Pride and Allyship - An Interview with Paras Anand

  Why does allyship remain an important topic for us in a professional context? 

Allyship is not just a buzzword; it can be essential to psychological security for individuals in the organisation where they can get support and air cover.
It is about creating an environment where support isn't just available but is actively offered. 
And obviously, in the business environment, it's about making people feel safe so they can perform at their best. Without a culture of allyship that embraces all aspects of diversity, we're not just underutilising talent, we’re holding people back and compromising on business outcomes. 
For me, wisdom is a collective asset, not a private possession. When we cultivate a truly diverse and inclusive environment, we pave the way for everyone to feel a sense of belonging. This is about dismantling the notion of being an outsider and fostering an environment where everyone feels at home.
A phrase that’s often used in DEI is ‘embracing difference’. People with different backgrounds, ideas, opinions, experience and approaches create the collective advantage of a business. And if you can make everyone feel involved and part of the team, it means that people of different ethnicities, genders, ages, religions, disabilities and sexual orientations, and with differences in education, personalities, skillsets, experiences and knowledge can succeed.

 Who has been a key ally for in your professional/personal life? 

Of course. I've been incredibly lucky to have been mentored by some remarkable leaders. One standout is Anne Richards from my time at Fidelity. Her influence was instrumental in transforming the company's ethos.
She said that a career path in finance was considered by her family as alien, so having experienced the feeling of being an outsider herself, she was fervently committed to shaping a space where diversity is not just accepted but celebrated. She believes that everyone deserves to feel they have a rightful place at the table, and without apology.
And this philosophy extends to team dynamics as well. Success is often a result of 'followship' – valuing and acting upon the insights of your team rather than necessarily taking the lead – which in turn fuels innovation and a shared sense of achievement.
 

  What have you seen be the key differentiator between “authentic” and “performative” allyship? 

It’s easy to do the ‘performative’ things, like showing up at an LGBTQ+ work event or saying the right words in a speech.
But I believe genuine allyship is characterised by courage and action. It's about being the person who stands up when it counts, who lends their voice to support others without hesitation. 
It's not just about the showing up; it's about extending oneself to champion and empower others in ways that are unmistakable and impactful, and proactively going out of your way to support and encourage people in a highly visible manner.
And it's also about the seemingly small gestures, like the widespread adoption of LGBTQ+ symbols in the workplace. It always pleases me to see so many of us wearing LGBTQ+ lanyards in the Artemis offices, and lots of the team still have Pride leaflets on our desks from last year.
All of those things give a collective signal, a powerful message of solidarity.

  Is there a consistent “allyship mindset”? What does that look like to you? 

Yes, there’s a thread that connects all true allies, the commitment to an ongoing journey of personal growth and learning.
It's about transitioning from a passive role to one of active engagement. It involves a continuous effort to understand the appropriate words and actions that affirm and support others.
It's about being in tune with the experiences and current realities of your colleagues, thinking about how things affect them and shape their responses.

 What does the allyship journey look like? How do you move from a bystander to an effective ally? 

It’s about learning to know what to say and do, constantly building awareness of those around you, how their lives have developed and what’s going on for them at any point in time.
At its core, allyship is about empathy. It's taking the time to truly listen and understand the unique experiences of others.
It's about recognising that while our default perspective is rooted in our own experiences, we must strive to appreciate the world from others’ viewpoints.
This means avoiding assumptions and considering the diverse ways people may perceive and interact with the world around them.
Most of all, it's about empathy, understanding, and a willingness to learn from the rich tapestry of individual experiences. 

 What is Artemis doing to embody the spirit of allyship? 

I’m very pleased with the way that we’ve been developing our culture at Artemis, particularly supporting the LGBTQ+ community.
Working with The Diversity Project, LGBT Great, and being a signatory to the Women in Finance Charter all help increase representation in the workplace. We also regularly have younger people in our offices for our ‘Profit Hunt’ where senior school pupils learn about careers in the investment industry.
And it’s the small stuff too – like when we post on social media about Pride or LGBT History Month and we get ‘likes’ from students and young people who might be our staff of the future, and also from our customers who might be LGBTQ+ or a member of another diversity community themselves.

Paras is the Chief Investment Officer at Artemis Investment Management, which he joined in 2022. He is responsible for working across all asset classes to determine priorities, catalyse innovation and represent the function to external bodies such as regulators and policy makers. He leads Artemis’ Diversity, Equity and Inclusion working group, championing and being an ally for all aspects of DEI strategy and practices.

Paras will also be volunteering behind the DJ booth at our Together With Pride Event on the 29th of June

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