• Colin Druhan, Executive Director, Pride at Work Canada
    • "Diversity & Inclusion leaders and professionals need to move away from tokenism and stereotypes about how diverse their team or organization is and improve the sense of belonging of their LGBTQ2+ workers with real and measurable changes."

  • Nadia Theodora, Consul General of Canada to the Southeast USA
    • "A failure to tackle the structural barriers and persisting negative (and often unconscious) perceptions associated with diverse leadership will continue to keep women and minorities out of senior roles. Despite all the evidence to the contrary, there remains a widely held view that a focus on diversity across an organization - but especially in senior leadership – means compromising skill or qualifications."

  • Ambassador Bonnie Jenkins, Founder and Executive Director, Women of Colour Advancing
    • "Many U.S. foreign policies impact parts of the world with predominately people of color. For that reason, we should ensure that U.S. foreign polices include the voices of people of color who can help share their cultural perspectives and viewpoints as those policies are being developed and considered."

  • Bill Valdez, President, Senior Executives Association
    • "All organizations need to make it clear to their employees that D&I is not just a social good but is good for business and each employee’s professional development. Too much emphasis has been put on the social good aspect of D&I, which is nebulous and hard to measure, and not enough has been placed on why D&I impacts the bottom line of each organization and each employee’s professional development."

  • Sydney Coleman, Director Equity, Inclusion Programs, Google
    • "Diversity, Equity, and Inclusion is not a 'nice to have'. It impacts everyone. It includes race and gender, but it also includes age, weight, criminal histories, veteran status, country of origin, religion, sexual orientation, abilities, parental status, and the list goes on and on. Companies need to stop approaching this work as a soft science, when in fact the makeup of teams and companies' ability to retain and grow talent impacts their bottom line. We know diverse teams lead to better financial results."

  • Karen Runde, Associate Program Director GSBI, Miller Center for Social Entrepreneurship
    • "Cultivating a diverse community of social entrepreneurs enables innovative business models to create sustainable solutions to poverty and climate change. At Miller Center, we accompany social entrepreneurs on their journeys to impact. Social entrepreneurs are our heroes, as they measure success by their beneficial impact on the world."

  • Andy Noronha, Director, Strategy and Thought Leadership, Office of Inclusion and Collaboration, CIsco
    • How do you see digital transformation influencing the future of diversity and inclusion practices? "Diversity and inclusion practices must be orchestrated as part of an organization’s overall digital transformation efforts so that they are integrated into new business and operating models as they are created."

  • Karen Catlin, Advocate for Inclusion Workplaces, Leadership Coach, Keynote Speaker
    • Inclusion is a job for everyone, not just for people with "Diversity," "Inclusion" or "Belonging" on their business card. -- Karen Catlin, author of Better Allies: Everyday Actions to Create Inclusive, Engaging Workplaces

  • Chloe Louvouezo, Communications Officer, Diversity & Inclusion Facilitator, The Bill & Melinda Gates Foundation
    • "Leading through a lens of diversity and inclusion means carving out the space to understand and making room for all perspectives on a team. It means inviting the differences that exist across employees to be part of the fabric of the group so that they have the psychological safety to contribute at their highest potential."

  • Tina Shah Paikeday, Executive Director, Russell Reynolds Associates
    • Diverse teams lead to better decision making. When there are challenges to solve, the team that leverages different perspectives through high inter-cultural intelligence and inclusive leadership, finds better solutions.

  • Carol Glazer, President, National Organization on Disability
    • Whether through operational efficiencies or strategic innovation, businesses are always looking for an edge. Many businesses, including those near the top of the Fortune 500, are finding such a competitive advantage in hiring employees with disabilities. These diverse employees bring not just necessary technical job skills, but also traits like creativity, agility, and grit, formed over lifetimes of experience navigating a world that wasn’t built for them.

  • Mable Huang, Asian ERG Global Chair, Airbnbs
    • There really isn’t any way better than to feel like I belong when I am able to engage with my multi-faceted identity at work, and ERGs give me the space I need to do so."

  • Buck Dossey, Senior Solution Consultant, Experience Cloud, Adobe
    • "When people feel included, you can see them at their best. Fostering diverse communities at work plays a key role in making everyone feel included. Fear, bias, and intolerance have no place in our culture, and ERGs are playing a key role to ensure they don’t creep back in as we adjust to the new WFH normal."

  • Stephanie Redivo, Equity, Diversity and Inclusion (EDI) Program Lead at TransLink
    • "Our ERGs are more important than ever during this pandemic because they provide employees a safe space to share and allow our employees to lift each other up."

  • Tania Desa, CEO & Founder, Desa Global Leadership & Board Member, NAAAP
    • "We are craving a deeper sense of community, belonging and purpose right now- let's activate our ERG communities to share stories and co-create psychological safety in this new world of work."

  • Kuran Williams, ERG Lead Black Employee Network, SA
    • "ERGs are the driving force of diversity and inclusion; therefore, these groups create a sense of cultural community and support, brings innovative solutions to leadership, adds diverse perspectives to the business, drives business value to help create an environment of inclusivity, and brings awareness to injustices and exclusivity while trying to create a sense of comfortability in business environments where they are the minority (Kuran Williams, 2020)."

  • Dr. Wendy Cukier, Professor Entrepreneurship and Strategy, Ted Rogers School of Management and Academic Director, The Diversity Institute
    • "Diversity and inclusion need to be much more than a Human Resources issue. Organizations need to apply a diversity and inclusion lens to all aspects of their corporate strategy and through the value chain - from procurement, to research and product design, product and service delivery, marketing and sales and much more"

  • Rudinov Vincent, Founder & CEO, DIfest Global
    • "Effective diversity and inclusion programs go beyond intangible outcomes like teamwork, motivation and better communication to tangible outcomes that business leaders are really looking for such as productivity, growth, and bottom-line numbers"

  • Dr Myra Hubbard, Executive Director, Hubbard & Hubbard Inc.
    • "It takes all 3, Head, Heart, Hand in order to measure D&I initiatives. Without an identified need it is difficult to measure the ROI benefits. It starts with Need Analysis"

  • Dr. Lily Jampol, Head of People Science, Readyset
    • "Stories and people's voices are also data; not just hard numbers"

  • Vanessa Sheridan, National Transgender Workplace Expert, Vanessa Sheridan & Associates
    • "The business advantages of transgender inclusion are many, including stronger recruiting and retention of top talent as well as improved teamwork, enhanced cultural competence, more robust PR/marketing opportunities, greater overall productivity, and positive impact on the bottom line."

  • Debora Gepp, HR Diversity & Inclusion, Braskem (Brazil)
    • "The cost of homophobia and transphobia in the workplace is enormous. They represent a huge waste of human potential of productivity, of talent and creativity, that impacts directly LGBTQIA+ people, businesses, and society. Companies must make the workplace fair, safe, and accepting for all queer people and must develop anti-discrimination efforts. An inclusive future is a better future for all people, companies, and society."

  • Bill Valdez, President, Senior Executives Association
    • "All organizations need to make it clear to their employees that D&I is not just a social good but is good for business and each employee’s professional development. Too much emphasis has been put on the social good aspect of D&I, which is nebulous and hard to measure, and not enough has been placed on why D&I impacts the bottom line of each organization and each employee’s professional development."