As an NCFD Practitioner, Asari works to advance Fairness, Respect, Equity, Diversity, Inclusion and Engagement (FREDIE) for all in the workplace, working with organisations across all sectors to deliver personal training as well as Investors or Leaders in Diversity accreditations.
He has been involved in Equality, Diversity and Inclusion initiatives for 40 years, including assessing and advising organisations, training in equality and diversity, report writing, service inspections, setting up staff networks, recruitment initiatives, mentoring for BME staff and conference speaking. He has focused on coaching and training senior leaders and business owners in the last 13+ years.
Asari has delivered high-profile presentations on equality and diversity to Boards, Senior Management Teams, large corporate audiences, conferences, whole staff teams and departments.
Asari has a Masters in Business Administration (MBA) and is both an Accredited Mentor and an Accredited Coach.
Can you share a bit about your journey with the National Centre for Diversity? What initially drew you to this organisation?
After over 25 years of experience in the public, private and voluntary sectors, he was made redundant from the Audit Commission back in 2011, when he first came across the National Centre for Diversity (NCFD). He saw that the NCFD was looking to expand its list of experienced advisors, and loved the work it was doing so applied.
What have been some of the most rewarding experiences in your time working with the NCFD?
Asari finds it rewarding to see any organisation he supports building a truly inclusive workforce culture that embraces diversity.
His biggest highlight was with Kier Transportation, which he supported for nearly 10 years. In 2024, they were Number 1 on the NCFD’s Top 100 Most Inclusive UK Employers and Construction Company of the Year.
What would you say the value of mentoring is?
Asari believes that “mentoring senior leaders allows a more personal approach that supports that leader confidentially to improve their awareness and also their practices. It also gives them the confidence to push forward with positive initiatives and challenge existing thinking.”
He adds that “mentoring has also evolved over the years. There is more emphasis on improving leaders’ emotional intelligence and not just their strategies. Supporting leaders to be ‘sponsors’ and not just mentors is also a level up. Recognising that championing people with ability and talent that have not historically had the exposure of others is a huge step in improving their chances of being a senior manager.”
How have you seen this field evolve over the years?
“There is more and more good practice in the UK and Ireland which is helping drive real change for the better. However, there has been a tendency in the media and within some organisations to shift the focus on personal opinions, rather than diversity data and other empirical evidence. This can sometimes lead organisations to focus mainly on things like language, rather than clear equality outcomes.”
What do you see as the biggest challenges organisations face?
“Ignoring all the outside noise and focusing on their business case and priorities – driven by diversity data, plus their staff and customer feedback. Being a ‘good person’ may lead to unintended outcomes, so staying focused on the core issues and consulting stakeholders when implementing changes ensure better and supported outcomes. It is also important to note the government’s and EHRC’s guidance when implementing new policies. Then review annually”
What advice would you give to organisations as they embark on their FREDIE journeys?
To seek the advice and support of the NCFD, to understand where you are now and to give you the benefit of our experience in setting a good strategy and quality action plan in place.
