Sandi Wassmer
CEO, Onvero
As UK workplaces continue to evolve, inclusion is emerging as a defining factor in successful workplace transformation.
Onvero’s first ‘State of Inclusion’ report1 highlights a clear shift in how organisations approach diversity, equity and inclusion (DEI): moving beyond awareness and compliance towards maturity, accountability and measurable impact. Despite a challenging external climate for DEI, the evidence is clear: inclusive practices deliver tangible benefits for employees and business performance.
The gap between ambition and action
Drawing on insights from organisations using Onvero’s benchmarking tool, alongside research with senior leaders and employees, the report reveals both progress and persistent gaps. While 9 in 10 organisations report having a DEI strategy, implementation remains inconsistent. Only a quartersay their strategy is fully embedded. This disconnect is felt most by employees: just 15%believe DEI is part of everyday culture, and many remain unaware of their organisations’ policies.
Organisations that embed inclusive practices meaningfully see employees stay almost four years longer on average and report higher productivity and lower turnover. In organisations which scored highly, 68% of leaders rate productivity as excellent, compared with just 27% in less inclusive environments.
Organisations that embed inclusive practices meaningfully see
employees stay almost four years longer on average
Leadership accountability is key
Leadership accountability is a critical differentiator. The highest-performing companies place responsibility for DEI firmly with the C-suite, yet fewer than half of organisations define clear leadership inclusion goals. This contributes to a perception gap, with leaders consistently rating their organisations as more inclusive than employees do, particularly around fairness, authenticity and everyday behaviours.
The report also highlights the foundational role of psychological safety, wellbeing and belonging. These areas are currently the strongest-performing across sectors, reflecting growing recognition that inclusive cultures are built through trust, learning and openness, not box-ticking. However, concerns about performative DEI persist, with many employees sceptical of initiatives that prioritise external image over internal change.
Ultimately, the message is clear: workplace transformation depends on moving from ambition to action. Purposeful DEI, embedded in strategy, owned by leaders and experienced consistently by employees, is key to building workplaces where people and organisations can thrive.
