The All In campaign, launched by the Advertising Association in partnership with ISBA and the IPA, is a pioneering initiative addressing EDI challenges in the advertising industry. Designed to tackle systemic disparities across protected characteristics, the initiative aims to create a workforce where everyone feels a true sense of belonging. Central to this effort is the industry-wide inclusion census, which informs the actionable All In Action Plan.
We spoke with Sharon Lloyd Barnes, Commercial Director and Inclusion Lead at the Advertising Association, to explore her role in driving this change. Sharon shared insights into the motivations behind the All In initiative, its key interventions, and the measurable impact it has achieved in building a more inclusive advertising industry.
What part of the advertising world does the Advertising Association serve?
We serve the entire advertising industry. All the major sector trade bodies, agencies, advertisers, tech companies, broadcasters, publishers and other media are represented in our membership, giving us a clearer, more unified perspective. Through this network, we bring together voices from every corner of the advertising world.
What motivates you to address EDI within your organisation?
Our motivation is simple: advertising should reflect the society it serves. Ads have the power to influence behaviour, so it’s crucial that they authentically represent the communities they speak to.
A few years ago, we recognised that some ads were missing the mark. They felt more like box-ticking exercises than true representations of the people they aimed to reflect. This sparked a realisation that we needed to focus on who works in advertising and who creates the work. By fostering a more diverse workforce, we can ensure that advertising is more authentic and truly representative of society.
How do these motivations shape your company strategy?
Our approach is built on industry collaboration. We work closely with key trade bodies—those representing ad agencies and brands—to ensure we reach the right decision-makers and stakeholders.
The actions we take are informed by people with relevant lived experience, whether from the LGBTQ+ community, different ethnic backgrounds, or those with disabilities. This ensures our strategy is grounded in real, diverse perspectives.
What would you say are the Advertising Association's EDI goals?
Our work is driven by a simple yet powerful strapline: to create a workforce where everyone feels they belong. Our vision is to build a culture where every individual feels completely comfortable and included, and we’ll continue working towards this goal until we achieve it.
What risks do you perceive for not addressing EDI in advertising?
The risks are significant. Not addressing EDI means struggling to recruit and retain talent, as most people in the industry want to work in inclusive, sustainable environments. Additionally, failing to reflect society’s diversity makes advertising less relevant, which can lead to losing clients and opportunities.
EDI impacts everyone. It’s not just about those directly affected, but about creating a workplace where all feel represented and included. If we don’t evolve, our work will be less effective, and we’ll miss the commercial benefits of truly connecting with audiences. It’s a moral and commercial necessity to address EDI together.
What are the main features of the All In initiative?
The All In initiative has three key components. First is the All In Census, a biennial survey that checks the pulse of the industry, collecting insights about who works in advertising and how they feel about their workplaces. It’s more than just a survey; it’s a moment when the entire industry presses pause to reflect and participate.
Next is the Action Plan, a roadmap for change shaped by voices with lived experience. It lays out clear, actionable steps that organisations can take to drive progress. The plan includes nine strategic actions, focuses on inclusive leadership development, and requires training and accountability at all levels.
Finally, there are the All In Champions, organisations that commit to bringing the Action Plan to life. Over 130 companies, including industry giants like Google and Meta, have already earned champion status. These organisations lead by example, sharing their progress and data to keep the momentum going.
What problem is All In aiming to address?
All In aims to address the lack of authentic representation in advertising and the retention issues within the industry. While diversity is often present, data reveals a high inclination for diverse employees to leave due to discrimination or lack of inclusion.
The initiative seeks to create a culture shift in the industry by focusing on the importance of retaining diverse talent. It also aims to tackle broader societal issues like ageism, where advertising has the potential to shift public perceptions, as seen with past changes in the portrayal of women. By improving representation, the industry can make more impactful and inclusive work.
Who is the All In campaign targeted at?
The All In campaign is targeted at everyone with a role in the UK advertising industry. It emphasises the importance of participation from all levels. From leaders driving the message forward to individuals taking action, it’s a collective effort.
With the shift to hybrid work, the campaign encourages continued focus on inclusion, urging everyone to play a part in driving improvement. By maintaining high awareness and consistent engagement, the campaign seeks to ensure that inclusion efforts remain central in the industry, with everyone having a role to play in cultivating change.
How are you reaching your audience and getting the All In messaging out there?
We've used a variety of platforms and partnerships to spread the All In message far and wide. Over the last few years, Campaign, our big trade press magazine, has been running a digital countdown banner leading up to the campaign, sharing the link and creating anticipation within the industry. We also had a memorable partnership with Twitter—when it was still Twitter—that helped amplify our reach.
One of the standout moments came when we launched an out-of-home campaign. We secured digital advertising spaces in major London hubs like King's Cross and Paddington. These high-visibility locations reminded people of the campaign’s importance as they went about their daily commute. Even during disruptions like lockdowns and train strikes, we managed to keep the message front and centre.
What made this campaign especially meaningful was the opportunity to involve young, diverse talent. We ran a creative competition, and the winning campaign materials were produced by emerging creatives in their 20s. This not only showcased fresh perspectives but also aligned perfectly with the inclusive ethos of All In.
What, in your view, has made All In successful?
The success of All In comes down to its relevance and the genuine desire within the industry to address issues that matter. People in advertising are incredibly passionate about making change, and All In provides an easy, actionable way to channel that energy into something positive.
But it’s not just about enthusiasm; it’s about accountability. The key challenge has been ensuring that the actions we take are tangible and measurable. If we lose sight of this, support can quickly fade. That’s why I love that All In is an industry-wide initiative with constant feedback and involvement from all corners of the sector.
What’s been particularly encouraging is the overwhelmingly positive response. Rarely do we hear complaints—only support. This feedback, paired with the industry-wide survey we conduct every two years, helps us stay on track and assess real progress.
What have been some of your measures of success?
For me, success is measured by seeing positive changes in representation and a reduction in negative workplace experiences. Our survey, which includes 38 questions about workplace behaviours, gives us the data to track these shifts. From issues like being spoken over in meetings to more serious concerns like harassment, we cover a wide range of behaviours. By comparing responses year-on-year, we’ve seen improvements across the board. For instance, the percentage of Black respondents likely to leave the industry due to discrimination has dropped, even though we anticipated it might increase as voices became louder.
One of the most striking improvements was a dramatic decrease in reports of sexual harassment, from both women and men, despite expectations that it might rise with the return to offices. This speaks volumes about the cultural shift happening in our industry. While other global incidents are often highlighted, our data suggests we’re on the right track.
Beyond the numbers, there’s been significant feedback from industry leaders. The All In Champion Award, part of the MEFA (Media For All) Diversity & Inclusion Awards, provided valuable insights from 25 submissions on how the All In action plan has sharpened business focus and driven tangible results. This kind of feedback reinforces that we’re on the right path, and the increasing trust in the survey and its data shows that All In is making a meaningful impact.
At the most recent awards, I was given a special award for Business Transformation for the impact All In has had on the industry. The awards were sponsored by Sky and Campaign magazine. I had been nominated for Changemaker but the judges felt that the work deserved a special award of its own, this was valuable recognition from the industry that All In is making impact across the sector.
What have been some of the wider outcomes for the participants?
One of the key outcomes has been a sharper focus for businesses on their inclusivity efforts. The data we provide helps companies drill down into what’s most pressing for them and offers a framework to prioritise these issues. This, in turn, builds real change.
A standout example comes from the marketing director at TUI, who shared how using the BRIM framework—a tool designed to enhance representation for Black talent—prompted a significant shift in their approach to inclusivity. The framework, which looks at everything from supply chains to team composition and the representation in advertisements, led the director to realise that while they were working to improve ethnic diversity in their creative work, their wedding portfolio lacked representation of same-sex couples.
This example highlights how being inclusive not only benefits the community it directly targets but also has wider impacts across other groups. It reinforces the idea that when a company puts measures in place to serve one community, it often supports a broader range of people, creating a ripple effect of positive change.
What were the main challenges you have faced?
In the early stages, one of the main challenges was convincing organisations to participate. Many were already running their own surveys and didn’t see the need for another. Overcoming this required persistence and leadership. The Advertising Association leveraged its strong relationships with members to encourage involvement.
Another significant challenge was navigating legal concerns. Some large international holding companies hesitated to ask sensitive questions, leading to multiple consultations with legal teams. To address these issues, we reframed the survey as a meaningful contribution on three levels: company, industry, and national. This helped highlight its value and broader impact.
To combat survey fatigue and boost engagement, we introduced the "stop the clock" approach, positioning survey completion as a significant moment for the industry rather than just another task. Our most recent survey achieved 19,000 responses, so we can be confident in the approach and the data we have collected.
What advice would you give to others that might be considering delivering similar a initiative?
Don’t give up and don’t take no for an answer.
When it comes to making meaningful change, there’s a strong desire among most people to improve things and create a better world. So, when faced with resistance or barriers, it’s important to push through.
Also, one of the driving forces behind this initiative was the frustration with the duplication of efforts. Rather than creating new, redundant programmes, we worked to collate existing ones into a unified hub. So, collaboration is key. Join arms, work together, and focus on getting things done without reinventing the wheel.
If this conversation has sparked your interest in EDI, explore the All In campaign to see how it’s driving change in the advertising industry. Visit All In and Advertising Association to learn more about its impact and next steps.
With thanks to Literal Humans for their support with drafting this case study.
Explore other case studies today at diversity.wearecreative.uk/case-studies.
