Andrea Callender

Hired to lead inclusion for a £800M global fashion brand, the role expanded into a broader cultural agenda, working across Europe, North America and Asia-Pacific to influence leadership behaviour, internal systems and brand identity. Reporting to the Chief People Officer, I introduced the company’s first Code of Behaviours, now embedded in performance reviews, leadership frameworks and global frontline experience. I also co-created and delivered a leadership development programme for 100+ senior leaders, facilitated 30+ workshops with 700+ employees, and secured CEO and Executive backing for a three-year cultural roadmap. What began as an inclusion brief became a lasting shift in how the organisation leads, behaves and holds itself accountable.

Appointed to lead EDI across Arup’s largest region (UK, Middle East, India and South Africa), I worked across HR, Legal, Marketing and client-facing teams to embed inclusion into strategy, governance and delivery. At Arup, I developed and launched the region’s first cross-market EDI strategy, positioned inclusion as a lever for trust and performance, and introduced a three-year action plan aligned to business growth and workforce experience. I also established an executive-level EDI Committee, coached employee networks to act as strategic partners, and shifted fragmented initiatives into a coherent structure with measurable outcomes. Following a global reckoning on racial justice in 2020, I designed and facilitated a region-wide event joined by 2,000+ employees, creating space for honest dialogue and setting a new tone for race, leadership and accountability across the firm.

Brought in to lead the GMC’s first organisation-wide diversity strategy, I worked closely with the Deputy CEO and senior directors across education, legal, strategy, HR and policy to integrate inclusion into the regulator’s core functions and public voice. Here, I launched a three-year strategy and action plan, chaired an internal Diversity Board, and built governance structures to embed EDI into strategic planning, licensing policy, professional standards and communications. I also led the GMC’s response to judicial scrutiny on fairness and bias, driving transparency, rebuilding trust, and positioning the GMC as a benchmark regulator on inclusion. The work shifted perceptions both internally and externally, turning diversity from a reputational risk into a marker of integrity, fairness and public confidence.

Hired by the Director-General to bring structure and credibility to the BBC’s diversity agenda during a time of internal resistance and public scrutiny. I led a central team supporting 17 business divisions, and redefined inclusion as a driver of creativity, audience trust and public relevance. I developed and launched the organisation-wide strategy, integrated diversity into business planning and investment decisions, and secured buy-in from senior leaders across HR, news, production and commissioning. I also launched a high-profile development programme for BAME talent, directly influencing senior-level progression, and represented the BBC publicly on all matters of diversity, balancing internal momentum with external accountability. My time at the BBC resulted in a more transparent and commercially aligned approach to inclusion and a measurable improvement in both talent progression and organisational confidence.

Built a network of 180 UK and global organisations working on race and diversity as a source of competitive business advantage. Worked with a Board of Chief Executives and senior business leaders to make UK business more inclusive, influence key practices. Provided specialist expertise and consultancy for 'champion' organisations. Developed the business plan and marketing/ communication strategy. Designed and facilitated events, produced publications, commissioned research. Launched a benchmarking programme used by over 100 organizations to measure their performance.