When a Company Reports on Unconscious Biases

In its employee magazine retorte, Cilag AG – part of Janssen Pharmaceutical of Johnson & Johnson – shared insights into its approach to tackling unconscious biases. The report highlights how holistic training helped to make hidden stereotypes visible and improve collaboration across all levels.

Context: Company Communication as a Case Study

This case study builds on an in-depth feature published in the internal employee magazine retorte of Cilag AG (Schaffhausen), issue July 2018. The company itself openly presented how unconscious bias had become a top HR and D&I priority – and how training interventions were designed to address it.

The backdrop is remarkable: Cilag operates as within a truly multicultural corporate context and at its site, people from nearly 40 nations work side by side. In the magazine, challenges such as misunderstandings, stereotypes and group dynamics are discussed frankly. At the same time, the article illustrated how targeted interventions reduced the negative sides of such mechanisms. For practitioners, these corporate insights provide a rare opportunity to trace best practices directly from within a global organisation.

Trainings that Reached All Levels

Since 2014 I had the opportunity to design and accompany a multi-year training programme for Janssen and Cilag. What made it special was the scope: not only leadership teams but also the production workforce were involved. Dialogue sessions on the shop floor, training with all EMEA leadership teams and the training-of-trainers for supervisors created a breadth that went beyond usual formats.

“The unique aspect here,” I explained in retorte, “was that then-CEO Claudio Cescato considered it substantial that not only the leadership teams but also the production lines were integrated into the process.”

The results were consistently positive: processes improved measurably, team spirit and engagement increased, and even hard factors such as safety benefitted.

Recognising Bias and Breaking Patterns

Scientific research has documented more than 170 types of unconscious bias – usually operating automatically. The article provided examples ranging from the ‘tattooed muscle guy’ to the ‘smart academic with glasses’ – stereotypes that, if unchecked, shape careers, collaboration and decisions.

“It is impressive how much information we overlook or interpret into situations,” explained Dario Bosshard, employee and psychology student, who presented the topic internally. And his colleague Katharina Zoric stressed: “People who at first glance seem to have nothing in common with us are often quite similar on second sight. Diversity enriches our world and creates innovation.”

My Perspective as a Diversity Practitioner

In the retorte feature, I also answered five questions that remain relevant over time. Here are short versions of that:

  • What has changed? – “In the workplace we see significant progress. At the same time, political polarisation shows that not all parts of society are equally reached.”
  • Can bias be eliminated? – “No, but its unwanted effects can be avoided or at least reduced.”
  • Where does bias come from? – “Ancient survival instincts, such as fear of strangers, once protected us – but in today’s globalised world they have become a barrier.”
  • What does this mean for companies? – “Bias must first be recognised before it can be addressed. Tailored programmes – as applied by J&J – are essential for measurable results.”
  • What about the future? – “Societies will diversify further. It is dangerous to pit dimensions against each other. Every person consists of many facets, and this individuality deserves respect.”

Conclusion: From Blind Spots to Strategic Assets

The case of Janssen Cilag demonstrates that D&I training deeply embedded in an organisation can deliver strategic impact. Beyond raising awareness, the programmes enhanced collaboration, fostered engagement and even improved operational results.

Unconscious bias will not disappear – but with clarity, courage and tailored interventions it can be turned from a cultural risk into a driver of leadership, safety and innovation.