Our Listees 2025

Yula Andrews

Director, Pop Chorus Ltd (and Community Pop Chorus CIC)

A classically-trained singer, Yula used her passion for singing to found community choir Pop Chorus in Framlingham, Suffolk, in 2012. It has grown from just eight singers to over 450 across seven groups, providing its members with many exceptional experiences and raising over £125k for local charities. Yula has also launched Community Pop Chorus CIC, delivering wellbeing and community outreach work in care homes, schools, and prisons. Over 500 people sing every week under Yula’s guidance, thousands have benefitted from her work, and many lives have been transformed as a result.

“Yula built Pop Chorus on a foundation of kindness, with a desire to create inclusive, welcoming, fun, and safe environments for everyone to sing in. She developed an ethos of encouraging collective responsibility for wellbeing, and its mission became ‘feel good singing.’ Yula genuinely cares about her singers’ wellbeing, often going above-and-beyond behind-the-scenes and actively mentors her own leadership team. This has created a choir loved by so many that it managed to continue (and support its members) through lockdown. It continues to grow through word of mouth and confounds expectations on what community choirs are capable of.”

– Emma Dalton, Choir Member, Pop Chorus Ltd

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness isn’t an aspiration; it’s naturally integral to every interaction, with every individual, at every level – every time. I hope it’s clear to everyone that kindness is genuinely valued and central to how we operate. Key to this is our ethos – a simple one-page document that everyone agrees to when they join. It outlines the characteristics we value and the collective standards we uphold. People are encouraged to be the best versions of themselves, and believe the best of everyone else. Empathy, and an awareness that people may face hidden challenges, helps establish what we describe as a “buffer of kindness” around everything that we do. There’s no ego in this leadership, it’s believing that you can facilitate a microcosm of a better way of being together, and that, perhaps, as people embrace it within the sphere of your organisation, the ripples can then be felt further outside.

Victoria Robertson BEM

CEO, Kaleidoscopic UK

As the CEO of Kaleidoscopic UK, a charitable organisation for the survivors of domestic abuse, Vickie supports victim-survivors at the most difficult times of their lives. Her work creates a safe environment where survivors can find their voices and understand the effects of domestic abuse. Her support is wide-reaching and varied, from court proceedings to craft meetings, as well as creating holistic health opportunities for many. As a volunteer and survivor herself, Vickie strives to help other survivors, offering a positive atmosphere and kindness to all she interacts with. 

“In all of my careers, I have never met a person like Vickie. She draws positivity out of everyone she meets and helps them to see a future filled with hope. The long-term, free support she shares through Kaleidoscopic UK helps survivors and their families to learn, grow, and heal. Her charity is survivor-led, with her team and all volunteers receiving training and achievement-earning opportunities, in particular through fundraising days. Vickie brings out the best in others, working to find their strengths and fighting for their futures in a manner that is rarely found.”

– Stephanie Hamblin, Client, Kaleidoscopic UK 

What practical advice would you give to someone looking to embed kindness in company culture?
My advice to embed kindness in a charity or company would be to always lead with kindness, despite it being seen by some as a weakness. For me kindness is a vital strength, and it isn't just something you do or say – it is about who you are and how you show up in the world, how you treat others and also yourself.

When you lead with heart from the front, showing true kindness by recognising all where they are with compassion and understanding despite any challenges, kindness embeds itself and creates a ripple effect that continues.

The responses of others when they feel kindness by being seen, heard, valued, understood, and validated can then encourage and empower others, showing the strength and the power of kindness that can change lives.

We all thrive with kindness and compassion; some wounds can’t be seen but kindness can reach them all.

Vanessa Murden

Head of Customer Care, Barclays Bank

Vanessa has extensive experience in financial services, including roles at Lloyds Banking Group, Travelex, M&G and, most recently, Barclays, where she is responsible for over 17,000 colleagues. At the heart of her leadership is a focus on people and staying true to her values. She has supported the formation of a focused Empathy Squad, ensuring the right people are empowered to drive change with agility and purpose. She has also implemented ‘Honest Coffees’ in the UK and ‘Chat & Chai’ in India where colleagues can have completely candid conversations in a safe and supportive environment.

“Vanessa leads with a strength that brings clarity, connectivity, and care into her conversations. Her kindness is practical, visible, and consistent. During a major incident at work that affected customer service, she prioritised colleague wellbeing while helping the team reset priorities with empathy and purpose. She also supported tracking empathy in internal communications, ensuring leadership messages genuinely reflect care. Her thoughtful, emotionally intelligent leadership inspires action, not just talk, on kindness. The result is a culture that feels more human, more united, and ultimately, better for business.”

– Belinda Parmar, CEO, The Empathy Business

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness at work isn’t about grand gestures or big transformation programmes. It lives in the everyday, small, consistent nudges that show people they matter. To embed kindness into your company, here are my top tips:

1. Small Nudges – Low-effort, high-impact empathy nudges help kindness show up naturally. One I introduced is “Honest Coffees,” informal, agenda-free check-ins for open, authentic conversations. They’re not reviews, but human moments.
2. Evolution, Not Revolution – You don’t need to start from scratch. Big changes often come from subtle shifts. Change a job title, reword an email, rethink a meeting, or ask “How can I support you?” instead of “What’s the issue?”
3. Kindness Is Your Edge – Kindness isn’t soft. When empathy is embedded into culture, retention improves, performance grows, and people feel proud to show up. It’s good business and smart leadership.

Valerie Bonnin Dreyfus

Real Estate Consulting Leader, Former Incendium Consulting Managing Director

Valerie is a seasoned corporate real estate advisor with consulting experience at Deloitte, PwC, and, most recently, as Managing Director of Incendium Consulting, a global corporate real estate consultancy she helped grow from 7 to 110+ employees and contractors. Valerie is passionate about people, ensuring open partnerships with clients and delivering great outcomes together. Her leadership blends commercial acumen with deep emotional intelligence, championing diversity, mentorship, and wellbeing. Respected for her integrity and authenticity, Valerie cultivates belonging and drives high-performing teams.

“Valerie leads with unwavering kindness, empathy, and integrity. As a founding member of Incendium’s Culture Club, she helped create a space where everyone, from graduates to senior leaders, can shape and grow our team culture. She consistently uplifts others, listens generously, and makes people feel seen, safe, and supported. Her mentoring, inclusive approach, and commitment to celebrating differences foster a workplace of trust and connection. Whether guiding individuals or leading cross-functional transformation, she embodies respect, fairness, and emotional strength – building loyal, empowered teams that thrive.”

– Tumpa Das, Consultant, Incendium Consulting Ltd.

What practical advice would you give to someone looking to embed kindness in company culture?
In order to embed kindness in company culture, it is crucial to lead by example and also to ensure kindness is a recognised positive component of leadership and success at all levels.

Leading by example requires the leadership team to show honesty and vulnerability and treat each other, as well as everyone in the team, with kindness and respect and stand up for company values.

Ensuring kindness is recognised as a positive attribute and a key component of leadership skills and success is also crucial. This happens when not only one leads by example but also notices and rewards kind and thoughtful behaviours in all interactions, with clients, suppliers, and colleagues.

Tim Holmes

CEO, Medical Aid to Palestinians

Tim has nearly three decades of experience leading and managing the delivery, improvement, and transformation of large, complex humanitarian and development programmes. He has spent 10 years living and working in Afghanistan, Sudan, and the Occupied Palestinian Territory. Over the last five years, Tim set up and led the International Operations team for Oxfam GB, providing business support services to 20–30 country programmes. He has recently become CEO of Medical Aid to Palestinians, an organisation that provides vital supplies, medicine, and humanitarian aid to Gaza, the West Bank, and Lebanon. 

“Tim has promoted solidarity and care for others throughout his career, leading teams to support the world’s most vulnerable people in Africa, Asia, and the Middle East. His collaborative leadership style emphasises building high-trust, high-integrity teams, sharing information transparently, and prioritising contributions from staff with diverse backgrounds across multiple locations. This has led to a positive team culture, despite the work involving very complex, challenging situations. Tim is committed to responsiveness and accountability and enjoys supporting team members so they feel valued and empowered to perform to their best.”

– Lalit Johri, Former Senior Fellow, Saïd Business School, University of Oxford

What practical advice would you give to someone looking to embed kindness in company culture?
You will make mistakes, miss opportunities, and get frustrated, like I do everyday – that is OK. Trying to be kind, encouraging others to be kind, apologising when needed, and seeking to learn and grow is enough. Be intentional – discuss values and behaviours regularly with your team as a whole, as well as with your direct reports. Celebrate the kindness of others. Ask for feedback on your own behaviours – more frequently than you are comfortable doing. A kind leader still needs to make tough decisions – it is how you make them and how you implement them that matters. Assume everyone in your team has significant challenges outside of work that they are dealing with – because they probably do. Treat others as you would like to be treated. It’s worth it.

Thi Thu Huyen Le

Chairperson, Vietnamese Family Partnership

Huyen began her journey with Vietnamese Family Partnership (VFP), a London-based charity that helps to connect the Vietnamese community, as a volunteer MC in 2021. Her exceptional communication skills and event coordination expertise led to her appointment as MC Lead and eventually Chairperson. In this role she has courageously reshaped VFP’s structure, while cultivating a collaborative and inclusive environment. Her dedication to fairness, transparency, and empowerment has strengthened VFP’s presence and influence, not only within the Vietnamese community but also internationally.

“Huyen consistently gives her full and most positive self to her work with VFP, which promotes intercultural events for all to enjoy and take part in. She always has a joyful, kind, compassionate demeanour, bringing positive inspiration to people of all ages who meet her. In addition to her joyful passion and humility, Huyen also demonstrates a strong resolve to find successful outcomes for challenges. Always giving over 110% to her work, VFP is privileged to have her as a present force in the organisation.”

– Patrick MacPherson, Interior Designer

What practical advice would you give to someone looking to embed kindness in company culture?
For me, kindness in leadership means leading with authenticity, empathy, and fairness. At the Vietnamese Family Partnership, I have seen how kindness can transform culture – not just through words, but through consistent actions. When I stepped into the role of Chairperson, my focus was on creating an environment where every trustee and volunteer felt valued, supported, and empowered. I made it a priority to listen, be transparent in decision-making, and recognise the strengths and wellbeing of each person.

Kindness is also about how we respond in challenging moments – offering compassion when someone is struggling, reframing difficulties with optimism, and celebrating collective effort. By embedding these practices into our structures and daily interactions, I have watched the team grow closer, more resilient, and more collaborative. My advice is to live kindness through your actions every day; over time, it becomes not just a value but part of the organisation’s DNA.

Tee Dobinson

Director & Founder, Baizdon Ltd & TeeDobinson.com

A charismatic storyteller, event speaker, and award-winning author, Tee is passionate about connecting with audiences. Her expertise in leadership and personal development has had a far-reaching impact, training over 100,000 people and, as an executive coach and mentor, supporting many individuals to achieve their own personal success. She is also Director of Baizdon, an award-winning creative house specialising in publishing and design. In all of her endeavours she maintains a focus on helping to make things easier for other people. 

“Tee became a Freeman of the Worshipful Company of Entrepreneurs some years ago. From the beginning, it was evident that she embodied kindness and empathy towards other Freemen. The Livery movement is all about giving back, and this Tee embraces with gusto, generously giving her time to a huge variety of people and initiatives. … She has become renowned for her engaging, inclusive style. Tee sees the best in people and brings it out in them. Others flourish when she helps them in their career or personal life.”
Shernaz Engineer, Founder & Business Developer, Verity Appointments

What practical advice would you give to someone looking to embed kindness in company culture?
I have Kindness Advocate in my biography, and I was once asked if I did a course to qualify as this. My reply was, no formal training – I just practice a lot! And that’s what I would recommend to anyone: look for opportunities to be kind and take them. If being kind is a core value for you, then let it inform and underpin all your decisions and actions. We may not get it right all the time and that’s ok; it’s not about being perfect, rather it’s about intention and endeavour. If we plan to act and lead with kindness we can create patterns of behaviour around us, showing the way for others to choose to be kind. We can make being kind in our companies and communities the obvious and automatic choice. And the impact of our kindness? Sometimes people will see it; always they will feel it.

Syed Muhammad Faisal Sami

Head, Faizan Global Relief Foundation

Syed has led numerous humanitarian initiatives across the globe. He coordinated aid during the 2023 earthquakes in Turkey, Syria, and Morocco, and the 2022 Pakistan floods, providing shelter, food, and medical assistance. In Gaza, his team has provided over 5 million litres of water and cooked meals to more than 400,000 people. Domestically, he addresses social issues through campaigns on knife crime, drug abuse, and health awareness, in collaboration with reputable organisations such as the West Midlands Police. Syed’s dedication has earned him multiple accolades, including the British Citizen Award and UK Volunteer of the Year in 2024.

“Syed Muhammad Faisal Sami exemplifies kindness in leadership through his empathetic, inclusive, and action-oriented approach, significantly impacting individuals, communities, and global humanitarian efforts. During the COVID-19 pandemic, Syed established food banks and wellbeing call centres, as well as facilitating an emergency morgue in Birmingham, offering solace to grieving families. Through his work within FGRF, he leads by example, building initiatives such as tackling holiday hunger, where hundreds of meals were distributed to children outside of school term time, and global plantation programmes, displaying his commitment to sustainability. Syed’s work continues to inspire and mobilise communities across the world towards improved collective wellbeing.”

– Salim Muhammed, Student 

What practical advice would you give to someone looking to embed kindness in company culture?
To embed kindness in company culture, it must be lived, not just spoken about. In my work as a humanitarian, I’ve learned that kindness shows up in consistency: how we listen, how we lead under pressure, and how we treat people when there’s nothing to gain. It starts with everyday actions: giving time, showing patience, and creating space for others to speak and be heard. Kindness must be visible in decisions, not just words, especially when those decisions affect people’s wellbeing. Over time, these habits shape a culture where compassion isn’t performative, it’s expected. That’s where real change begins.

Shabina Begum

Partner, Goodman Ray Solicitors LLP

Shabina is an international family lawyer and expert in child abduction matters, domestic violence, honour-based violence, forced marriage, transnational abandonment, and female genital mutilation cases. She was part of the pro bono legal team that drafted the Marriage and Civil Partnership (Minimum Age) Act 2022, and is a Resolution-accredited specialist in child abduction, forced marriage, and honour-based violence. Shabina was recognised by The Law Society as a Legal Hero in 2023 and featured in Management Today’s 35 Women Under 35.

“Shabina embodies kindness in her leadership by treating all staff and clients with respect. She has mentored budding lawyers from diverse backgrounds into joining the legal career ladder and has helped them to recognise how their culture, faith, and/or gender can be their super power. Shabina regularly represents vulnerable clients, stranded in another country due to their immigration status, and has rescued young British girls from various parts of the world, preventing them from being subjected to forced marriage and/or female genital mutilation. Shabina advocates for all women and girls to have equal access to justice.”

– Ruth Kirby KC, Barrister

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is a valuable leadership quality which allows you to get the best out of your team and to also match with others within your field who have the same working ethics and values. Kindness does not mean weakness; it means being honest and transparent to team members. Company cultures should cultivate transparent decision-making, so that each member is aware of the reasons behind important decisions. And junior members should be trained with honest, actionable feedback, as true growth only happens when a clear path can be seen by all.

Sarah Ward

Service Group Manager, Leicestershire Partnership NHS Trust

Sarah first joined the Leicestershire Partnership Trust as a Public Health Nurse and has since held a number of managerial roles across the organisation. She has made a difference in multiple services, such as leading the School Aged Immunisation Programme and heavily supporting the vaccination programme during the peak of the COVID-19 pandemic, as well as becoming the organisation’s change leader. Sarah currently looks after the Healthy Together service across Leicester, Leicestershire, and Rutland, where she also inspires other managers to make a difference.

“Sarah is a shining example of what it means to be kind. She makes time to listen to staff, addressing concerns with empathy and always being considerate of individuals’ needs. She regularly visits teams to distribute ‘Valued Star’ awards, helping to show appreciation and celebrate the achievements of others. Sarah is not afraid to make difficult decisions and does a great job of balancing the needs of the service as well as of the individuals who work within it. She is always flexible to ensure equity for all.”

– Lisa Murray, Family Services Manager, Leicestershire Partnership Trust

What practical advice would you give to someone looking to embed kindness in company culture?
It is vital to listen to your team; giving them time and showing a genuine interest is important.

Simple things make a big difference, for example, saying hello, thanking them for their hard work, ensuring your team feels appreciated and supported.

Understanding an individual's life outside of work is also important, building on your knowledge of them as a whole person.

Communication, transparency, and visibility are key.

I also think it is important to be consistent to all your team members; following organisation policies is one way in ensuring you are consistent.

Sarah Tyrrell

Deputy Director, Small Business Support, Department for Business and Trade

Sarah has spent the last 15 years working for the UK Government. Her work has included ensuring the UK’s approach to regulation is safe, fair, and proportionate; encouraging direct investment into developing countries; supporting the tech and aerospace sector by maximising export opportunities; and providing small businesses with the support they need to grow and flourish. Above and beyond her policy expertise, Sarah has led with kindness and generosity of spirit, demonstrated by her many contributions that improve the lives of her colleagues, particularly aspiring women leaders and working mums.

“Sarah’s leadership extends beyond her formal role. Recognising the barriers women face in progressing to senior roles, she co-founded the Department’s Women in Leadership Group. The group developed targeted training and guidance to support women aspiring to director-level roles, an initiative that continues to shape the department’s culture. After returning from maternity leave, Sarah identified a lack of support for new mothers. Thanks to her persistence, a 12-week pilot programme was launched to help returning mothers transition back to work with confidence, offering practical strategies and emotional support.”

– Rachel Richards, Deputy Director, Industrial Strategy Advisory Council, Department for Business and Trade

What practical advice would you give to someone looking to embed kindness in company culture?
I would like to pass on two excellent pieces of advice I have received. The first, from a former boss of mine, is that clear is kind. People often think kindness is about being “nice,” but, to me, it’s more about being willing to have a difficult conversation, making the time to give someone honest feedback, delivering a message – no matter how tricky – in a way that is clear and understandable. Above all, to embed kindness, you need to treat people fairly. This leads me to my second bit of advice, which needs no explanation, and that is to treat others as you would like to be treated yourself. If you follow that principle, and encourage others to do the same, I don’t think you can go far wrong.

Sarah Mardle

CEO & Founder, Alma Business Consulting

Sarah is a seasoned leader with a 25-year career in life sciences, which has seen her manage over 200 individuals. Now the Founder and CEO of Alma Business Consulting, she helps other leaders to grow by putting kindness at the heart of teams. In 2024, Sarah coached over 50 entrepreneurs and partnered with two business schools to lecture on leadership skills. Through her speaking engagements, training programmes, and thought-provoking articles, Sarah has offered practical guidance on how to lead with empathy, self-awareness, and impact. 

“Sarah embodies kindness not as a tactic, but as a way of being. Her leadership is grounded in care, generosity, and a genuine desire to help others grow. Across her career, Sarah has consistently built high-performing teams by prioritising safety, inclusion, and shared purpose. Colleagues often describe her as someone who creates space for others, especially those who might otherwise be overlooked. In Cambridge, Sarah is known for the thoughtful contributions she brings to every conversation, whether speaking at events or simply offering support over coffee. Generous with her time, she regularly provides pro bono coaching to early-stage entrepreneurs, particularly women, and volunteers as a mentor through Cambridge Judge Business School.”

– Margaux Grasso, Founder and CEO, Wripple

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness in company culture starts with trust.

Empower people by assuming good intent and giving them the space to grow. That means you create an environment where it’s safe to speak up, to try new things, and even to fail, knowing that leaders will have your back. Kindness is also about recognising that we all have limits, that we can support each other, and that there’s strength in saying “I need help” without fear or judgment. Leaders need to model this by being honest about their own limits, asking for help, and showing that care and high performance can go hand in hand. This enables a culture of reciprocity and care which is not just good for wellbeing but drives performance, too. When we pay kindness forward, we make space for others to do the same. And remember: a kind culture isn’t soft; it’s strong, resilient, and deeply human.

Sanjay Wijayatilake

Consultant Intensive Care Medicine, Queens Hospital, BHR NHS Trust

Sanjay has been a medical consultant for over 15 years, holding both local and trust leadership roles. He has a medical degree from Imperial College London and is currently studying for an Executive MBA. Sanjay works for the NHS as an Attending Anaesthetist and Intensive Care Medicine Physician at Barking, Havering and Redbridge University Hospitals Trust, where he also leads critical care recruitment. In 2012, he founded London ITU Limited, a medical consultancy for providing private, high-quality intensive care to VVIP clients. In addition to his medical career, he has also been a great mentor, offering supportive listening for both professional and personal advice. 

“Kindness is a key characteristic of Sanjay’s personality, and he always puts patients and staff at the forefront of his work. As a neuro ITU consultant, Sanjay is a key contributor to the development of the specialty, organising ward rounds and helping both the department and its patients. He consistently contributes to trainee education, supporting their presentations at national conferences, leading to prize-winning outcomes. Sanjay has also worked at Trust level to help improve transparency for all consultants’ job plans. His support has been a game-changer for me, and I’m so grateful for his supportive and kind leadership.”

– Musarat Hussain, Consultant, ITU and Acute, BHR Hospitals

What practical advice would you give to someone looking to embed kindness in company culture?
Hospital board members know the immense pressures on the NHS lead to staff burnout and high turnover. A new strategic framework argues that kindness is an essential, evidence-based competency for long-term success, not a soft concept. It’s a powerful and practical intervention.

The framework’s three pillars are:

Compassionate Leadership: Cultivate leaders who actively listen and support their teams.

Empowering Teams: Create a culture of psychological safety where every voice is heard and valued.

Strategic Interventions: Tackle the root causes of burnout, like excessive workload and bureaucracy.

This approach is already proven. Trusts that have prioritised kindness have seen measurable improvements in staff wellbeing and patient outcomes.

Embedding kindness is a vital step in securing the future of our health service and delivering exceptional care. It’s a shift from “busyness” to shared purpose and psychological safety.

Kindness isn’t a cost; it’s an investment in a sustainable future.

Rick Rodgers

Inclusion Manager (Disability), British Fencing

A dynamic leader in disability sport and a passionate advocate for inclusion, Rick was named in the 2024 Disability Power 100. With a career spanning grassroots projects, national policy, and international governance, he brings transformative solutions to help organisations meet diversity goals. As a national athlete, coach, and founder of ParaCheer International, Rick has empowered disabled athletes worldwide. In his current role as Disability Inclusion Manager at British Fencing, he has increased wheelchair fencing participation by 600% and launched the innovative SwordSeat to make the sport more accessible. 

“Rick has a unique ability to build relationships, inspire confidence across diverse groups, and influence international and national sports federations to build better inclusion, thereby creating a welcoming environment for all. His empathy and commitment to fairness are evident through founding ParaCheer International, which has enabled over 18 countries to establish disability-inclusive cheerleading teams. … Rick takes a collegiate approach to leadership built on authenticity, integrity, and compassion, creating a culture where diversity drives innovation and growth.”

– David Knowles, Rightsholder Relations Lead, ClicknClear

What practical advice would you give to someone looking to embed kindness in company culture?
Leading with kindness means leading co-operatively and recognising that those around you bring a wonderful diversity of skills and experience to share. Act like a meerkat, keeping an eye out for your team and supporting those in need rather than a peacock who flashes his pretty tail and wanders around ignorant of all else.

Professor Ishani Chandrasekara

Professor of Accounting Education, Queen Mary University of London

Ishani is the Programme Director of Queen Mary’s flagship PwC Flying Start programme, fostering opportunities for students to gain accountancy degrees. Her leadership goes beyond placements and scholarships; for example, 59 bursaries of £10,000 each given to students from lower-income households last year. In 2024, 81% of hires were from minority ethnic backgrounds and 41% were women, proof of her belief in giving everyone a fair shot. Recognised with national awards and respected by colleagues and students alike, Ishani lives and breathes Queen Mary’s mission of “opening doors to opportunity.”

“Ishani’s kindness is at the heart of everything she does. As Programme Director, she’s someone who always takes the time to listen and really see people, whether it’s students who need that extra push to believe in themselves or colleagues who need a bit of quiet support. She’s helped secure 59 bursaries to ease financial worries and has visited 64 schools, sharing stories and sparking dreams. But it’s not just about numbers; it’s about how she makes people feel: seen, heard, and part of something bigger. That kindness creates trust, belonging, and a stronger team all round.”

– Avneet Chopra, Trainee Accountant, PwC

What practical advice would you give to someone looking to embed kindness in company culture?
I grew up in a small town in Sri Lanka and attended a Buddhist girls’ school, where I was shaped by values of compassion and empathy. As a student, I won a prize for reciting “The Light of Asia” by Sir Edwin Arnold. His metaphor of the dewdrop merging with the sea symbolising the dissolution of ego and embrace of universal love left a lasting impression on me. During the ethnic conflict, I left Sri Lanka, seeking a better life in England. The kindness of strangers helped me survive, and I vowed to pass that kindness forward. For over half my life, I’ve supported young people, especially those from disadvantaged backgrounds who struggle to access higher education. Through empathy, mentorship, and advocacy, I’ve worked to make education a path to dignity and opportunity. I believe the kindness we plant in others helps them grow, just as it helped me.

Professor Geeta Menon

Consultant Ophthalmic Surgeon, National Dean for Inclusive Integrated Careers, Chair of BAPIO, Frimley Health NHS Foundation Trust, NHS England, British Association of Physicians of Indian Origin

Geeta is an award-winning ophthalmic surgeon at Frimley Health NHSFT, National Clinical Lead for Workforce for Cancer and Diagnostics, and National Dean for Inclusive Integrated Careers at NHS England. Her leadership uplifts others, whether turning around a hospital in special measures through collaborative education or empowering nurses and allied health professionals through inclusive training. She created the UK’s first Mobile Macular Unit, bringing sight-saving care closer to patients while tripling catchment reach and reducing delays. In 2023, she was appointed as the first ever female Chair of the British Association of Physicians of Indian Origin. 

“Geeta’s generosity of time and trust is visible in everything she does. … She invests in others, across disciplines and backgrounds, ensuring fairness in opportunity and quality. Her international work exemplifies kindness on a global scale. Through the VISION 2020 programme, she co-created diabetic eye screening services in Zambia, St Lucia, and Northern India. She did not just advise, she negotiated with health ministries, secured over £200k in equipment per site, and trained local teams, always acting with cultural respect and humility. These efforts have helped avert blindness for thousands.”

– Ramesh Mehta, President, British Association of Physicians of Indian Origin 

What practical advice would you give to someone looking to embed kindness in company culture?
In my experience, kindness has been the most powerful leadership tool. It’s not about being soft – it’s about being human. I’ve found that simply taking time to listen, acknowledging someone’s hard work, or asking how a colleague is really doing builds trust and loyalty. As a leader, I try to create a space where people feel safe, respected, and seen. That means showing empathy, even in difficult conversations, and being honest without being harsh. I’ve learned that kindness isn’t just in the big gestures – it’s in the consistency of small, thoughtful actions. Embedding kindness also means setting the tone: calling out unkindness, celebrating collaboration, and modelling humility. People remember how you made them feel more than what you said. When leaders lead with kindness, teams thrive. The workplace becomes not just productive, but fulfilling. And ultimately, kind leadership doesn’t just change culture – it changes people, starting with ourselves.

Nicola O’Donoghue

Founder & CEO, Intogreat

Nicola is an Oxford and Cambridge University graduate who has dedicated her career to supporting human beings in reaching their full potential. From law to corporate consultancy, to coaching and entrepreneurship, she consistently operates from a position of responsibility and personal development. As the Founder and CEO of Intogreat, an organisation helping businesses to place wellbeing at the heart of their strategy, she firmly believes that people can change their lives if given the right resources. Since founding Intogreat in 2021, Nicola has spent the last four years launching a product that has the potential to change the way people value themselves. 

“The 10 principles of kindness read as a list of Nicola’s values. She approaches every interaction with empathy and is a phenomenal listener, always displaying strength and understanding. Her authentic leadership, by showing up true to her beliefs, allows her to generate connections with others. Nicola is generous with her time and always offers her knowledge, compassion, and energy. She has overcome many challenges in her life and has always done so with grace and forgiveness. For those of us who report to Nicola, it is clear that she is passionate about wellbeing and empowering others to be the leaders of their own journeys.”

– Leeanne Heald, Head of Research and Development, Intogreat

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness begins with curiosity. In my team, every meeting starts with a few minutes to share how we’re feeling. It’s simple, but it shifts everything; walls come down, collaboration flows, and people feel seen.

Kindness is a long-term investment. I’ve kept people in the business longer than the numbers suggested, knowing their loyalty and discretionary effort would repay me many times over. And it did.

Finally, kindness is how we lead ourselves. Before reacting to frustration or pressure, pause and ask what’s yours to own. Seek other perspectives so you can respond with clarity and compassion. This keeps feedback constructive and relationships strong.

Kindness isn’t about avoiding hard things. It’s about doing them with humanity, so people feel respected, inspired, and motivated to give their best. That’s when culture and performance thrive.

Nick Howe

Enterprise Partnerships Manager, NatWest

Nick’s mantra is “fall in love with your customer’s problem – not your solution to it.” Passionate about supporting people and businesses to achieve their goals, his work expands far beyond NatWest. He helps community organisations to grow and offers workshops, contacts, and support to help the local business economy thrive. Nick has volunteered hundreds of hours to mentoring founders and small business owners through Digital Boost, Hatch, and other initiatives. Since 2021, Nick has delivered over 270 mentoring sessions through Digital Boost and in 2022 he won Mentor of the Year.

“Over two decades, Nick has become a beacon of empathy, authenticity, and purposeful support, particularly for underrepresented founders and social enterprises. He goes beyond expectations, consistently offering his time, expertise, and network to those most in need. Whether mentoring a founder, amplifying a grassroots initiative, or quietly making crucial introductions behind the scenes, Nick creates spaces where people feel seen, supported, and empowered. He builds ecosystems that are not only commercially viable but socially conscious, ensuring that kindness becomes embedded in how business is done.”

– Lisa Ardley-Price, Managing Legal Counsel, Commercial & Institutional Banking, National Westminster Bank plc

What practical advice would you give to someone looking to embed kindness in company culture?
Ensure that kindness and vulnerability are only ever seen as a massive strength. To acknowledge that nobody gets everything right and we all struggle at different times helps others feel their battles can be overcome.

Natasha Jiwa

Oncoplastic Breast Surgeon, St Bartholomew’s Hospital

Natasha is a breast surgery trainee, PhD researcher, and devoted mother who exemplifies kindness in all areas of her life. As Honorary Secretary of the Aga Khan Youth & Sports Board, she leads with empathy, emotional intelligence, and unwavering integrity. Natasha’s voluntary work has empowered over 5,000 young people across the UK and Europe through mentorship, mental health support, and community programmes. Despite her demanding clinical and academic career, she creates safe, inclusive spaces where everyone feels heard and valued. 

“One of Natasha’s many impactful contributions has been through her leadership in Ismaili CIVIC, an initiative that brings the Ismaili Community together in service to humanity through environmental, social, and humanitarian projects. Natasha played a key role in mobilising youth across our jurisdiction, helping plan and execute initiatives like park clean-ups, donation drives, and wellness campaigns. Her ability to connect people to purpose has helped make CIVIC an important movement for many of our young volunteers.”

– Sameer Mawji, Chairperson, Aga Khan Youth and Sports Board

What practical advice would you give to someone looking to embed kindness in company culture?
In my experience, kindness in leadership means recognising that every team member is a whole person with a life beyond the boundaries of their job. They each carry personal struggles, responsibilities, and experiences that shape how they show up at work. When leaders take the time to understand and actually care about who someone truly is – not just what they do – they build the foundation for genuine empathy. That empathy allows kindness to become not just an occasional act, but a consistent presence in every interaction, decision, and relationship.

Namita Patel

Managing Director, Leicestershire & Rutland Cricket Foundation (LRCF)

Namita is the Managing Director of Leicestershire & Rutland Cricket Foundation (LRCF) and a trailblazer in EDI who has brought her skills to the sports sector. As the first EDI Director in an English County Cricket Club, her work is influencing not just cricket, but the wider sporting landscape. Her leadership has helped LRCF become a values-driven, community-rooted organisation, deepening its impact across underrepresented communities. From pioneering interfaith inclusion initiatives to embedding strategic kindness across culture, Namita blends operational strength with authentic human connection. 

“The first time I met Namita, she took the time to listen to my journey and offer thoughtful guidance. Since then, her leadership has continued to be rooted in trust, care, and a genuine interest in the growth of others. She empowers us to bring ideas forward and trust our voices, making space for both vulnerability and ambition to co-exist. Namita’s kindness is courageous. She stands up for what’s right, challenges inequity, and actively opens doors for others. Namita has become a role model not just professionally, but personally: for the kind of leader I aspire to become.”

– Kajol Desai, Senior Community Engagement Officer, Leicestershire & Rutland Cricket Foundation

What practical advice would you give to someone looking to embed kindness in company culture?
Embedding kindness into a company culture starts with leading by example, showing genuine respect, empathy, and appreciation for your team. By making kindness part of our core values and behaviours, listening with intent and acting with empathy becomes second nature in our work. We spend a large part of our day at work; it should be a place where people want to belong.

I make time for regular, informal check-ins that go beyond work updates to connect with people as individuals first. Sometimes, a five-minute walk can achieve more than any meeting. I believe it’s just as important to understand life outside of work – family, passions, and challenges – as it is to understand what happens in the office. This builds trust and inclusivity, and empowers people in their roles.

For me, kindness isn’t avoiding tough conversations; it’s addressing challenges with honesty, fairness, and care so kindness is authentic every day.

Michail Mavrovitis

Vice President, Enterprise Flex-E-Rent

Michail has built an impressive 20+ year career with Enterprise, progressing from Area Manager in California to Vice President/General Manager of Scotland and Northern Ireland. His leadership has driven record-breaking performance and outstanding employee engagement, resulting in company-leading staff retention numbers. From expanding global franchise operations across 40+ countries to surpassing key business growth milestones, Michail’s impact is both strategic and people-focused. His dedication to fostering a supportive, inclusive, high-performing culture makes him a standout leader and a true ambassador for kindness in the workplace.

“Michail’s leadership style has truly been the most impactful of my 13-year career. He inspires trust, empowers others, and consistently leads with kindness, transforming not only the team but the wider organisation. He is deeply committed to creating an inclusive culture, having proudly promoted the first two female Area Managers in our organisation, an achievement reflecting his passion for driving meaningful change. He leads by example, encouraging growth through mentorship, guidance, and genuine care for those around him.”

– Anna Baybrooke, Area Manager, Enterprise Flex-E-Rent

Meral Alizada

Founder & Chief Executive Officer, Results of Kindness

Meral Alizada is the originator of Kindness as Infrastructure and the visionary founder of Results of Kindness (ROK), a consulting and leadership firm building the world’s first systems-based model of kindness for organisations, cities, and governance. Her work redefines kindness as a measurable, teachable, and scalable form of infrastructure that powers emotional intelligence, ethical decision-making, and long-term societal wellbeing.

Through ROK, Meral has created pioneering frameworks such as the Kindness Diagnostic™, Inner Leadership™, and the Genius Retention System™, embedding compassion, clarity, and systemic belonging into how workplaces and institutions function. In under a year, she has positioned ROK as a thought-leading force in systemic kindness, offering a blueprint for building organisations and cities that are humane by design.

Meral leads with a rare fusion of emotional depth, strategic intelligence, and unwavering ethical integrity. Her approach transforms kindness from a moral sentiment into a structural principle for performance, retention, and relational excellence. By centering kindness as infrastructure, she demonstrates that prosperity, innovation, and wellbeing are not competing ideals but outcomes of the same humane system.

What practical advice would you give to someone looking to embed kindness in company culture?
Begin with your leaders, from managers to the CEO. Kindness must be modelled at the top because leadership behaviour sets the tone, direction, and culture of an organisation. Understand that kindness is measurable, not just symbolically pleasing – embed kindness into leadership training, performance reviews, and decision-making frameworks. Create systems that facilitate collaboration, psychological safety, and ethical clarity alongside, and thus sustaining, results. Invite honest feedback without fear of reprisal, so people feel heard and your organisation consistently grows. Above all, remember that kindness is not softness; it is not about being nice or an emotional burden – it is clarity, consistency, and excellence in action. When leaders live this daily, kindness moves from being an impractical weakness to a structural force that drives trust, retention, and long-term success.

Maria Hanson MBE

Founder, CEO & Life President, me&dee charity

In 2006 Maria founded me&dee, a charity that supports families facing uncertain futures after a terminal or life-limiting diagnosis. Despite facing her own personal challenges, multiple life-saving surgeries, and navigating life with disabilities, Maria has paved the way for innovative and wrap-around support for families who would otherwise fall through cracks in the system. Maria has transformed the charity to a six-figure, high-impact operation that provides comfort through some of life’s most difficult moments.

“Maria leads with heart and soul, fortifying a strong culture of collaboration and inclusivity. Maria puts the families we support at the very core of our operations, ensuring that we always lead with kindness, care, and sensitivity. Her consistency in providing support no matter the circumstances, come rain or shine, 24/7, is truly a source of inspiration. Her commitment has also seen the charity establish a core and long-standing volunteer group, something that can be hard to find in this sector, evidencing that people not only believe in our mission, but they believe in and are motivated by Maria.”

– Jessica Riddell, Events, Marketing & Fundraising Coordinator, me&dee charity

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is a core value that sits not only at the heart of me&dee charity and our work, but at the centre of my personal philosophy. It comes to life when you take the time to truly listen, understand, champion, and engage with others. Build safe spaces that allow people to feel heard, respected, and supported. Your organisation thrives because of the creative, thoughtful, and hard-working individuals in it. Never forget that we are all human. This includes showing yourself the same kindness and compassion you offer to others; it's the only way to truly lead by example.

Kind leadership isn’t about being perfect; it’s about being honest, human, and humble. Leading with empathy, especially for difficult moments, creates a lasting impact. Kindness isn’t soft; it is a powerful force that fosters trust, resilience, and loyalty and is the foundation of meaningful, people-led culture.

Linda Ann James MBE

Founder & CEO, BulliesOut

Linda is the CEO of BulliesOut, founded in 2006 to inspire children, young people, and adults to overcome bullying behaviour, recognise their self-worth, and achieve their full potential. Initially providing an online support forum, the charity quickly grew in response to demand for additional support. Linda now provides support across a variety of platforms, including the Young Engagement programme, encouraging young people to get involved in social action and build their confidence. The organisation also provides its own counselling services to those affected by bullying, successfully supporting people of all ages through the trauma of bullying behaviour. 

“Linda’s vision for BulliesOut was completely borne out of compassion for others, holding a firm belief that no one should be treated badly, nor should those demonstrating bullying behaviour be denied support. She leads by example, never expecting anyone within the team to do something she would not be prepared to do herself. Linda always has time for people -– staff, volunteers, stakeholders and beneficiaries alike – and this is reflected in the way the charity operates.”

– Emma Thomas, Trustee, BulliesOut

What practical advice would you give to someone looking to embed kindness in company culture?
At its core, kindness in the workplace is about treating one another with respect, empathy, and dignity. It’s not merely about being nice; rather, it’s a foundational mindset that shapes how people communicate, collaborate, and lead. A culture grounded in kindness promotes safety, fosters trust, and ultimately leads to better performance and wellbeing.

Kindness must be modelled from the top. Leaders should set the tone by showing empathy, responding to mistakes with patience, and consistently treating everyone – regardless of role or title – with respect. When those in leadership visibly practice kindness, it signals to the entire organisation that compassion is not a soft value but a core expectation.

Kindness starts with leadership, grows through daily practice, and is sustained by the systems and norms that define how people interact. When done well, kindness becomes more than a value – it becomes a shared way of working that lifts everyone.

Laura Malkin

Chair of Governors, Alleyn’s School

Laura has served Alleyn’s School as a Governor with distinction for more than a decade, including three transformative years as its first female Chair of Governors. A thoughtful, visionary leader, Laura has overseen major strategic developments, including pastoral innovations and capital projects, while embodying the school’s values through consistent kindness, empathy, and integrity. She empowers others quietly but powerfully, fostering community through inclusion, respect, and generosity. Her contributions span education, governance, and wellbeing. Laura’s leadership has shaped a more compassionate, resilient, and forward-looking school community for generations to come.

“Laura’s leadership is rooted in listening, empowering others and making principled decisions that value people as much as outcomes. She fosters trust and inclusion, creating a culture where individuals feel seen, heard, and supported. Her ability to balance compassion with strategic insight has guided Alleyn’s through challenging times and significant growth, always with care for staff wellbeing and community cohesion. Laura’s style inspires loyalty and brings out the best in others by strengthening relationships, enhancing collaboration and ensuring long-term impact.”

– Frank Keenan, Director of Development and Alumni Relations, Alleyn’s School

What practical advice would you give to someone looking to embed kindness in company culture?
Teach by example; the leader models kind behaviour.

When organisations are run with kindness as their core value, team members listen to one another and therefore work efficiently and smoothly. They innovate, they learn from one another, they collaborate, they are confident, they create a better product.

Not only is it morally the right thing to do, leading with kindness is the most effective way to lead. It is a win-win!

Laura Dolphin

Founding Director, Dolphin Outsourcing Ltd

Laura is a mother, veteran, military spouse, and entrepreneur. Following a mental breakdown and injuries sustained in service, Laura chose to make a difference to both her life and those of others. After having her daughter in 2017 and feeling as if a re-entry into the traditional workforce was impossible, she founded Dolphin Outsourcing Ltd in 2019 to advocate for flexible working practices that promote wellbeing. Laura has since cultivated a thriving workplace and is currently converting her organisation to a social enterprise to help support more people in the UK.

“Laura provides a supportive and empowering working environment through empathy and open communication. She encourages employees to realise their ambitions and creates a management structure that helps them to reach for the stars. Laura recognises the equal importance of mental and physical health, and openly shares her own experiences to build resilience within her team. Looking ahead, Laura is transforming Dolphin Outsourcing to provide crucial training, business support, and employment opportunities for individuals from disadvantaged and minority backgrounds, further solidifying her commitment to inclusive leadership and social impact.”

– Zara Roberts, Director, Dolphin Outsourcing Ltd

What practical advice would you give to someone looking to embed kindness in company culture?
Running a business is tough, and fostering kindness under pressure can feel hard. However, your team are people, not just resources. Having experienced brutal work cultures, I strive to create a different environment. We aren’t forcing friendships, but promoting kindness. This starts with leadership modelling empathetic, respectful behaviour and integrating kindness into company values. Businesses should offer mental health resources and flexible work styles for optimal team performance. In addition, regular, rather than annual, feedback ensures timely improvements and integrates best practices into daily operations. Being open to feedback from your team also creates an open atmosphere and encourages an environment of support.

Karen Bonner MBE

Chief Nurse London Region, NHS England

Karen has been a nurse for 30 years and is currently Chief Nurse for the NHS in London, where she leads with kindness, compassion, clinical excellence, and a strong commitment to equity and inclusion. She previously served as Chief Nurse and Director of Infection Prevention and Control at Buckinghamshire Healthcare NHS Trust through the COVID-19 pandemic. She is also a passionate campaigner with Prostate Cancer UK, raising awareness and educating communities about the disease, as well as a trustee at Helpforce, supporting the expansion of volunteering in health and social care.

“Karen’s leadership during the pandemic exemplified her kindness under pressure, balancing clinical excellence with deep compassion for staff, patients, and local communities. Her inclusive leadership style fosters psychological safety, enabling teams to speak up, innovate, and support one another. She champions compassionate, inclusive leadership and nurtures team resilience whilst driving performance. Her experience, passion for nursing, patient care, and collaborative approach offers strong nursing leadership to the NHS in London.”

– Suzie Bailey, Director of Leadership and Organisational Development, The King’s Fund

What practical advice would you give to someone looking to embed kindness in company culture?
Be the awesome role model your team looks up to! It’s all about being authentic and creating a fun, supportive workplace. Show some love for both individual and team achievements – your recognition can inspire everyone to join in! Don’t shy away from your mistakes; they’re perfect chances to learn and grow together. Let’s create some incredible bonding moments with team activities and open up some time for reflection and feedback for continuous improvement. How about starting meetings with check-ins to see how everyone’s feeling and what they’ve contributed? Most importantly, treat everyone fairly and handle any hiccups in behaviour promptly, keeping our space respectful and positive.

Kara Myhill

Account Director/Operations Manager, Manor Marketing/Royal Television Society Technology Centre

Kara is a strategy, content, and digital/social marketing expert, with decades of experience in liaising with media and running national campaigns. She also has an extensive background in events management, regularly producing large-scale events, conferences, and product launches. Alongside her dedication to developing and implementing effective marketing strategies, Kara is committed to achieving clients’ goals with a focus on quality. Away from Manor Marketing, Kara has served as the Administrator of the Royal Television Society Technology Centre for over a decade, serving a committee who would be lost without her care, compassion, and kindness.

“I have never met anyone like Kara when it comes to kindness, compassion, and empathy in leadership. Her sensitive approach is intoxicating, and she is a guiding light for all around her. Kara’s speciality is in the relationships she cultivates, both in business and through her charity work. As the Administrator of the Royal Television Society Technology Centre, she has the extraordinary task of supporting all of the promotional, logistical, and administrative needs of the committee; no mean feat, but a vocation she undertakes with her usual humility, kindness, and brilliant sense of humour.”

– Kim Rowell, Managing Editor, News Production, ITN 

What practical advice would you give to someone looking to embed kindness in company culture?
As the old saying goes, “Treat others as you would like to be treated yourself.” Most people work way more productively when they’re comfortable and happy, and that’s what helps them be successful.

I always try to remember that my colleagues’ successes are my successes too, so I do my best to help them out, encourage them, and genuinely support them. There’s honestly no reason to be unkind at work.

Honesty is important, and not moving the goalposts on people. That builds trust. Create an environment where people feel safe to make mistakes sometimes, because they’re going to happen anyway. When people aren’t scared of messing up occasionally, they’ll actually take more initiative and try new things.

I try to focus on the little things – acknowledging great work, checking in when someone’s having a rough time, showing I actually care about people as people, not just co-workers.

Julianne Ponan MBE

Founder & CEO, Creative Nature

Julianne is the CEO of Creative Nature, once a two-person company, now an industry-leading ‘free from’ food brand that is stocked in over 3,000 UK supermarkets, five major airlines, and 18 different countries. She is a Forbes 30 Under 30 alumna, has graduated from the Goldman Sachs 10,000 Small Business Programme, and was awarded an MBE for Service to Small Business, Export and People with Allergies. She is also a charity ambassador, motivational speaker, member of the Small Business Council, and Non-Executive Director at GS1UK, the creator of free school assemblies and breakfast clubs. 

“As a young female of ethnic minority background, Julianne has faced adversity at every step, but resilience, drive, and the ability to empower her employees have created her leadership style that embodies kindness, inclusion, and diversity. She treats those at Creative Nature as her family, supporting staff through networking events, training, and awards evenings. She also supports the wider business community as a mentor for Virgin Startups and by donating her time to give motivational talks to the next generation of female entrepreneurs. Julianne’s business is about giving back, and her authentic kindness is displayed through how she treats both her customers and employees.” 

– Matthew Ford, Operations Manager, Creative Nature

What practical advice would you give to someone looking to embed kindness in company culture?
To embed kindness in company culture, start by defining your purpose and leading with empathy. I founded Creative Nature driven by a mission-led and inclusive purpose to ensure everyone, regardless of allergies or dietary needs, can feel safe and included. That sense of inclusion translates directly into how we treat each other as a team and customers. Kindness must be lived, not just said. At Creative Nature, we believe every role matters – from the CEO to the warehouse – and we celebrate each contribution. Practical steps include rewarding collaboration over competition, openly giving feedback, and recognising achievements, big or small. Encourage acts of kindness internally, and it will reflect externally in customer experience. Embed it in onboarding, leadership training, and day-to-day communication. Kindness isn’t a one-off initiative, it’s a commitment. When your company has a clear mission and values that everyone believes in, kindness becomes the natural way of doing business.

Jane Fawkes

Deputy Vice Chancellor and University Secretary, University of the Built Environment

As Deputy VC and University Secretary of the University of the Built Environment, Jane is dedicated to delivering higher education within the sector. Over a 27-year career, she has shown authentic leadership in a changing regulatory environment. Through pioneering degree apprenticeships, Jane has widened participation to empower a more diverse and inclusive student cohort and courageously led the application for UCEM’s degree-awarding powers. She also consistently manages governance to ensure the institution fulfils its responsibilities by providing a consistent, strategic approach to change through engagement and collaboration. 

“Jane is the epitome of a kind leader, whose calm reliability impacts everyone around her. Her leadership has widened the University’s participation, improved staff and student satisfaction, and encouraged greater diversity. Jane has successfully overseen major institutional changes, including the transition to university status and a merger with the London School of Architecture. These accomplishments reflect not only Jane’s strategic acumen and resilience under pressure, but also her ability to lead with vision, clarity, and dedication to the University’s long-term success. Jane is unwavering in her commitment to empowerment and actively encourages others, particularly women, to grow. She models incredible courage both personally and professionally.”

– Amanda Clack, CEO International, HKA

What practical advice would you give to someone looking to embed kindness in company culture?
For me, at the heart of a kind company culture lies genuine care for colleagues. This begins with taking a sincere interest in others – understanding what motivates them, actively listening to their perspectives, and appreciating the challenges they face. Kindness is often expressed through small, thoughtful actions: remembering personal details, noticing when someone is having a difficult day, and offering support without being prompted.

Importantly, fostering a culture of kindness does not mean avoiding difficult decisions or challenging conversations. Rather, it requires leaders to act with authenticity and integrity – making decisions transparently and communicating honestly and fairly. Kindness, when embedded in leadership, is fair, consistent, and inclusive.

Ultimately, kindness is outward-facing – it’s about enabling others to feel seen, heard, and valued. When kindness is genuine and backed by meaningful action, it builds a culture of engagement, trust, and resilience within a company.

Ian Wardle

Director of Cricket, Northumberland Cricket

As the Director of Northumberland Cricket, Ian provides consistent, clear, and considerate leadership. At the centre of his approach is the wellbeing of his staff, a philosophy that provides opportunities to deliver services usually beyond the scope of such a small team. Ian has embedded a culture of proactive reflection, policy strengthening, and team growth and has created a workplace that feels supportive, open, and safe. His holistic approach has improved staff satisfaction, lowered absenteeism, and improved the motivation to achieve the best outcomes for participants engaging in cricket. 

“Ian provides a non-judgemental space to express needs, offering clear guidance, practical support, and kindness. He makes himself available and approachable, encouraging a bottom-up approach so all staff feel included in decision-making. Ian has the emotional capability to recognise and respond to staff needs and role models healthy self-care practices. He is trusted by a large volunteer workforce and has built positive relationships across the entire cricketing community. Ian embodies humility, authenticity, and offers a fair and equitable experience of the workplace for all.”

– Philippa Gibb-Kirk, County Safeguarding Officer & EDI Lead, Northumberland Cricket 

Haseeb Ahmad

Head of Equality, Diversity and Inclusion, Leicestershire Partnership NHS Trust

As head of Equality, Diversity and Inclusion at Leicestershire Partnership Trust, Haseeb balances conversations around race, disability, and gender, while ensuring the Trust is taking action to support all members of staff. He is especially interested in talent management and supporting those members of staff who can sometimes be overlooked. He has won awards for a reverse mentoring programme, champions inclusive recruitment, and always listens to feedback from staff networks. Haseeb is a former Great Britain paratriathlete and became the world’s fastest blind Ironman in 2016.

“Haseeb has created a very supportive atmosphere. He is the type of manager that makes you take time off when you need it if you’re too scared to ask for it because he wants to make sure his team is doing the best it can. This leads to everyone feeling understood and valued, whether that’s following a new baby or dealing with a death in the family. Haseeb leads by doing, he ensures that those in his team with disabilities are supported and uses his own experiences of being blind to empathise with others, while not assuming others’ experiences.”

– Robin Cafferata, Equality Diversity and Inclusion Coordinator, Leicestershire Partnership NHS Trust

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness needs to be built into every leader’s DNA. I feel it’s the pathway for a sense of belonging for all humans and leads to growth and enrichment. It nourishes the soul and motivates us to reach our full potential in the workplace.

Gabriele Costa Bento Garcia

Executive Director, Think Twice Brazil

Gabriele is the Founder and Director of Think Twice Brazil, an organisation with a mission to break the cycle of violence through education on peace and human rights. She has a Master’s Degree in Human Rights from the London School of Economics and a Bachelor of Law from PUC São Paulo. Gabriele is part of several networks, including Chevening Alumni, Dalai Lama Fellows, Women’s Alliance for Security Leadership, the Economy of Francesco, and Ashoka Spiritual Changemakers. Gabriele is leading the Women, Peace and Security agenda in Brazil, driving initiatives that promote social stability across the Brazilian private sector, government, and civil society.

“Gabriele’s leadership is quietly revolutionary, using kindness as a tool for systemic change. Her governance of Think Twice Brazil (TTB) embodies kindness through her deep commitment to healing violence and inequality. Her leadership is anchored in what she calls “Political Spirituality”, an approach that merges personal healing with societal transformation. Gabriele’s work in the Women, Peace and Security Agenda has challenged traditional views of security, urging leaders to shift from control to care and securing commitments from politicians to include her recommendations in the National Action Plan. With 12,000 people around the world using TTB’s peace education, she proves that empathy-driven leadership fuels both community uplift and strategic growth.”

– France Bognon, Interim CEO, International Civil Society Action Network

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is a skill we can learn and practise until it becomes second nature. As leaders, we can intentionally create spaces where people across all levels of the organisation can pause, listen, and share – not only about work, but about what truly matters to them. These moments invite the organisation to move from a culture of control to a culture of care, where everyone feels seen, heard, and valued in their wholeness. When we take the time to understand each other’s stories, perspectives, and life journeys, we build stronger connections and open the door to more kindness and compassion in everything we do.

Faith Ruto

Executive Coach, Transformation21st Limited

Faith is a globally recognised motivational speaker, executive coach, and business founder. Her career began at Shell, where she led digital transformation across three continents. In 2014, she founded the consultancy Transformation21st, where she has empowered thousands of people across 75 countries through 10,000+ coaching hours and 150+ masterclasses. Her achievements include publishing her book Transform Within, delivering a TEDx talk, and speaking at the Women in Business & Tech Expo. Faith’s work drives personal and professional transformation, especially for women and Black professionals.

“Faith Ruto exemplifies kind leadership through her empathetic, empowering, and inclusive approach to personal and professional transformation. Whether guiding women through career transitions or coaching leaders through adversity, her impact is rooted in compassion and care. Her kindness shines through in her public speaking engagements, where audiences leave feeling hopeful, motivated, and seen. Her appearance on ITV championing natural hair in the workplace and her TEDx talk, Reclaim Your Self-Confidence, reflect her dedication to creating inclusive environments. Faith’s kindness has ripple effects; changing lives, shaping organisations, and shifting societal mindsets.” 

– Akua Opong, STEM Ambassador and Mentor, LSE

What practical advice would you give to someone looking to embed kindness in company culture?
Shared definition.
Start by defining what kindness is in your own organisation.
Identify what it means to be kind to various stakeholders that your company interacts with and then take daily actions to ensure that in each interaction, kindness is demonstrated.

Lead by example and be consistent.
Company culture is shaped by people, actions, and communication. Leaders and people managers need to act with integrity and honesty, and show they treat others (employees and customers) with kindness.

Show empathy and compassion.
To embed a culture of kindness, leaders and everyone in the organisation need to treat each other with empathy, love, compassion, and respect.

Measure it.
Kindness is experienced through actions and words. Put in place metrics to measure kind actions and feedback. Create a culture that values diversity and inclusion.

Reward kindness.
Lastly, reward kindness. Make it implicit to all in the organisation that kindness is valued and appreciated.

Emb Hashmi

Founder and journalist, Storytelling for CEOs / BBC

Emb Hashmi is an award-winning journalist and charity founder who leads with empathy, courage, and authenticity. Her work spans BBC News 24, Radio 4, and BBC One’s Sunday Morning Live, where she consistently tells powerful, untold stories that educate and empower. From Sudan’s forgotten war to the silent pandemic of domestic abuse, she builds trust within communities and often develops stories in her own time. Emb founded Rising Girl, a charity that provides safe spaces for girls in the UK and Pakistan to fulfil their true potential. Her kindness-led leadership has earned her a HELLO! magazine Kindness Shortlist spot and a place in the 100 Northern Women Inspire publication. 

“Emb Hashmi is a deeply kind, authentic leader whose work consistently transforms lives. As a survivor of domestic abuse, Emb has channelled her own experience into tangible, lasting change. She is currently leading the development of the Red Dot Programme, a powerful domestic abuse awareness course for secondary schools. As the former Founder of Rising Girl, she spent three years volunteering to build the charity from scratch and helped hundreds of girls through the Rise Together programme. Emb creates safe, inclusive spaces, and is shifting culture in newsrooms and classrooms alike. Her impact reaches individuals, institutions, and entire audiences, proving that kindness is not only compatible with leadership, it is the future of it.”

– Tahirah Iqbal, NHS Administrator

What practical advice would you give to someone looking to embed kindness in company culture?
For me, kindness in leadership begins with listening and storytelling. When people feel their stories are heard, they feel valued – and that is the foundation of trust. At Storytelling for CEOs, I work with leaders to communicate with empathy because culture is built in the everyday moments: how we listen in meetings, how we recognise contributions, how we create space for different voices. Embedding kindness means rewarding collaboration, not just results, and showing people they matter beyond their job titles. Kindness is not soft; it is a strength that drives loyalty, innovation, and resilience. When leaders put humanity at the heart of business, everyone thrives.

Edna García

Private Secretary to the Ambassador, Embassy of Mexico in United Kingdom

Edna is the accomplished and highly trusted Head of the Ambassador’s Office at the Embassy of Mexico in the UK. With over a decade of experience in diplomacy, public administration, and international relations, she plays a vital role in strengthening bilateral ties between Mexico and the UK. As chief liaison with government officials and key stakeholders, she ensures the strategic and effective execution of the Ambassador’s agenda, expertly managing high-level engagements and sensitive diplomatic priorities.  

“Edna’s unwavering commitment to respect, inclusion, and empathy is evident in every interaction; she leads with both strength and compassion. Edna fosters a culture of equality and champions gender inclusion within the diplomatic sphere. Her leadership is marked by exceptional professionalism, yet she brings a deeply human touch, treating every individual with genuine care and dignity. Colleagues often describe her as a maternal figure: nurturing, supportive, and inspiring. Through her kindness, Edna has strengthened institutional cohesion, empowered diverse voices, and advanced a more inclusive, values-driven diplomatic mission.”

– Andréa Lekare, Assistant to the Ambassador, Embassy of Mexico

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is the quiet force that transforms workplaces. To truly embed it, you must lead with heart – not just strategy. Begin by being present: listen deeply, see your colleagues as whole people, not just roles. Celebrate small wins, show gratitude often, and create safe spaces where vulnerability isn’t a risk but a strength. Kindness is not weakness – it’s courage in action. It means having hard conversations with empathy, making space for voices that are often unheard, and showing up even when it’s inconvenient. When kindness becomes part of the everyday – in meetings, decisions, even emails – it becomes culture. And culture is what lasts.

Dr Vanessa Ho

Reader in Pharmacology and Inclusive Practice, Former Dean for Equality, Diversity and Inclusion, City St George’s, University of London

Dr Ho is a compassionate leader who has shown her commitment to equity, diversity, and inclusion through consecutive inaugural leadership roles at St George’s, University of London. She is an established pharmacologist and dedicates her time to both teaching and mentoring students across the university. She is also the Dean for EDI, where she has facilitated the creation of equitable and inclusive environments for students and staff. Her ethos for continuous learning and development, grounded in equality law research, provides her with the unique tools to maintain a person-centred approach, resulting in improved staff progression, fairer governance structures, and more inclusive decision-making committees. 

“Dr Ho leads with kindness, transparency, and consistency, balancing decisive leadership with respect for others. She coordinates teams and facilitates systemic change, recognised by the university’s receipt of a Silver Athena Swan award for advancing gender equality. Dr Ho is adept at aligning structure with strategy and has connected stakeholders with shared purpose and trust. Her leadership is sought by prestigious organisations including Advance HE, Higher Education Authority Ireland, and the International Cannabinoid Research Society, where she empowers others to excel in their own EDI practices.”

– Ban Haider, Senior Lecturer in Primary Care and Associate Dean for Culture and Development, St George’s, University of London

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is fundamentally about respect for others, having the sensibility to listen and act with empathy and transparency. Being curious and avoiding assumptions helps build connections. When you make the time to understand others’ experiences and motivation, you are recognising their contributions and value and engaging in your own learning. And that care and kindness towards others is likely reciprocated, strengthening relationships.

Everyday interactions matter, but kindness is even more important when making key decisions, especially for those in leadership roles. It drives trust, empowerment, and performance. By modelling kindness, leaders encourage others to follow their examples. Kind leadership also includes navigating challenging situations through constructive dialogue and difficult conversations.

To cultivate the positive ripple effect of kindness, it is important to be kind to yourself, as well as others. Embracing authenticity and kindness may just transform increasing work-life demands to positive experiences and serve as a buffer against stress.

Dr Diana Madibekova

Founder, Peace Recipes

For over 10 years, Diana has successfully delivered projects and managed stakeholders in global organisations, spanning policy, academia, corporations, and charities. Since early adulthood, she has maintained a commitment to promoting equity. In 2023, she was elected to the board of Women in the Academy of International Business, a nonprofit aimed at promoting research on gender-related issues and supporting women’s careers. Last year Diana completed a doctorate in management, focusing on how big business can support women’s leadership and, as such, build peace. 

“It’s rare to meet someone whose kindness quietly shapes the lives and careers of others, not for show, not for credit, but because it’s simply who they are. Diana is one of those rare people. As part of my career transformation programme, Diana offered her support in a way that went far beyond a helping hand; she opened doors, minds, and hearts. She shared her network generously, introduced me to people who could uplift and challenge me, and believed in my potential long before I fully did. Her advice was never rushed; she always made time to listen, reflect, and guide with clarity and warmth.”

– Iwona Rokita, Risk Manager, Director, UBS

What practical advice would you give to someone looking to embed kindness in company culture?
Just as effective management includes the self-management of every leader, kindness to others starts with and is connected deeply to being kind to yourself.

A leader who respects and cares for themselves – and who practices emotional regulation – embodies kindness and is therefore capable of being kind to their team and colleagues.

Overall, embedding kindness in organisational culture involves acknowledging and practicing universal values that bind us together as humans: integrity, compassion, peace, and responsibility.

Dr Claire Thorne

Venture Partner (Deep Science Ventures) / co-Chief Executive Officer (Tech She Can), Deep Science Ventures & Tech She Can

Claire is Co-Chief Executive Officer of TechSheCan, a UK tech skills and social mobility charity founded to educate, equip, and inspire young people (especially girls) to pursue technology careers. She is a council member of The Foundation for Science and Technology and sits on techUK’s TechSkills Advisory Board, where she chairs high-level roundtables at 10 Downing Street and shapes R&D, STEM education, and equitable pathways policy. With a PhD in Astroparticle Physics from Imperial College, Claire excels at building organisations, communities, and cross-sector collaborations to deliver lasting societal impact. 

“Dr Claire Thorne’s kindness in leadership springs from her genuine curiosity, humility, and commitment to people. By asking thoughtful questions and offering tailored guidance, she empowers colleagues to own challenges and celebrate successes. One example of Claire’s kindness is her mentoring programme at TechSheCan, where she pairs senior leaders with young professional women from underrepresented groups. She regularly volunteers in classroom workshops, and her coaching has inspired thousands to pursue technology pathways, increasing female enrolment in partner universities by 30% over three years. Her leadership style demonstrates that compassionate support not only nurtures individual growth but also strengthens organisational culture, drives social mobility, and delivers sustainable business results.”

– Lisa Shu, Venture Partner, Deep Science Ventures

What practical advice would you give to someone looking to embed kindness in company culture?
Organisational culture is determined by its leadership, ultimately people, and therefore human behaviour. Kind leadership is really about caring for people when no one else is looking. It’s intelligent – creating systems that enable all – instinctive, and intuitive.

True kindness is often quiet: noticing, responding, anticipating, connecting, considering, listening, championing, crediting, thanking, making time and space for. It is powerful but it’s not leading loudly and it’s not performative. It doesn’t switch on and off. It happens by stealth, playing out in everyday micro-actions and values that add up to make people feel they belong, motivate teams, forge relationships, and transform organisations. Kindness is core.

Donna Taberer

Training and Development Consultant, Amazon Prime

Donna has worked in the entertainment industry for over 35 years as a producer, editor, and commissioner. She has devoted the past 15 years of her career to supporting the careers of others, through delivering award-winning training programmes and diversity initiatives to help develop both new entrants and senior creatives. She devised the prestigious ScreenSkills Senior Producer Programme as well as Free Training for Freelancers, which saw hundreds of sessions delivered to thousands of freelancers every day during the COVID-19 pandemic. 

“Donna is constantly looking out for others in the industry, not just in her own team but across TV media companies. She is a support to many, and everyone has a story of how she has done something wonderful for them. Donna is kind and empathetic to all she comes into contact with, regularly organising social events, offering networking opportunities, and mentoring others. She is a champion for diversity within the entertainment industry and has helped to progress the careers of people from all backgrounds. Donna has consistently contributed to the upward trajectory of those around her for nearly four decades.” 

– Jasmine Dotiwala OBE, TV Executive, Diversity, Equity & Inclusion

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness costs nothing – apart from our time. As workplaces become ever more frantic and budgets mean we’re often being asked to cut back, don’t cut back on kindness. Dial it up. Take the time to speak to colleagues; find out what makes them tick and what motivates them. And importantly remember those small details for future conversations. Because it’s not small details to them. At the start of each day before the “to-do list” looms, I try to contact (unsolicited) at least three contacts to praise or recognise them for personal achievements or work wins. But also get in touch when life isn’t going to plan – that’s when your team needs you most. Call out kindness in others. And also step in when others are thoughtless or unkind. Empowering others to reach their heights and celebrating colleagues feels really good.

Diane Lewis

Chief Inspector - Retired, Sussex Police

Over a 30-year career, Di has positively influenced the lives and careers of hundreds of colleagues, crafting a legacy of leadership, compassion, and innovation. She has maintained a commitment to enhancing the wellbeing of others, within and beyond the workplace. Through her leadership in the Job Related Fitness Test programme, her role in promotion mentoring, and her broader contributions to wellbeing initiatives, Di leaves a lasting mark. She chaired the Mental Health Working Group and introduced the Wellbeing Dogs initiative, bringing comfort to colleagues across the force. 

“Di has always endeavoured to be there for others, which is evident in all aspects of her career. She has always been passionate about wellbeing and has introduced many new initiatives to support the wider workforce. … Di dedicates time to mentoring/coaching, setting up promotion seminars ahead of our internal processes to ensure people are as prepared as can be, and has opened up conversations around women’s health, including menopause, making changes across the force to help everyone understand its impact.”

– Georgina English, Police Sergeant, Sussex Police

What practical advice would you give to someone looking to embed kindness in company culture?
Whatever position you hold and however senior you become be a good listener. Be the person that people want to talk to and know they can share their concerns be it personal or around work. Never change from the person you want to be regardless of the position you achieve. Talk about kindness in all areas of work and make sure all those around you understand how important it is to be kind. Be the person that others want to be as they grow as leaders. Don't be afraid to challenge kindness in other senior leaders

Dame Sarah Healey

Permanent Secretary, Ministry of Housing, Communities and Local Government 

Sarah was appointed Permanent Secretary of the Ministry of Housing, Communities,
and Local Government in 2023. She previously served as Permanent Secretary of the Department for Digital, Culture, Media and Sport (DCMS) and worked in the Cabinet Office as Director General, overseeing economic and domestic policy, following two and a half years working on negotiations and preparations for the UK to leave the EU. Sarah was Chair of the Civil Service People Board for five years and is now Chair of the Main Honours Committee.

“Sarah embodies kindness in leadership through empathy, courage, and genuine care for others. Her style fosters psychological safety, enabling individuals and teams to thrive, especially in moments of crisis. She leads with trust, emotional intelligence, and clarity, creating a culture where people feel seen and supported. Her approach modelled the power of compassionate leadership across the organisation. By prioritising wellbeing alongside performance, Sarah has strengthened team resilience, loyalty, and effectiveness, proving that kindness isn’t just the right thing to do; it also makes business sense.”

– Rosehanna Chowdhury, Director, Ministry of Housing, Communities, and Local Government

What practical advice would you give to someone looking to embed kindness in company culture?
It’s important to be clear what kindness means. People sometimes think kindness means having low expectations or just being nice to each other. I think it’s more about enabling people to be at their best – which in turn will mean the highest possible performance. For instance, clear, constructive feedback is one of the kindest things we can offer – it shows we care enough to help each other improve or to identify the right job or environment for someone to thrive in. Embedding it means talking about kindness as a value at all levels and demonstrating it from senior leaders down. Let others see you having challenging conversations in a positive way – which involves listening carefully to what someone is saying and thinking about why they are coming from that perspective. We rely on people for everything we do – so showing kindness to them makes good sense.

Cecily Liu

ESG Specialist, London Stock Exchange Group

Cecily is a Senior Associate at the London Stock Exchange Group (LSEG), where she embodies kindness in every interaction and initiative she leads. She has been a leading voice in developing an action plan to create a sustainable and high-performing team culture as well as revitalising team internal communications following an organisational restructure. Cecily leads weekly mindfulness sessions, team meet-ups, and regular yoga sessions, helping to foster a welcoming environment for staff to thrive within. She also has a strong focus on developing others, volunteering her time to numerous industry initiatives, including Urban Synergy, Women in Banking and Finance, and Blind for Business. 

“Cecily’s ability to unite teams through kindness is directly impacting the culture at LSEG. Her empathetic nature and active listening skills have built trust across the organisation and allowed for the understanding of diverse perspectives. Cecily founded Sustainable Mindfulness, a weekly gratitude and meditation session that supports colleagues’ mental health, as well as offering weekly lunchtime yoga sessions. As an active member of the LSEG Women Inspired Network, she uplifts others through mentorship opportunities and volunteers across all three of the company’s culture working groups, consistently promoting collaboration, empathy, and inclusion. Cecily shows us that kindness can be a powerful force for connection and change.”

– Marianthe Evangelidis, Director, Sustainable Finance & Investing, LSEG

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness isn’t soft; it’s a powerful force for sustainable, human-centred leadership. It begins with empathy – listening to what matters to colleagues and creating space where everyone feels seen and heard. When culture faces challenges, step up and be part of the change. I joined my team’s cultural squad to collaborate with colleagues in promoting kindness, inclusion, and compassion. Even small gestures can go a long way in making kindness a daily practice.

Kindness also means sharing what energises you, not as extra work, but to uplift others and realise self-fulfilment. As a yoga and meditation teacher, I lead sessions to support colleagues’ wellbeing, helping build a healthier, more connected workplace.

When kindness is embedded in culture, it transforms how we work, relate, and lead. Engage with existing initiatives, use your strengths generously, and celebrate others’ contributions.

Caroline Brown

Director - Behaviour & Culture, Nuclear EMEA, AtkinsRéalis

Caroline is a Chartered Mechanical Engineer who has evolved from an engineer to a project manager and business head with AtkinsRéalis. Pursuing her passion for business psychology and culture transformation, Caroline has led a shift in how culture is embedded across the Nuclear EMEA business, introducing positive psychology, coaching, facilitation, and strengths-based practices. She also established and developed a community of 30 Behaviour and Culture Facilitators who foster inclusivity and wellbeing across the 2,000-person organisation. 

“Caroline embodies the principles of kindness by being present, listening without judgment, and creating environments where people feel safe, valued, and inspired. In my opinion, one of the most powerful examples of her kind leadership is the ‘You Are Not Alone’ campaign. Following the tragic loss of a colleague, Caroline personally searched and partnered with a suicide prevention charity to launch a support initiative that now reaches colleagues across the UK and globally. This wasn’t a corporate initiative, it was a genuine personal response from her heart.”

– Agnes Auledas, Senior Engineer, AtkinsRéalis

What practical advice would you give to someone looking to embed kindness in company culture?
Although embedding anything into company culture is very context specific, one constant that I’ve found applies broadly is to experiment and follow the pull (rather than trying to push an agenda). This has worked well with cultural enablers that are built at an emotional level, such as kindness.

We focus on doing things with our 4Cs of culture – Curiosity, Care, Courage, and Community. While kindness isn’t explicitly one of these, we’ve found that it is both an enabler and outcome. Our 4Cs emerged within our business across several years and have gradually been pulled into almost everything we do. They serve as a way of enacting our company values within our sector, rather like a cultural compass, and can be recognised – and felt – in the moment.

We also talk about being “kind rather than nice” to encourage discussions that the kindest option might be a challenging one.

Bano Sheikh

Audit Partner Financial Services, KPMG UK

When she first joined KPMG in 2019, Bano was the only female Audit Asset Management Partner in the organisation, and one of the first Muslim female Partners in the Big Four. Among the first women to complete the ACCA in Pakistan, Bano has championed inclusion throughout her career by advancing female leaders and mentoring future leaders. She currently sponsors KPMG’s largest faith network, helping to foster cultural understanding and belonging for its 1000+ members. Her efforts have driven tangible change and seen her receive global recognition through the WIBF Inclusive Leader Award. Bano’s impactful leadership, advocacy, and vision continue to shape a more inclusive professional services industry. 

“Bano leads with humility, heart, and purpose, fostering inclusion not just through strategy, but through daily acts of kindness. Her leadership has reshaped KPMG’s audit culture, by promoting women, mentoring ethnic minority talent, and embedding belonging across teams. Under her guidance, retention, morale, and engagement have risen. Through her sponsorship of KPMG’s Muslim Network, raising £78,000 for charity, and her global DE&I work, Bano proves that kindness is not soft, it is a catalyst for loyalty, equity, and lasting business success.”

– Khadija Nurein, IT Audit Associate, KPMG

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is not about being “soft” but rather it's about creating an inclusive environment of mutual respect, empathy, and care. We can embed kindness through active leadership commitments. Leaders should consistently demonstrate kindness through active listening, appreciation, and support. Role models should share their stories of acts of kindness throughout the company. Businesses may consider how policies and practices need to be updated based on people's survey feedback to actively embed kindness in the DNA of the organisation. Consider different learning and development training around emotional intelligence and compassionate leadership.

Axel Scheffler

Illustrator, A. Scheffler Limited

Axel is an award-winning illustrator whose iconic work graces the pages of some of the world’s most beloved children’s books. Through decades of publishing, including The Gruffalo, Room on the Broom, and Stick Man, Axel has inspired generations to imagine, to think, and to be kind. His books have been translated into numerous languages, and his artistry has been celebrated in exhibitions globally, solidifying his place as a leading figure in children’s literature. Axel’s illustrations in the book Kind, created to support the Three Peas charity, deeply reflect his values and lifelong commitment to compassion and generosity. 

“Axel demonstrates quiet yet impactful leadership through collaboration, creativity, and humility. Known for his kindness, he often supports children’s literacy projects and international causes. He also inspires fellow artists with his distinctive style and dedicated work ethic. Through his beautifully crafted characters and stories, Axel has touched the lives of countless children and families, fostering a love of reading, sparking imagination, and providing comfort to many. His approachable nature and commitment to storytelling make him not only a creative leader but also a compassionate presence in the world of children’s literature.”

– Michelle Li, Co-Founder, Ruiwen She Power

Ava Maitland

Head of Legal Operations, The Adaptavist Group

As the Head of Legal Operations, Ava is a driving force for positive change across The Adaptavist Group, a digital transformation company helping businesses to work better. Beyond her legal role, she amplifies voices through her ERG leadership, founding the Group’s women’s network, and spearheading its CSR programme. Her campaigns for improved parental and women’s health leave, and her support for colleagues in conflict zones, have cemented her mission for equity. Through initiatives like the UK-Ukraine Tech Bridge and various charity partnerships, she ensures the organisation’s impact extends far beyond the office. 

“Ava works tirelessly to make our culture kinder, fairer, and more inclusive. She has helped launch initiatives such as ERG groups and has increased volunteer time across the company. Her internal policy work has improved employee satisfaction and positioned us more competitively in talent retention. She helped establish our women’s network to provide space, support, and visibility for women at all levels, and has mentored several of its members. Externally, Ava has created meaningful partnerships with organisations such as UWS, Accent Soccer, and the UK-Ukraine Tech Bridge. Ava’s leadership builds trust, fuels belonging, and sets a standard for what kindness in action looks like.”

– Phill Fox, Senior Principal Technical and Customer Strategist, The Adaptavist Group

What practical advice would you give to someone looking to embed kindness in company culture?
Actively listen and practice kindness consistently across all your interactions with colleagues without exception or expectation. You never know what someone else is going through, so be curious, kind, and open. Be transparent about your own experiences so that others see how approachable you are and come to you with honesty about their concerns. As the leader of our Women’s ERG, I have shared personal challenges to encourage others to share in a safe space. One individual cannot transform culture, but our actions as leaders have ripple effects across the business. As MLK once said, “If I cannot do great things, I can do small things in a great way.” If leaders fail to support, connect, and show kindness, this will only compound the loneliness of a world where remote working is now commonplace. Integrating kindness into all we do helps to lift us up collectively, and in great company.

Amy Hopper

Founder and Sociologist, TOA Group

Amy is a sociologist, entrepreneur, and founder of TOA, a consultancy focused on removing barriers to unlocking high-performing, happier teams. She launched her first digital agency at 25 years old and scaled it to become a top 30 UK Google Partner, before selling the company following a period of profound personal adversity where she became a widow to suicide during the COVID-19 pandemic. Despite a car crash and spinal fusion, Amy rebuilt her life and hiked solo across Europe, became a sought-after speaker, and a trustee of a neurodiversity charity. Known as the “digital Wolverine”, Amy works to foster psychologically safe environments that are rooted in emotional intelligence, inclusion, and authentic leadership.

“Amy’s leadership is a masterclass in the power of resilient, values-driven kindness. Whether coaching executive teams or mentoring early-stage entrepreneurs, she creates environments where people feel seen, safe, and empowered to grow. Her trauma-informed methodology is described as “revolutionary” by clients, helping teams unlearn performative behaviours and reconnect with human dynamics. As a guest lecturer at the University of Kent, she teaches empathy in leadership, as well as writing on the topic for various business publications. Amy actively champions neurodiversity through her roles on Livery DEI committees and was awarded Wellbeing Champion in Business at the Mind Mental Health Awards. Her legacy is not just in business results, but in the people who leave her presence feeling stronger, more inspired, and more themselves.” 

– Jon Spree, Managing Director, Pingala Media

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness in leadership starts with empathy, not as a buzzword, but as a daily practice. It means taking the time to understand your team’s realities, not just their outputs. At TOA Group and in my work with MBA leaders, we teach embedded kindness by making space for honest conversations, rewarding emotional intelligence, and building processes that protect psychological safety.

Be specific. Start meetings with check-ins, not just agendas. Give feedback that builds, not bruises. In moments of conflict, ask “What’s this really about?” and listen.

Kindness doesn’t mean avoiding challenges. It means delivering with compassion, clarity, and respect.

The most important lesson I’ve learned in my career? Empathy plus authenticity creates trust. Trust builds a culture people want to stay in, and a team who will follow your vision.

Kindness isn’t a soft skill. It’s a strategic one. It’s not just good leadership; it’s good business.

Amrit Bahia

Director - Strategic Partnerships, NatWest Bank

With over 30 years of experience in the financial services industry, Amrit has an exceptional track record of delivering results and influencing strategic decisions. He founded The Student Career Compass, a career immersion event that supports students to make informed career choices, and Kindne555, a community bringing charities and social enterprises together to collaborate and leverage each other’s strengths. At NatWest, Amrit has created the world’s largest free accelerator network, supporting 2,000 entrepreneurs every year.

“Amrit has made a profound contribution to embedding kindness into the culture of NatWest and beyond. His work with Student Career Compass, his social mobility initiative, is a shining example of this. Through mentorship, workshops, and outreach, he has helped countless students, many from underrepresented backgrounds, access the tools, confidence, and networks they need to succeed in the world of work. His guidance is always grounded in compassion and a deep belief in the potential of others.”

– Lisa Ardley-Price, Managing Legal Counsel, NatWest

What practical advice would you give to someone looking to embed kindness in company culture?
If you want kindness to really live in your company’s culture, it has to be something people see, feel, and celebrate every day.
Start with leaders – show empathy in conversations, really listen, and let people know their efforts matter.
Weave kindness into onboarding, your core values, even performance reviews, so it’s part of “how we work here.”
Shine a light on moments when colleagues support each other, not just when they hit targets, because kindness drives success too.
Give people safe spaces to share ideas and concerns, and teach managers to handle challenges with compassion.
And remember, the little things – a handwritten thank-you, a birthday shout-out – can mean a lot.
When kindness becomes a daily habit, it stops being a nice-to-have and becomes the way your whole team works together.

Alexandra Ueno-Park

Partner & Head of Tax, VWV LLP

Alex joined specialist law firm VWV in 2023 to rebuild its tax practice from the ground up. In less than a year, she grew the department from zero revenue to a thriving six-figure practice. Beyond technical excellence, Alex is a cultural leader, mentoring colleagues, providing firmwide tax training, and championing diversity. As an East Asian working mother in the legal field, she leads by example, driving inclusivity and inspiring change. Her empathy, accessibility, and courage in elevating junior voices have made her not just a leader in tax, but a transformational force across her organisation.

“What makes Alex stand out is not just her focus on professional development, but her deep care for people as whole individuals. She takes time to understand each team member’s goals, concerns, and personal circumstances, treating their wellbeing as central to leadership, not an afterthought. From the start, Alex has made a point of openly discussing career paths with junior colleagues, demystifying progression in a traditionally hierarchical profession. She communicates transparently about management goals, changes, and challenges, ensuring everyone feels informed, involved, and valued.”

– Hangjing Peng, Paralegal, VWV

What practical advice would you give to someone looking to embed kindness in company culture?
In my humble opinion, it all starts from “you” – treating others as you want to be treated. This includes promoting and fostering a safe and supportive environment for genuine communication and empathy.