Women Diversity and Channel Awards: Interview with Heather Walls, UK and Ireland Channel Sales Manager, Hewlett Packard Enterprise

HPE’s approach to inclusion is rooted in the belief that representation alone is not enough.

1. Why is supporting diversity and inclusion in the channel such a priority for HPE?

Supporting diversity and inclusion in the channel is a strategic priority for HPE because it directly aligns with our company’s values, our purpose to advance the way we live and work, and long-term vision for a more equitable workplace. At HPE, we see the benefits of championing diversity and inclusion as a strategic business imperative as inclusive teams are proven to drive greater innovation, stronger revenue growth, and higher employee engagement. This belief is embedded in HPE’s channel strategy, where diverse perspectives are essential to understanding customer needs and driving partner success.

2. What specific initiatives has HPE launched to support women and underrepresented groups within your own business and wider partner ecosystem?

HPE has launched a wide array of initiatives and programmes to support women and underrepresented groups within our business, our partner ecosystem and wider community. For example, HPE’s longstanding internal resource group, WoMen@HPE, works to advocate for gender equality and women in tech. They aim to provide a platform for women's voices, develop mentoring programmes, and create a supportive environment to share experiences and build networks. The WoMen@HPE and STEM@HPE resource groups also collaborate with the HPE Early Careers programme to drive engagements with local schools to inspire underrepresented talent and foster inclusive growth.

While the resource groups at HPE bring value to the communities they represent, they also provide development opportunities to those that drive them - be that leadership experience, organisation and communication skills, or building a broader network.

In the past year we have also hosted a number Resource Group Collaboration Days that bring together HPE teams and partner organisations to share best practices and assets in the diversity and inclusion space. The conversations have been honest, strategic, and rooted in a shared commitment to elevate the impact of resource groups (RGs), not just as communities, but as critical drivers of business outcomes.

3. How do you measure progress on diversity and inclusion internally—and how do you hold yourselves accountable?

Our main objective is to continue to establish our programmatic approach to Inclusion and Diversity – and we continue to track progress through inclusion and diversity event surveys and feedback, and event attendance rates to track employee participation and engagement.

Our leadership team and resource groups also host a number of regular in person listening roundtables across our different offices where senior leadership and resource groups take the time to sit down, listen, and hear feedback from team members on the progress they are seeing and where they see areas for improvement.

This year, HPE have a record number of employees making the shortlist for the CRN Women and Diversity awards, this is an incredible reflection of the talent we have at HPE and the work these individuals do to champion diversity within HPE and wider communities.

We are extremely proud of Meg Marshall, HPE Partner Storage Specialist, who won the CRN Women and Diversity Graduate of the Year 2024. This award is a testament to her success working with our partners and her volunteer role as the Chair of STEM@HPE which works to raise the awareness of the opportunities at HPE and the different routes available to students. STEM@HPE has reached over 15,000 students and holds numerous partnerships with government funded organisations and charities.

5. How are you helping partners build more inclusive cultures within their own organisations?

One of HPE’s most effective strategies is inviting partners to participate in Resource Group Collaboration Days. These events bring together HPE employees and partner representatives to engage in workshops, panels, and shared learning experiences focused on inclusion and diversity. Feedback from partners has been overwhelmingly positive, with many reporting that they’ve taken insights from these sessions back into their own organisations to implement change

Partners have also benefited from asset sharing across communities, especially during challenging times for DEI globally. This collaborative model fosters mutual support and learning, helping HPE and our partners evolve their own inclusion strategies.

6. What role does allyship—particularly from senior leadership and male colleagues—play in fostering an inclusive channel culture?

Senior leadership involvement, visibility and allyship is critical. It gives permission to get involved, humanises leaders and uses their privilege to open doors. Allyship from leaders enables team members to see themselves following these career paths as, when we can relate to a person in a leadership role, it makes future aspirations more achievable. At HPE, ally’s work to give a platform to diverse voices and foster a inclusive environment so everyone can thrive, and we continue to grow as a diverse workforce.

7. How do you ensure that inclusion efforts go beyond surface-level representation and actually create a sense of belonging for all employees?

HPE’s approach to inclusion is rooted in the belief that representation alone is not enough. We focus on creating environments where people feel safe, accepted, and empowered. A key indicator of authentic belonging is the high level of engagement in volunteer-driven programmes, such as Resource Groups, mentoring, and community outreach. These initiatives are owned by employees, sponsored by leadership, fostering genuine connection and cultural ownership.

This article is sponsored by HPE.