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An independent review into mining company Rio Tinto has revealed that workers were committing misguided retaliation for the company’s DEI efforts, as an uptick in bullying towards women was documented in the report.
Former Australian sex discrimination commissioner Elizabeth Broderick, who conducted an external review of Rio Tinto’s workplace culture, identified disturbing findings of bullying, rape, sexual harassment, racism, and other forms of discrimination throughout the company.
One of the alarming findings Broderick reported was that there was an increase in targeted bullying towards women, which was a direct act of retaliation for Rio Tinto’s efforts to promote gender diversity and inclusion.
This quest for vengeance against diversity, equity and inclusion (DEI) policies was expressed by Broderick as one of the core reasons why bullying against women had increased.
Disdain towards DEI policies has ramped up over the past year. Of course, the implementation of DEI in the workplace has never been a smooth process, with it often being spoken of in contentious debate. However, the arguments against its application in the workplace have recently been hijacked by blatant racism, ignorance, and maliciously crafted facades, and now, acts of bullying.
HR Leader spoke to Friska Wirya, DEI and change management expert and chief executive of Fresh by Friska and Future Fit Ventures, and Michelle Lim, organisational culture and intersectional diversity, equity and inclusion specialist, on how organisations can combat anti-DEI sentiment.
“It’s 2024. Can we stop labelling diversity, equity, and inclusion (DEI) as an HR initiative? It’s a leadership accountability. And let’s be honest – most business leaders are botching it,” said Wirya.
“Rio Tinto’s damning report on bullying and DEI pushback proves this isn’t just a people and culture failure; it’s a leadership crisis. Mishandled DEI doesn’t just fail; it fuels resentment, fractures trust, and drives top talent out the door.”
Lim believes that addressing DEI backlash requires an ethical approach: “The Rio Tinto survey highlights a critical challenge for organisations: rising resistance to DEI initiatives and workplace bullying. These issues reflect deeper cultural misalignments, unexamined fears, and a lack of organisational and DEI literacy.
“Addressing DEI backlash requires a deliberate, ethical approach to change management. Resistance often stems from fears of loss – whether it’s power, privilege, or relevance.
“Leaders must build both organisational and DEI literacy, which involves understanding the dynamics of culture, inclusion, and equity, as well as fostering environments of psychological and cultural safety where employees feel safe to express concerns.”
Although Lim believes in a deliberate and clear approach, she argued that bullying as an extension of DEI backlash must be treated with zero tolerance throughout Australian organisations.
“Identifying shadow values, unspoken beliefs and norms influencing behaviours is crucial. For instance, a stated value like innovation might have a shadow value of risk aversion, stifling creative thinking and openness to diverse perspectives, ultimately undermining DEI efforts. Building literacy helps align these shadow values with organisational goals, making inclusion efforts more effective,” said Lim.
“Clear, transparent communication about why DEI matters – framed as an ethical and strategic priority, is essential. Leaders must model inclusive behaviours, hold others and themselves accountable, and ensure DEI initiatives are embedded into the organisation’s culture and values.
“Bullying, as an extension of DEI backlash, must be treated with zero tolerance. Robust accountability and strong leadership modelling inclusive behaviours are critical to embedding DEI into the organisation’s culture and ethical foundation.”
A rather scathing call towards organisational leaders was made by Wirya, who claimed that DEI fails when leaders lack courage, reflecting on the Rio Tinto review as a wake-up call for management.
“DEI fails when leaders lack courage. The Rio Tinto report is a wake-up call. Step up, lead, and make DEI a non-negotiable business advantage. Homogeneity isn’t just outdated – it’s a liability,” Wirya said.
According to Wirya, stopping DEI from becoming another “performative disaster” requires a change management playbook:
- Face the truth: Admit what’s broken. No spin. No excuses. Data-backed transparency is non-negotiable.
- Own it: DEI isn’t HR’s job – it’s yours, regardless of whether you’re the CEO or a site GM. Accountability from all levels embeds DEI into culture. Tie it to leadership KPIs and pay.
- Kill the backlash: Men feel excluded. Women fear tokenism. Explain why DEI benefits everyone – repeatedly and meaningfully. Make space for uncomfortable conversations.
- Move to action: Skip the generic bias training and deliver measurable outcomes like mentorship, leadership pathways, diverse decision-making teams, and not tolerating bullies, no matter how “popular” or “skilled” they are.
- Celebrate wins: Share progress and stories on repeat – not for PR brownie points, but to inspire belief that change is possible and worth the effort.
Kace O'Neill
Kace O'Neill is a Graduate Journalist for HR Leader. Kace studied Media Communications and Maori studies at the University of Otago, he has a passion for sports and storytelling.
