WorkPride 2026 day one recap: intersectionality, leadership and ERGs

Day 1 of WorkPride 2026 opened with a powerful set of sessions centered on advancing diversity, inclusion, and equity in the workplace. From thought-provoking panels on unconscious bias to conversations on psychological safety and inclusive leadership, every discussion focused on offering practical, actionable insights for organizations and professionals.

WorkPride Day 1 Inspirational Keynote

The opening keynote of WorkPride 2026, hosted by myGwork’s Aasha Tikoo, brought together Organon’s Kirke Weaver and Booking.com’s Kristofer Barber to explore leadership, belonging and inclusive futures.

Kirke spoke as an LGBTQ+ ally whose outlook was shaped by his gay brother’s coming out in a conservative background. This experience later led him to centre listening and dignity at work

“The sense of belonging is really trying to create a workplace where all employees belong. It's not about choosing one side over the other, but creating this workplace culture where different people thrive, because they're respected for who they are.”

Kristofer shared his experience growing up as a gay kid in a rural part of the United States, seeing few LGBTQ+ role models there were. He contrasted that with today’s progress, stating:

"Representation is so important. You need to see it to believe it. It's really powerful to have seen in the last 15, 20 years people from across all industries being courageous to come out, and say I'm a queer person, I'm also an amazing lawyer, I'm an amazing CEO, or I'm an amazing scientist, or physicist, whatever it might be."

Cultivating Inclusive Work Cultures

A recent WorkPride panel brought together leaders from across industries to explore what truly inclusive workplace cultures look and feel like in practice -beyond campaigns, pride months, and polished strategies. Moderator Marie-Helene Tyack of Allianz Commercial framed the conversation around the power of everyday actions and the central role of employee resource groups in culture change.

Edison Chen, global ERG lead for the Pride network at Organon, shared how a quiet email from a colleague in a hostile legal context crystallized the meaning of inclusion for him. For Edison, it is built in ordinary, often unnoticed moments.

“Inclusion isn't just celebrated in the month of June, it's a Tuesday in November when no one's watching and someone still feels they belong.”

Jane Cubbin, Diversity and Inclusion Manager at TransPennine Express, highlighted the impact of “Let’s Listen” sessions she helped run at GSK, where colleagues shared deeply personal experiences in a space of empathy and respect.

“It isn't about policies and programs, it's what it feels like to be in the room when you can be open, and you can share, and you can show up as yourself,” Jane said.

From a consulting perspective, Jonathan Peloquin of WTW stressed that many companies stumble not on intent but on follow-through. He warned against treating inclusion as a campaign rather than a daily practice:

“The biggest barrier isn't the intent, it's the execution of inclusion.”

Rick Martin, Country Communications Manager at ABB, argued that diversity has to be built into a company’s core cultural definition from the outset and that all kinds of difference must be valued consistently.

“We don't want to hide our differences, we want to be recognized for them."

Will Spencer, an ASD and chair of the Pride Matters ERG at JCDecaux UK, spoke about the power of ERGs and storytelling to move inclusion from theory to lived experience. He reflected on colleagues who now feel able to talk openly about their lives at work:

“Does someone live authentically on a Monday to Friday, all day, every day, not just at home, but at work as well? I think that is a real key definition of success there.”

Remote Work and Belonging

This panel explored how flexible work can genuinely support inclusion rather than simply move it onto a screen. Moderator Mathew Harris of Evelyn Harris Advisory tied many of the themes together, stressing that belonging has always required intentional effort, and that remote work has simply made that more visible.

Lauren Shukla, Head of Product at Moody’s Ratings, highlighted both the inclusive potential and the hidden costs of remote work, especially for parents. She warned of what she called the “guilt tax” - the pressure to be always on to compensate for that flexibility.

“Even though you do have these benefits around inclusion, the flexibility, the reduction in the motherhood penalty… you do have that sort of other side of the coin where the psychological safety isn't there, and that guilt tax, that feeling of I have to do more… was one of the more surprising aspects when I shifted to remote."

Drawing on experience in both fully remote and hybrid environments, Tanja Vinogradova of the International Civil Society Centre focused on misunderstandings, hybrid meeting pitfalls, and the power of intentional connection. Regular video-on calls, one-to-ones, and in‑person retreats all help colleagues see each other as full people rather than functions. For Tanja, the core of this work is human rather than technical.

“Trust is about being seen and supported no matter where you are.”

From his role as Head of Talent Development and Inclusion at Winston Taylor, Robin Panrucker emphasized everyday contact, feedback, and flexible communication styles as the real drivers of visibility and value for remote staff. He also challenged leaders to look beyond whoever is physically nearest when handing out opportunities.

"To make people feel visible and valued is to allow them to be heard."

Lisa Breen, who works in talent acquisition at Virgin Media O2, spoke on the importance of making inclusion highly visible and low‑barrier in digital space - through internal platforms, networks, and structured ways for people to contribute beyond big group calls. She also stressed that psychological safety in virtual meetings depends on how participation is designed.

“I think it's about creating consistent spaces where people can show up as themselves."

Enfys Book, an onboarding specialist technical account manager at Automattic, shared concrete remote‑first practices that support belonging: always‑on feedback tools, structured kudos, public and private ERG Slack channels, virtual coffees, and flash talks that turn lived experience into learning resources. For Enfys, being allowed to be visibly and unapologetically themself is central:

“I am the face of our developer onboarding videos… and I don't feel like I have to dim my light at work."

Intersectionality and Belonging

This panel took a look at how overlapping systems of oppression can shape people’s experiences at work, and what organisations must do differently as a result.

Intersectionality and identity thought leader Matthew Page focused on how workplaces are still built around narrow, single‑issue expectations that force people to fragment who they are. Drawing on his experience as a mixed‑heritage, queer, care‑experienced professional, Matthew argued that inclusion strategies must be designed around those at the sharpest intersections of marginalisation.

“If you deliberately build a workplace that works seamlessly for a queer, care‑experienced person with a disability, you'll automatically build a workplace that works flawlessly for absolutely everyone else.”

Speaking from Barcelona, Sebastián Dalla Ba of Glamazon Barcelona at Amazon highlighted what it means to live with a hidden disability alongside being an immigrant and a gay man. Even in progressive contexts, he said that he often has to make a concerted effort to indicate his belonging.

"I have to prove to others that I belong there."

Henna Parmar from CGI, an Indian, queer, neurodivergent woman, described how easily people at complex intersections fall through one‑strand initiatives. For Henna, belonging is less about being “invited to the table” and more about genuine psychological safety.

“Stop waiting for people to speak up and start creating more conditions and conversations where people feel that safety and trust to be able to speak up.”

From Capgemini UK, Ramyaa Ravichandra shared how often women of colour are forced to constantly prove they deserve to be in the room, carrying a growing mental burden over time. She urged organisations to move beyond quick fixes and confront the systems themselves:.

"Every time I've come to ask for a seat at the table instead of being invited… the onus is put on me rather than someone else inviting me, and I think that kind of adds this cognitive load over a period of time.”

Marcus Wade of HP Inc, who is half Mexican, half Black and gay, spoke about identities that are routinely siloed and misunderstood in U.S. corporate culture. He argued that surveys alone are not enough, and that progress begins with real dialogue.

“It's very simple. It's really taking the time to still sit down, listen, have a true conversation… actually sitting down at the table discussing what are the issues that are being seen.”

Anthony Francis from Lloyds Banking Group reflected on finally being able to show up as both Black and gay at work, instead of splitting himself between boxes. He was clear that responsibility cannot sit with individuals alone:

“It's not really down to the individual to have to fight for their own sort of sense of belonging. It really needs to take action, visible action from others around us, and from organizations to really help actually build that sense of belonging.”

The Role of Leadership in Fostering Belonging

Bringing together leaders from across sectors, this session unpacked how everyday behaviors shape whether people truly feel they belong. Across perspectives, the panel returned again and again to small actions, curiosity, courage, and consistency as the real tests of inclusive leadership.

Speaking from Novartis, where she is Associate Director for People Experience Programs and global LGBTQI+ inclusion lead, Agnieszka Gembarska emphasized breaking “inclusive leadership” down into simple, repeatable behaviors that anyone can practice. Describing their Pride Ambassador program, she stressed learning, curiosity and repair over perfection:

“Get feedback. Course correct. And if you slipped and something went wrong, apologize… and just continue showing up.”

For Rhiannon Bryant, Global Finance Director at sustainability consultancy ERM, real accountability starts when inclusion is treated as seriously as financial performance. She argued that leaders must both measure progress and personally sponsor change, not just lend their name to a blog.

“You’ve got to be able to measure it. You’ve got to have targets, because you’ve got to know if you’re getting better… What would it look like if every single person in the organisation had an inclusion target? How would that change the organization if we were all individually measured on how we show up every day to include everybody?”

Lawyer Coral Novalvos Delgado of Giambrone & Partners shared how her own leadership style evolved from “matching negative energy” to responding to resistance with curiosity and care. She sees belonging as what happens once representation is backed up by protection and trust.

“When the team realize they can run to you instead of hiding from you when things get tough… the whole culture shifts. By being someone they can fully trust to support their career and protect them in difficult moments, you build an environment when they just don't work, they truly belong.”

At Colt Technology Services, where she works in technology, Ivana Bitunjac highlighted the damage leaders do when they stay silent, and the power they have when they visibly act. From calling out harm to normalising inclusion outside of “heritage months,” she argued that leadership must be continuous and vocal.

"Any single thing when a leader does not speak to the people or does not acknowledge something… that damages not just the reputation of the company, it damages a lot of people within the company. And when people see leaders who are willing to act, then they start as well changing it.”

Chandni Bhatt, who works in sales operations across regions at Capgemini, focused on how hiring, everyday assumptions, and visible allyship signal whether people can safely bring their whole selves to work. Drawing on her experience as a woman in tech and a lesbian in a same‑sex relationship, she described the difference it made when her boss actively brought her into rooms and backed inclusive recruitment.

“What builds my trust is when I'm seeing senior leadership hire more women, more people from diverse backgrounds, so people with disabilities, people from different races... I think it's just practicing what you preach, and just making sure that you are giving that seat to people at the table.”

Rethinking Talent: Embracing Neurodiversity in the Modern Workplace

The Rethinking Talent: Embracing Neurodiversity in the Modern Workplace panel at WorkPride 2026 explored how organisations can move beyond awareness to redesign work so neurodivergent people can thrive. Speakers drew on legal, HR, and lived experiences to show that neurodiversity is both a talent opportunity and a systems challenge.

Employment lawyer Jen Kingsmill of Lewis Silkin grounded the conversation in both law and lived experience, stressing that neurodiversity must be treated as a strength, not a deficit, and that reasonable adjustments are a legal as well as moral imperative. As Jen put it,

“Being sort of neurodivergent isn't a negative thing. It's just part of who I am and who many people are as well.”

From Colt Technologies, DEI assistant and Pride Matters member Andrada Popa showed how recruitment can either force masking or unlock genuine talent. After years of adapting to rigid expectations in sales and project roles, she described asking for clear stages and accommodations at Colt and finally being allowed to show up as herself:

“It was the best interviewing and recruitment experience of my whole life, not just because I succeeded in getting the role, because it was the first time I actually was able to be myself without masking.”

BBC Pride co‑chair Lydia Bernsmeier‑Rullow shared how a late ADHD diagnosis and strong workplace support transformed her career from call centres and failed interviews to a sustainable role as a business analyst. Access to a workplace adjustments helpdesk, clear expectations, and outcome‑based working meant her challenges no longer felt career‑ending.

“It was incredible, realizing that this, you know, dysfunction that I've got with executive function and memory and etc. It didn't have to be the end of my career. It could be something that's managed.”

Valentina Fariselli, Senior Advisor for Talent Development at VF International, focused on simple, human language to demystify neurodiversity for leaders and frontline managers, and on training that makes adjustments “good design for everyone.” For her, reframing difference is the starting point.

“Neurodiversity is really the idea that people naturally think, communicate and experience the world in a different way. And those differences are normal. It's a normal part of human diversity.”

Holland Ford Graham, Solutions and Services Product Manager at RS Americas, underlined that most barriers lie in systems built for conformity, not in neurodivergent capability. She urged organisations to examine their own structures before asking individuals to do all the self‑reflection and problem‑solving.

"I think organizations need to analyze their systems first before individuals are expected to analyze themselves."

Employee Resource Groups

The next session examined how ERGs move beyond social activity to become engines of culture, development, and retention.

Joe Brown from Transport for London drew on five years leading TfL’s LGBTQ+ network and the Journey network of transport ERGs to unpack what it takes to sustain these groups. He stressed that goodwill alone is not enough and that time, structure, and sponsorship must be built in.

“They shouldn't just get by on the fumes of goodwill. We absolutely need to recognise it's a vast amount of work, and ensure that time and space is made for the ERG leaders to function.”

From State Street, former Pride & Friends co‑chair Linda Power highlighted the importance of governance, clarity of roles, funding, and recognition if ERGs are to have lasting impact. She linked their outputs directly to how the wider business presents itself and is regulated

“The outputs of our networks are important enough to be referenced in our annual reports, they're referenced in our gender balance reporting that we submit to regulators, they're quite often included in our talent acquisition materials. The work is important, so the work needs to be recognized and treated so that it can actually sustain over the life of the business.”

Gabriele Silva of VF Corporation described how ERGs at VF evolved from affinity spaces into visible drivers of culture and unexpected talent pipelines. By giving members stretch opportunities, they became development engines the company hadn’t initially anticipated:

“The ERG truly acts as a talent incubator. They learn how to be a leader, they learn how to do public speaking, how to organize great events, how to influence senior leadership."

Representing HP Inc., Houston Pride BRG chair Marcus Wade focused on ERGs as front doors to culture and networks that keep people in the business. He underlined their role in both attracting new hires and giving existing employees cross‑functional visibility.

“They drive the culture for the organization. A lot of the times when people ask, why did you choose to join this organization, it's because they heard about the culture, and the ERGs or BRGs are helping drive that impact in that culture.”

Measuring LGBTQ+ Belonging

This panel tackled how organisations can collect and use data without losing sight of people. Moderator Belton Flournoy of Protiviti framed the conversation around action as well as metric.

Leigh Kelly Andrews, Global Inclusion and Diversity Lead at Kantar, focused on building trust before asking for sensitive information. She stressed that voluntary, respectful data collection depends on clarity and genuine safety, not just labels.

“It starts with clear communication and consent. We need to be really clear on why we're asking for certain feedback or demographic data to be shared, how will it be used, who will have access to it, and emphasize that participation or self-identification is optional.”

From an academic perspective, researcher and writer Kevin Guyan, joining from the University sector in Edinburgh, warned that surveys and metrics can easily become a substitute for real change, especially for trans and non‑binary people. He urged organisations to treat data as a tool, not an excuse for delay.

“It's a lot easier to go out and do a survey on the experiences of trans people in the workplace than it is to address transphobia in the workplace.”

Jason Hoar, Associate Director of Global Diversity and Inclusion at MSD, explained how self‑ID, engagement surveys and ongoing listening can be combined, while recognising legal and cultural limits across countries. For Jason, any serious approach to measurement must be grounded in lived experience:

“The effectiveness of our efforts is still always gonna come back to the employee feedback. How does it make them feel? Are they feeling like they can grow in the company? Are they feeling like they're seen in the company?”

The Role of Allyship in Belonging

The closing session of day one of WorkPride 2026 underlined that inclusion depends less on statements and more on daily behaviour.

Leadership coach Zachary Ames, founder of PRISM Leadership, connected allyship directly to career development and progression for LGBTQ+ staff. He argued that it is not about perfection but persistence, especially from those in power.

“For me, the accountability is really just the continual agreement to show up imperfectly.”

From a recruitment lens, Louise Lowes of Eutopia Search warned that performative gestures quickly undermine trust. She sees allyship tested in how organisations behave outside Pride Month and in how honestly they listen to their own people.

“The impact of it is you're seen as fake, you're seen as inauthentic, and people think, well, you're just doing it for the glory. They won't come to you, and they won't see you as someone that they want to confide in or ask advice from.”

Stuart Coates, who leads commercial and operations recruitment at Virgin Media O2, described his journey towards understanding that allyship as an active discipline built into hiring, leadership, and culture.

“My understanding of allyship has evolved from thinking it was mainly about being supportive to realising it's actually about being intentional. It's about being present, it's about being active."

Milena Garcia from JTI, an HR leader and long‑time ally, emphasised that inclusion cannot be outsourced to ERGs or campaigns; it has to show up in everyday choices and language.

“Over the time, I realized that allyship is about real action. It's about choosing to speak up even when it feels uncomfortable."

Speaking both as an HR professional and ERG lead, Bruna Bastos Kirst of Booking.com highlighted the cost of staying quiet in the face of bias, and how true allyship clears space for LGBTQ+ colleagues to move from survival to growth.

“Our silence in the face of bias could be interpreted as you're agreeing with that. So taking your voice, taking up that space and using it to interrupt that inequity that you're seeing, it takes a lot.”

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