de literatura. Revista Foco, [S. I.], v. 15, n. 2, p. 1-12, 2022. Disponível em: https://ojs.focopublicacoes.com.br/foco/article/view/731. Acesso em: 18 out. 2025.

SILVA, A. C. S. et al. Desafios da diversidade e inclusão nas

Article originating from the Final Course Work of the Specialization in Compliance and ESG of the MBA USP/Esalq

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