1) WORKING IN PERCEIVED DIFFICULT LOCATIONS Led by Outstanding Global Women Pam Mundy, Irina Yakimenko, and Gill Gordon (Chair, Permits Foundation), joined by Haveer Singh Chadha (Senior Vice President Ikan Relocation Services) and Kelly Blackaby, (HR Director Europe and Middle East at Mavenir). With contributions from experts across ME, India,


Russia, Eastern Europe and the US, this discussion reframed “difficult” through nuance: some locations are objectively high-risk, while others feel difficult due to language, remoteness, or unfamiliarity. Either way, rigour and respect are non-negotiable.


WHAT WORKS • Due diligence & personal risk assessments: Go beyond generic country briefs to role-specific analysis. Include trial visits when possible.


• Mentoring & local networks: Pair assignees with on-the-ground guides, internal and external, who can support integration, safety and cultural fluency.


• Role clarity & resourcing: Ensure organisations invest properly; pre-departure training, ongoing check- ins, and family support.


• Flexible definitions of “difficult”: Recognise psychological as well as physical safety. A mega-city can be as daunting as a remote site.


• Memorable insight: Kelly Blackaby’s (HR Director Europe & ME) experience entering Saudi Arabia in 2008 as the first woman in an organisation of 4,000 men underscored that preparation, persistence and sponsorship can turn fear into progress and open the door for others.


2) NAVIGATING CHALLENGING WORKPLACES Facilitated


by Dr Sue Shortland and Ann Ellis,


(Co-founder and CEO Mauve) this table focused on building psychological safety and micro-habits that add up to culture change.


WHAT WORKS • One conversation at a time: Don’t wait for sweeping transformation; equip people to make small, specific improvements with big ripple effects.


• Create safe environments: Encourage environments where individuals feel safe to speak up is fundamental to fostering genuine dialogue.


4) WELLBEING, FAMILY & WORK–LIFE BALANCE Chaired by Claudine Hakim (International School of London, ISL) with Dr Heather De Cruz-Cornaire (Café Coach), this table tackled visibility, boundaries and the “lived experience gap,” especially for remote, hybrid and self-employed professionals.


WHAT WORKS • Boundary literacy: Normalise stating limits and workload trade-offs; leaders model it first.


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• Open inclusion networks: Make participation open to all; avoid “club” dynamics that exclude the people who most need to be there.


• Skills for tough talks: Train managers to handle pay, performance and progression conversations with clarity, curiosity and care.


• Education upstream: Challenge gender


stereotyping early so the workplace isn’t tasked with undoing years of limiting narratives.


• Memorable insight: “It's not possible to do change in one fell swoop.” Build repeatable routines, such as weekly inclusive stand-ups, structured feedback rounds, and visible sponsorship moments, that quietly and consistently normalise fairness.


3) EDUCATION: EARLY YEARS TO LIFE-LONG LEARNING The conversation on this table considered how formative experiences shape future talent.


WHAT WORKS • Quiet time before ideation: the table demonstrated this in practice by starting with silent reflection and Post-its to give quieter voices a platform. A simple technique that transforms participation.


• Intergenerational learning: Angela Fubler’s Bermuda initiative engages retired teachers to mentor younger generations; creating belonging, purpose and continuity.


• Authenticity as a muscle: Paul Williamson described how ATG Entertainment’s emerging leaders present on something they’re passionate about, then continue a two-year journey that culminates in sharing with family and senior leaders resulting in greater confidence, creativity and cohesion.


• Memorable insight: Invest early and often. If we “get it right with very young girls (and boys), we get it right in a big way.”


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