Why 'All People Matter' is a Step Backward For Gender Equality
By Tanya Andrews, Founder of Trellis Collective
Trellis Collective recently hosted a series of roundtable discussions across Sydney, Brisbane, and Melbourne, with leaders from industries such as construction, transport, and engineering. The central question: Why is the phrase ‘all people matter’ a step back for gender equality?
The topic was carefully chosen in response to a noticeable shift in corporate language and strategy, where once-specific gender equality commitments look to be being rebranded into broader, more generic inclusion statements. While “all people matter” is a statement rooted in fairness and unity, our experience (and the conversations we hosted) revealed that this shift can, in practice, dilute accountability and stall progress for those still facing systemic barriers.
While the sentiment behind this phrase may seem inclusive, its impact can be the opposite. Broad, generic inclusion language often obscures the specific and persistent barriers that early-career and underrepresented women face in the workplace.
Across all three events, participants demonstrated a willingness to have courageous, nuanced conversations. While we frequently found ourselves branching into interconnected areas of diversity, equity, and inclusion (DEI), this only served to highlight the complexity of building truly inclusive workplaces and reinforced the importance of maintaining focus on the specific, not just the general.
What We Heard: Seven Key Themes from the Roundtable Series
1. The Shift Toward “All People Matter”
Participants agreed that inclusivity as a goal is vital, but when gender-specific language and strategy are replaced by "all people" rhetoric, focus and accountability are lost. As one participant said: "What you choose to matter sets the tone." Removing gender from that hierarchy risks halting progress.
2. The Complexity of DEI and Risk of Losing Focus
As DEI expands to include multiple dimensions of identity, some organisations are struggling to maintain depth. Several companies shared strategies that prioritise a few targeted pillars over broad-stroke approaches, reinforcing the need for clarity and measurable action.
3. The Role of Leadership, Culture, and Communication
Leadership commitment and visibility emerged as the strongest indicators of successful DEI implementation. But participants noted gaps in accountability at the middle-management level. Policies alone aren't enough, psychological safety and open feedback cultures are critical for success.
4. Resistance in Male-Dominated Industries
Many industries continue to face resistance from male employees who feel left out of DEI efforts. Phrases like "when is it my turn?" reflect growing defensiveness. Education and clear communication are essential in addressing misconceptions and encouraging allyship.
5. Tangible vs. Tokenistic Action
Participants expressed a strong desire for substance over symbolism. As one person put it: "I need more than cupcakes." Initiatives must be clearly linked to business goals and backed by targets, investment, and consistent communication to build trust.
6. External Influences and Social Climate
The broader political and social climate, particularly in the lead-up to the federal election, is influencing corporate messaging. Some organisations are amplifying their commitments, while others are retreating into vagueness. Meanwhile, online discourse and the post-COVID workplace have introduced new tensions around gender roles and equity.
7. Gender Equality = Business Performance
There was universal agreement: gender equality is not just a moral issue, it’s a business advantage. When gender representation improves, so do team dynamics, site safety, innovation, and leadership outcomes. Framing gender equality as a driver of performance, not just principle, is critical.
What’s Next?
While the sentiment “all people matter” resonates as a principle, our roundtables made it clear that the pathway to true equity cannot be built on vague inclusivity alone. Progress demands specificity, strategy, and the courage to hold space for difficult, focused conversations: especially around gender.
These insights reinforce our position at Trellis Collective: the work of gender equality is specific, strategic, and far from over. We will continue to support our partners in taking bold, targeted action, not vague gestures, to create truly inclusive, high-performing organisations.