Inclusion Without Noise: What the Next Chapter of DEI Looks Like in Australia

The National Conversation: Insight #2

As part of The National Conversation, our exploration of Australia’s response to anti-“woke” and anti-DEI sentiment, we surveyed 174 DEI professionals to understand whether they’re currently rethinking their DEI strategies or have recently done so.

While the majority (67.8%) claimed that they were not making any major changes to how they approach DEI, among those who were making changes:

• 12% reported a move away from traditional long-standing diversity pillars such as LGBTQ+, First Nations, Gender, Cultural Diversity, Working Parents, Carers and People living with a Disability (amongst those named) but were committed to maintaining employee networks / resource groups (ERGs).
• A smaller 1.7% reported moving away from both pillars and ERGs.
• Sadly 2.3% reported that DEI had been removed as a function within their organisation altogether.

A Subtle but Significant Shift

While most practitioners aren’t making radical changes, the approaches of those who are tell an interesting story about how DEI is evolving. For some, this shift reflects an attempt to integrate inclusion more deeply into the overall business strategy; to embed it into systems, not silo it into programs. This could be seen as a positive indicator that DEI is maturing.

On the other hand, a small number of organisations reported moving away from ERG’s. As an advocate for the impact of ERG's, I couldn't help but feel a tinge of nervousness in regard to this development.

For many employees, particularly LGBTQ+ communities, ERGs have been more than symbolic. They’ve been lifelines: spaces where people feel safe, visible, and part of something larger than themselves. If these networks are removed without thought to what replaces them, there’s a genuine risk that some groups could slip back into invisibility, not because inclusion has lost importance, but because its visibility has disappeared and with it, connection. This is not without risk.

As we refine our strategies, surely we have to protect the heartbeat of this work. Inclusion doesn’t thrive in silence, and belonging can’t be assumed, it has to be built, intentionally. I'd be really interested to hear your thoughts on this.

Key themes emerging from open comments

From the open-text responses to the question about strategy changes, the following themes emerged:

Strategy Renewal and Strengthening. Many organisations aren’t stepping back,  they’re leaning in. DEI practitioners described “refreshing” and “strengthening” DEI strategies with clearer goals and stronger accountability. DEI was seen to be moving from a collection of initiatives to a genuine business capability that drives impact.

Shifts in Framing and Language. Language continues to evolve. Several organisations were replacing the word diversity with inclusion or belonging, partly to reflect a philosophical shift, and partly to navigate political sensitivities, particularly in U.S.-linked companies. As one respondent put it, “We continue our work, but we’ve removed ‘diversity’ from our documentation.” It’s not a retreat, it’s a recalibration.

From Representation to Experience.  Representation still matters, but it’s no longer the whole story. The focus seems to be broadening to incorporate much more about how people experience work, whether they feel respected, supported, and able to contribute. This reframing positions DEI as a driver of culture and performance, not just fairness or compliance and opens the work of DEI up as a benefit to all.

Intersectional Approaches. Practitioners spoke of breaking down the old “pillar” model and leaning into intersectionality; the goal being to recognise overlapping identities and shared experiences, creating DEI strategies that are more cohesive and systemic.

Organisational Caution. A smaller number of practitioners reported taking a quieter approach, reducing public promotion, softening messaging, or delaying strategy updates in response to external pressures. It was less about retreat and more about strategic patience, protecting the work while the climate shifts.

Structural and Leadership Commitments. Encouragingly, many organisations were strengthening their foundations, appointing senior DEI leaders, establishing governance frameworks, and embedding accountability. A number of people commented on the fact that real progress happens when inclusion is owned by leaders, not delegated to a single function.

The Big Picture: Evolution, Not Erosion

Taken together, the findings show that DEI isn’t being abandoned it’s being re-engineered. The work is becoming more embedded, more data-driven, and more tightly linked to business strategy.

But as stated earlier, this evolution needs care. Pillars and networks have long been places where people found belonging, connection, and voice. As DEI becomes more integrated, leaders need to ask: what replaces those spaces of visibility and community if we remove them?  Should we remove them?

Closing Reflection

What stands out most from this data is how much the DEI conversation has matured. It’s less about slogans now, and more about substance and how inclusion shows up in leadership, systems, and everyday interactions.

As the researcher listening to these conversations, I keep coming back to one lingering question: strategy alone doesn’t create belonging, people do. If an organisation steps away from employee networks, how do we ensure we don’t lose the genuine sense of connection and belonging that shared identity and visibility helps to foster?

Let’s keep this conversation going. The more we share what’s working, and what’s proving difficult, the better we can build DEI strategies that last and genuinely make a difference

 AN INVITATION TO GO DEEPER

The full report will be released shortly and will be free to access, our way of thanking the many leaders who generously shared their time, experience, and insights on how the DEI backlash is impacting Australian business. This is a critical conversation, and it deserves to be open to everyone.

Drawing on interviews with more than 90 board members, CEOs, and senior executives, alongside input from over 171 DEI professionals and a vibrant town hall discussion attended by 45+ leaders in the profession, the report offers one of the most comprehensive snapshots of executive thinking on DEI in Australia today.

Dawn Emsen-Hough, Director of ACON’s Pride Inclusion Programs, is the convenor of this study and the author of the report. She is available to deliver in-depth executive briefings or tailored presentations of the findings, exploring the key insights, tensions, and practical implications for boards and leadership teams. These sessions are offered on a fee-for-service basis, with all proceeds supporting the ongoing, vital work of Pride in Diversity.

Should you quote anything from this article, please reference: Pride in Diversity (2025). National Conversation: Australia’s response to anti-woke, anti-DEI pushback. ACON.