Organizations worldwide are facing important decisions regarding the future of diversity, equity and inclusion (DEI) amid growing criticism, regulatory pressures and social and political change. Getting DEI right has become more complicated in recent years due to political shifts and backlash as well as legal and regulatory changes. DEI in Asia Pacific is especially complex because of the region’s diverse demographics, economics, local regulations and culture. Regulations of one country can even conflict with those of another. Navigating this landscape across the region requires nuanced, culturally appropriate and country-specific considerations.
Despite the complexity of DEI and even the controversy, there’s still a strong consensus among business leaders around DEI issues. In 2024, when we interviewed 50 C-suite executives on the future of DEI, they noted the importance of meeting the diverse needs of all employees and stakeholders. They also agreed that the business case for DEI ensuring a talent pipeline and organizational performance remains strong. Employees expect fair treatment, a sense of belonging and opportunities to thrive. And customers, suppliers and shareholders demand realistic DEI goals that drive business innovation and growth.
Leaders recognize that a more inclusive workplace elevates the employee experience, is essential to attracting the right skills into the organization, inspires employees to thrive and enhances organizational innovation and effectiveness. All these factors build a more resilient organization that can attract, motivate and retain the top talent needed for superior financial performance.
Effective leaders also understand the political, regulatory and legislative considerations, aiming for authenticity and intentionality in their DEI efforts. They know that DEI efforts must connect to broader people-related initiatives and improve organizational culture, trust and psychological safety. Many leaders are emphasizing equitable learning, development, rewards and careers for all employees, from hiring through to exit, and for all ages and life stages.
Leaders’ approaches to DEI in Asia Pacific must also consider the unique context of each country as they work to manage the complexities and challenges of fostering inclusive environments in such a diverse region.
Diversity and inclusion are increasingly recognized as vital in China. In our interviews with 50 C-suite executives, 72% of mainland interviewees noted diversity in their workplaces and 46% said it fostersinnovation.
Age diversity is a significant concern, driven by flatter organizational structures, increased teamwork and delayed retirements. Responding to the widely different needs of a diverse and multi-generational workforce requires a thoughtful approach. Employee listening strategies, surveys, data and technology can help leaders more clearly understand the needs of employees at different stages of their lives and tailor communications accordingly.
Employees of all ages want two-way communications with their employers so they can help shape the success of their organization and their experience at work. When organizations embrace technology, they enable such dialogue to occur at scale and when they are needed.
Such “conversation” also supports an empathetic approach to generational diversity while improving the employee experience, boosting morale, productivity — and company performance
Singapore is known for its blend of various cultures, ethnicities, religions and languages that make it a multicultural nation. The government plays a crucial role in promoting racial and religious harmony and fostering intercultural understanding.
Organizations in Singapore are responsive to this diversity, implementing practices that support cultural celebrations and accommodate the needs of a diverse workforce. There’s a growing interest among companies in understanding the impact of this diversity on employee experience, organizational communication and culture. The WTW Singapore Board Diversity Index, launched in 2020, includes cultural diversity as a key dimension.
Effective leaders in Singapore build on the country’s culture of diversity by using employee surveys and other listening tools to understand the experiences of their diverse workforces. AI and data analytics can help them to efficiently identify trends, needs and challenges among employee groups. Simultaneously, technology allows for personalized communications that deliver the right content to people at the right time, informing or nudging them to take actions that drive a better experience and performance.
These tools enable leaders to tailor their communications to specific employee groups, establish two-way communications with employees and ultimately build trust and credibility.
Japan has traditionally maintained a patriarchal culture, but since 2003, the government has set a target known as 2030 to increase the proportion of women in leadership positions to 30%. Many companies are now reporting the status of female representation in their integrity reports and are implementing initiatives to support the female workforce. These include childcare support, promoting different working styles and mentoring.
There’s a particular emphasis on auditing the inclusivity of people programs to better understand which touch points are working and those that could be limiting opportunities or creating experiences that aren’t aligned with the desired culture and employee value proposition. Leadership development is also a priority, with some companies introducing unbiased assessment methods to help women identify their leadership strengths and areas for improvement. These efforts are crucial for achieving fair assessment and promotion and for fostering an inclusive organizational .
In Australia, there remains a “gender pay gap” between women and men's average earnings as a result of social and economic factors that combine to reduce women’s earning capacity over their lifetimes. Gender pay gaps are not a comparison of like roles. Instead, they show the difference between the average or median pay of women and men across organizations, industries and the workforce as a whole. The national gender pay gap in Australia is 12%, meaning women earn $0.88 for each dollar men earn.
Amended in 2025, the Workplace Gender Equality Act now requires Australian employers of more than 500 people to select and make progress on gender equality targets. Priority areas for action include the gender pay gap, workforce and board composition, support for carers and parents, consultation and prevention of sexual harassment.
Progressive organizations are engaging, educating and communicating with leaders, managers and employees on pay and pay equity in parallel to ensure the underlying pay, benefits and career systems are designed for greater transparency.
Open and honest communication is essential to address any gaps. It builds trust and fosters a culture of transparency, educating employees about the factors contributing to the gap, such as biases and occupational segregation. It also empowers them to take action.
Communication also helps dispel misconceptions and biases while establishing accountability for reducing gaps and demonstrating the organization’s commitment to gender equity and progress made.
Women are significantly underrepresented in leadership roles in India. Though women make up 42% of the global workforce, their presence in top leadership positions is much lower than equivalent companies in developed markets. In India, only 20% of CFO, COO and department-head roles are held by women, compared to 30% in the U.S. The percentage of women CEOs in India's top 500 companies is just 5%, compared to 10% in the U.S.
In response, organizations in India have implemented strategies such as women leadership programs, formal mentorship programs, gender bias training and required hiring for leadership positions. These initiatives aim to train high-potential women for C-level roles and combat gender biases in hiring and promotions.
Navigating DEI in the Asia Pacific region requires a multifaceted and culturally sensitive approach. Organizations must tailor their strategies to address the unique challenges and opportunities present in each country. By leveraging employee surveys and data analytic and two-way communications, leaders can gain deeper insights into the experiences of underrepresented groups, enabling them to implement targeted actions that foster a more inclusive and equitable workplace. This enhances the overall employee experience and organizational culture and drives innovation, performance and talent retention. As the region continues to evolve, staying attuned to the diverse needs of employees and stakeholders will be necessary for sustained success.
To learn more about how to create a DEI strategy for your organization, please submit the form on the right, or contact us:
