Empowering diverse identities in international organizations

By Marta Dymarczyk, JTI

As an autistic, ADHD driven, identifying as non-binary, bisexual person working in a 21^st century corporate world, I can vouch for the fact that intersectionality is something absolutely real and palpable. Blessed with educational privilege and absolute love from my grandparents, I managed to overcome many challenges and tap into every opportunity I could find on my way, including the best one: therapy.

Somewhere along the way I rediscovered myself and understood that I am a happy, goofy, pink fluff unicorn who loves her serious job because it evokes the curious, intellectual, creative part of my brain. However, for that to happen, I had to be embraced as a diverse individual at my workplace. I have worked at many positions and places, still, only at JTI I feel not only embraced – but celebrated. JTI celebrates its employees and ensures that celebration is not only equal for all – but equitable as well. We understand that it is not only about race or gender or sexual orientation. It can be all (and some others) at once – and they like it this way.

In other words, JTI comprehends intersectionality, a concept which emphasizes that we don't experience marginalization or privilege in isolation; instead, these experiences overlap, creating unique challenges that require intentional, layered solutions.

In today’s global work environment, fostering genuine inclusivity means more than just painting your kitchen board in rainbow colors for June or buying flowers for International Women’s Day. It demands a deep dive transformation and creating organizations where equity is the core. Below I will describe four ways in which this can happen.

Firstly, listening must evolve from a passive exercise to an active catalyst for change. An intersectional listening framework goes beyond traditional feedback mechanisms by creating intentional, structured spaces for marginalized voices. Implement anonymous feedback channels to protect confidentiality and encourage honest dialogue. Host inclusive storytelling forums where employees can share lived experiences, highlighting how intersecting identities shape their professional journeys. But listening isn’t enough; organizations must turn these narratives into actionable change by integrating feedback into policy reform and leadership training.

Secondly, leadership pipelines often focus on singular dimensions of diversity, such as gender or ethnicity. To cultivate truly inclusive leadership, organizations must embed intersectionality into talent development strategies. Establish targeted mentorship programs that prioritize diverse pairings, connecting senior leaders with mentees from different backgrounds. Incorporate reverse mentoring programs to create a powerful two-way learning experience where senior executives learn directly from those navigating complex identities. This approach not only challenges unconscious biases but also fosters empathy and cultural competence among decision-makers. It also creates grounds for allies forming – people who are not from marginalized communities but support them.

Moreover, conventional Employee Resource Groups (ERGs) often concentrate on singular identities, unintentionally excluding those who are a part of multiple marginalized experiences. Instead, foster dynamic intersectional resource networks that address overlapping identities and encourage ERGs to collaborate. These groups can focus on shared lived experience, such as women of color in leadership, LGBTQ+ individuals with disabilities, or immigrants managing caregiving roles. These safe spaces encourage solidarity, inspire collaboration, and promote innovative problem-solving that reflects the real-world complexities employees face.

Finally, to make measurable progress, organizations must move beyond superficial metrics and develop tools that capture the full scope of intersectionality. Conduct comprehensive intersectional equity audits that analyze pay equity, promotion rates, leadership representation, and employee satisfaction through multiple identity lenses. Track disparities at the intersections of race, gender, ability, and other marginalized statuses. These audits should be transparent and lead to actionable strategies that hold leaders accountable for measurable outcomes, transforming inclusivity from aspiration into reality.

Empowering individuals with intersectional identities is not just a moral imperative, it’s a strategic advantage for organizations operating in today’s interconnected global economy. True inclusivity demands that we dismantle systemic barriers and build environments where every person, regardless of their layered identities, can thrive, innovate, and lead.

By embedding intersectionality into leadership pipelines, policy frameworks, and accountability measures, international organizations can cultivate spaces where every individual is empowered to contribute authentically and fully. This isn’t just about representation—it’s about fostering a culture where diversity is celebrated, equity is practiced, and inclusion becomes the foundation for transformative growth. And believe me when I tell you, there is no better feeling to be seen exactly as you are.