People and Culture at AEG Europe

Kirstie Loveridge

Kirstie Loveridge is an experienced HR industry leader who currently serves as the Executive Vice President of People and Culture at AEG Europe. With experience in numerous HR roles for different organizations, she brings a wealth of knowledge and expertise to her current position. As a leader, Loveridge excels at creating a culture of inclusivity where every employee is valued and accepted.

How would you describe your journey so far, and what are your key responsibilities here at AEG? 

I have had an extensive career in human resources and have held numerous leadership positions with three prominent organizations in the UK. I started my career working with Compass Group as an HR professional before moving on to work with Handover HR, which provided both HR outsourcing and consultancy services to small, entrepreneurial, fast-growing businesses. While working there, I provided consulting services to AEG's big music arena in 2007, and my involvement in that project led me to join AEG, a leading sports and entertainment company. Currently, I am the Executive VP of People and Culture at AEG, and as part of my role, I oversee talent acquisition and management, employee engagement and development, compensation and benefits, and diversity and inclusion initiatives.

What are some of the practices that you adopt to streamline organizational culture?

In today's business world, there is a strong focus on improving the employee experience and engagement, and aligning them with the overall business goals to achieve the best possible outcomes. As a result, tailored solutions are being implemented for each department, which helps to create a sense of purpose and inclusivity among employees. In the aftermath of the pandemic, we have been constantly analyzing, redefining, and measuring our processes to prioritize what matters most to our workforce.

As a live music and entertainment business, we recognize the importance of keeping up with technological innovation. This year, we have several tech projects underway, including the implementation of improved attendance and applicant tracking systems to increase transparency. We are also developing adaptive strategies to ensure a seamless transition for employees to the new processes.

Are there any recent project you have been working on, and what are some of the process elements leveraged to make it successful? 

In 2020, during the pandemic, we launched our first global employee engagement survey. Although some people were skeptical and criticized our decision, the survey provided us with insights into what our employees were thinking across the globe, especially when the vast majority of our employees were working part-time. We compared the survey results with the work we had done in terms of EDI in 2018-19 to identify discrepancies and create people and culture-oriented strategies.

At AEG, we have eight value groups that work to bring employees to the forefront, giving them an opportunity to share their ideas to drive change within our organization. Maintaining a collaborative approach between our leadership and workforce has helped us survive during the toughest times such as the pandemic and to bounce back to success today.

In light of your experience, what will be your advice to fellow peers in the industry?

It is important for businesses to respect the views of their employees. We need to understand that each of our employees is first and foremost an adult, a consumer, and a human being. If we ensure that our processes incorporate these key aspects, then success will be within our reach.