An Interview with... Chanelle Gray

Head of Diversity winner at the British Diversity Awards 2024, Chanelle Gray has helped drive important change by embedding diversity and inclusion into the everyday operations of organisations rather than treating it as a standalone initiative.

In our interview, Chanelle shares her perspective on creating sustainable impact, the importance of community and allyship, and why representation, fairness and belonging must be designed intentionally to shape stronger workplaces and more inclusive futures.

Head of Diversity and Inclusion, Savills

You’ve been recognised by the British Diversity Awards. What did this recognition mean to you personally, and what do you think it says about the impact of your work?

Being recognised by the British Diversity Awards was incredibly meaningful on a personal level. Much of this work is long term and often behind the scenes, so taking a moment to reflect on impact is rare. It felt like an acknowledgement not just of my own contribution, but of the collective effort of the teams, networks, and leaders I’ve worked alongside to drive real change.

In terms of impact, I think it reflects a shift from intention to delivery. Diversity and inclusion can no longer sit as a values statement. It has to show up in decision making, in data, and in lived experience. The recognition signalled that the work we have been doing is not only visible, but credible and measurable.

For those who may not know the full story behind your award, can you share the initiative, campaign, or leadership approach that you believe made the biggest difference?

I believe what made the biggest difference was taking a structured, evidence based approach and embedding inclusion into core business processes, rather than treating it as a separate activity. That meant aligning our strategy with clear priorities, using workforce data to identify gaps, and holding leaders to account through measurable objectives.

Alongside that, investing in employee groups and building strong communities across the business played a critical role. We know that belonging drives retention and progression, so creating spaces where people feel seen, heard, and supported has been just as important as any policy or programme.

What achievement are you most proud of when it comes to creating measurable or meaningful change for employees, communities, or workplace culture?

I am most proud of shifting the conversation from awareness to outcomes and impact. That includes improving representation in key areas, embedding fairer recruitment and promotion practices, and training our allies so that they have a dedicated role to drive an inclusive culture in their teams and regions.

Equally, I am proud of the cultural shift. Seeing employees actively engage in networks, leaders speak more openly about inclusion, and a more consistent focus on creating equitable opportunities has shown that this is becoming part of how we operate, not something we talk about occasionally.

Representation, fairness, and belonging do not happen by chance. They happen by design.

What advice would you give to organisations that want to improve inclusion but don’t know where to start?

Start with the data and be honest about where you are. Understand your workforce, identify the gaps, and be clear on what success looks like. Without that foundation, it is very difficult to prioritise or measure progress.

Then focus on a small number of actions that will make the biggest difference. That often sits within recruitment, progression, and leadership accountability. Inclusion is not about doing everything at once. It is about doing the right things well and sustaining them over time.

What advice would you give to individuals working in DEI, employee networks, or allyship roles who are trying to create change from within?

Be clear on the outcome you are trying to influence and link your work to business priorities. When you can demonstrate how inclusion supports performance, retention, or client relationships, you build credibility and momentum.

Also, do not underestimate the power of community. Change does not happen in isolation. Building networks of support, sharing knowledge, and creating space for collective voices can drive more impact than working alone.

Finally, if you could leave readers with one message about the importance of inclusion, belonging, and representation in today’s world, what would it be?

Inclusion is not an add on, it is fundamental to how organisations succeed. When people feel they belong and can see a future for themselves, they contribute more fully and stay longer. That benefits individuals, businesses, and the communities we serve.

If we want more inclusive outcomes, we have to be intentional about them. Representation, fairness, and belonging do not happen by chance. They happen by design.