Ageas UK

Emma Francis

Emma Francis is an accomplished Diversity and Inclusion (D&I) expert with a decade of experience in D&I at national and international levels, including the UK, Europe, and global contexts. She is primarily responsible for developing and implementing Ageas' D&I strategies and initiatives to attain the company's diversity goals. Francis’s dedication and expertise in this field have proven instrumental in fostering a more inclusive and equitable workplace culture.

In an exclusive interview with Manage HR Europe, Francis shares her valuable insights on the challenges, trends, and best practices in D&I.

Could you briefly explain your current roles and responsibilities at Ageas?

We are a global insurance company with 45,000 employees worldwide. As the Head of Inclusion, my role is bifurcated into leading D&I efforts on a global and national scale. The UK sector, which has around 2000 employees, focuses more on gender equality, ethnicity, and disability support. Globally, my role entails promoting, aiding, and steering operating companies in executing their D&I strategies, including interventions like training sessions and mentoring for senior managers.

Do you see any general trends or developments in the HR field? If yes, please elaborate on that.

D&I is becoming a global business strategy, with many organizations recognizing its importance in demonstrating well-structured business practices. In the U K, the insurance sector operates under regulatory oversight, and governing bodies are keenly interested in establishing stringent mandates for corporations. These prerequisites encompass collecting data, formulating D&I strategies, setting targets, and ensuring diversity at the board level.

At the European level, the European Commission has introduced the Corporate Social Reporting Directive (CSRD), which incorporates elements of D&I. This directive highlights a growing demand for transparency regarding diversity data within organizations. It also emphasizes the need for clear D&I strategies, well-defined targets, and a demonstrable track record of progress in achieving these objectives. Large organizations are increasingly expected to participate in discussions surrounding D&I when presenting business proposals. This crucial aspect must be addressed to avoid missed business prospects, a diminished pool of talent, and increased vulnerability to potential risks.

Additionally, regulatory bodies are contemplating intervention measures to expedite progress in the D&I sphere. Although there may not be explicit regulatory frameworks in place for North America,, the expectations regarding D&I remain high, and organizations are actively working towards meeting these expectations.

“The cultivation of D&I is a cultural shift and cannot be solely attributed to the HR department; it requires the collective commitment of every team member.”

Is there any novel technology that is going to influence or change the HR industry in the future?

AI is expected to play a crucial role in D&I by streamlining human responsibilities and activities in recruitment processes. We at Ageas UK are implementing a system where Information Technology (IT)shortlists candidates based on their fit score, eliminating potential bias. However, AI can sometimes be biased due to learning from past data and machine learning. It is, therefore, essential to ensure that AI does not simply replicate human actions.

Data analysis is another area of focus in D&I strategies. The greater the volume of data collected, the more opportunities there are to identify issues and implement targeted interventions. Technology allows for easier data collection, analysis, and a more comprehensive understanding of the intersection between different groups. For example, suppose a woman of color or a man over fifty years of age has a disability. In that case, data analytics can be used to analyze outcomes and identify differences in experiences.

Have you participated in any recent initiatives that have created some benefits for the employees or the company in general?

The most substantial project that I had to undertake was to normalize flexible working practices at Ageas, ensuring all vacancies are made available through a flexible and inclusive approach. This is particularly important for senior roles, as many candidates believe management-level positions require a full-time commitment. This is especially significant for women, those with disabilities, and individuals with health conditions who require adjustments in their work schedules.

The discussion concerning adaptability has been instrumental in retaining talent and ensuring that all roles are advertised with versatility in mind. The number of women in senior roles has increased significantly, from 20% in 2017 to 40% in 2023. This commitment to flexibility has been crucial, as it provides work-life balance and promotes well-being for many individuals, which is essential for retention and professional growth.

What is your advice to the aspiring professionals in this field?

Change doesn't happen overnight and requires multiple steps to be implemented. Progress will be evident through the practical implementation and successful execution of changes. Ensuring the entire organization embraces these changes is pivotal to their successful implementation. The cultivation of D&I is a cultural shift and cannot be solely attributed to the HR department; it requires the collective commitment of every team member.