Two-thirds of marketers back EDI initiatives amidst societal divisions: Canadian Marketing Association

Annual survey finds that as divisions grow sharper, inclusive leadership continues to be a key driver of safer, more engaged workplaces

TORONTO – July 29, 2025 – New research released today by the Canadian Marketing Association (CMA) in partnership with strategy, finds that while two-thirds (66 per cent) of Canadian marketers continue to endorse equity, diversity and inclusion (EDI) initiatives, nearly six-in-ten respondents (58 per cent) have witnessed growing pushback on these efforts. Yet organizations with well-diversified senior leadership teams consistently foster healthier, more resilient workplace cultures, proving their value year after year.

Broad backing, slim opposition

According to the CMA’s latest report EDI in Canadian Marketing: Positive Progress and Persistent Challenges, support for EDI remains high across the profession: 66 per cent of respondents applaud or appreciate EDI efforts and a further 15 per cent accept them. A strong majority (81 per cent) do not feel personally disadvantaged by current policies. Only five per cent of respondents oppose such measures, typically citing concerns that inclusion programs may create division or divert resources; yet even among detractors, 68 per cent recognize at least one benefit of an inclusive workplace. In addition, 91 per cent of all respondents agree that diverse teams generate better ideas and solutions. This broad endorsement gives employers a clear mandate to keep EDI on the agenda, even as public debate intensifies.

“Pushback may be getting louder, but the data clearly show that most marketers still believe in inclusion,” says Barry Alexander, chief marketing and diversity officer at the CMA. “This is not the time to retreat. It’s a chance to re-engage and educate by showing how EDI leads to better ideas, stronger collaboration and more creative, high-performing teams. Inclusion isn’t just the right thing to do; it’s a business imperative.”

Rising pushback, polarization and workplace hostility

Nearly six in ten marketers (58 per cent) say they have witnessed pushback to EDI, including budget freezes, stalled policies and passive non-participation in training. Those who report pushback are also more likely to note drops in morale and preventable staff turnover, suggesting that unresolved resistance can harm business performance. Polarization, often experienced as tension or division over identity, beliefs or values, further compounds the issue: 76 per cent say it affects their work, often leading to self-censorship, reduced collaboration and strained relationships. At the same time, 15 per cent of respondents now feel more empowered to speak up, nearly double the share in 2024, a shift driven largely by organizations with diverse or diversifying leadership.

For the first time, the survey tracked identity-based hostility inside the workplace. According to the research, one-third of marketers have witnessed hostility directed at colleagues due to identity factors such as religion, race, gender or sexuality. Examples include smear campaigns (19 per cent), vandalism (12 per cent) and physical threats (12 per cent). These acts harm not only those targeted, but they also erode the broader workplace culture, fueling stress and disconnection across teams.

Microaggressions and discrimination continue to undermine culture

Hostility is not limited to overt acts. According to the survey, more than half of marketers (55 per cent) say they have witnessed discrimination, inequity or exclusion in the past year, while reports of racial, ethnic or gender-based jokes climbed eight points to 39 per cent in 2025. Such behaviours appear in 73 per cent of non-diverse-led organizations, but in just 42 per cent of those with well-diversified leadership. The impact is also felt more acutely: 59 per cent of marginalized marketers – respondents identifying as racialized, LGBTQ2S+ or another under-represented group – say they must work harder to be treated equally, compared with 35 per cent of non-marginalized women and 31 per cent of non-marginalized men.

Marginalized women and older employees face widening barriers

Marginalized women report the steepest decline in inclusion, falling seven points to 57 per cent, making them the only group to lose ground year over year. Ageism also persists: 51 per cent of marketers acknowledge its acceptance in the workplace, a four-point rise from 2024. Additionally, agreement that “women/men over 55 with grey hair should not be working in marketing” has jumped from the previous year by 19 and 18 points, respectively. Perhaps ironically, these views are voiced most often by Boomers themselves, according to the survey. Such biases restrict mentorship, disrupt knowledge transfer and can weaken organizational resilience by sidelining experienced talent.

Diverse leadership: a proven solution for better business outcomes

Across five consecutive CMA studies, leadership diversity has consistently emerged as the strongest predictor of workplace inclusion, engagement and retention. In 2025, 28 per cent of organizations reported well-diversified senior teams, up from 21 per cent in 2024. In these workplaces:

• Only 28 per cent of employees report disengagement linked to discrimination, compared with 68 per cent elsewhere.
• Ninety-three per cent feel included, versus 39 per cent in non-diverse workplaces.
• Incidents of hostility and microaggressions are significantly lower. 

Inclusive leadership not only mitigates risk, but it also fuels better business performance. Organizations with diverse leadership benefit from stronger collaboration, more creative thinking, and improved innovation capacity, all of which contribute to resilience and competitive advantage.

As polarization deepens, marketers have a responsibility to champion inclusion from within. Re-examining objectives, tying inclusion to clear performance metrics and communicating intent with clarity can transform uncertainty into alignment. Continuous learning, open dialogue and visible diversity at the top remain critical to building workplaces where all employees feel valued and respected, while strengthening organizational effectiveness, creativity and long-term business growth.

 “Canada’s success story is written in many languages and lived in every community,” says Alexander. “When our boardrooms mirror that reality, marketers create products and campaigns that truly resonate with Canadians, drive growth and strengthen the social fabric at the same time.” 

Contact:  
Nathaniel Glassman  
Kaiser & Partners  
Nathaniel.Glassman@kaiserpartners.com 
416.998.2258