Friend of FAIRER interview: Florence Henderson

About Florence Henderson

Florence Henderson is Regional Inclusion Lead for Europe, the Middle East and Africa at Moody's, where she oversees inclusion across 18 offices and supports eight Business Resource Groups (BRGs) across the region. Having joined Moody's in 2013, Florence now works with colleagues across the business to create cultures where people feel they belong, leaders model inclusive behaviours, and employees are empowered to shape change.

Fairness starts with voice, opportunity and belonging

Florence explains what fairness means to her, highlighting the importance of giving people a voice, creating opportunities, and fostering a sense of belonging.

"For me, fairness is about giving people a voice and providing a safe space where they feel heard. It's about creating a level playing field so that everyone has equitable access to opportunities, whether that's recruitment, development, or promotion.

"But fairness goes beyond policies and processes. It requires thoughtful leadership and a genuine commitment to belonging. People want to feel valued, included and able to contribute. They want to be part of a culture where they can be themselves and help shape the environment around them.

"If you have talented people, invest in them. Give them opportunities to grow, gain new experiences and explore different parts of the business. That's how you retain great talent."

Business Resource Groups as catalysts for connection and change

Reflecting on the impact of employee-led business resource groups, Florence shares how they have been able to bring people together and drive change at Moody's.

"One of the key purposes of our BRGs is bringing people together. They create a neutral space where colleagues from different teams and backgrounds can connect, learn from one another and have conversations about culture, careers, wellbeing and inclusion.

"They're also a fantastic development opportunity. Our co-chair roles are employee-led leadership positions that help people build skills, broaden their networks and gain valuable experience. Anyone can apply, regardless of their role, and we have clear governance and support structures to help them succeed.

"We've seen tangible outcomes from these conversations. For example, our parental leave policy was enhanced to be globally consistent and gender neutral, ensuring equal support for employees regardless of whether they become parents through birth, adoption, fostering or surrogacy.

"We also create opportunities for people to talk openly about topics that affect their lives, such as mental health, disability, neurodiversity, fertility and menopause. Employees value having spaces where these conversations can happen."

Visible leadership makes inclusion real

For Florence, leadership commitment is essential to creating an inclusive culture that lasts.

"No matter what type of organisation you are, if inclusion isn't genuinely supported by senior leadership, it won't become part of the culture.

"It creates a stronger sense of belonging because employees can see that inclusion is valued at every level of the organisation. When people feel recognised and appreciated, they are more engaged and energised.

"The same is true at our annual BRG Summit, where co-chairs from around the world come together to share ideas, discuss strategy and connect with senior leaders. Those interactions reinforce that inclusion is everyone's responsibility."

Inclusion is part of culture

Florence believes inclusion succeeds when it becomes embedded in everyday culture rather than being treated as an initiative.

"At Moody's, inclusion isn't a tick-box exercise. It's part of who we are and how we work. We focus on giving our BRG leaders the support, empathy and tools they need to create meaningful impact, while partnering with external organisations that broaden our perspectives, deepen our learning and strengthen our culture of inclusion.

"We've also been fortunate to receive external recognition through various awards, but for me the biggest achievement is the culture we've built together and the people who make it possible every day.

"I genuinely enjoy what I do, and I'm grateful to work alongside colleagues and leaders who are committed to creating an environment where people can thrive."

A word from Laura

Laura Drakeford, Inclusion Partner at FAIRER, shares her key takeaways from Florence's interview.

An inclusive culture strengthens corporate cohesion and supports retention. When people feel respected, connected and supported, they are more engaged, collaborate more effectively and are more likely to stay - or even return. The shift from Employee Resource Groups (ERGs) to Business Resource Groups (BRGs) reflects a stronger connection between inclusion and business success. By bringing together colleagues from across the organisation, BRGs break down silos, foster belonging and strengthen collaboration, helping people and the business thrive together.

If you would like to be considered for an expert interview, or want to further discuss any of the themes covered in Florence's interview, please get in touch.