Here at AXA, we understand that trust is the foundation of any successful business. As George Stansfield, Head of Group Human Resources, explains, “You cannot innovate unless you have a really strong culture of trust and inclusion”. But with our reach and diversity – we have 155,000 employees across 56 countries – how can we maintain a culture based on trust and inclusion?
In simple terms, we’re constantly striving to give our people an open, supportive and stimulating working environment. And we’re encouraging collaboration, too. For example, we recently renovated and modernised lots of our offices around the world, replacing internal walls and doors with glass to create transparency and ensure that no one is ever closed in or shut out. Take a look at the photos of our beautiful new offices in France and Switzerland on our Discover AXA Facebook Page, which are designed to promote flexible working and inspire our employees to think creatively. They look like pretty cool places to work, right?
As well as innovation from within, we’re also embracing exciting new technologies to help us continue to be a leader within our field. Recently, we built the AXA Lab, based in Silicon Valley. This unique concept within the insurance industry promotes entrepreneurship in marketing and distribution by focusing on digital technology and on improving customer experience. Here’s a quick video with Frédéric Tardy, Chief Marketing & Distribution Officer of the AXA Group, explaining a bit more about the AXA Lab and what it means.
We’re introducing lots of new internal initiatives too, like ‘Start-in’, which enables employees to propose new ideas for the business. We’re encouraging our employees to think out of the box, be “intrapreneurs”, design and implement new solutions, products and services because at AXA, we want everyone to have a chance to evolve, try new opportunities and develop their potential.
This article first appeared in Cambridge: Inspiring Leadership & Innovation, a book produced by Cambridge University Students’ Union (CUSU) and St James’s House publishers. This is an abridged and adapted version of the original article.