Numerous factors are contributing to this need for a focus on culture. These three factors stuck out to me: Energy demand is rising, AI is reshaping work, and the talent needed to meet these ambitions is in short supply. These interconnected shifts mean that retention now matters as much as recruitment. With the goal of future-proofing teams and organizations, culture is the mechanism that energy leaders can leverage to strengthen employee engagement, innovation, and collaboration.

This blog outlines reflections and insights from the conference and why Seramount stands ready to help energy organizations design resilient cultures that can successfully navigate the current and upcoming workforce challenges.

The Energy Industry’s Workforce Crisis

Across multiple conference sessions, including a panel of four CEOs, leaders emphasized that the sector is in a “workforce renaissance.” Investment in the sector is growing, and with it innovation is accelerating to meet the moment.

However, this renaissance is threatened by workforce instability. Leaders warned candidly, “We can’t afford to lose talent.”And the CEWD data shows us exactly that.

• Energy employers are expected to hire 32 million people between 2025 and 2035— 15 million replacement workers and 17 million new workers.
• Seventy-six percent of energy and utilities employers are experiencing talent and skill gaps in their current workforce due to the rapid evolution occurring within the sector in response to changing needs.
• Over 75% of organizations have difficulty recruiting for full-time positions, and nearly 50% have had difficulties retaining full-time employees in the past12 months.

Throughout the conference, we learned that energy’s challenges are being shaped by several forces:

1.     Aging Workforce

The energy sector is facing a demographic cliff. A significant portion of today’s workforce is expected to retire within the next 10 years, taking with them institutional knowledge that cannot be quickly replicated. At the same time, the population entering the workforce is smaller than the population exiting it, revealing more than ever the value of retention and knowledge transfer. Accordingly, organizations must recognize that retention, upskilling, and cross-generational knowledge capture are urgent strategic imperatives.

Leaders at the CEWD conference emphasized that workplace culture, especially one grounded in belonging, stability, and purpose, is what keeps experienced workers engaged long enough to support the next generation. By strengthening connections between veteran workers and early-career talent, organizations can protect critical knowledge and stabilize workforce transitions.

Actionable Steps to Combat the Demographic Cliff

• Build structured knowledge-transfer programs where experienced workers mentor newer employees through defined rotational experiences.
• Conduct a retention risk assessment to identify roles or teams most vulnerable to retirement-driven turnover.
• Create “encore career” pathways that allow late-career employees to shift into coaching, training, or advisory roles.

2.     Shifting Talent Pipelines and Growing Skill Gaps

Talent pipelines aren’t disappearing, but they are shifting. There are two major contributing factors: First, young workers are not rejecting energy careers; rather, they simply aren’t exposed to energy careers early enough to understand that energy offers more than just a job. Second, the existing workforce is lacking skills that have been introduced—or demanded—by new technology and evolving operational systems.

In response, organizations need to engage talent earlier and more creatively. At the CEWD conference, several leaders highlighted the importance of high school partnerships, hands-on learning, and compelling mobility stories. Effective pipelines also come from nontraditional sources such as military transition programs, second-chance hiring initiatives, and partnerships with community-based organizations. These novel approaches to inclusive talent development can unlock skilled workers who have historically been overlooked.

Actionable Steps to Prepare the Talent Pipeline

• Build early-career exposure programs with local high schools, dual-enrollment programs, and community colleges focused on energy pathways.
• Expand recruiting partnerships with military bases, workforce reentry programs, and community-based organizations to reach overlooked talent pools.
• Develop clear, visible skill pathways that show workers how to advance from entry-level roles into technical specialist or leadership positions.

3.     Digital Transformation and AI Readiness

Digital tools and AI are reshaping the nature of work across the industry. From predictive maintenance to connected field technologies, workers are being asked to adopt new systems at unprecedented speed. Without transparency and training, these shifts can create uncertainty, especially among frontline teams and supervisors who must explain the changes to their crews.

Organizations must build a workforce culture that is confident, digitally literate, and flexible. Leaders at the conference emphasized that frontline leaders play a critical role in demystifying AI and supporting skill-building. When employers offer transparency about  why technology is changing and how employees can grow with it, their employees can stay engaged rather than becoming fearful.

Actionable Steps to Address Digital Transformation and Readiness

• Map the roles most affected by AI and communicate upcoming technological developments early and clearly.
• Launch a “Digital Essentials” learning pathway that builds confidence in new tools, data systems, and AI-enabled workflows.
• Train frontline leaders to support skill development, and guide teams through digital change.

Looking Ahead: Culture Is Your Most Scalable Advantage

After spending time at CEWD, I have no doubt that we are seeing a renaissance moment for the energy sector, and most companies will likely find themselves at a strategic crossroad. Seramount’s research has found that organizations that invest in people, i.e., workplace culture, with the same zeal and commitment with which they invest in technology will be able to meet the moment much more competitively than those who see culture as an afterthought. 

Culture is not soft. Culture is not secondary. Particularly now, culture will be the foundation of retention and long-term competitiveness in the energy sector. As competition across the sector increases to meet new demands, the organizations that build strong, inclusive cultures today will be the ones that lead the future of energy.

Partner with Seramount to Build a Culture That Attracts and Retains Top Talent

Seramount supports energy organizations in building cultures that strengthen belonging, readiness, and performance. We help leaders:

• Diagnose cultural strengths and gaps for the organization.
• Support frontline leader development and engagement to shape and advocate for culture.
• Share best practices from peers within and outside of the industry.

If your organization is preparing for growth, digital transformation, or workforce transition, Seramount can help build the culture your strategy requires. Reach out to talk to one of our experts!

The post Supporting the Energy Sector’s Workforce Through Culture appeared first on Seramount.

Proactive Inclusion in a Complex World

Barry shared encouraging data, illustrating how inclusive hiring efforts are paying off. In a study of recruitment practices across the UK, Canada, and India, companies employing “tried-and-true” inclusion tactics – diverse candidate slates, diverse interview panels, mandatory bias training, and targeted sourcing – saw tangible results. In the UK, for example, 50% of new hires this year were women, up from 46% in 2023, with similar rises in Canada (55%, up from 51%) and modest results in India (37%, up from 36%). These upticks in women’s hiring underscore how inclusive talent strategies can drive measurable progress, reinforcing Barry’s point that inclusion can be a competitive advantage in every market. Barry also highlighted partnership as a catalyst for innovation: The StepStone Group, a global leader in digital recruitment and the summit’s host, exemplifies how embedding inclusion at a platform’s core helps connect talent to opportunity at scale. StepStone’s own Head of Diversity & Inclusion, Bianca Stringuini, echoed this vision of inclusion-fueled innovation in her welcome remarks, setting the stage for a day of learning and collaboration.

From Compliance to Influence: Aligning HR Leadership

The first session dug into a foundational question: how can Chief Diversity Officers (CDOs) and Chief Human Resources Officers (CHROs) join forces to amplify impact? James Cowling-Vega, shared insights from a new Seramount study based on interviews with over 100 CHROs. The research revealed that while most HR leaders support Inclusion in principle, truly integrating inclusion into business strategy requires moving beyond compliance-driven approaches to ones centered on influence and collaboration. Cowling-Vega noted that effective CDO-CHRO partnerships hinge on speaking the language of business outcomes. This theme of “shifting from explaining inclusion to executing with influence” resonated throughout the day. In fact, Seramount’s latest pulse survey found that only 1 in 5 CDOs feel they can effectively influence their C-suite on Inclusion, even as 90% say securing senior leadership buy-in is their top priority. Closing that gap is critical – without the ability to clearly link inclusion to business value, Inclusion efforts risk being sidelined or defunded in today’s environment. Cowling-Vega’s session underscored a clear call to action: HR and Inclusion leaders must continue to evolve from box-checking to business-aligned strategies, using data and influence to embed inclusion into executive agendas.

Moving with Trust in AI

A lively fireside chat on emerging technology examined the cutting-edge of inclusion practice: AI in HR. Nicola Weatherhead, StepStone Group’s VP of Talent Acquisition & People Operations, joined Subha Barry for a candid discussion on the promise and perils of artificial intelligence in people management. Weatherhead, a veteran tech industry people leader, and Barry emphasized moving forward with trust in AI – harnessing AI’s efficiencies in recruiting and talent management while maintaining human oversight and fairness. Attendees openly shared their experiences via live poll: many organizations are still in early exploratory stages of integrating AI in HR, and the top concerns on everyone’s mind are bias, transparency, and compliance with rapidly evolving laws. Weatherhead addressed these head-on, citing the forthcoming EU AI Act as a prime example of why HR leaders must stay proactive. Her guidance: treat AI as a tool to augment, not replace, human judgment, and build diverse teams to vet AI-driven decisions for unintended bias. She described StepStone’s approach to ethical AI – from rigorous bias testing in algorithms to cross-functional governance – as a model of balancing innovation with responsibility. The takeaway was clear: trust and innovation can co-exist. With the right guardrails, AI can help streamline hiring and expand talent pools, but earning employee trust means prioritizing ethics and transparency at every step.

Navigating Legal Headwinds in Inclusion

Legal and regulatory shifts have rocked the Inclusion landscape worldwide, a reality brought to life by Chris Bracebridge, Partner at Covington & Burling LLP and a leader on the firm’s global Inclusion Council. Bracebridge led a session on inclusion under pressure – how recent legal changes demand agile strategies from Inclusion and HR teams. He noted that in just the past 18 months, dramatic changes have altered what’s permissible or practicable in corporate Inclusion programs. From high-profile court decisions on affirmative action in the U.S., to new European regulations like the AI Act and pay transparency directives, to evolving UK compliance requirements – the rules of engagement for Inclusion are being rewritten in real time. Bracebridge broke down these complexities with practical clarity, reassuring leaders that inclusion and compliance are not mutually exclusive. For instance, he pointed out that even amid political pushback, companies can focus on inclusive practices that are universally beneficial, such as mentorship programs or diversity in recruitment, which carry low legal risk but high cultural impact. The key is to stay informed and creative: adjusting language, reframing programs, and doubling down on business relevance can help inclusion initiatives survive external challenges. Bracebridge’s bottom line: Inclusion leaders must become deft navigators of change, influencing stakeholders with both vision and vigilance. His insights – coming from a firm that’s been advising global companies through these storms since 2021 – provided a roadmap for turning legal “disruption into opportunity”, sparking ideas on how to future-proof inclusion efforts.

Macro Trends and Inclusion: An Economist’s View

After lunch, the summit zoomed out to a macro-economic lens, examining how broad labor market trends influence workplace inclusion. Julius Probst, Appcast’s European Labor Economist, presented a data-rich look at the British economy and job market in 2025. Probst, shared sobering statistics: the UK’s unemployment rate has crept up to 4.6%, and job vacancies have declined to their lowest since before the pandemic. After a long post-pandemic boom, Britain’s labor market is edging closer to a downturn, with hiring freezes and lower turnover as economic uncertainty rises. Yet within this challenging climate, there are silver linings for inclusion. Probst noted that a cooling labor market can push employers to focus on quality ofhire over quantity, presenting an opening to double down on inclusive recruitment – reaching talent that may have been overlooked in hyper-competitive Probst added perspective from on-the-ground in the UK: even as overall hiring slows, skills shortages persist in sectors from technology to care services, meaning companies that cast wider nets and invest in upskilling diverse talent will weather the storm better. This economist’s view reinforced a theme from earlier in the day – inclusion as innovation under pressure. When macro headwinds blow, inclusive practices like reskilling, internal mobility, and flexible work can become engines of resilience. The session vividly connected the dots between global trends and daily inclusion work, reminding leaders that Inclusion strategy must flex with economic realities.

Collaborative Solutions: Evolving ERGs and Beyond

Caroline Waters, OBE – a veteran HR executive and Deputy Chair of the UK’s Equality and Human Rights Commission – led an eye-opening breakout session on global demographic shifts and what they mean for inclusion. Co-facilitated by Angela Lacerna, an Associate Director of Partner Development at Seramount, the session challenged participants to think bigger about where talent and consumers will come from in the future.

Waters highlighted several striking facts as signals of a massive demographic transformation unfolding worldwide:

• English speakers on the rise: China is poised to become the largest English-speaking nation in the world.
• Talent pool scale: The top 25% highest-IQ individuals in China outnumber the entire population of North America (and India’s top 28% does as well).
• Workforce surplus: Even if every current U.S. job were transferred to China or India, those countries would still have a huge surplus of workers to spare.
• Skyrocketing birth rates: In the time it takes to read this sentence, dozens of babies are born around the globe – about 38 in the United States, 92 in China, and 241 in India. As Waters put it, “the speed of global diversification is almost too fast to grasp.”
• Shifting majorities: In Birmingham, UK, the balance of demographics flipped within a decade. The city went from roughly 58% White and 42% Black in 2011 to about 49% White and 51% Black in 2021 – a complete reversal of majority and minority representation in just ten years.
• Youth resurgence: In the UK, church attendance among young adults has quadrupled, from only 4% in 2018 to 16% today. This unexpected surge in youth participation is another example of how quickly social trends can turn.

Each of these data points, Waters explained, is more than just a statistic – it’s a wake-up call. Together, they paint a picture of a world where diversity is the new normal on a global scale. Populations and workforces in Asia are booming, educational and linguistic advantages are no longer confined to Western nations, and even local communities are seeing dramatic shifts in composition and behavior. For inclusion strategists, the implication is clear: we must anticipate and embrace a far more diverse future. Inclusion efforts can’t rely on old assumptions about where talent comes from or what “majority” means in any given context. Instead, leaders should prepare for a reality in which the so-called ‘minority’ groups may become majorities (and vice versa), and cultural patterns may shift unexpectedly.

ERGs: From Passion to Strategic Impact

Katie Oertli Mooney, Managing Director at Seramount, shared that even as some organizations pull back on formal DEI programs, employee resource groups (ERGs) remain resilient and continue to evolve. She introduced a new ERG maturity model with two dimensions – operational and impact – urging companies to move beyond grassroots passion to a structured infrastructure with leadership alignment from the top down. On the impact side, Mooney challenged leaders to think past what ERGs do (hosting events or programs) and focus on what they enable for the business and culture. The message was clear: leading organizations treat ERGs not as extracurricular networks, but as strategic partners in driving inclusion and innovation.

Mooney illustrated how high-functioning ERGs serve as pipelines for relationship-building and talent development. ERG leaders and members gain vital experience – from cross-functional collaboration and strategic planning to mentoring others – that hones their business acumen and inclusive leadership skills. These experiences build executive presence and influence among diverse talent, empowering employees to drive cultural fluency across the organization. In short, ERGs can be incubators of future leaders, translating grassroots energy into tangible business capabilities.

Spotlight Stories of Resilience and Innovation

As the summit’s final segment, two industry leaders delivered inspiring spotlight stories illustrating how they are driving inclusion forward in challenging times. Sharlene John, Head of Inclusion, Recruitment and Onboarding at Selfridges, spoke about cultivating talent and culture in the luxury retail sector. John described how Selfridges partners with the King’s Trust to promote internal talent development, creating avenues for underrepresented employees to advance and lead with continued support at the close of the program.

Next, Annika Allen, Head of Inclusion at All3Media, offered a candid look at building inclusion in media and entertainment – an industry known for creative dynamism and, often, systemic inequities. At the summit, Allen spoke passionately about the link between employee well-being and inclusion. In an environment prone to burnout and high stress, All3Media has made employee mental health a pillar of its Inclusion strategy – from inclusive storytelling workshops that give employees a voice, to equitable parental leave and flexible work arrangements. Allen’s core message: creativity and inclusion thrive together when people feel safe, valued, and cared for as whole individuals.

Think Bigger, Act Smarter: What’s Next

After a full day of insights and exchange, the Think Bigger Summit concluded with a unifying call to action. In closing remarks, Subha Barry observed that through every panel, spotlight, and hallway conversation, one theme came up again and again: “This work lives or dies by our ability to influence.” Influence – built on trust, backed by data, and aligned to business priorities – is the linchpin for turning inclusive ideas into sustained action. Barry challenged every leader in attendance to carry the day’s learnings back to their organizations and “engineer influence” for the changes that matter. Some key messages emerged from the summit’s conversations:

• Moving with trust in AI: Leverage AI-driven tools in HR and recruiting, but do so ethically and transparently, addressing biases and ensuring human oversight at each step.
• Inclusion as innovation under pressure: Treat inclusion as a source of innovation and resilience, especially in turbulent times. When under pressure – whether from legal, economic, or social forces – doubling down on Inclusion can reveal new solutions and growth opportunities.
• Shifting from compliance to influence: Evolve from check-the-box diversity compliance toward true influence in the C-suite. Build the business case with data and storytelling, and speak to what drives your particular organization. Inclusion isn’t a “nice-to-have” – it’s a strategic imperative, and it demands the same rigor and buy-in as any core business initiative.
• Evolving ERG maturity and impact: Invest in the maturity of Employee Resource Groups so they become strategic partners in talent development and innovation. Provide ERGs with executive sponsorship, clear objectives, and metrics to showcase impact, moving them from affinity communities to engines of business insight and leadership development.

Looking ahead, Seramount is committed to keeping this momentum going. Seramount’s Global Inclusion Index remains open for organizations to benchmark not just what they say, but what they do, across 29 countries. And the upcoming Global Member Conference will reunite this community to continue the conversation, dive deeper into new research, and turn ideas into action. These efforts are part of Seramount’s broader 2026 thought leadership agenda,  all aimed at one goal: helping inclusion leaders think bigger and act smarter to meet the demands of this changing workplace.

Together, we are turning aspiration into action, and ensuring that inclusion not only keeps pace with change, but drives the innovative workplaces of tomorrow.

The post Strategic Inclusion Under Pressure: Think Bigger Global Summit Highlights appeared first on Seramount.

Today, there’s still a lot of uncertainty about what constitutes legal versus illegal DEI. Much of it remains undefined, creating a gray area for many organizations. One of the clearest signals so far has come from the U.S. Office of Personnel Management (OPM), which defines unlawful activity as any program that “unlawfully discriminates” or is “motivated, even in part, by protected characteristics.”

This guidance has led many organizations to take a closer look at their Employee Resource Groups (ERGs). At Seramount, we’ve received a growing number of questions from partners about how to ensure ERGs remain both effective and aligned with today’s legal expectations. That’s because ERGs continue to play a critical role in building connection, fostering community, and driving inclusion.

While ERGs are still widely considered low-risk, how they’re structured and communicated may need to evolve. Below, we dig into what the legal landscape means for ERGs and share three strategies to help ensure they continue to make an impact.

What New Legal Shifts Mean for ERGs

The most significant shift that organizations need to make is to ensure that all ERGs are open to all employees, regardless of whether someone identifies with the group’s focus. Importantly, these legal expectations extend to all workplace affinity spaces and informal groups, such as men’s clubs, book clubs, or other interest-based meetups.

This expectation doesn’t stop at general membership. It also applies to any programs, leadership roles, or opportunities associated with the ERG. That includes participation in mentorship or sponsorship programs, eligibility for ERG leadership positions, access to events or trainings, and involvement in planning or strategy.

Simply put: ERGs can center specific communities, but they cannot restrict membership, participation, or benefits based on identity.

Three Strategies to Adapt ERGs to the New Legal Landscape

Many organizations may find that their existing ERGs already embrace inclusivity in practice, welcoming allies and others outside the core identity group. In fact, in our experience, very few ERGs formally restrict membership based on identity. Still, it’s important to be proactive and intentional about these changes.

Here are three strategies to help you adapt your ERGs to thrive within this new legal environment.

1. Communicate that ERGs are open to all

It’s not enough to make the change; you need to communicate it clearly. Ensure ERG leaders, members, and non-members know that all ERGs are open to everyone. There’s no need to frame it as a major shift, particularly if it isn’t; simply emphasize that these are inclusive spaces welcoming all employees.

2. Share best practices for allyship

Support employees who join ERGs outside their own identity groups by creating simple allyship guides. Collaborate with ERG leaders to set clear expectations around behavior, language, and engagement. This helps ensure respectful participation and keeps ERGs welcoming for all.

3. Position ERGs as business-critical groups

To reinforce their value and ensure long-term viability, organizations should position ERGs as essential drivers of business impact. Consider formally transitioning ERGs into Business Resource Groups (BRGs), emphasizing their contributions to talent development, employee engagement, innovation, and market insights. This framing can help safeguard them against backlash and strengthen their standing within the organization.

The Bottom Line

Ultimately, the safest path to workplace inclusion right now centers on nondiscrimination, belonging, and standardized practices—all of which ERGs are uniquely positioned to deliver. In fact, ERGs may be better equipped than many other DEI efforts to withstand current and future legal challenges.

We’re already seeing this in practice, with many Seramount partners leaning heavily on their ERGs to support employees, especially those most impacted by recent political and legal shifts. That’s why it’s so important to structure and communicate about them in ways that ensure they can continue to exist and have impact.

If you’d like guidance on how to elevate your ERGs and maximize their impact, check out Seramount’s latest guide on taking your ERGs to the next level.

The post Three Ways to Evolve ERGs amid Legal Shifts appeared first on Seramount.

How Leading Companies Are Advancing Inclusion in 2025’s High-Risk Climate

With federal scrutiny intensifying and headlines suggesting that inclusive workplace efforts are fading, it would be easy to assume that progress is slowing. But that’s not what we’re seeing at the world’s top companies.

At Seramount’s recent Think Bigger Summit, more than 50 senior HR, DEI, talent, and people leaders gathered for a high-impact conversation around one of today’s defining workplace challenges:

How do you protect and grow inclusive workplace strategies in an era of unprecedented uncertainty, legal shifts, and cultural division?

The executive roundtable’s sobering insights repeatedly returned to one strategic insight: now is the moment to lead differently.

A Changing Legal Landscape Demands Smarter Strategy

New Federal directives have reshaped how organizations approach workplace inclusion, particularly those with government contracts. Expert legal advisors at the summit stressed that while the environment is changing fast, the solution isn’t retreat. It’s adaptation.

Here’s how the world’s top companies are protecting impact while staying compliant:

• Moving to voluntary, identity-inclusive employee training
• Revising program names and branding to reduce legal exposure
• Ensuring employee networks (ERGs) are inclusive and transparent
• Shifting from diverse quotas to equitable hiring practices based on merit

Key Insight: Language is evolving, but commitment doesn’t have to. The world’s smartest companies are maintaining the mission, just with smarter messaging.

The Bigger Risk: Losing Employee Trust

Legal risk is real. But experts at the summit also repeatedly spotlighted another truth: so is employee, partner, and customer disengagement, especially if employees feel like their company is going silent on inclusion.

Seramount’s rigorous and representative employee voice research shows:

• 78% of employees say working for an inclusive organization is important to them.
• Employees from underrepresented groups report growing anxiety amid policy rollbacks.
• Quiet rebrands and reduced visibility often lead to misinterpretation and mistrust.

What high-trust employers are doing:

• Explaining changes in naming or program structure before they’re misunderstood
• Launching inclusion councils or task forces to bring more voices into decision-making
• Maintaining visible leadership commitment, even if tactics shift

Key takeaway: Don’t let your silence speak louder than your values. Say what’s changing, and what isn’t.

Scenario Planning Isn’t Optional Anymore

Leading voices at the summit pointed out that when a leaked memo goes public, or a heritage month campaign is suddenly reconsidered, how your organization responds can define your brand (and your culture) for years.

That’s why one of the summit’s most talked-about sessions was a real-world exercise on crisis response, led by Seramount leader Katie Oertli Mooney.

What’s in the new playbook:

Establish a cross-functional rapid response team
Use a clear rubric to decide how and when to respond
Engage affected internal communities early
Ground every response in data, values, and empathy

Organizations with clear plans didn’t just feel more prepared, they acted with greater integrity and speed when issues arose.

Inclusion Isn’t a “Nice-to-Have.” It’s a Growth Strategy.

Despite political headwinds, forward-looking organizations are continuing to drive results through inclusive leadership and innovation.

At the summit, we heard case studies from leading Seramount researchers on how (despite the headlines) inclusion is moving from compliance to competitive advantage:

• Retailer jersey sales for a major sports franchise sold out after expanding size inclusivity
• 15% supplier shift toward Black-owned brands in a global retailer led to stronger customer loyalty
• Employee productivity jumped 6x in a leading financial services organization that embedded inclusive practices across the employee experience

Key Takeaway: Inclusion is more than moral. It’s measurable.

What to Do Now: 4 Bold Moves for Leaders in 2025

Whether you’re rethinking your approach or doubling down on what works, here’s what the most resilient leaders are prioritizing this year:

1. Update Language Without Losing Meaning

• Rebrand smartly: shift away from polarizing labels while protecting substance.
• Focus on “inclusion,” “culture,” “access,” “belonging,” and “opportunity.”

2. Increase Transparency

• Be honest about what’s changing, and why.
• Communicate decisions with empathy and clarity.

3. Embed Inclusion in Business Strategy

• Audit your products, policies, and vendor relationships through an inclusion lens.
• Tie inclusion to customer outcomes and innovation, not just internal culture.

4. Be Ready for Backlash, But Be Ready to Lead

• Build internal playbooks for reputational challenges.
• Empower trusted voices to represent your organization with clarity and courage.

Final Thought

The rules may have changed. But the need for inclusive workplaces hasn’t. In fact, it’s more urgent than ever.

The companies that succeed in 2025 won’t be the ones who stay silent or remain reactive. They’ll be the ones who evolve with intention, keep listening, and lead with confidence.

Think bigger. Act smarter.

Move forward—with purpose.

Need support navigating your next inclusion strategy challenge?

Seramount helps companies of all sizes stay ahead with expert research, risk mitigation insights, and communications support tailored to today’s climate.

Let’s talk. Get in touch here.

The post Is Your Inclusion Strategy Ready for 2025’s Biggest Risks? appeared first on Seramount.

 Global EmERGe is a worldwide community of employee group leaders, for those who are new to our conferences. Inclusion executives, and allies who are redefining what employee groups can achieve gather in London once a year, hosted by Seramount. Through Global EmERGe, members gain expert-led training, practical tools, strategy sessions, and a strong network of peers driving change inside some of the world’s most influential companies. The Global EmERGe Conference is where this community comes together to share ideas, sharpen skills, and move from conversation to action.

Global EmERGe 2025 lays the foundation for what comes next in the continuing employee group evolution. Leaders from around the world came together to sharpen strategies, strengthen community, and drive real change. Sessions like “Unlocking Executive Sponsorship” gave attendees clear steps to build stronger partnerships with leadership, grow business credibility, and create new opportunities for impact. Every part of the agenda focused on action you can take today. What we started in London is only the beginning. The movement is already in motion.

Introducing the Employee Group Maturity Model

At  Global EmERGe, we gave the world a first look at a game-changing new tool. Developed from real-world insights, tested by practitioners, and refined for today’s climate, the Employee Group Maturity Model is more than a framework—it is a call to action.

In London, the response to our model was electric. Inclusion leaders, ERG chairs, and executive sponsors leaned all the way in, asking questions, taking notes, and imagining how this model could transform their workplaces. The hunger in the room was palpable, the energy was contagious, and the curiosity reached new heights.

But here is the twist: the model was just the beginning.

Say Hello to Your New Favorite Power Tool:

The Seramount Employee Group Maturity Assessment

You asked for a way to measure ERG impact and operations—and we delivered. This assessment is straightforward, strategic, and ready to spark real conversations inside your organization.

Whether you are just getting started or running enterprise-wide programs, this tool shows you exactly where your groups stand today and gives you a clear path for what comes next. Think of it as your GPS for growth, alignment, and results.

And let’s be honest: when budgets are tight and the spotlight on DEI grows hotter by the day, who doesn’t need a tool that demonstrates return on investment and revives engagement?

The Seramount Employee Group Maturity Assessment stands apart because it:

• Measures operational efficiency, governance, and business impact—not just engagement
• Shows where your ERGs stand today and how to move to the next level
• Demonstrates ERG value in talent retention, leadership development, and market growth
• Ensures your ERGs have the structure, funding, and leadership pipelines needed for lasting success
• Delivers best-practice recommendations powered by Seramount’s DEI experts

So, What’s Next?

We are bringing this energy to the US EmERGe Conference, and you will want to be in the room when it happens. We will go deeper into the assessment and the model, unveil new resources, host live coaching sessions, and (yes) deliver a few major surprises.

If your employee groups are ready to level up,
If your leadership team is asking for results,
If your people need a reason to believe in this work again,
This is your moment.

Let’s Make It Happen

Take the assessment. Share it with your ERG leaders. Bring it to your next executive sponsor meeting. And most important? Come join us at the US EmERGe Conference. The future of employee groups starts now—and you have a front row seat.

The post Raising the Bar for Employee Groups: A New Era Begins appeared first on Seramount.

That spirit of nuance and global curiosity defined Seramount’s recent Global EmERGe and Global Member Conference, where over 300 attendees gathered in person and virtually to explore how to scale DEI across geographies—thoughtfully and effectively.

Where Community Meets Strategy: The Next Era of ERGs

Seramount’s president Subha Barry opened the conference with a reflection on the power of community in times of disruption. “ERGs, networks, and communities become the ambassadors of your organization,” she said. But she challenged attendees to think more expansively: What if ERGs could also be think tanks and strategic business drivers? What if we aimed for the butterfly effect—a cascade of impact across business systems—rather than one loud tsunami of change?
 

ERGs were a key theme throughout the two days—described by many as catalysts for shaping culture, creating belonging, and significantly influencing employee retention. 74% of global ERGs play a role in supporting employees’ mental health. So, we were excited to share a preview of our new tool: Seramount Employee Group Maturity Assessment. Led by Nichelle Walsh, this tool will officially be launched on May 14^th at EmERGe, and several leaders had already remarked that the tool helped clarify their path forward. One called it “practical yet innovative.”

Resilience, Responsibility, and the Quietest Idea in the Room

Shagufta Iqbal served as poet-in-residence, inviting participants to reflect on discomfort, identity, and the legacy they leave behind. In her first poem, she reminded the room that “strength comes in all shapes and sizes—and sometimes, the brightest idea is the quietest one.” As we climb ladders of leadership, she asked, “Are we leaving one behind for someone else?”

This work thrives only when psychological safety is in place. That theme emerged again and again—from panelists, audience reflections, and in the quiet moments between sessions. How do we create cultures where employees feel safe to speak up, share struggles, and imagine what’s possible? It starts with leadership behavior and it grows through shared accountability.

Don’t Get Hung Up on Differences. Get Hung Up on Contributions.

Lord Dr. Michael Hastings began his keynote by quoting Vladimir Lenin: “There are decades where nothing happens; and there are weeks where decades happen.”

Dr. Hastings framed the current DEI moment as one of global transition by referring to a 1925 cartoon by Bob Minor titled “One day they’ll wake up.” Hastings asked us, “How did he know?” If we look at the world’s top 15 economies throughout time, power is shifting. Economies are transforming. It is paramount to not get caught up in one moment; organizations can either react—or lead.

To lead, Hastings said, we must be brave enough to experiment. Sixteen years ago, the first mobile banking innovation happened in Kenya—not Silicon Valley. “The world is diversifying whether you like it or not,” he said. “So don’t begin with assumptions. Begin with curiosity.”

He shared the wisdom of the Hawaiian rules—reminders to speak softly, tell the truth, and without rain there wouldn’t be rainbows. “It’s not about doing good business,” Hastings said. “It’s about creating valuable business.”

Global ERGs: Anchored in Culture, Powered by Strategy

Seramount’s latest Global Inclusion Index surfaced an important truth: While ERGs remain a critical tool, success comes from alignment—not replication. One speaker described an Irish leader tasked with increasing women’s leadership in Japan. He introduced mentorship programs only to discover they didn’t translate culturally and the team quit. “Global competence prevents global blunders.”

Across countries, the most common ERGs continue to center women, LGBTQ+ identities, and sustainability. However, what it means to build community and influence change looks different from place to place.

“Don’t Assume You Know Better Than the People You’re Going To”

That was the theme of day two’s keynote with Sharon Brooks, who has developed inclusive policies across France, Singapore, Abu Dhabi, and the United States. Her advice? Ask better questions. Build shared understanding. Invite everyone to the table.

Barry echoed that sentiment in a reflection on active listening. “We need to stop listening to win,” she said. “And start listening to learn.”

Despite headlines claiming otherwise, 78% of Seramount’s global partners are holding firm to their DEI commitments. What’s shifting is how they do the work, not whether.

Culture Isn’t Copy + Paste

During a practitioner panel, speakers shared what inclusion looks like across the globe. In APAC, DEI efforts may include things like married/non-married statuses or rural/urban divides. In Brazil—where more than half of the population identifies as Black or of mixed African descent compared to 13% in the United States—leadership demographics still mirror one another, with just 6% representation. It’s a reminder that even shared challenges require localized solutions.

Micro-inclusions matter. Empathy, family name recognition, and everyday kindnesses go far. When it comes to sustaining this work, inclusion isn’t either/or, it’s always and/and.

“We Are More Similar Than We Think”

That quote came from Kaushik Gopalan of TransUnion, whose team tracks internal mobility across 30+ countries. Gopalan’s advice? Create culture ambassadors, dispel myths about who gets to advance in their roles, and broaden your view of what talent looks like.

Mark Russell at KPMG UK shared how collecting socioeconomic data helped them close equity gaps in promotion and retention. More people sharing their stories helped others feel safe enough to share theirs too. Read more about KPMG’s work here.

Wrapping Up: Lean into Global Wisdom

After two days of learning, one message stood out: Most organizations aren’t slowing down—they’re evolving. If anything, this moment is a wake-up call to listen more intently to what our global colleagues have to teach us.

A heartfelt thank you to our sponsors: Merck, Visa, Bank of America, Kraft Heinz, Aramark, Tapestry, Allegis Global Solutions, for helping make this global gathering possible. Your support is a powerful reminder that when we invest in community, dialogue, and bold ideas, we move closer to building more inclusive workplaces and a more equitable world.

Thank you to those who joined us in London—and to those who continue to carry this work forward every day. As one attendee shared, the event served as “a reminder that the most meaningful progress often comes from the hardest conversations.”

Here’s to continuing those conversations—together.

The post Pushing Boundaries: Global Perspectives on Inclusion and Belonging appeared first on Seramount.

Despite the ostensible return to “normal,” many corporate leaders now face greater emotional exhaustion, disillusionment, and disengagement than they did at the pandemic’s peak. Nowhere is this crisis more acute now than in Diversity, Equity, and Inclusion (DEI) leadership. With mounting political pressures, shrinking budgets, and external scrutiny, DEI executives are being stretched to their limits.

To address this growing crisis, Seramount is hosting a virtual keynote:
Beyond Burnout: Practical Strategies for Leaders to Foster Well-Being and Drive Organizational Change.

This session, with Dr. Romie Mushtaq (Chief Wellness Officer, Great Wolf Resorts)—one of the world’s leading experts on burnout—will explore why burnout is no longer just a personal challenge but a critical leadership and business risk. You’ll take away best practices for building more sustainable, people-centered workplaces—and learn why prioritizing well-being is a strategic imperative for talent retention and organizational performance.

Burnout Is Not About Workload—It’s About Workplaces

The traditional view of burnout once centered on individual resilience—placing the onus on employees to develop better coping skills. But the science is clear: Burnout is largely driven by imperfect organizational structures, not personal weaknesses.

Existing research defines burnout as more than just stress—it’s the result of prolonged effort without visible results, leaving individuals feeling depleted, cynical, and disengaged.

According to Harvard Business Review (HBR), key drivers of burnout include:

1. Unclear expectations and lack of support
2. Insufficient autonomy and decision-making power
3. Emotionally draining roles without adequate resources
4. Misalignment between organizational values and day-to-day operations

5 Factors That Drive Burnout

Gallup’s long-standing research similarly identifies five key contributors to burnout:

1. Unfair treatment at work
2. Unmanageable workload
3. Lack of role clarity
4. Limited communication and support from managers
5. Unreasonable time pressure

For Chief Diversity Officers and other DEI leaders, these conditions are amplified. Despite their mission to foster belonging, they often work in silos, lack cross-functional support, and carry the emotional weight of driving change in organizations slow to evolve.

Now more than ever they also face resistance to DEI efforts, executive silence on critical issues, and relentless time pressure from ever-evolving crises, executive orders, legal changes, and media scrutiny.

Lack of role clarity—for some the consequence of positions created reactively in times of crisis—and ever-expanding workloads and role redefinition in the face of shifting levels of commitment pose further challenges.

Executive Burnout: A Hidden Crisis That Trickles Down

There’s a common misconception that executives are immune to burnout. In reality, they’re uniquely vulnerable—and when executives burn out, it has a cascading effect on the entire organization.

According to SHRM, 70% of C-suite leaders say they are considering quitting their jobs for roles that better support their well-being.

What makes executive burnout distinct (adapted from SHRM)?

• Heightened isolation: Unlike employees, executives often lack peers at their level to confide in, intensifying their sense of isolation.
• Trickle-down burnout: Executive burnout impacts employee morale, creating a domino effect throughout the organization.
• Physical and mental health consequences: Burnout takes a physical toll. A 2020 study published in the European Journal of Preventive Cardiology found that burnout can lead to Atrial fibrillation (AFib), increasing the risk of blood clots, stroke, and heart failure.
• The financial toll is also staggering. Burnout costs US companies an estimated $120 to $190 billion annually in health care spending alone, highlighting the enormous economic consequences of unchecked burnout (HR Dive).

DEI Leader Burnout: When Impactful Work Feels Impossible

The leadership burnout crisis is hitting DEI executives particularly hard—and the data confirms it.

Even before the results of the 2024 US election changed the landscape of DEI as we know it, “preventing DEI leader burnout” emerged as the top concern in our October 2024 poll, with 69% of surveyed CDOs reported experiencing burnout in the past year.

Key factors leading to DEI executive burnout (October 2024 CDO poll):

1. Insufficient resources to effectively execute DEI strategy
2. Overcoming DEI resistance
3. Engaging leadership
4. Communicating DEI’s value

Our most recent post-election survey of the top 3 areas of concern for more than 100 CDOs clearly reflects these pressures:

1. Navigating political and post-election challenges to DEI (82%)
2. Rebranding or redefining DEI (71%)
3. Uncertainty around corporate commitment to DEI (52%) 

Other recent Seramount research records alarmingly low well-being scores among surveyed DEI leaders, with 66% rating their personal well-being as “below average” or “very poor.” Equally concerning, only 18% said they get at least seven hours of sleep per night.

The current climate is worsening already-shortened executive tenures in the space: average tenure for CDOs already sits at 2.9 years, the lowest among all C-suite positions.

The causes and effects are unmistakable, and the results are bad for business:

1. High turnover: With DEI leaders cycling out every two to three years, organizations struggle with continuity and momentum loss.
2. Emotional suppression: According to HBR, DEI leaders frequently engage in “surface acting”—suppressing authentic emotions while managing others’ apathy or resistance.
3. Role marginalization: Many DEI leaders are reduced to symbolic figures, celebrated during heritage months but sidelined in strategic business decisions.
4. Isolation and lack of support: Burnout in DEI roles is exacerbated by isolation. Forbes highlights that leaders without peer support networks experience greater emotional depletion.

Burnout at the leadership level disrupts progress, drains institutional knowledge, disconnects DEI from broader business outcomes, and creates instability that erodes team and organizational confidence—ultimately costing the business in both performance and culture.

The Heavy Toll of Burnout on Underrepresented Leaders

For leaders from historically excluded talent groups, burnout is further compounded by systemic inequities. As Amira Barger, Executive Vice President at Edelman, points out, Black women frequently experience burnout that is indistinguishable from exploitation—shouldering the emotional labor of advancing equity while simultaneously navigating workplace bias and being undervalued.

Meanwhile, burnout is becoming the norm for much of Gen Z, with exhaustion and mental fog setting in earlier and more frequently. Cigna research reveals that 91% of Gen Z employees report feeling stressed, with 98% exhibiting signs of burnout.

The result of the collective force of these combined factors? A growing exodus of underrepresented leaders, just when their expertise is needed most.

Burnout Is a Leadership Problem, Not an Employee Issue

The key takeaway: burnout is not just a DEI or HR issue—it’s a leadership accountability challenge. The research is clear: employee well-being is directly linked to organizational performance.

While organizations often talk about their commitment to inclusion, DEI leaders do not feel that leadership statements translate into action. Seramount’s 2024-2025 listening sessions with over 150 DEI leaders found that CDOs overwhelmingly desire more resources—additional staff, increased budgets, and sabbaticals—to combat the emotional toll of their work:

• One DEI leader put it simply: “More FTEs and budget committed to share the load.”
• When asked if their organizations provide adequate resources to address the emotional toll of DEI work, only 23% of respondents reported sufficient resources were provided.

As Daisy Auger-Domínguez, Chief People Officer at Fractional, puts it, burnout prevention requires systemic solutions, not just individual wellness initiatives. According to Auger-Domínguez, key strategies for mitigating burnout include:

• Emotional check-ins: Regularly creating safe spaces for team members to discuss stress and challenges
• Celebrating small wins: Recognizing incremental progress to sustain morale
• Fostering collective responsibility: DEI is not a solo effort—empowering teams to share the workload prevents burnout

Surveyed DEI leaders report taking proactive steps to safeguard their well-being. Some are unplugging from toxic online spaces (“Deactivating my X account”), while others are leaning into their communities (“Leading a local political action group and engaging with others”).

Leadership Strategies to Prevent CDO Burnout

While there’s no silver bullet to drive the systemic, leadership-driven change that researchers and thought leaders identify as truly preventing burnout, it’s business critical to make a start.

Our latest research outlines 5 key strategies for executives to better support DEI leaders and reduce burnout.

1. Countering Isolation: Foster Peer Support and Community

Burnout thrives in isolation. According to Forbes, DEI leaders with strong peer networks experience significantly lower burnout rates. Yet, many CDOs operate as teams of one, lacking the resources and cross-functional support needed to drive sustainable impact.

What leaders can do:

• Establish internal and external peer groups where DEI leaders can share challenges, seek advice, and exchange best practices.
• Proactively facilitate community-building and knowledge sharing both within and beyond the organization.
• Encourage cross-functional collaboration so CDOs aren’t working in a vacuum and remain highly visible and plugged in to broader business outcomes.

2. Combating Trickle-Down Burnout: Set Realistic Boundaries and Expectations

Executives often unintentionally fuel burnout by over-relying on DEI leaders without setting clear, achievable expectations. According to SHRM, leaders who fail to set boundaries experience greater physical and emotional depletion.

What leaders can do:

• Set measurable, realistic goals for DEI work, ensuring priorities align with broader business objectives.
• Remove roadblocks preventing DEI leaders from executing their strategies effectively.
• Model the importance of balance by protecting time for restorative breaks and promoting sustainable workloads.

3. Preventing Role Marginalization: Demonstrate Support and Integration

When executives fail to engage meaningfully with DEI leaders, the work is often perceived as compliance-driven or an afterthought, rather than a strategic business imperative. Research consistently demonstrates that lack of trust, autonomy, and visible executive support can accelerate burnout and attrition.

What leaders can do:

• Show up. Participate in DEI discussions, strategy sessions, and initiatives.
• Position DEI as an integrated business solution, not a checkbox exercise.
• Avoid micromanaging or sidelining DEI leaders; instead, provide resources and strategic alignment to ensure success.
• Integrate DEI into global business strategy while ensuring adequate regional support.

4. Clarifying the Role: Define Purpose, Scope, and Outcomes

In the wake of George Floyd’s murder, many organizations created DEI roles without clearly defining responsibilities, leading to role ambiguity and frustration. McKinsey, for example, has studied the widespread confusion about the authority and expectations of CDOs.

Despite their commitment to creating inclusive workplaces, our data shows that DEI leaders feel isolated and unsupported in their roles:

• Seramount surveys of over 150 DEI executives (conducted November 2024 to March 2025) find that fewer than one in three CDOs feel “very supported” by their organization’s leadership.
• Only 3% of surveyed DEI leaders always felt supported by executive leadership.
• 57% of surveyed executives felt their efforts were appreciated only sometimes or rarely.
• Surveyed CDOs consistently reported that simple recognition and acknowledgment from leadership would go a long way in reducing burnout.

One surveyed DEI leader noted, “I feel supported by my direct leader and peers, but not beyond this group. I am very disappointed.” Another added, “Acknowledgment of the issues that people are facing is always good, even if we can’t change the situation.”

What leaders can do:

• Clearly define the DEI leader’s scope, authority, and objectives.
• Ensure direct access to executive leadership—and avoid burying the role in organizational hierarchy.
• Align the DEI strategy with business priorities, ensuring leaders have a mandate to drive meaningful impact.

5. Addressing the Emotional Toll: Recognize and Validate the Work

DEI leaders often navigate emotionally charged, high-stakes conversations and pushback from within the organization. The psychological weight of this work can be overwhelming, yet it is rarely acknowledged as a significant contributor to burnout.

What leaders can do:

• Acknowledge the emotional labor involved in DEI work and offer resources tailored to these unique challenges.
• Provide executive sponsorship and advocacy to safeguard DEI leaders from unnecessary friction and politicization.
• Celebrate wins and progress, reinforcing the long-term value of DEI efforts.

By implementing these five strategies, executives can create an environment where DEI leaders thrive, reducing turnover and ensuring long-term success. When leadership provides clarity, resources, and visible support, CDOs can focus on building enduring programs that drive business success, engaging historically excluded talent and expanding to new markets.

The message from DEI leaders is clear: they need more than rhetoric—they need real investment. Whether it’s budget, additional team members, or leadership support, organizations must step up to prevent burnout before they lose their most passionate advocates.

Key Takeaway: Addressing Burnout Is a Critical Business Priority

According to Gallup, burned out leaders are 63% more likely to take sick days and 2.6 times more likely leave their current employer. They also feel less confident, psychologically safe, and engaged with management.

The stakes have never been higher. Today, burnout is a DEI and broader business imperative. Join us for our upcoming virtual keynote, Beyond Burnout, to explore practical solutions forcreating sustainable, people-centered workplaces that prioritize both impact and well-being.

The post Burnout Is a Leadership Crisis: Why Well-Being Is the Next Business Imperative appeared first on Seramount.

At Seramount, our 2025 theme, “Think Bigger, Act Smarter,” drives our research, advisory, and engagement efforts. The summit reflected this ethos, bringing together top executives to explore strategies for sustaining DEI efforts amid shifting regulatory and societal pressures.

Read on for 5 key takeaways from the event on the state of DEI now:

1. DEI Under Fire: Balancing Risk and Resilience

In 2025, the legal and political landscape is evolving more rapidly than ever before. To be sure, the breakneck speed of new executive orders and compliance requirements continues to place DEI initiatives under scrutiny. At the same time, growing employee and customer boycotts are targeting companies retreating from prior DEI commitments.

With risks on both sides, organizations must strike a delicate balance between maintaining their commitment to inclusion and adapting to emerging risks. Leaders emphasized the importance of:

• Conducting regular audits of DEI policies to ensure compliance without over-correcting.
• Aligning DEI strategies with broader business objectives to reinforce their value.
• Leveraging external advisory resources to stay ahead of legal and policy shifts.
• Mitigating legal risk: Insights from a legal expert from a top firm highlighted the importance of navigating EO 14173, which mandates that federal contractors certify they do not engage in ‘illegal DEI’ practices, adding compliance complexity given uncertain terms and definitions. Companies must be prepared for False Claims Act allegations and increased enforcement actions.

2. The Business Case for DEI: Beyond Compliance 

Data-driven DEI strategies continue to prove their impact on retention, engagement, and market expansion. Leading organizations from around the world shared best practices for:

• Tying DEI efforts to business outcomes such as customer satisfaction, revenue growth, and innovation.
• Embedding DEI across all business functions rather than siloing it as a separate initiative.
• Leveraging Employee Resource Groups (ERGs) as a measurable driver of workplace engagement and long-term career success in an evolving context.
• Operationalizing DEI for ROI: A DEI leader from the world of sports shared how an HBCU partnership with a national brand drove a 20% sales boost, showcasing the business impact of inclusive initiatives.

3. Reframing DEI: A Strategic Shift in Messaging

In the current climate, major organizations are reevaluating how they communicate their DEI commitments. Strategies include:

• Shifting terminology to focus on “inclusive leadership,” “culture,” “impact,” and “innovation.”
• Rescoping programs to emphasize broad participation while maintaining core diversity objectives.
• Training leaders to articulate the business and cultural value of DEI in ways that resonate with a wide range of stakeholders.
• Strategic repositioning: Companies are renaming programs to reduce external visibility while safeguarding core DEI objectives. For example, “supplier diversity” might be rebranded as “inclusive sourcing” to avoid backlash.

4. The Science of Friendliness: Inclusion as a Competitive Advantage

Keynote speaker Dr. Vanessa Woods (Duke University) presented groundbreaking research on how cooperation and inclusivity have been central to human evolution. This session reinforced the power of:

• Contact theory in the workplace as a driver of innovation, collaboration, and understanding.
• Intergroup relationships in reducing bias and strengthening organizational culture.
• Intentional organizational and team structures that encourage inclusive perspectives and cross-functional collaboration.
• Practical applications: Companies can foster cross-group interactions to enhance collective intelligence and reduce dehumanization, driving more inclusive, impactful, and psychologically safe team dynamics.

5. Executive Insights: Operationalizing DEI for Business Impact

In a powerful session, Michael Nicholson (Seramount) interviewed a DEI leader from the world of sports who shared tactical strategies and takeaways for embedding DEI into core business practices. Insights included:

• Tying DEI to executive compensation: Companies are holding leaders accountable by linking DEI performance to bonus structures, driving sustainable commitment.
• Leadership cohorts for historically excluded talent: Programs designed to develop the next generation of inclusive leaders are helping organizations prepare their pipelines for the future of work.
• Community impact and business growth: A major sports organization’s DEI blueprint includes measurable outcomes in supplier diversity, fan development, and community engagement, demonstrating how inclusion can drive both social and financial returns.

The Path Forward: Actionable Strategies for DEI Leaders

While preparing for an uncertain future, leaders also shared their best practices for sustaining momentum:

• Integrating DEI into leadership accountability through performance management metrics.
• Creating open-to-all initiatives that align with business values while fostering inclusion.
• Developing future DEI leaders through leadership training and mentoring programs.

Looking Ahead: Join the Conversation

Given the success of this event, Seramount is hosting a second Think Bigger Summit on May 12th in Los Angeles, where we’ll build on these insights with fresh perspectives and new strategies drawn from our 600+ global partner organizations

Need help navigating the evolving diversity, equity, and inclusion landscape or interested in inquiring about our upcoming Think Bigger summits for DEI leaders? Seramount is here to help.

The post Thinking Bigger About Diversity, Equity, and Inclusion: Key Takeaways from Seramount’s Think Bigger Summit appeared first on Seramount.

To explore these challenges and opportunities, Seramount recently hosted a webinar titled “DEI Lessons from Around the World,” featuring insights from our partners at Inditex and Kellanova alongside our expanding Global Advisory Network. With expert voices from six countries—the UK, Canada, UAE, Ireland, Spain, and Germany—the webinar offers a nuanced look at how DEI is evolving worldwide.

Want to hear directly from the experts? Watch the recording to dive deeper into the insights they shared.

Here are some key takeaways from the conversation:

The Power of Proactivity: UK on DEI Data

Sathya Bala, Founder and CEO of True Change, emphasized the power of data in advancing DEI. In the UK, data transparency is not just a compliance requirement—it’s a competitive advantage. The Equalities Act and gender pay reporting have laid a foundation for disclosure, but organizations are going further, recognizing that investors and clients demand meaningful DEI data. Research reveals that 9 out of 10 investors assess nonfinancial indicators such as sustainability and inclusion when valuing companies.

The trend is shifting from reactive reporting to proactive transparency, with 44% of organizations voluntarily disclosing ethnicity pay gap data, despite it not yet being mandated.

Companies that integrate intersectional data—examining diversity through the lenses of gender, ethnicity, socioeconomic background, and career progression—are better positioned to drive change and remain relevant in an evolving marketplace. The key challenge remains using data not just to report but to tell compelling stories that engage both the head and the heart to drive real change.

Canada’s Approach: A Multicultural and Legislative-Driven DEI Framework

Laraine Kaminsky, President and CEO of Global LK, highlighted Canada’s unique DEI landscape, shaped by its bilingualism, multicultural policies, and legislative milestones. While Canada is known for its generosity toward immigrants, including extensive language training programs and childcare support, it also grapples with historical injustices, particularly regarding Indigenous communities. The Truth and Reconciliation Commission’s 2015 Calls to Action have spurred progress and reflected their commitment to systemic change.  

Canada recognizes four equity groups: women, Indigenous peoples, people with disabilities, and visible minorities, though terminology such as “visible minorities” is increasingly becoming outdated. Successes in legislative commitments have led to strong public sector representation for women, improved Indigenous recognition, and enhanced accessibility laws expanding inclusion to neurodiversity, mental health, and psychological safety.

Kaminsky stresses the importance of moving beyond performative actions by localizing DEI efforts and addressing systemic barriers. Opportunities lie in embracing intersectionality and linking DEI to economic sustainability and innovation.  

Bridging the Generational Divide in the UAE

Maya Rmeity, Co-Founder of Prosperise, highlights the rapidly evolving workforce in the UAE, where four generations—soon to be five—are working together, bringing diverse perspectives and expectations. With nearly half the MENA and GCC population under 25 and 65 million people entering the job market by 2030, the challenge lies in integrating young talent into a workforce that traditionally values hierarchy and experience.

Cultural perceptions, limited career opportunities, work-life balance struggles, and the gender pay gap remain key barriers to women’s full workforce participation. However, the UAE has made significant progress in gender equity: Two-thirds of public sector employees are women and 30% hold senior leadership roles—30% of C-suite and 22% of managerial roles occupied by women in the private sector.

Organizations are creating inclusive environments by fostering mentorship programs, redefining workplace cultures to align with younger generations, and promoting work-life balance initiatives. These initiatives benefit both organizations and employees by fostering innovation, boosting engagement, and securing long-term workforce sustainability.

The Role of Belonging in Ireland’s Tight Labor Market

With a labor market projected to maintain a 4.5% unemployment rate, Sarah Philipps, HR Business Partner for Talent and ED&I at Kellanova, stressed that belonging is becoming a key differentiator for companies in Ireland. A staggering 70% of job seekers consider DEI initiatives critical when choosing an employer, heightening expectations for organizations to create environments where employees feel valued.

As a result of the recent corporate restructuring at Kellogg’s, the company saw an opportunity to redefine its culture, recognizing that while inclusion is important, it does not automatically lead to belonging. To embed belonging into the organization, Kellogg’s uses a multilayered approach, from assigning an annual DEI theme for ERGs, integrating belonging to leadership training, and offering inclusive recruitment programs to instilling new policies benefiting women and parents that have been designed with warm, inclusive language. Kellogg’s is constantly listening to employees to refine initiatives, ensuring continuous improvement.

Advancing DEI Through Immigration and Accessibility in Spain

Nacho Mora Ariza, Inditex’s International Diversity & Inclusion Officer, underscored the company’s commitment to inclusion, focusing on immigration and disability. In Spain, where nearly 20% of the population is foreign-born, immigration is a demographic and economic engine—but integration challenges persist. Inditex’s SALTA program, launched 17 years ago, bridges this gap by providing employment and training to individuals facing economic and social barriers, including refugees. Employees play a crucial role as mentors, helping participants develop essential skills such as teamwork and communication, driving economic mobility while strengthening Inditex’s diverse talent pipeline.

Inditex’s INCLUYE program integrates people with disabilities by ensuring accessible workplaces and targeted professional development. Spain’s legal framework requires companies with 50+ employees to maintain a 2% employment rate for persons with disabilities, aligning with the 2025 European Accessibility Act. Inditex goes further: setting and achieving an ambitious goal to double its workforce of employees with disabilities, hiring 1,500 new professionals. Each market collaborates with local organizations to enhance recruitment, support, and accessibility, fostering a more inclusive workplace and shopping experience. These initiatives reinforce Inditex’s commitment to DEI as a business priority, embedding inclusion into its talent strategy and corporate responsibility.

Moving Beyond Compliance: Shaping Inclusive Cultures in Germany

Isabelle Demangeat, Founder of fit for culture, global inSight, believes true DEI progress in Germany goes beyond policy—it requires embedding inclusion into workplace culture and leadership behaviors. While regulations have driven some change, many companies still see DEI as a compliance task rather than a strategic advantage. She emphasizes that DEI efforts should shape daily workplace interactions, not just sit at the policy level.

Germany has made strides in gender equity, with a 30% quota for women on supervisory boards increasing leadership representation. However, challenges remain—nearly 50% of women work part-time, limiting career progression and economic security, and only 14% of C-suite roles are held by women. Deep-rooted cultural norms around work-life division persist, but progress is evident. Recent policies, such as the 2023 Pay Transparency Act, aim to close the gender pay gap, which remains one of Europe’s highest at 18%.

To sustain momentum, companies must actively cultivate inclusive cultures. Leadership visibility, male allyship, and ERGs are driving change, while flexible work policies, childcare support, and inclusive leadership training are helping to break systemic barriers. Long-term success depends on embedding inclusivity at every level.

Lessons in Global DEI: Moving Forward Together

Listening, learning, and embracing diverse perspectives across the world—this discussion has been a powerful reminder that inclusion is a shared, global movement. While DEI faces scrutiny in various regions, the work continues to evolve, demonstrating resilience and adaptability. No single approach can address the complexities of DEI worldwide, but by understanding cultural nuances and regulatory landscapes, organizations can build more inclusive workplaces that reflect the societies they operate in.

To learn more about our Global EmERGe conference in London, click here.

If you’re interested in learning more about how Seramount is supporting over 600 partners around the globe click here.

Members, get excited for our upcoming Global Member Conference: Globalize Your DEI Strategy in London.

The post Lessons in Global Inclusion: Key Takeaways from Around the World appeared first on Seramount.

Featuring Mason Williams, Global Head of Diversity, Equity, and Inclusion at Mattel; Hadley Amann, Principal Inclusive Design Strategist at Sonos; and moderated by Katie Mooney, Managing Director at Seramount, the conversation underscored how inclusive design not only amplifies DEI initiatives but also strengthens business outcomes.

Designing With Communities, Not For Them: Mattel’s Approach

Mason Williams emphasized Mattel’s philosophy of “designing with communities, not for communities.” This principle fosters collaboration between designers and the communities they aim to serve, cultivating shared pride in the outcomes.

Mattel’s iconic Barbie, celebrating 65 years, exemplifies this evolution. The recent introduction of the first Barbie with Down syndrome was developed through partnerships with families, the National Down Syndrome Society, and other stakeholders to ensure authenticity and resonance. Similarly, Mattel’s UNO with Braille—created in collaboration with employee resource groups (ERGs) and tested by families with low vision—demonstrates how inclusive design processes result in deeper employee engagement and broader market acceptance.

Other notable milestones include Barbies with cochlear implants, which allow children to see themselves reflected for the first time in their toys, transcending traditional sales metrics to focus on representation and inclusion. As Williams put it, “Doing the right thing and doing good business amplify each other.”

Inclusive Design at Sonos: Amplifying New Perspectives

Sonos, known for its products, began its inclusive design journey in early 2024. Hadley Amann highlighted the company’s efforts to address gender representation, historically underrepresented in audio product markets. By engaging with women customers, Sonos explored how they enjoy products, identified improvement areas, and built strategies to replicate this success for other demographics.

For Sonos, inclusive design is deeply intertwined with effective design. It involves collaboration with both customers and internal teams to ensure inclusivity is seamlessly integrated into every aspect of their products, research processes, and marketing strategies. Through this collaboration Sonos broadens representation and creates products that are more meaningful and enjoyable for a diverse range of users.

Starting Small, Thinking Big

Both Mattel and Sonos emphasized that organizations looking to adopt inclusive design principles should start with small, focused steps.

For Sonos, this meant examining demographic gaps between their current customer base and the addressable market, beginning with gender representation. Internally, they aligned stakeholders to identify opportunities for immediate impact, from product design to distribution and marketing.

Mattel’s journey began with internal insights: employees noting that their designs didn’t represent themselves or their families. Every moment became an “Aha” moment, how can we continue to ensure representation across the brand?

Williams noted, “DEI should be thought of as a lens by which we do every business process not just designing of the toys but the way we design our workforce, the way we design our workspaces, the way that we think about how we interact with each other in meetings”.

Measuring Success and Staying Accountable

Both organizations highlighted the importance of disciplined accountability in sustaining progress. Mattel leverages balanced scorecards to evaluate representation across its product lines while utilizing social listening tools to gauge public sentiment. For example, Hot Wheels and fidget spinners have resonated strongly with the neurodiverse community—a reflection of the brand’s commitment to inclusivity.

Sonos, on the other hand, uses dashboards filtered by gender to monitor satisfaction scores and evaluates internal efforts, such as the success of inclusive customer research conversations. Small incremental steps, they noted, lay the foundation for systemic change.

The Business Case for Inclusive Design

Katie Mooney reminded attendees of the broader business imperative: inclusive design not only taps into new markets but also reinforces profitability and brand loyalty.  

Sonos has reframed its approach to inclusive design to focus on inclusion as a core business practice, not an afterthought. Instead of asking, “How can we integrate DEI into our practices?”, the company asks, “Who else do we need to speak with? Who else can we involve in this research?” This shift in perspective ensures a more comprehensive understanding of customers, particularly those who may have been historically excluded. It’s a mindset that prioritizes collaboration, creating a product that resonates broadly while serving specific identities authentically.

At Mattel, the philosophy of “people, product, and purpose” anchors its inclusive design strategy. Mason Williams described this evolution: “First, making sure that we take care of our people. Second, ensuring that we represent the world as we see it—and that our products reflect that same vision. Third, bringing it all back to the purpose: that play is for everyone.”

Williams shared how DEI has moved from being a standalone initiative to being deeply ingrained in Mattel’s operations. “It’s no longer about pulling the DEI lever to confirm inclusivity. Instead, inclusivity is simply the way we do things.” This shift ensures that inclusivity is not just a consideration but an expectation at every level of business.

Looking Ahead

This webinar was a powerful reminder that inclusive design is more than a strategy—it’s a mindset. Whether through dolls that reflect diverse abilities or audio products that resonate with underrepresented groups, the future of inclusive design promises a more equitable and innovative world.

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