How inclusion benefits employee safety

New DCA research has connected workplace inclusion to lower rates of sexual harassment.

A new study from the Diversity Council of Australia (DCA) has revealed that working in an inclusive team can mean an employee is three times less likely to experience sexual harassment at work, and workers with inclusive managers or organisational cultures are at least two times less likely.

The effect was also identified in workplaces at higher risk of harassment, due to factors such as gender imbalance, customer-facing roles, contracted roles, or simply diversity and accountability deficiencies, with a 20 per cent difference between workers experiencing harassment and their participation in an inclusive or exclusive team.

The report, The Power of Inclusion: Preventing Workplace Sexual Harassment, were drawn from additional data gathered during the DCA’s 2025–26 Inclusion@Work Index, which itself considered the responses and experiences of more than 3,000 Australian workers.

As explained by DCA head of research Dr Rose D’Almada-Remedios, “when we talk about inclusion, we’re referring to people’s experiences at work.”

“We measure that through four factors: do employees feel respected for who they are, connected to their colleagues or a sense of belonging, can they contribute their talents and perspectives in a meaningful way, and are there equal opportunities for progress,” she said.

“Essentially, it’s about being able to work without fear of being excluded, ignored or treated unfairly.”

Startlingly, the report also revealed that workers who experienced discrimination in the workforce were six times more likely to experience sexual harassment, at a rate of 54 per cent, compared to 8 per cent that did not experience being stereotyped, ignored, or left out of social activities.

In its examination of the link between inclusion, exclusion, and discrimination, the report concluded that the factors are very much interdependent, reinforcing the importance of leading with and ensuring inclusion in the workplace.

DCA chief executive Catherine Hunter said: “While policies, training and complaints procedures remain essential, the persistence of this harmful behaviour tells us the current approach isn’t enough. This report calls on employers to recognise inclusion as a necessary, evidence-based strategy for preventing harm.”

In this way, D’Almada-Remedios highlighted how small actions can go a long way towards inclusion.

Actions such as paying attention to workers who get interrupted, ignored, or left out of meetings and social activities, finding space for their participation and contribution, and recognising their contributions, can have a strong impact.

“When people leaders role model inclusive, respectful behaviour and act when inappropriate or exclusive behaviour arises, that sends a clear message about what is and isn’t acceptable. Being visible, accessible, and connected to what is happening day to day helps managers identify early signs of exclusion, disrespect or inappropriate behaviour that might otherwise go unnoticed,” D’Almada-Remedios said.

“Prevention is more effective when it’s embedded in workplace culture, not just addressed after harm occurs. Inclusion helps reduce the power imbalances, isolation and silence that can enable harassment, creating workplaces where people feel safe, respected and able to do their best work.”

“The evidence is clear: when workplaces invest in inclusion, they create safer environments for everyone. Organisations have a powerful opportunity to embed inclusion into their workplace health and safety frameworks and take proactive action before harm occurs.”

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