Empathy in Action: Shaping Inclusive Workplaces across the Globe

Anna Budden, Global Diversity, Equity and Inclusion Manager, JLR (JAGUAR LAND ROVER)

Anna Budden, Global Diversity, Equity and Inclusion Manager, JLR (JAGUAR LAND ROVER)

Anna Budden is a dynamic DEI & HR leader driving global inclusion across 25 countries within JLR. As an inclusion activist, she shapes equitable workplace cultures through inclusive policies, data-driven programs, and engaging training, while promoting belonging and empowerment through outreach and public engagement beyond the workplace.

In an exclusive interview with HR Tech Outlook, she shared invaluable insights on effective DEI leadership, emphasizing the importance of listening, embracing cultural nuance, and embedding inclusion into every layer of strategy, structure, and behavior globally and locally.

Strategic Vision for Global DEI Integration

Every market has its own story, and as the Global Diversity, Equity and Inclusion (DEI) manager at JLR, I listen before I lead. Overseeing 25 markets, I’ve come to understand that inclusion work isn’t about applying a template; it is about understanding people, their cultures, and the barriers they face. My mission is to embed DEI so deeply into the workplace that everyone feels valued and empowered to contribute.

One of the initiatives I am most proud of is a global digital learning program developed in collaboration with global learning experts. Delivered across 24 markets and translated into 18 languages, it went beyond generic training by incorporating locally relevant characters and cultural references. This helped employees see themselves in DEI’s story— transforming it from what can be seen as a program, into a meaningful experience that fosters understanding, respect, and connection to a shared global vision.

In the two year-long development process of this learning program, I quickly learned that a one-size-fits-all approach doesn’t work. What resonates in the UK can fall flat elsewhere, and vice versa. That’s why I begin by listening—sitting with local teams, asking questions, and co-creating strategies that reflect their lived realities. This approach honors nuance, builds trust, and grounds DEI in the tangible rather than the theoretical.

Looking ahead, our focus is on three areas:

• Shaping a culture of unity, belonging, inclusion & respect

• Implementing progressive policies, practices benefits & support,

• Engaging our employees and experts to accelerate progress.

We link these goals directly to leadership behaviors and performance expectations within our purpose, ensuring inclusion is not a side initiative but a driver of business success. For JLR, DEI is more than a value statement—it’s the foundation for growing stronger together.

Empathy-Led Leadership for DEI’s Next Era

When I stepped into DEI leadership, I carried a simple belief: people must feel seen before they feel they truly belong. My early work in employee engagement taught me the power of listening, understanding different perspectives, and turning those insights into action. This principle continues to guide my leadership at JLR, where employees and candidates expect workplaces that align with their values. Meeting these expectations requires openness, courage, and a genuine commitment to humanity.

That background in employee engagement makes me a better leader, it taught me to stay close to the voices that are most affected. Today, people want more than policy; they want workplaces that live their values. We must meet that expectation with sincerity, transparency, and meaningful action.

Leadership conversations are evolving. We’ve often started with data to link DEI to innovation and performance, but numbers alone are not enough. I encourage leaders to consider what happens when diversity gives way to uniformity, equity devolves into inequity, and inclusion gives way to exclusion. Businesses cannot thrive under those conditions. I use storytelling, lived experiences, and honest dialogue to foster empathy and drive change.

Embedding DEI into how we operate is essential. The shift is no longer about asking “why” DEI matters but exploring “how” we put it into practice. This is where real change begins.

The industry needs depth over speed— DEI requires us to pause, reflect, and build emotional intelligence, especially as digital transformation reshapes how we connect. In that landscape, trust will be even more crucial.

My advice to future leaders is simple: be intentional, foster belonging, and lead with courage and compassion. Inclusion is not a trend; it’s a lasting commitment to humanity.

At JLR, our DEI journey is ongoing. I’m privileged to help guide it—not with shortcuts or surface-level solutions, but with vision, sincerity, and heart. The future of work will be shaped not just by what we achieve, but by how we make people feel along the way.

Digital Transformation