Over three-quarters of U.K. employees (76%) feel part of an “inclusive team” according to O.C. Tanner’s latest Culture Report. This is considerably higher than the global average of just 32%, suggesting that the U.K. is heading in the right direction with diversity, equality and inclusion (DE&I). Inclusivity challenges still persist, however, with the report advising that more needs to be done at a team level to ensure all employees feel included, valued and respected.
O.C. Tanner’s Global Culture Report 2026 gathered insights from more than 38,000 employees across 24 countries, including 1,668 from the U.K. The insights reveal that while 85% of global companies say that diversity and inclusion is a priority, less than a third of employees worldwide feel that their team is inclusive. This is in sharp contrast to U.K employees, with the majority feeling part of an inclusive team.
“U.K. organisations are clearly doing better than many countries when it comes to helping employees to feel appreciated, respected and included”, says Robert Ordever, European MD of employee recognition specialist, O.C. Tanner. “However, it’s important not to start celebrating yet, as DE&I efforts are experiencing a time of global volatility. It’s also clear that much still needs to be done to ensure all employees feel they can be their authentic selves at work.”
The Culture Report recommends that inclusion must start at the team level rather than being a top-down initiative. This means making inclusion a daily habit built into the employee experience, with managers role-modelling inclusive behaviours, and employees encouraged to demonstrate inclusivity – and celebrated when they do so. From welcoming open discussions and giving everyone a voice, through to ensuring coworkers honour each other’s time, boundaries, and perspectives equally, the focus must be on nurturing everyday inclusive habits rather than building DE&I around ‘diversity’ quotas and recruitment drives.
Ordever says, “Employees must witness and practice inclusive behaviours daily. And when employees demonstrate inclusivity such as being considerate of a colleague’s cultural or religious beliefs, they must be publicly recognised so others are encouraged to replicate these desirable behaviours. This creates a positive ripple effect across the workforce.”
The Report reveals that organisations are eight times’ more likely to be financially healthy when employees feel that their teams are inclusive, and are 10 times’ more likely to thrive. On the flipside, when employees don’t feel part of an inclusive team, the organisation is 87% less likely to be financially healthy.
Ordever adds, “While these latest findings are encouraging for U.K. businesses, it’s important to remember that fostering an inclusive workforce is an ongoing effort. Leaders and HR teams must keep driving inclusion at the team level, ensuring that feeling valued and appreciated becomes part of everyday working life.”
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