Why This Conversation Mattered

Inclusion has hit a turbulent crossroads. Amid political pushback, legal uncertainty, and economic pressures, DEI efforts are being publicly questioned and internally re-evaluated. But what does that look like from the top? In this Clusivity webinar, four C-suite leaders shared how they’re navigating this moment—not with retreat, but with resolve.

Hosted by Meera Somji, this session brought together:
– Paul Miller, CEO, Questex
– Mary Larkin, President, Nineteen Group
– Hervé Sedky, President & CEO, Emerald
– Liz Plizga, President, Diversified USA

Together, they offered a grounded, honest view of what it means to lead inclusively in 2025.

What’s Driving C-Suite Thinking on DEI Right Now?

The conversation opened with a simple but telling question: What pressure points are you feeling right now? The responses painted a vivid picture of today’s workplace climate-where employee trust feels fragile, societal division is seeping into office culture, and leaders are being looked to for clarity and calm.

Rather than citing legal risk or media headlines, the panel returned again and again to how their employees are feeling-unsafe, unheard, and unsure of where their companies stand.

“People are looking for clarity… They’re hoping that companies hold to their values, even though there’s a changing climate and environment.”
– Hervé Sedky, Emerald

“If our people are not feeling safe… then I think we’ve got a challenge that is beyond the normal on internal communications.”
– Paul Miller, Questex

“To the degree that our staff had fear and concern and felt unsafe… surprised me.”
– Liz Plizga, Diversified USA

“I spent some time yesterday looking at a few investor websites… and DEI has been scrubbed from a lot of those websites.”
– Mary Larkin, Nineteen Group

Is It Time to Replace DEI with Belonging? Leaders Weigh In

As language around inclusion evolves, some companies are shifting from “DEI” to “belonging”-in part to soften the backlash, and in part to refocus on emotional safety. But the execs discussed the nuance of that shift. Is “belonging” more inclusive? Or is it a diluted version of accountability?

The consensus: belonging is valuable-but not if it replaces the structural change DEI was built to drive.

“If we’re not careful, moving towards belonging can be seen… as a retreat.”
– Paul Miller, Questex

“Belonging is an interesting… sort of deeper dive into the work. I would be concerned that it completely replaces the work that we’ve put forth to date.”
– Liz Plizga, Diversified USA

“I think DEI is a bit complicated… whereas to keep things super simple… belonging is the most important thing.”
– Hervé Sedky, Emerald

“We need to create that environment… how exhausting it is to not be your authentic self.”
– Mary Larkin, Nineteen Group

Clarity and Communication: What Teams Need Right Now

With so much uncertainty in the external landscape, the internal ask is clear: employees want transparency, reassurance, and repetition. The panel shared how they’re using communication-sometimes subtly, sometimes loudly-to signal that inclusion is still part of the business plan.

This is about more than a press release. It’s about consistent messaging, repeated across leadership layers, especially when fear is high.

“We made a decision to come out… and communicate to the organisation that we’re not shying away from DEI… and we are doubling down.”
– Liz Plizga, Diversified USA

“We are staying the course with our DEI and B strategy… These times are a test of our values.”
– Paul Miller, Questex

“We have mechanisms… if customers or staff have had negative experiences, we address it on the spot.”
– Liz Plizga

From Culture to Capability: The Business Case Is Still Strong

Far from being defensive, these leaders are clear on the business case for inclusion. As customer demographics evolve and generational expectations shift, companies need to reflect the world they’re operating in-or risk becoming irrelevant.

They framed DEI not as a sideline initiative, but as a competitive advantage in recruitment, retention, customer service, and innovation.

“We have to have employees that look like this changing customer environment… so they can talk to them in a very authentic way.”
– Hervé Sedky, Emerald

“We have to show people that this is an industry that reflects them, that welcomes them.”
– Paul Miller, Questex

What Executives Need from HR and DEI Leaders

When asked what support they most need, the answers were honest and actionable. The execs aren’t looking for perfection-they’re looking for strong partnerships, insight into best practices, and DEI leads who aren’t afraid to bring data and drive the agenda forward.

They want less box-ticking, more culture-shaping.

“You’ve got to learn from who is best in class… borrow and steal best practices… work with consultancies like yours.”
– Hervé Sedky

“We take our Clusivity Score very seriously… when we’ve improved, we celebrate. When there are areas of improvement, we lean into those areas.”
– Liz Plizga

“I think the most dangerous thing is this gets tossed over the wall to HR… when I think it’s a company culture leadership issue.”
– Paul Miller

The Bold Inclusion Bets for 2025

Despite the external pressure, every leader ended with a bold, forward-looking commitment to inclusion. Their message: now is the time to go deeper, not quieter. Whether it’s shifting hiring practices or removing degree requirements, each shared how they’re embedding equity into core operations-not just the DEI playbook.

“We’re turning the dial up… instead of quarterly meetings, we’ll make them monthly… weekly.”
– Paul Miller

“We are digging in… transcending the fear and embracing the work.”
– Liz Plizga

“We’ve eliminated the four year college degree requirement… and we’re training managers on how to hire for skill.”
– Hervé Sedky

“I want to get our business out in front of people who’ve never been to an event before.”
– Mary Larkin

Key Takeaways for DEI & People Leaders

• Don’t assume silence equals safety-communicate often and clearly
• Shift language with intention-but don’t erase accountability
• Invest in structural changes (like skills-based hiring and salary transparency)
• Treat DEI as a company-wide responsibility, not just HR’s job
• Keep the long game in sight-this is about building trust and relevance

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