An Interview with... Reema Samuel-Lewis

Recently named Head of Diversity of the Year at the British Diversity Awards 2026, Reema Samuel-Lewis is leading work that demonstrates how inclusion, when approached strategically and authentically, can create meaningful impact for both people and business. Through partnerships spanning sport, education, media and economic inclusion, alongside her leadership of Sky’s employee networks and communities across Europe, Reema has focused on creating opportunities that built to last.

Head of Diversity and Inclusion Partnerships, Sky UK

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?

Winning Head of Diversity of the Year was incredible, both personally and professionally. The work I do is often long term, complex and, at times, emotionally demanding. I’ve been working to shift systems, broaden perspectives and create opportunities that may not always show immediate results, so having that recognised externally, amongst such a high calibre of peers across the industry, felt really special.

What I hope the award reflects is that inclusion can be a genuine driver of organisational value and impact. My role spans external partnerships and responsibility for Sky’s employee networks and communities across Europe. This work has to operate at scale, with credibility and be connected to what actually moves a business forward - talent, reputation, trust and the culture we create.

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

I think what’s made the biggest difference in my work is a focus on building partnerships and programmes that move beyond conversation and into tangible opportunity, while making sure the work is credible, commercially grounded and built to last. Whether that’s opening up leadership pathways in football through Kick It Out, supporting economic inclusion with the Black Equity Organisation, bringing new perspectives to storytelling through the New Focus Fund, or launching our latest scholarship programme with Loughborough Business School to help diversify the future of leadership in sport, my focus has always been on creating access and progression that make a tangible difference to people’s lives and careers.

For me, inclusion has the greatest impact when it becomes part of how an organisation operates day to day: how talent is developed, how decisions are made, and how businesses use their voice to engage with the people and communities they serve.

What achievement are you most proud of when it comes to creating measurable or meaningful change? 

Two partnerships I’m particularly proud of are the scholarship programme with Loughborough Business School, designed to help broaden leadership pathways in sport, and our work with the Black Equity Organisation supporting economic inclusion and entrepreneurship.

What matters most to me is creating work that’s built to last. Not just what we did, but who benefited, what changed, and whether people could genuinely see opportunities that didn’t previously feel accessible to them.

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

Start with honesty and data. The organisations making the most meaningful progress are usually the ones willing to look clearly at representation, progression and employee experience before deciding where to focus. From there, it’s about creating the right foundations: clear accountability, regular dialogue and goals that people can actually measure progress against.

A few focused, properly supported actions will always have more impact than a long list of initiatives that aren’t resourced to succeed. Critically, inclusion has to be owned by the business, not delegated to a D&I team. Leaders need to be accountable, managers need to be equipped, and inclusion needs to show up in how decisions are made every day and in moments that matter.

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

Understand the environment you’re operating in and be strategic about how you create change. The people who build lasting impact in this space are usually the ones who can connect inclusion to broader business priorities, build genuine relationships across the organisation, and bring people with them rather than working in isolation.

And protect your energy. Many people in this space are personally invested in ways that go beyond a job description. That’s a strength, but it also means being intentional about where you focus and what you take on. Find your tribe, celebrate progress, and don’t underestimate the power of consistent, courageous action over time.

If you could leave readers with one message about the importance of inclusion, belonging and representation, what would it be?

Everyone deserves a fair opportunity to contribute, grow and succeed. Organisations that create the conditions for that don’t just do the right thing, they build stronger cultures, better teams and more resilient organisations.

Representation matters because it shapes what people believe is possible. When people can see themselves in leadership, in storytelling, and in the rooms where decisions are made, it opens doors not just for individuals, but for the people who come after them.